Foreword: Food Services Manual

Food Services Manual A-85-269-001/FP-001
FOREWORD
1. A-85-269-001/FP-001, Food Services Manual, is issued on the authority of the Chief of the
Defence Staff.
2. This publication is effective on receipt.
3. Suggestions for changes shall be forwarded to National Defence Headquarters,
Attention: SJS / Strat J4 Food Svcs.
Page 1 of 14
PREFACE
1. This Manual stipulates the Canadian Armed Forces Food Services directives and standards.
Furthermore, it provides procedures and instructions for the management of Food Services in
compliance with the policies issued by higher authority.
2. This Manual is the principal reference source for the provision of Food Services.
Abbreviations
3. The Defence Terminology Bank (DTB) (<http://terminology.mil.ca>) is the sole authority
on terminology and abbreviations for the CAF and DND. It promulgates the correct terms on
Food Services. These are as follows:
Strategic J4 Food Services Strat J4 Food Svcs

J4 Stratégique Services d'alimentation J4 Strat Svc Alim
food services Food Svcs

services d'alimentation Svc Alim
food services officer Food Svcs O

officier – services d'alimentation O Svc Alim
food services manager Food Svcs Mgr

gestionnaire – services d’alimentation Gest Svc Alim
Page 2 of 14
CHAPTER 1 – FOOD SERVICES ORGANIZATION AND CONCEPT OF FEEDING

1.1 Introduction
1.2 Organization and Responsibilities
1.2.1 General
1.2.2 NDHQ – Responsibilities
1.2.3 Environmental HQ – Responsibilities
1.2.4 Operational HQ – Responsibilities
1.2.5 Base / Wing / Formation/ Unit – Responsibilities
1.3 Requirements
1.4 Canadian Armed Forces Strategic Feeding Concept
1.5 Canadian Armed Forces Operational Feeding Concept
1.1 Introduction
1. Canadian Armed Forces (CAF) Food Services (Food Svcs) shall be organized and managed
to meet operational requirements and CAF/DND priorities by providing cost efficient and effective
food services that support military activities and that meet client expectations of quality, choice,
value, nutrition, and service. Under the Strategic Joint Staff (SJS) Director of Staff (DOS)
Functional Authority, Strategic J4 Food Services (Strat J4 Food Svcs) is the organization
designated to develop and maintain policies and standards in all aspects of the provision of food
services.
2. The way food is selected, prepared and served affects the health, efficiency and general well-
being of individuals. This presents special challenges to the CAF because of the large number of
personnel to be fed, the mobility of field forces, and the limitations in space aboard ships and
aircraft.
3. CAF Food Svcs exists to provide food services to DND funded customers. Every effort shall
be made to ensure that food services standards are met with the greatest possible economy in
manpower and supplies.
1.2.1 General
4. Food services expertise is provided at national level (NDHQ), at environmental commands
headquarters and/or their lower headquarters (Chief of Maritime Staff, Chief of Land Staff, and
Chief of Air Staff), at operational level headquarters (Canadian Joint Operational Command
[CJOC]) and Canadian Special Operations Forces Command [CANSOFCOM]), and at
bases/wings/formations, stations and operational units. Each environmental command has its own
organizational structure with varying locations and designations of food services staff. The
function of the food services staff at all levels is complementary, and all work together toward
achieving the same goal: providing the best possible food services in our unique military setting
by meeting the requirements described in para 11 below.
1.2.2 NDHQ – Responsibilities
5. Strat J4 Food Svcs is responsible for the strategic level capability requirements and corporate
aspects of food services that are applicable to all elements of the CAF. The general responsibilities
at national level are to:
CHAPTER 1 – Food Services Organization and Concept of feeding Page 3 of 14

(Revised 2019-12-02)
a. provide advice on policies related to, or impacting on the management of Food Svcs
and the CAF Food Svcs capability;
b. develop and implement strategic national policies and provide direction on the
provision of all public-funded Food Svcs operations, including contracted, static and
non-static sites, in domestic and international CAF operations;
c. provide recommendations related to the provision of Food Svcs to the CAF and DND
strategic level authorities on future force development plans, internal and external
policies and regulations;
d. advise on and ensure that feeding concepts provide nutritional wellness and therefore
contribute to the sustainability to CAF personnel;
e. provide input in the development of strategic level agreements in internal, external,
national and international contexts;
f. establish, define, promulgate, and validate standards and performance measures to
ensure that quality food services are provided consistently throughout the CAF;
g. evaluate, and ensure CAF-wide compliance with national policies and performance
standards;
h. provide advice on the financial aspects of food services management at the corporate
level;
i. provide advice to operational level staff on food services policy and support for
deployed operations including technical staff assistance visits;
j. provide CAF representation at strategic level NATO/UN committees/WG/Expert
Panels related to the provision of Food Svcs and maintain liaison with Allied Forces;
k. as Occupation Co-advisor, provide counsel on Food Svcs personnel matters to the
Royal Canadian Logistics Services and Level One organizations;
l. provide expertise regarding food services military and civilian personnel employment,
including occupational specifications, qualification standards, occupational
employment, training, and recruiting requirements for officers and NCMs and liaising
with educational institutions and professional bodies on strategic level Food Svcs
matters;
m. develop and direct systems and procedures that support the policy for food services,
and provide on-site assistance and training visits for their implementation;
n. provide technical advice on the construction and renovation of food services facilities,
on the design and procurement of specialized food services equipment and the
requirements for operational feeding equipment, initiating field trials of new
equipment, and developing scales of issue for equipment including sponsorship and
funding for national implementation of specialized equipment projects;
o. manage the National Combat Ration Programme from establishing the standards
(menus, nutritional requirements, packaging, etc.), co-ordinating the production,
validating the requirements to fulfilling the responsibilities of Life Cycle Material
Manager (LCMM); and
(Revised 2019-12-02)
p. develop and maintain relationships/contact with internal and external organizations to

enable the performance of the Functional Authority’s mandate.
1.2.3 Environmental HQ - Responsibilities
6. The general responsibilities of the environmental or lower HQ staff are to:
a. ensure the implementation and maintenance of the NDHQ Functional Authority’s
national level policies and standards through the development of complementary
environmental policies, procedures, directives and standards related to the effective
operation of environmental food services systems, including flight, shipboard and field
feeding activities;
b. monitor the appropriate use of food services resources including food, personnel,
facilities and equipment, including contracted operations by analysis of unit Unitrak
operating statements and performance summaries;
c. provide guidance to subordinate units on effective food services management through
problem-solving and corrective action to unit Food Svcs staffs;
d. advise on the training and employment of Food Svcs personnel and ensure the
effectiveness of the Cook MOS ID 00164 and Log Food Svcs Officer MOS ID 00328
training programme;
e. conduct staff/technical assistance/inspection visits and provide feedback to local
commanders regarding the status of their food services operation;
f. provide technical advice on food services and on matters affecting food services to
commanders and other staff;
g. assist in developing environmental Food Svcs support plans for contingency
operations;
h. coordinate with CJOC for provision, occupational training, and employment of
personnel and provision of resources required for each operation/theatre;
i. advocate the consistent application of the CAF Food Safety and Food Defence
program to prevent adverse consequences to operational effectiveness and to safeguard
the health and safety of diners;
j. provide guidance to units on the development of comprehensive Statements of
Requirements for Food Svcs contracts and on the effective performance monitoring of
Food Services contractors;
k. serve as Food Svcs POC for field trials of food service material/equipment;
l. provide the Royal Canadian Logistics Services Environmental Co-Advisor with the
environmental perspective regarding issues and requirements for occupational
training, employment, and career advancement of Food Svcs O and Cooks;
m. guide, interpret and monitor Alternate Service Delivery (ASD) policies and best
practices, procedures and applications impacting on food services delivery;
n. assess, authorize and monitor unit Food Svcs certifications; and
o. inform Strat J4 Food Svcs about food services issues specific to their environments.
(Revised 2019-12-02)
1.2.4 Operational HQ - Responsibilities

7. The general responsibilities of the Food Svcs SME at the operational level headquarters are
to:
a. provide advice to all levels internal to Canadian Joint Operations Command (CJOC),
and externally to Canadian Special Operating Forces Command (CANSOFCOM)
noting that Strat J4 Food Svcs is the strategic technical chain for this Unit;
b. ensure the implementation and maintenance of NDHQ Functional Authority’s policies
and standards and harmonize them with domestic and international operational specific
policies and standards;
c. participate in the operational planning process for support and sustainment of missions
and exercises and develop the Food Svcs support concept including advice on the
suitable application of food and food services contracts, and input to the development
of mission specific contracts;
d. provide day-to-day support to missions and exercises;
e. coordinate with the Force Generators for provision of essential resources, occupational
training and employment of personnel required for each theatre;
f. monitor the use of food services resources including recommendations with regard to
Task Force (TF) requirements for allowances;
g. provide technical support and advice to Food Svcs personnel in theatre and at the
strategic level;
h. participate in Staff Inspection Visits (SIVs) or Staff Assistance Visits (SAVs) and
provide advice to local commanders, and Force generators;
i. participate in the validation of Food Svcs standards and performance measures on
domestic and deployed theatres; and
j. monitor combat ration issues and assist operations if combat ration issues arise.
1.2.5 Base / Wing / Formation/ Unit - Responsibilities
8. The general responsibilities at base/wing/formation/Unit level are to:
a. plan food services support operations and prepare contingency feeding plans;
b. organize, coordinate, administer and monitor food services operations in accordance
with established food services policies and standards;
c. monitor the performance of the food services operation;
d. train/employ food services personnel;
e. manage food services resources, including food, personnel, equipment, budget, and
facilities;
f. advise on and/or supervise catering contracts;
g. promote the nutritional well-being of CAF members through adherence to the National
Standardized Cycle Menu;

(Revised 2019-12-02)
h. provide technical advice to base authorities and to lodger units; and

i. ensure military Food Svcs personnel achieve and maintain an adequate level of
readiness to support operations.
1.3 Requirements
9. CAF Food Svcs Mission – The organization of personnel and resources in units and other
elements that provides food services capability to CAF members at home and abroad, providing
the strategic framework and leadership that enables effective and efficient feeding support to the
CAF, contributing to optimal nutrition, food safety, compliance, morale, technical competence,
and environmental stewardship.
10. CAF Food Svcs Vision – Strategic technical expertise and leadership, driving responsible
and operationally-focused feeding support to the CAF.
11. The DND/CAF Food Svcs organization shall:
a. offer quality food services that are timely, convenient, consistent, and responsive to
CAF operational requirements and diners’ preferences;
b. provide food choices through the National Standardized Cycle Menu, that enable
diners to meet normal nutritional requirements as expressed in Canada's Food Guide;
c. achieve and maintain the occupational skills that permit military Food Svcs personnel
to meet operational readiness requirements;
d. establish and implement standards, performance measurement, and reporting systems
that support the policy;
e. develop and implement systems that:
(1) improve operational support readiness;
(2) improve efficiency and effectiveness of the Food Svcs operation; and
(3) promote economy of and accountability for resources.
f. ensure the primary mandate of CAF Food Svcs is met prior to utilizing Food Svcs
surplus capacity for other purposes. In rare occasions and under well-defined
circumstances, surplus capacity may exist, whereby service to non-publicly funded
customers may be provided. The use of surplus capacity must be defendable, based on
established effective strength capacity, and used only to support to CAF official
functions or repayment meals within a static facility; for example Official Mess
Dinners and Treasury Board events and hospitality supported expenditures (THCEE)
are defendable surplus capacity uses. An organization providing public food services
using surplus capacity under these circumstances must:
(1) determine the appropriate recoverable amount in accordance with B-GS-055-
000/AG001, Provision of Services to Non-Defence Agencies;
(2) meet the requirements set forth in the TB hospitality and events direction as
indicated in Chapter 1017-1, Management of Hospitality Expenditures of the
Financial Administration Manual (FAM); and
(3) require payment at the facility nationally standardized point of sale system.

(Revised 2019-12-02)
g. in extraordinary rare occurrences, where CAF feeding options prescribed in this

manual cannot be utilized due to operational or security concerns, authorization of
alternative feeding options will be sought through the Level 1 Food Svcs SME from
Strat J4 Food Svcs. Each request will be evaluated on a case by case basis to ensure
nutritional adequacy, operational effectiveness, and safeguarding of Food Safety and
Food Defense measures are addressed.
1.4 CAF Strategic Feeding Concept
12. The purpose of the CAF feeding concept is to provide the Department of National Defence
(DND) strategic guidance related to the provision of Food Svcs capability. This guidance will
assist strategic and operational planners in determining the how best to achieve the required Food
Svcs support to ensure operational readiness.
13. The scope of the CAF feeding concept is defined in its strategic nutrition framework
(available on the Strat J4 Food Svcs website for both fresh and combat rations), operational
interpretation to suit the unique needs of each element and subsequent tactical implementation to
support all phases of operations at home and abroad.
14. The key to successful Food Svcs support, be it fresh feeding or combat rations is coordination
between strategic/operational planners, logistical staff planners, and CAF Food Svcs advisors. The
operational environments, be they the area of responsibility (AOR) of RCN, CA, RCAF or Joint
Food Svcs elements, shall ensure core food services capabilities include support to all phases of
CAF operations. CAF operations need Food Svcs specialist personnel, equipment, and resources
to effectively determine adapted feeding requirements ranging from humanitarian assistance to
full-spectrum operations.
15. Due to mission, employment tactics, and platform, there are different Food Svcs
consistency of terminology supplies and feeding operations supported by CAF Food Svcs.
Appropriate CAF Food Svcs feeding support delivery better enables commanders, and optimizes
soldier performance by enhancing mobility, responsiveness, and resilience under adverse
conditions. Commanders must rely on the technical expertise of CAF Food Svcs advisors to

(Revised 2019-12-02)
maximize the planned feeding concept with regards to productivity of personnel, equipment, and
resources needed to accomplish the mission sustainment requirements.
16. It is expected that in operations, CAF Food Svcs will deliver efficient and operationally
effective food services support that meets the nutritional needs of CAF personnel while ensuring
compliance with CAF Food Safety and Food Defence Program (FSFDP). This expectation requires
that strategic planners engage both strategic and operational level Food Svcs Advisors at the onset
of planning so that impediments to effective feeding are identified and mitigated CAF Food Svcs
technical expertise resides at both the strategic (SJS Strat J4) and operational (CJOC) headquarters
organizations, and these cells work together to develop comprehensive feeding support planning
for all stages of the mission, including assessment and revisions to implemented feeding concepts.
The feeding support concept forms part of the Support Annex to the operations plan (OPLAN)
and/or operations order (OPORDER) and is based the commanders’ intent.
17. The goal of CAF Food Svcs support in operations is that CAF personnel will, wherever
possible, be fed fresh food. However, when units are deployed to an austere area of operation
(AO), Commanders should expect that their troops will be fed combat rations initially (to a
maximum of 30 Days of Supply [DOS]). As the theater stabilizes, troops will be fed combat rations
augmented with authorized fresh food until CAF Food Svcs specialists assigned to the operation
have had the opportunity to arrange the necessary personnel, supply chain and infrastructure to
provide feeding with fully fresh prepared meals, or arrange for other fresh feeding support options
such as Host Nation (HN) feeding or feeding contracts. It is essential that operational planner
coordination with the senior theater CAF Food Svcs advisor to discuss sustainment operations,
availability of approved food services suppliers in the AO, and availability of dining facility
support operations prior to release of OPORDER. Operational planners are reminded that the
availability of existing facilities and infrastructure in the AO does not alleviate the requirement to
include a qualified CAF Food Svcs advisor and staff in the development of the table of organization
and equipment (TO&E), as scaling for food services support remains in the purview of CAF Food
Svcs advisor. Operational planners must also consider the requirement to meet the religious and
spiritual dietary accommodations during both training exercises and operational deployments with
(Revised 2019-12-02)
supporting chaplains well in advance (90 to 180 days) for any special religious meal requirements
such as Kosher/Halal rations.
18. A CAF Food Svcs Advisor is required to maintain food services interoperability within
military elements, with OGDs, contractors (PSPC/supply chain managers), and other nations.
Planners must use this expertise when devising a theater feeding plan during the pre-deployment
phase of an operational deployment.
1.5 CAF Operational Feeding Concept
19. In order to achieve the aim of determining how CAF members are to be fed, a minimum
reference is delineated. Minimum requirements for menus, TO&Es, and contingencies are
referenced in the subsequent chapters of A-85-269-001/FP-001, Food Services Manual. Combat
ration distribution is more than just moving combat rations through the supply system. The
nutrition strategy for Combat Rations (available on the Strat J4 Food Svcs Website) complements
the Food Services Manual Chapter 11, National Combat Rations Program (NCRP), providing the
strategy of combat ration usage. Logistical support must be constantly coordinated at all food
service and supply levels prior to and during the deployment. Prior coordination ensures that
personnel are properly trained and prepared to fulfill their mission, required rations (combat and
fresh) are in sufficient supply, and the required equipment is available and mission ready.
Operational planners coordinate the feeding plan to supported units through the logistics annex of
the OPORDER.
Concept Feeding Plan (Timelines & Implementation)
Concept Feeding Plan Timelines (Condition based)
Ration Type Components Planning Deployment

Days (D+)
1 Individual Operational Individual packaged operational 1-13 days

Ration (IMPs/LMCs) rations
plus fresh Food
Enhancement
2 Additional Fresh Food Approved perishable/ frozen semi- 14 + days

Enhancement Feeding perishable and fresh components or until on Fresh Feeding
to item 1
3 Fresh Food Feeding Approved perishable/ frozen semi- 30 + days

perishable and fresh components
Feeding Plan Implementation (Condition based)

(Revised 2019-12-02)
IMP Food IMP Food Enhancements are authorized by the requesting Unit CO and a copy
Enhancement of the CO’s authorization is to be retained on file to substantiate the activity
s recorded in Unitrak.
Ordered using a Unitrak Food Services Requisition (FSR). The list of items
provided must be entered in the FSR comment box.
In addition to IMP Food Enhancement #1 and #2 (fresh food enhancement),
opportunities for freshly-prepared meals (such as breakfast or BBQs) should
be provided on a weekly basis. These meals are not part of the IMP Food
Enhancement but are accounted for under the Infrequent Meals Food
Enhancement in Unitrak. Additional information is referenced in the chapters
2 and 4 of A-85-269-001/FP-001, Food Services Manual
IMP Food Between 1-13 consecutive A food Intended to address morale

Enhancement days of IMP consumption enhancement that
#1 represents 10 %
of the BFC and
that is provided
IAW the Food
Entitlement Table
(Annex F, Table
5).
One food
enhancement per
day.
IMP Food When IMPs are consumed A food Previous experience has
Enhancement for 14 days or more enhancement that shown that when IMPs are
#2 continuously, there is a represents 50% of consumed over a
requirement to supplement the BFC and that prolonged period
combat rations with an is provided IAW (exceeding 14 continuous
additional variety of fresh the Food days), personnel tend to
food. IMP Food Entitlement Table eat less; consequently,
Enhancement #2 (for 14 at Annex F, Table they may not consume a
days or longer) can be 6). One Food nutritionally complete diet.
authorized. Enhancement per This situation can result in
day. loss of energy, weight
reduction, loss of stamina,
and generally reduced
operational effectiveness.
Fresh Ration This Food Enhancement is There is no pre- This Food Enhancement
Food applicable to allied or established allowance enables the
Enhancement multinational feeding Entitlement Table Task Force to procure food
situations only where food items that are included in
services support is not being the CAF Food Svcs
(Revised 2019-12-02)
provided by the CAF. When for this Food standards (IAW this
food is provided by a Enhancement section), but which are not
contractor (or another normally available. This
nation) the requirement to funding is not to be used to
meet the CAF Food Svcs compensate for food
standards remains in effect. services provider or
When the contract with the supplier performance
food services provider does shortfalls, unless expressly
not meet the CAF Food authorized by the
Svcs standards, a Fresh appropriate HQ.
Ration Supplement is A fresh ration Food
authorized. Enhancement entitlement
is ordered using a Unitrak
FSR. The Fresh Ration
Food Enhancement’s
monetary value is
accounted for in Unitrak a
dollar value.
TF or units are to develop a Ration Food Enhancement plan based on actual

discrepancies, shortfalls, item availability, and in-theatre resources through
their appropriate CoC, with the advice of the L1 Food Svcs representative. An
Entitlement Table will be developed by Strat J4 Food Svcs 5 to address
particular shortfalls with the food items available, as well as other standard
Food Enhancements such as the Training and Ops Food Enhancement (TOFE)
and/or a Dispersed Meal Replacement (e.g. BBQ) for that specific theatre of
operation. The rate for the Fresh Ration Food Enhancement Allowance is
dependent on the value of the standards and/or shortfalls of the food services
provider.
20. Commanders, operations planners, logisticians, and food advisors must determine mission-
specific food services requirements which will satisfy unit tactical needs in the pre-deployment
planning phase and then work together to fulfill these requirements. Food Services plans must
always support and never hamper the operational mission. Therefore, upon receipt of
OPLAN/Logistics Estimate, the feeding plan must be determined. The feeding plan should be
available during the training exercise and/or operational deployment including combat rations
(individual meal packs - IMPs), fresh food enhancements, full fresh feeding, and hybrids based on
theater supply levels. The feeding plan should specify the type of rations to be served for each
meal (breakfast, lunch, and dinner) in order to forecast expenditures. The feeding plan should be
contained within the logistics annex of the OPORDER. The feeding plan is approved by the
operational commander as the feeding standard that all supported units will follow. For exercises,
once the feeding plan is established, it seldom changes due to the short duration of the training.
During operational deployments, the feeding plan may change based on the phase of the operation,
foodstuff availability, re-supply and distribution capabilities. Prior to deployment on a regional
mission where members will be sourcing and preparing their own meals, members shall receive a
tailored briefing from Food Svcs or Preventive Medicine. This briefing should outline factors to
(Revised 2019-12-02)
consider when making food selection choices, storage guidelines and steps to reduce risk
associated with food handling and preparation. IAW chapter 10 of A-85-269-001/FP-001, Food
Services Manual, the authority for procurement of fresh rations and provision of meals is limited
to those units who hold a valid Certification of Food Services Capability. This certification is
granted by the applicable Environmental/Joint Command. Therefore units who do not hold a valid
certification are not authorized to procure food and beverage items in a local theatre. This prohibits
public funds being used for the procurement of food items for self-preparation or crew served
meals. Units deploying to theaters with developed logistical infrastructures may immediately start
at an improved feeding concept based on the re-supply levels and distribution capabilities
available. When establishing deployed food service capabilities, staffing options include CAF
Cooks with General Duty (GD) assistants and/or Locally Engaged Personnel (LEPs); CAF Cook
augmentation to a troop contributing/host nation established food service organization; or locally
contracted food service operations with on-site or third-location preparation. Food Svcs equipment
to be deployed shall be based on diner count, duration of deployment and threat level while
enabling tactical objectives.In-theatre or during redeployment to Canada, a thorough inventory of
equipment and foodstuff in the last phase of employment will identify the resources available for
the duration of drawdown activities reducing wastage or overstocks. In turn, equipment disposal
or donation can be identified with appropriate authorities’ approval to consolidate returns for
repairs, refurbishment and re-stocking at centralized Canadian centres (Depots).
21. CJOC J4 Food Svcs staff will participate in Staff Inspection Visits (SIV) to missions with
CAF-led food service operations. In cases where the integrity of the food service operation is
questionable or where a mission has concerns about the services being provided by another
organization, the mission shall request a food services SIV be initiated. The sanitation standard for
CAF Food Svcs operations shall be in accordance with A-85-269-001/FP-001, Food Services
Manual, Chapter 7 Food Safety and Food Defence Program. Preventive medicine
recommendations for locally engaged personnel (LEPs) should be sought and implemented.
22. The benefits of outsourcing are acknowledged, as are the consequences of contract overuse.
Responsiveness to environmental challenges can be delayed by the bureaucratic requirements of
amending contracts, compromising force protection eventually damaging flexibility. Food Safety
and Food Defence compliance system could be compromise.

(Revised 2019-12-02)
CHAPTER 2 – FOOD SERVICES STANDARDS

2.1 Minimum Operational Performance Feeding Standard – Domestic and Deployed
2.2 Standard Meal Entitlement Pattern
2.3 Portion Size Standards
2.4 National Standardized Cycle Menu
2.5 Food Cost Standards
2.6 Incremental Supplement Standards
2.7 Standard Recovery Rates
Annex A – Standard Meal Entitlement Pattern
Annex B – Standard Meal Item Availability Tables
Annex C – Standard for Portion Size
Annex D – Recipe Replacement Request
Annex E – Basic Food Cost (BFC) Calculation Methodology
Annex F – Entitlement Tables for Incremental Supplements
2.1 Minimum Operational Performance Feeding Standard – Domestic and Deployed
1. The Minimum Operational Performance Feeding Standard – Domestic and Deployed represent the core
standards that are necessary in all Food Svcs operations, but imperative in publicly-funded CAF Food Svcs
Operations. These standards encompass the following three (3) distinct standards:
a. Annex A – Standard Meal Entitlement Pattern;
b. Annex B – Standard Meal Item Availability Tables; and
c. Annex C – The Portion Size Standard.
2. The Minimum Operational Performance Feeding Standard – Domestic and Deployed standards have
been developed to meet the following five (5) essential criteria:
a. They are equitable to the diners;
b. Their cost is affordable to the client, DND and the public;
c. They are achievable by any Food Svcs Operation with comparable feeding environment and
operational conditions (and they are sustainable as they can);
d. They must be applied fairly and consistently across the public food service operations; and
e. They meet the minimal nutritional requirements in all operations.
3. These standards reflect the nutritional requirements of an active and healthy military population. They
also recognize the different environments, the range in volume of activity, the inherent disparities that exist
in the organization, and the infrastructure of local and deployed Food Svcs Operations. These standards are
set at a level that each Food Svcs Operation can achieve and deliver consistently, day after day, in terms of
quality and quantity. These standards offer diners the option to select meal items that provide caloric energy
and nutrients that provide for energy and nutrient needs.
Page 1 of 41
4. These standards form the basis of the cost standards, nutrition standards and recovery rates for
publicly-funded Food Svcs Operations. Non DND-funded clients have access to a similar standard of meal
services in any CAF Food Svcs Operation, at a comparable price.
2.2 Standard Meal Entitlement Pattern
5. To satisfy the public responsibility for provision of nutritious meals to DND-funded customers, Food
Svcs Operations shall offer all-inclusive meals. Annex A - Standard Meal Entitlement Pattern defines the
combination of meal components (for breakfast, lunch, and supper) including dispersed meals, which
constitute an all-inclusive meal provided at public expense to DND-funded diners. DND-funded diners are
free to choose any reasonable combination of choices from the menu offerings, within the meal entitlement
pattern. This standard is the basis used to translate the nutritional requirements of an active military force
into the representative meal components of each meal for the day. The pattern for each meal must
incorporate the four (4) food groups as expressed in Eating Well with Canada’s Food Guide.
2.2.1 Standard Meal Item Availability Tables
6. Annex B - Standard Meal Item Availability Tables lists the number of types and varieties of choices
that must be offered for each meal component (category) of Annex A - Standard Meal Entitlement Pattern. It
also provides the minimum requirements for the provision of healthier choices at all meals. These tables are
used as a tool to measure how well a CAF Food Svcs Operation provides meals that meet diner expectations
for nutritional quality and variety IAW the guidelines of Eating Well with Canada’s Food Guide. In this
context, variety is not essentially determined by the number of choices provided at a meal, but by the variety
of choices offered from meal-to-meal and from day-to-day, over a representative period (week or month).
The following items are not part of the standard:
a. individual cans/bottles of soft drinks, fruit drinks or milkshakes;
b. bottled water;
c. individual bottles/cans of juices (with the exception of dispersed meals);
d. sports drinks (e.g. Gatorade);
e. single item, hot beverage dispenser products;
f. flavored coffee;
g. portioned cheese packets (with the exception of dispersed meals and Incremental Supplement
standards);
h. snacks (e.g. chips, chocolate bars, gum, candy);
i. pizzas, from commercial establishments;
j. alcoholic beverages (e.g. beer, wine); and
k. non-food items.
7. Annex B - Standard Meal Item Availability Tables establishes common standards amongst CAF Food
Svcs Operations in a static or deployed environment and must be applied consistently to set diner
expectations and meet nutritional requirements at a sustainable level.
2.2.2 Provision of Drinking Water
8. Water is not included in the BMS or the Standard Meal Entitlement Patterns for dining room or
dispersed meals. The food services budget shall not be publicly-funded to purchase and issue bottled water.
Page 2 of 41
Furthermore, bottled water that has been altered in anyway (i.e. with the addition of nutrients, flavours,
and/or gases) is also not part of the Standard Meal Entitlement Pattern. When potable water is not available,
bottled water may be purchased at public expense through the unit’s supply organization and funded by the
requesting unit/supply organization but not from the unit food svcs budget.
Note: There is a direct impact on the food cost, as exceeding the standard often incurs additional food or
labour costs.
2.3 Portion Size Standard
9. Annex C - Portion Size Standard identifies the quantity of each food item that constitutes a portion size
for all CAF feeding. This standard has a direct impact on the caloric energy and nutrient contribution of a
meal item, as part of the whole meal. The standard meets or exceeds the Canadian Healthy Eating
Guidelines to reflect the energy and nutritional requirements of an active and healthy military population. A
Food Svcs Operation that exceeds this standard would send the wrong health promotion message by
encouraging diners to over-consume. This standard also has a direct impact on food cost-the larger the
portion size the costlier the portion-affecting its overall affordability.
2.4 National Standardized Cycle Menu (NSCM)
10. The NSCM was created to ensure that CAF Food Svcs Operations support optimal nutrition; provision
of safe food; financial accountability, and enable religious and spiritual accommodation. The NSCM must be
used at all CAF Static Dining facilities. It is designed and amended by STRAT J4 FOOD SVCS and
updated annually. The NSCM, along with associated recipes and Production Controlled Charts (PCCs), is
available on the SJS/Strat J4 Food Svcs website. Recipes must be abided to and not modified.
2.4.1 Characteristics of the NSCM
11. The main characteristics of the NSCM are as follows:
a. at least 1 entrée choice is to be a healthier choice;
b. at least 1 entrée is to be a vegetarian protein choice;
c. third entrée is local unit’s choice;
d. 2 starch items, one (1) of which must be whole grain containing 2 g of fiber (and be low in fat
and sodium) offered daily; and
e. 1 dark and 1 orange vegetable offered daily.
2.4.2 Nutritional Information and Healthier Choice Options
12. The healthier choice entrée meets the following criteria:
a. Maximum 15 g of fat (saturated ˂ 5 grams, and unsaturated ˂ 10 grams);
b. Maximum of 600 mg Sodium (Na);
c. No more than 400 kilocalories (kcal).
13. The healthier choice soup meets the following criteria:
a. Maximum of 3 g Fat (target in trans fat is less than 5% of the total fat content);
b. Maximum of 480 mg Sodium (Na);
Page 3 of 41
c. 2 g of fiber or more or at least 5% of the Daily Value for Vitamin A or Vitamin C or Iron or
Calcium or Folate.
14. Heathier Choice Criteria for other menu components can be found in Annex B Standard Meal Item
Availability Tables.
15. IOT abide with the CAFs Duty to Accommodate policy for the Religious & Spiritual Accommodation,
and support a much more culturally-diverse population in the CAF, a vegetarian choice must be offered.
Chapter 6 provides additional information on the duty to accommodate religious and spiritual beliefs. The
NSCM provides a vegetarian entrée choice at each meal with recipes that ensure the restrictions are met. The
vegetarian choice entrée meets the following criteria:
a. may contain dairy products and eggs;
b. may not contain other animal products;
c. no use of meat or fish-based stocks or sauces;
d. shall not be cooked using equipment that has just been used to cook meat; and
e. shall contain a good source of protein such as soya, legumes, nuts, cheese, or eggs.
2.4.3 Amendments to the NSCM
16. The NSCM will be amended once a year to adjust for acceptability of recipes and diner preference.
Units will report any concerns with recipes (as well as suggested modifications, and diner feedback on menu
items) to STRAT J4 FOOD SVCS 5-2. This feedback will be considered when the menu is amended. The form
to be used to provide feedback to STRAT J4 FOOD SVCS 5-2 can be found at Annex D – Recipe Replacement
Request. It is also available on the SJS/Strat J4Food Svcs website
2.4.4 Healthier Choice & Vegetarian Identifiers
17. The following logos are to be used to identify the healthier and vegetarian choices:
2.5 Food Cost Standards

18. The Basic Food Cost (BFC) is the standard food cost of one meal-day, specific to each Unit. A meal-
day is the amount of food required for the provision of three (3) balanced meals to one person over a 24-hour
period. A breakfast meal represents 20% of the BFC whereby a lunch or dinner meal is 40% of the BFC. The
BFC percentage is different for dispersed meals and infrequent meals. The BFC is the cost of Annex
A - Standard Meal Entitlement Pattern adjusted by the consumption pattern, a regional factor, and the
Page 4 of 41
projected inflation rate for food for the upcoming year. To better understand how STRAT J4 FOOD SVCS
determines the BFC for each unit, refer to Annex E – Basic Food Cost (BFC) Calculation (Methodology).
2.6 Incremental Supplement Standards
19. The food supplements entitlement for the provision of authorized public meals to DND-funded
customers. When regular feeding is not sufficient to meet specific support requirements, incremental
supplements may be authorized. These supplements are available and further described in the subsequent
table:
Table 1: Incremental Supplement Standards
INCREMENTAL SUPPLEMENT STANDARDS
Dispersed Meal Standard
Field Feeding Supplement
Between Meal Supplement
Infrequent Feeding
Extra Calories Supplement
Between Meal Supplement (BMS)
Small Vessel Supplement (SVS)
IMP Supplement
Fresh Ration Supplement
Table 2: Guidelines to Entitlement for Incremental Supplements
Supplement Conditions of Entitlement Entitlement Comments
Entitlement to a supplement provides authority to the Food Services manager to expend public
resources, within the limits of the monetary allowances, in the situations and conditions
described.
Dispersed Dispersed meals are authorized to Breakfast meal =30% The client is billed according to
Meals offset the additional food of BFC the number of diners confirmed
expenditures required to satisfy Lunch or supper = on the Food Services
Annex A- Standard Meal 50% of the BFC. Requisition (FSR) 48 hours
Entitlement Pattern for meals A full day = 130% of prior to the date of arrival. If
consumed outside the dining the BFC. the number of diners is greater
room. These meals include Box than the original request, the
Lunch, Hot Pack, Hay Box and client is billed for the revised
Flight Meals required and number. If the number is lower
authorized via a Food Service than the original request, the
Requisition (FSR) or a Flight client is billed for the number
Meal Requisition. originally requested, unless a
minimum of 48 hours
A meal cardholder is entitled to
notification (or period
dispersed meals when they are
specified) is provided. See
unable to consume their current or
2.1.4.1 for additional info
next meal in the dining room
during normal hours.
Page 5 of 41

The method to provide for a dispersed meal is subject to local capabilities and conditions.
However for the dispersed meal service to be provided, it is essential that the access control or
PO system in place has the capability to register the meal as a meal consumed.
Subject to food safety regulations that govern the preparation and issue of meals, and where
the dining room facility and equipment layout permits, a dispersed meal may be in the form of
a box lunch or a prepared meal requested in advance via a food services requisition for
dispersed meals.
Field Applies during Expressed as a The Field Feeding Supplement

Feeding operations/exercises. This percentage of the includes requirements of the
supplement provides for the extra BFC. Night Snack (Annex F,
nutritional requirements necessary Table 2), Work Place
On exercises - a
to support an increased level of Refreshment (Annex F,
percentage of the
physical activity and long Table 3), and Extra Calories
national BFC or the
working hours. Supplement and cannot not be
BFC of the
combined.
supporting unit,
whichever is greater. The initial supplement is for
diner strength in excess of 350
On deployed
and exercises/operations
operations- the BFC
duration of 30 days. For all
from the supporting
other scenarios, the strength and
unit is used if
duration will determine the
purchasing is done
supplement. This supplement
using the supporting
depending on the number of
unit’s standing offers.
personnel on the exercise and
Annex F, Table 1
the duration where fresh rations
shows the various
are used for all or part of the
scenarios, which are
exercise.
applicable. Unitrak
completes the
calculations
automatically when
these two numbers
are entered in the
appropriate cells.
Between It is used to provide a between Equal to 5% of the This increment is not

Meal meal food and/or beverage item applicable recovery applicable when the Field
IAW the Between Meal rate Feeding Supplement is used.
Supplement Supplement Table (Annex F,
Table 4).
The Between Meal Supplement
(BMS) is granted in the following
situations:
(1) Food and/or beverage item(s) One (1) issue, every
authorized by the CO for four (4) hours (up to
personnel engaged in operations a maximum of four
or exercises and doing arduous (4) per 24-hour
work and/or exposure to extreme period).
heat (above 30 ºC) or cold (less
than 0 ºC), when the diners are
precluded from obtaining
Page 6 of 41

refreshment from their designated
Unit work area, dining facility,
NPF outlet, self-help canteen in
camp, or in a commercial outlet
(2) Food and/or beverage item(s) There is a maximum
authorized by a health care of three (3) issues per
professional qualified to assess 24-hour period.
individual nutritional requirement Requests for food for
(i.e. Registered Dietitian (RD)) medical reasons not
and thus the need for additional included in Annex F,
foods or beverages. This is Table 2 require
applicable for hospital or health authorization either by
care centre patients, or others a RD or a MO;
under medically-monitored health
and/or fitness programs. The
BMS are to be authorized on an
individual basis. Where a RD is
not available, the BMS may be
authorized by the senior Medical
Officer (MO).
(3) Food and/or beverage item(s) One (1) issue per

issued for consumption by flight lasting between
passengers and crew during an 2 - 4 hours and one
authorized flight; or (1) issue for every 2
hours after that.
(4) Food and/or beverage item(s) Two (2) issues for
issued to ensure that the following each between-meal
personnel who often work under period, including the
conditions of stress, remain night meal period.
continuously alert and do not
chance a loss of efficiency due to
dehydration or low blood sugar
level. Refer to CFAO 36-14,
Entitlement to Meals and Public
Rations.
 personnel actively
engaged in air traffic
control duties;
 communication research
operators employed in an
operational environment;
 meteorological
technicians during
evening and night shifts
only; and
 aircrew personnel upon
flying or on stand-by
duties.
(5) Passengers who are entitled to One (1) issue, every
spend time in Air Movement Unit four (4) hours (up to
Page 7 of 41

(AMU)/Air Movement Section a maximum of four
(AMS) Designated Lounges (4) per 24-hour
(DLs) are authorized refreshments period).
while in these lounges.
AMUs/AMSs (Wings) that have
been authorized as DLs are as
follows: Bagotville, Cold Lake,
Comox, Greenwood, Trenton and
Winnipeg.
Work Place Authorized by the CO for Beverages as per Single item, hot beverage
Entitlement personnel engaged in operations Table 3.0 up to a dispenser products, Flavoured
or exercises on deployment, when maximum of two coffee and Coffee pods are not
the diners are precluded from issues per person per authorized
obtaining refreshment from their 24 hour period
designated Unit work area, dining
facility, NPF outlet, self-help
canteen in camp, or in a
commercial outlet
Infrequent Infrequent Meals Supplements are Breakfast- 30% of The intent is to provide the
Meals given in the following situations: local BFC financial flexibility to reserve
Units who provide feeding
Lunch and supper
support on an irregular basis, or
50% of local BFC
to supplement alternate feeding
(1) Units that prepare and serve Supplement applies systems (i.e. IMPs) to groups or
meals on an irregular basis; and to the actual Units. It compensates for the
attendance only and it inefficiencies of feeding on an
is not applicable in irregular basis. The standard at
locations where Annex B-1 must be followed in
meals are served on a this
regular basis (e.g.
lunch every day)
(2) To those accounts designated These meals are in This supplement provides
as being deployed. addition to the IMP opportunities for a freshly
Supplement and are prepared meal, such as dining
provided IAW the room meals, dispersed meals or
dispersed BBQs, where possible, on a
meal/infrequent meal weekly basis.
pattern at Annex A –
Standard Meal
Entitlement Pattern.
Page 8 of 41

Extra The Extra Calories Supplement 15% of the BFC This supplement is not
Calories provides for extra nourishment when required and applicable when the Field
under specific situations. The authorized by the CO Feeding Supplement is used,
Extra Calories Supplement is or client since extra nourishment has
given in specific situations already been included.
(within the maximum increment
For Type A customers, this
supplement) as follows:
amount must be planned for
(1) during the deployment of and/or added to the local Food
operational Units (with the Svcs budget. For the other types
exception of naval vessels) and of customers, this amount must
during training exercises be recovered from the client,
involving arduous conditions or using the applicable local
high physical demands; standard recovery rate for extra
calories.
(2) for Primary Reserve (P Res)
summer camps; For Air, Army, or
Sea Cadets engaged in training
activities and summer camps;
(3) for officer cadets at the Royal
Military College of Canada
(RMCC) during the academic
year only; and
(4) for personnel undergoing
recruit training and basic officer
training.
(5) During shipboard feeding 6% of the BFC, for
while at sea. It applies to all ships, the “at Sea
submarines, and other vessels for Supplement”
the entire company for each day
at sea. This provides for the
additional nutritional requirement
Small Vessel The Small Vessel Supplement is Equal to 10% of the For Type A customers, this
Supplement an additional monetary supporting bases’ amount must be planned for
supplement and is applicable to BFC and/or added to the small
those vessels that have an average vessels’ operating budget for
daily ration strength of < 50. food services.
IMP IMP Supplements are authorized by the requesting Unit’s CO and a copy of the COs
Supplement authorization is to be retained on file to substantiate the activity recorded in Unitrak.
Ordered using a Unitrak FSR. The list of items provided must be entered in the FSR comment
box.
In addition to IMP Supplements #1 and #2 (fresh food supplements), opportunities for
freshly-prepared meals (such as breakfast or BBQs) should be provided on a weekly basis.
These meals are not part of the IMP Supplement but are accounted for under the Infrequent
Meals Supplement in Unitrak.
Page 9 of 41

IMP Between 1-13 consecutive days of A ration supplement Intended to address morale
Supplement IMP consumption that represents 10%
of the BFC and that is
#1 provided IAW the
Food Entitlement
Table (Annex F,
Table 5). One
supplement per day.
IMP When IMPs are consumed for 14 A ration supplement Previous experience has shown
Supplement days or more continuously, there that represents 50% that when IMPs are consumed
is a requirement to supplement of the BFC and that is over a prolonged period
#2 combat rations with an additional provided IAW the (exceeding 14 continuous days),
variety of fresh food. IMP Food Entitlement personnel tend to eat less;
Supplement #2 (for 14 days or Table at Annex F, consequently, they may not
longer) can be authorized. Table 6). One consume a nutritionally
supplement per day. complete diet. This situation can
result in loss of energy, weight
reduction, loss of stamina, and
generally reduced operational
effectiveness.
Fresh This supplement is applicable to There is no pre- This supplement enables the
Ration allied or multinational feeding established Task Force to procure food
situations only where food Entitlement Table for items that are included in the
Supplement services support is not being this supplement CAF Food Svcs standards (IAW
provided by the CAF. When food this section), but which are not
is provided by a contractor (or normally available. This
another nation) the requirement to funding is not to be used to
meet the CAF Food Svcs compensate for food services
standards remains in effect. When provider or supplier
the contract with the food services performance shortfalls, unless
provider does not meet the CAF expressly authorized by the
Food Svcs standards, a Fresh appropriate HQ.
Ration Supplement is authorized.
A fresh ration supplement
entitlement is ordered using a
Unitrak FSR. The Fresh Ration
Supplement’s monetary value is
accounted for in Unitrak as a
dollar value.
TF or units are to develop a ration supplement plan based on actual discrepancies, shortfalls,
item availability, and in-theatre resources through their appropriate CoC, with the advice of
the L1 Food Svcs representative. An Entitlement Table will be developed by Strat J4 Food
Svcs 5-2 to address particular shortfalls with the food items available, as well as other
standard supplements such as the Deployed Operations Supplement and/or a Dispersed Meal
Replacement (e.g. BBQ) for that specific theatre of operation. The rate for the Fresh Ration
Supplement is dependent on the value of the standards and/or shortfalls of the food services
provider.
Page 10 of 41
2.7 Standard Recovery Rates

20. Standard recovery rates are established by Strat J4 Food Svcs 3 for all types of customers, as described
in Chapter 4. They also include rates for dispersed meals and increments, which includes flight meals, the
requirement for the Extra Calories Increment Supplement and the BMS.
Page 11 of 41
Minimum Operational Performance Feeding Standard-Domestic and Deployed

Annex A – Standard Meal Entitlement Pattern
Table A-1: Regular Meal Pattern Breakfast

Juice
Fruit
Breakfast entrée
Breakfast meat or alternative
Cheese or yogurt
Breakfast starch
Breakfast vegetable
Bread product
Two beverages
Condiments/Preserves
Lunch
Soup
Main Entrée
Choice of freshly prepared protein dish, pasta (optional), or sandwich
Starch
Cooked vegetable
Salad Bar
Fruit
Dessert
Bread product
Three beverages
Condiments
Supper
Soup
Main Entrée dish
Choice of freshly prepared protein dish or pasta (optional)
Starch
Cooked vegetable
Salad Bar
Fruit
Dessert
Bread product
Three beverages
Condiments
Page 12 of 41
Dispersed Meal/Infrequent Meal Pattern

1. Dispersed meals shall be produced using foods that travel well and can tolerate being held at the
required temperature for reasonable periods of time in approved CAF containers. A card indicating the
amount per serving (for example: pork chop - 1; boiled potato - 2 pieces; cookies - 2) shall accompany each
meal.
2. Food and equipment shall be prepared in accordance with the direction on dispersed meals provided in
Food Service Manual Chapter 7.
3. The quantity for main protein dish and starch choice shall be 10% greater for dispersed/infrequent hot
meals than for regular meals served in the dining room.
4. A Vegetarian option must be available to meet Religious and Spiritual Accommodations. Vegetarian
box lunches should contain a minimum 23-29 grams of protein, which can be achieved in a variety of ways
including protein sandwich replacements (e.g. egg salad sandwich), salads (e.g. bean salad), and snacks (e.g.
nuts, cheese).
5. Hot meals shall offer the standard items as described in Table A-2 below.
Table A-2: Standard Meal Entitlement Pattern Lunch / Supper

for Hot Meals Breakfast
Same as Regular meal pattern Soup

Main protein dish
Starch item
Vegetable
Tossed salad, coleslaw and assorted raw
vegetables
Fresh fruit
One prepared or baked dessert
Bread or rolls and butter or margarine
Two beverages
Appropriate condiments
6. Cold meals, including flight box meals, shall offer the standard items as described in Table A-3 below.
Table A-3: Standard Meal Entitlement Pattern Box Lunch /Supper

for Cold Meals Box Breakfast
1 fruit (1 piece or 175 ml canned fruit) 2 sandwiches - 1 of sliced solid meat (90 g meat,
1 juice (250 ml) less than 5 grams of fat and less than 1,000 mg of
Individual cereal with 250 ml milk sodium per serving) and 1 with a mixed filling
2 Eggs (110 grams filling)
Breakfast meat (45 grams), cheese (30 grams) or Or 1 sandwich with a mixed filling e.g. tuna,
yogurt (175 ml) salmon, egg (110 grams filling) and
2 breakfast bread products. (Note: at least one 1 solid meat item with a roll (90 grams meat less
bread product must be whole grain). than 5 grams of fat and less than 1,000 mg of
-Condiments sodium per serving)
Page 13 of 41
Table A-3: Standard Meal Entitlement Pattern Box Lunch /Supper

for Cold Meals Box Breakfast
(Note: a breakfast wrap (115 grams) may be used Or 1 cold plate with sliced meats that are from a
in place of egg, breakfast meat and bread product) federally inspected source and CFIA approved,
with 2 rolls (90 grams meat)
(Note: at least one bread product must be whole
grain).
Vegetable salad and assorted raw vegetables
(125 ml) (Note: if salad is rice, pasta or potato, an
additional serving of vegetables must also be
provided).
Condiments including at least 1 low-
calorie/reduced fat condiment (e.g. mustard).
Fresh or canned fruit (1 piece fresh or 175 ml
canned).
1 dessert or pocket supplement (e.g. granola bar or
cookies) IAW portion size standard.
1 milk and 1 juice (250 ml each). Milk may be
substituted with another juice of a different
variety. Note: canned pop and bottled water are
not permitted.
Note: potato chips are not permitted.
Page 14 of 41
Annex B – Standard Meal Item Availability Table –

MINIMUM OPERATIONAL PERFORMANCE FEEDING STANDARD-DOMESTIC
STATIC/SEMI-STATIC FACILITIES
Base/Wing/Station dining facilities, deployed static/ semi-static kitchen installations.
-Where a range is permitted, the lower limit is for small units and the upper limit is for large static units, with flexibility to
adjust for weather, season and cost.
-All ranges shall be tailored to meet specific unit requirements within this standard for contracted food services operations.
-All food provided must be CFIA approved and meet the requirements as indicated in the CAF Food Quality Specifications
(FQS). Outside Canada the CFIA standard is to be achieved.
Category Meal Item Availability Definition/ Specification/ Healthier Choices based on grams, % Daily Value
Standard (DV) etc. as per product nutritional labels
BREAKFAST
Fruit 6 - 8 varieties IAW season May include a maximum of 2 canned and 1 dried varieties.
The remainder should be ripe and cut when possible/required.
Canned fruit: in fruit juice, water or light syrup.
Fresh, frozen without added sugar.
1 Healthier Choice One of Hot cereal, or Healthier Criteria:

Breakfast Item Muffin, Breakfast
Hot cereals: 1 serving (175 ml)
Sandwich, or Breakfast
• Sodium: 140 mg
Parfait. (Counts as choice in
• Sugar: No added sugar
corresponding menu
• Sweetener: No added sweetener
category (i.e. healthier
• Fibre: Minimum of 3 g
choice muffin counts as one
• Fat: No more than 30% of calories from fat
of Baked Bread Products))
Muffins:
• Fat: No more than 30% of calories from fat
• Fibre: A minimum of 2.5 g
Breakfast Sandwiches:
• Fat: Less than 15 g
• Trans fat: 5% or less of total fat
• Sodium: A maximum of 800 mg
• Fibre: A minimum of 3 g
Breakfast Parfait:
• Fibre: A minimum of 2 g of fibre
• Sugar: Less than 21 g (lactose accounts for approx. 12g, fruits for 4.5 g and
granola for 4.5 g)
Entrée Eggs any style; Cooked with little or no fat

Cereals: A minimum of 4 varieties must have:
5 varieties Cold;  a minimum of 3 g of fibre;
 a maximum of 12 g of sugar (may exceed 12 g of sugar if high fibre
cereal containing dried fruit);
 Contains 10% or more of the DV of one of vitamin A, C E, calcium,
magnesium, potassium or iron; and
 No more than 30% of calories from the total fat.
1 hot variety; and Hot cereal with no added sugar (may include instant hot cereal mix with no sugar
(e.g Instant Regular Oatmeal)).
1 breakfast entrée E.g. pancakes, French toast, waffles, (during preparation use ½ whole grain or whole
wheat flour or use whole grain whole wheat toast).
Page 15 of 41
Meats 1 - 2 hot breakfast meats; E.g. bacon, ham, sausage, back bacon.
and
2 cold meats or One meat must be:
1 cold meat and 1 meat  Lean meat (less than 5 g fat/serving or less than 10% DV for fat/serving);
spread and
 Reduced sodium varieties or less than 480 mg/serving.
Cheese/Yogurt 2 - 3 varieties of cheese; and To include a minimum of 2 with:
 Milk Fat (M.F.) 2% or less (Usually labelled low-fat, fat-free or made with
skim milk); and
 At least 15% of DV for Calcium/175 g.
4 varieties of yogurt To include a minimum of 2 with M.F. 2% or less and 10% DV of Calcium
Starch 1 - 2 breakfast starch items E.g. baked beans, potatoes.

Both choices to be prepared with little or no fat..
Vegetable 1 breakfast vegetable E.g. sliced tomatoes, stewed tomatoes.
Bread Products 1 - 3 baked products; and E.g. bagels, English muffins, muffins, sweet buns.
One of 3 must be freshly baked.
One must be:
 whole grain containing a minimum of 2.5 g of fibre per serving.
One must be low-fat/high fibre containing:
 less than 30% of calories from fat; and
 a minimum of 2.5 g of fibre per serving).
2 - 4 varieties of sliced bread Minimum of 50% of choices offered must be:
 whole grain with a minimum of 2.5 g of fibre per slice. Choose items that
list the grains as the first or second ingredient.
Beverage 3 hot beverages; Tea (regular, decaffeinated, herbal), Coffee (regular, decaffeinated) and Hot
Chocolate.
Fruit juice: 2 - 3 varieties; All fruit juice must be from 100% juice or juice concentrate
No more than one fruit juice may have added sugar, such as cranberry cocktail.
Vegetable juice/blends: One choice must be less than 480 mg sodium/250 ml.
1 - 2 varieties;
Dairy (2 - 3 varieties); A minimum of one must be skim milk or 1% M.F.
Optional: fruit flavoured If provided, to include a maximum of 2 flavours.

drinks; and  Shall contain 24 - 48 mg of vitamin C per 100 ml of ready to serve portion.
(0 - 2 varieties)
Non-dairy beverages, up to Fortified Lactose-free containing calcium, vitamin D and vitamin A. (e.g. soy
2 varieties, if required beverage).
Note:
 Where potable water is available, bottled water shall not be provided;
 Canned soda pop, sports drinks, energy drinks, thirst quenchers,
flavoured/sparkling/fortified bottled water products are not
authorized; and
 Single item hot beverage dispenser products are not authorized.
Page 16 of 41
Condiments 2 types of spreads; and E.g. peanut butter, chocolate nut spread, cheese spread.
3 - 5 varieties jam/jellies Offer a variety of regular and reduced sugar/fat varieties.
plus: Condiments should match the entrées provided.
-honey
-syrup
-butter and/or margarine
-ketchup
-mustard
-mayonnaise
-hot sauce
-meat sauce (e.g. HP, Plum
Sauce, BBQ sauce)

STATIC/SEMI-STATIC FACILITIES (CONTINUED)
LUNCH AND SUPPER
Soup 2 soups One Healthier Choice IAW National Standardized Cycle Menu recipes
containing:
 Maximum of 3 g of Fat (target trans fat content of less than 5% of total
fat);
 Maximum of 480 mg of sodium (Na); and
 2 g or more Fiber or at least 5% of the DV for Vitamin A or Vitamin C or
iron or calcium or folate.
Crackers 1 - 2 types One hearty choice (may be pre-prepared) (e.g. chowder).
To be served with soup.
Healthier choice Healthier Choice entrée; One Healthier Choice IAW the NSCM recipes containing:
 Maximum of 400 Calories;
 Maximum of 15 g (g) of Fat (Max 5 g Saturated Fat, 10 g unsaturated fat);
and
 Maximum of 600 milligrams (mg) Sodium (Na).
Vegetarian Vegetarian entrée; One Vegetarian choice IAW the NSCM recipes. In the event of an unforeseen
Protein Choice substitution, a good source of protein such as dairy or egg products or other protein
sources must be provided IAW Chapter 6.
3rd Entrée; and Local choice IAW operational reqrs and BFC
3 - 5 varieties of sandwich 1-2 mixed filling (e.g. tuna, salmon, egg).

fillings (optional at supper 2-3 sliced meats or one sliced meat and one meat alternative with at least 1
depending on containing:
location/demand/labour)  Fat: No more than 15 g (meat < 5 g, fish < 8 g)
 Sodium: Less than 960 mg
 Fibre: More than 4 g
A variety of regular, low calorie/fat condiments must be available
Cheese:
Page 17 of 41
 at least 15% DV of calcium; and
 less than 20 % M.F. ( labelled as low-fat, fat free or made with skim milk).
2-3 varieties of sliced bread, one must be:
 whole grain containing a minimum of 2.5 g of fibre per slice. Choose
items that list the grains as the first or second ingredient.
1-2 specialty bread, (e.g. roll/bun, flat bread, sliced bread, tortilla wrap). One
choice must be a whole grain containing:
 a minimum of 2.5 of fibre per serving; on rotation.
Starch 2 starch items One at either lunch or supper must be

 whole grain with at least 1.5 to 2 g of fibre,
 low sodium; and
 low-fat.
NSCM recipes will meet these criteria.
When two choices are offered that do not the above criteria, one must be
prepared with little or no fat
Vegetables 2 cooked vegetables At least one prepared with little or no fat or salt.
Offer at least one dark green and one orange vegetable daily Strat J4 Food Svcs
website provides a list of Dark Green and Orange vegetables. Vegetable mixes
containing dark green or orange vegetable do not meet the criteria unless they are
on the list provided on the Strat J4 Food Svcs website.
Salads Salads Selection of salads as per the Salad Bar standard below.
Fruit 6 - 8 varieties IAW season May include a maximum of 2 canned and 1 dried varieties. The remainder
should be ripe and cut when possible/required.
Canned fruit: -in fruit juice, water or light syrup.
Fresh, frozen without added sugar.
Dessert 1 - 2 prepared desserts; At least one healthier prepared dessert containing (according to nutrition
label for prepared products) Must meet at least 3 of the following:
Calories:
 No more than 200 calories (with no more than 30% of calories from
fat)
 Trans fat: A maximum of 2% of total fat
 ≤ 10% calories from saturated fat
 Fibre: A minimum of 2 g
 ≤ 10 g of sugar
 Sodium: No more than 200 mg
 At least ½ serving of fruit/vegetables
Strat J4 Food Svcs will provide some recipes/pre-prepared products that meet these
1 - 2 baked desserts; standards.
At least one healthier baked dessert containing 2 g fiber or more. Strat J4 Food
Optional -Ice cream/frozen Svcs will provide some recipes.
yogurt (1 - 2 flavours); and
Yogurt (4 flavours)
To include a minimum of two with M.F. 2% or less and 10% DV of calcium.
Page 18 of 41
Bread Products 2 - 4 varieties of sliced Minimum of 50% of choices offered must be whole grain with a minimum of
bread; and 2.5 g of fibre per slice. Choose items that list the grains as the first or second
ingredient
1 - 2 types of specialty bread E.g. bagels, pita bread.
products One choice must be whole wheat containing a minimum of 2.5 g of fibre per
serving. The Strat J4 Food Svcs website provides a list of common whole grain
products.
Chocolate.
Dairy (2 - 3 varieties); A minimum of one must be skim milk or 1% M.F.
Fruit juice (2 - 3 varieties); All fruit juice must be from 100% juice or juice concentrate
Veg juice (1 - 2 varieties); One choice must be less than 480mg sodium/250 ml.
Non-dairy beverages, up to Fortified Lactose-free containing calcium, vitamin D and vitamin A. (e.g. soy
2 varieties, if required; beverage).
Optional: fruit flavoured If provided, to include a maximum of 2 flavours.
drinks (0 - 2 varieties); and  Shall contain 24 - 48 mg of vitamin C per 100 ml of ready to serve portion.
Optional: pop If provided, to include a minimum of one low-calorie variety and a maximum
(0 - 4 varieties) of 4 flavours.
Note:
authorized; and

STATIC/SEMI-STATIC FACILITIES (CONTINUED)
SALAD BAR (Offered during lunch and supper meals)
Leaf Salads 1 leaf salad without dressing; Leafy salad greens/mixes only.
and
Optional: 1 other salad that E.g. Caesar salad, garden salad.
may contain dressing/
ingredients
Raw Vegetables 6-8 E.g. radishes, green onions, celery sticks, carrot sticks, turnip sticks, sliced
cucumber, tomato wedges, mushrooms, sliced zucchini, green/red pepper, broccoli,
cauliflower.
Marinated and /or 2 Vegetable, Bean, or Lentil; Ensure a variety at each meal.
Starch Salad and At least one choice must contain:
 less than 15% of calories from saturated and trans fat/100g;
Page 19 of 41
1 Starch  Less than 7.4g fat/100g; and
 Less than 240mg salt/100g.
Some healthier choice recipes will be provided.
Cheese 2 - 3 types of cheese At least one hard choice and one soft cheese choice.
At least one choice must contain:
 Milk Fat (M.F.) 2% or less (Usually labelled low-fat, fat-free or made
with skim milk); and
 At least 15% of DV for Calcium/175g.
Vegetarian Protein 1 vegetarian protein choice E.g. chick peas, other legumes, egg, hummus, tofu (this is in addition to the
Vegetarian Protein Choice entrée).
Pickles/Olives 2 - 3 varieties of E.g. olives, beets, onions, dill pickles, gherkin pickles.
pickles/olives
Condiments 2 types of spreads; and salad E.g. peanut butter, chocolate nut spread, cheese spread.
dressings
Offer a variety of regular and reduced sugar/fat varieties.
plus:
-honey No more than 3 types of meat sauce to be offered and will complement the entrées
-syrup provided.
-ketchup
-mustard
-mayonnaise
-hot sauce
Sauce, BBQ sauce)
Page 20 of 41
Annex B-1 – Standard Meal Item Availability Table –

MOBILE KITCHEN TRAILERS, ARMOURIES, SMALL NAVAL VESSELS, NAVAL RESERVE DIVISIONS
AND OTHER OPERATIONAL UNITS SERVING LESS THAN 50
Mobile Kitchen Trailers (MKT), Armouries, small naval vessels (deployed and alongside) including
Maritime Coastal Defence Vessels (MCDV), submarines, Orca class, Naval Reserve Divisions (NRD), and
other operational units serving less than 50 maintaining a continuous food services operation.
-Deviation due to availability/storage limitations (e.g. deployed ships), operational requirements of units (e.g. base exercise), or
holiday/theme meals is permitted
-Where a range is permitted, the lower limit is for small units such as Orca class and the upper limit is for units with greater
capability (personnel, equipment, storage space, food availability, etc), with flexibility to adjust for weather, season and cost.
-All ranges shall be tailored to meet specific unit requirements within this standard for contracted food services operations.
BREAKFAST
Category Meal Item Availability Definition/ Specification Healthier Choices

Standard
Fruit 3 - 4 varieties IAW season At least 2 varieties must be fresh. Fresh, frozen
May include a maximum of 1 canned and 1 dried variety. without added
sugar or canned in
unsweetened fruit
juice.
Entrée Eggs any style In accordance with the Egg Regulations under the Canadian Cooked with little
Agricultural Products Standards Act and Canadian Food And or no fat.
Drug Regulations or equivalent.
Cereals: Hot cereal
A minimum of 4 varieties must have a minimum of 3 grams of
1 hot variety fibre and a maximum of 12 grams of sugar (may exceed prepared without
12 grams of sugar if high fibre cereal containing dried fruit). sugar rather than
4 - 5 ready to eat instant with sugar.
e.g. pancakes, French toast, waffles.
1 breakfast entrée
Meats 1 hot breakfast meat e.g. bacon, ham, sausage, back bacon. Meat from federally Lean meat (less
inspected source and CFIA approved or equivalent. than 5 grams
fat/serving).
1 cold meat or e.g. ham, creton. Meat from federally inspected source and Lean meat (less
CFIA approved or equivalent. than 5 grams
1 meat spread fat/serving).
Cheese/Yogurt 1 - 2 varieties of cheese Cheese products produced in a dairy establishment registered Made from milk
by CFIA or equivalent. less than 2% M.F.
2 - 4 varieties of yogurt To include a minimum of 2 with M.F. 2% or less. Less than 2% M.F.
Starch 1 - 2 breakfast starch items e.g. baked beans, potatoes. Prepared with
little or no fat.
Vegetable 1 breakfast vegetable e.g. sliced tomatoes, stewed tomatoes.

(optional)
Page 21 of 41
1 freshly baked product e.g. muffins, sweet buns. Low fat, high fibre
Bread Products whole grain
2 - 3 varieties of sliced Minimum of 50% must be 100% whole wheat or multi-grain products.
bread with a minimum of 2.5 grams of fibre per slice.
e.g. bagels, English muffins.
1 variety of specialty bread

MOBILE KITCHEN TRAILERS, ARMOURIES, SMALL NAVAL VESSELS, NAVAL RESERVE
DIVISIONSAND OTHER OPERATIONAL UNITS SERVING LESS THAN 50 (CONTINUED)
BREAKFAST( continued)

Standard
Beverage1 3 hot beverages Tea (regular, decaffeinated, herbal), Coffee (regular, Decaffeinated/Caffeine-free
decaffeinated, flavoured) and Hot Chocolate.
Fruit juice: 1 - 2 varieties Pasteurized 100% juice with no sugar added, IAW Canada’s
Vegetable juice: 1 variety Food and Drug Regulations and the Canadian Food
Inspection Agency (CFIA). 1 fruit juice may have sugar
added, such as cranberry cocktail.
Dairy (2 - 3 varieties) A minimum of 1 must be skim milk or 1% M.F.Pasteurized Less than 2% M.F.
cow’s milk with vitamins D and A added IAW Canada’s
Food and Drug Regulations.
Non-dairy beverages, Lactose free containing calcium, vitamin D and vitamin A Less than 2% fat.
1 variety, if required in comparable quantities to cow’s milk e.g. soy/rice milk.
Condiments 2 types of spreads e.g. peanut butter, chocolate nut spread, cheese spread. Reduced sugar and fat
varieties.
2 - 3 varieties jam/jellies
plus:
-honey
-syrup
-ketchup
-mustard
-mayonnaise
-hot sauce
-meat sauce
1
Where potable water is available, bottled water shall not be provided. Canned soda pop, sports drinks, energy drinks,
thirst quenchers, flavoured/sparkling/fortified bottled water products are not authorized.
Page 22 of 41

LUNCH AND SUPPER
Category Meal Item Availability Definition/ Specification1 Healthier

Standard Choices
Soup 1 soup Broth or 2% milk

based.
Main Entrée2 1 freshly prepared hot Provide fish option at least once per week. Meat must be from Lean meat, fish,
protein dish with appropriate federally inspected source and CFIA approved or equivalent. seafood and
At least one choice accompaniments. vegetarian choices
is to be a healthier prepared with
choice3 prepared cheese made from
with little or no milk less than
fat. One meatless 2% M.F.
protein dish to be Little or no added
included3. Vary on fat or salt. Whole
a rotating basis. grains.
1 pasta dish (optional) Whole wheat or multi-grain pasta to be offered as 25% of Whole grain
pasta menu items. 1 variety of sauce. pasta, 2% M.F. or
and/or less sauce, tomato
sauce.
1 - 2 sandwich choices Lean meats such as ham or turkey with less than 5 grams of
fat per serving and containing less than 1,000 mg of sodium
and/or per serving. Cheese made from less than 2% M.F. Salmon or
tuna packed in water. Whole grain bread products.
1 à la carte item. See Recommend Healthier Choice Entrée Recipes on the Strat
Healthier Choice Entrée J4 Food Svcs website.
Recipes on the Strat J4 Food
Svcs website for options. Vary on a rotating basis.
Starch 1 starch item e.g. potato, rice, couscous. Brown/wild rice,

Potatoes with
skin. Prepared
with little/no fat.
Vegetables 1 cooked vegetable Offer at least one dark green and one orange vegetable daily. Fresh or frozen
vegetables,
prepared with
little or no added
fat, sugar or salt.
Salads Selection of salads as per the Salad Bar menu.
1
Standardized recipes are to be followed. Food for 50, Professional Chef, CF Recipes (CFP 225) and CF Healthier Choice
Recipes are approved sources.
2
When serving less than 30, an à la carte menu may be used; however, one healthier choice entrée must be available.
3
Criteria: 400 calories, less than 15 g fat (5 g saturated & 10 g unsaturated), less than 600 mg sodium per serving.
Page 23 of 41

LUNCH AND SUPPER (continued)

Standard
Fruit 3 - 4 varieties IAW season At least 2 varieties must be fresh. Fresh, frozen
without added
May include a maximum of 2 canned and 1 dried sugar or canned in
varieties. unsweetened fruit
juice.
Dessert 1 prepared dessert e.g. puddings, gelatin, cobblers, crisps. 2% or less M.F and
and/or whole grains.
1 baked dessert e.g. cakes, cookies, pies, squares. Low fat and whole
and/or grain.
Ice cream/frozen yogurt To include a minimum of two with M.F. 2% or less. 2% or less M.F.
and
Yogurt (2 - 4 flavours) 2% or less M.F.
Bread Product 2 - 3 varieties of sliced bread Minimum of 50% must be 100% whole wheat or multi-grain Whole grain
with a minimum of 2.5 grams of fibre per slice. products.
1 type of specialty bread e.g. bagels, pita bread. Whole grain
products products.
Beverage 3 hot beverages Tea (regular, decaffeinated, herbal), Coffee (regular, Decaffeinated/
decaffeinated, flavoured) Hot Chocolate. Caffeine-free.
Dairy (2 - 3 varieties) A minimum of 1 must be skim milk or 1% M.F. Pasteurized Less then 2% M.F.
cow’s milk with vitamins D and A added IAW Canada’s
Food and Drug Regulations.
Fruit juice (1 - 2 varieties) Pasteurized 100% pure juice with no sugar added IAW
Veg juice (1 variety) Canada’s Food and Drug Regulations s and the Canadian
Food Inspection Agency (CFIA). Vary selection. One fruit
variety may have sugar added, such as cranberry cocktail.
Optional: fruit flavoured If provided, to include a maximum of 2 flavours. Made of Low calorie, low
drinks natural fruit flavour extract and/or artificial fruit flavours. sugar.
(1 - 2 flavours) Shall contain 24 - 48 mg of vitamin C per 100 ml of ready to
serve portion IAW Canada’s Food and Drug Regulations.
Non-dairy beverages Lactose free contains calcium, vitamin D and vitamin A in Less than 2% fat
1 variety, if required comparable quantities to cow’s milk e.g. soy/rice milk.
Page 24 of 41

SALAD BAR - Each brunch, lunch, and supper shall offer:

Standard
Leaf 1 leaf salad without dressing/ e.g. Tossed salad, Spinach salad. Prepared with little
ingredients containing fat or no fat/high fat
ingredients.
Optional: 1 other salad that e.g. Caesar salad, Spinach salad.
may contain dressing/
ingredients containing fat
Raw Vegetables 3 - 5 varieties e.g. radishes, green onions, celery sticks, carrot sticks, turnip All.
sticks, sliced cucumber, tomato wedges, mushrooms, sliced
zucchini, green/red pepper, broccoli, cauliflower.
Starch, Bean, or 1 variety per meal e.g. coleslaw, pasta salad, three-bean salad, marinated Prepared with little
Marinated Salad vegetable salad. or no fat.
Protein Choice 1 type of protein choice e.g. sliced meat or fish product Fish and lean
Meat from federally inspected source and CFIA approved meat/poultry less
only. than 5 grams of fat
per serving.
Meatless Protein 1 meatless protein choice e.g. chick peas, other legumes, egg, hummus, bean dip. Prepared with little
Choice or no fat.
2 types of cheese Cheese products produced in a dairy establishment registered Less then 2% M.F.
by CFIA or equivalent.
Pickles/Olives 2 - 3 varieties of e.g. olives, beets, onions, dill pickles, gherkin pickles.
pickles/olives
Condiments  mustard, ketchup,

mayonnaise (reg and
low fat), vinegar, oil
 2 varieties of meat sauce e.g. BBQ Sauce, hot sauce.
 salad dressings:
 3 varieties of
regular
 3 varieties of low
fat
e.g. melba toast, bread sticks, biscuits.
 2 varieties of crackers
 salt, pepper, and other
assorted spices
 butter and/or margarine
Page 25 of 41

MINIMUM OPERATIONAL PERFORMANCE FEEDING STANDARD- DEPLOYMENT
- Deviation due to availability/storage limitations operational requirements of units, or holiday/theme meals is permitted
personnel, equipment, storage space, food availability etc.), with flexibility to adjust for weather, season and cost.
- All food provided must be approved sources and meet the requirements as indicated in the CAF Food Quality Specifications
(FQS). Outside Canada
BREAKFAST
Fruit 2 - 3 varieties IAW season At least 2 varieties must be fresh.

Variety to be rotated daily May include a maximum of 1 canned (packed in juice or water) or 1 dried variety.
Fresh, frozen without added sugar
Entrée Eggs any style Cooked with little or no fat.

Cereals: Hot cereal prepared without sugar rather than instant with sugar.
1 hot variety
A minimum of 3 varieties must have a minimum of 3 g of fibre and a maximum of
3-4 ready to eat
12 g of sugar (may exceed 12 g of sugar if high fibre cereal containing dried fruit).
e.g. pancakes, French toast, waffles etc. – use a minimum of ½ whole grain or whole
1 breakfast entrée wheat flour.
Meats 1 hot breakfast meat e.g. bacon, ham, sausage, back bacon.
1 cold meat or 1 meat spread Lean meat (less than 5 g fat/serving).
(Optional)
Cheese/Yogurt 1 - 2 varieties of cheese Cottage cheese or hard cheese

Yogurt Assorted varieties. To include a minimum of 1 with M.F. 2% or less.
Starch 1 - 2 breakfast starch items e.g. baked beans, potatoes. Minimum 1 prepared with little or no fat.
Vegetable 1 breakfast vegetable E.g. sliced tomatoes, stewed tomatoes.

(optional)
Bread Products 4 sliced bread or freshly Minimum of 50% must be whole grain with a minimum of 2.5 g of fibre per slice.
baked product or specialty The Strat J4/Food Svcs website provides a list of whole grain products.
bread ( e.g. muffins, bagels,
English muffins. )
Chocolate.
Fruit juice: 1 - 2 varieties; All fruit juice must be from 100% juice or juice concentrate
Recommended less than 480 mg sodium/250 ml.
Vegetable juice/blends:
1 variety A minimum of one must be skim milk or 1% M.F.
Dairy (1 - 2 varieties); Fortified Lactose-free containing calcium, vitamin D and vitamin A. E.g. soy
Non-dairy beverages, beverage.
1 variety, if required
Page 26 of 41
Note:
 Where potable water is available (consult with Med Tech - PMed),
bottled water shall not be provided;
authorized; and
2 - 3 varieties jam/jellies Offer a variety of regular and reduced sugar/fat varieties.
Plus when required Condiments should match the entrées provided.
according to menu:
-honey
-syrup
-ketchup
-mustard
-mayonnaise
-hot sauce
Sauce, BBQ sauce).
Page 27 of 41
Annex B-2 – Standard Meal Item Availability Table – Continued–

MINIMUM OPERATIONAL PERFORMANCE FEEDING STANDARD- DEPLOYMENT (CONTINUED)
LUNCH AND SUPPER
Soup 1 soup One Healthier Choice daily at lunch or supper IAW National Standardized
Cycle Menu recipes containing: (to offer at least 4 times per week)
 Maximum of 3 g of Fat (target trans fat content of less than 5% of total fat);
 Maximum of 480 mg of sodium (Na); and
 2 g or more Fiber or at least 5% of the DV for Vitamin A or Vitamin C or iron
or calcium or folate.
 or
One hearty choice daily at lunch or supper (may be pre-prepared) (e.g
Crackers 1-2 types
chowder).
To be served with soup.
Healthier choice Healthier Choice entrée; To be selected from Strat J4 Food Svcs recipe database IAW locally available
products. One Healthier Choice IAW the NSCM recipes containing: Maximum
of 400 Calories;
 Maximum of 15 grams (g) of Fat (Max 5 g Saturated Fat, 10 g unsaturated
fat); and
 Maximum of 600 milligrams (mg) Sodium (Na).
Vegetarian Vegetarian entrée; To be selected from Strat J4 Food Svcs recipe database IAW locally available
Protein Choice products. - One Vegetarian choice IAW the NSCM recipes. In the event of an
unforeseen substitution, a good source of protein such as dairy or egg products or
other protein sources must be provided IAW Chapter 6.
Each Meal will 1 Local hot Entrée choice Local choice IAW operational reqrs and BFC
include a total of 3
or Sandwich Standard
Entrée choices
One must be a 1 - 2 varieties of sandwich Filling:
healthier choice fillings offered as the  1 mixed filling (e.g. tuna, salmon, egg).
and one a healthier choice or the local 1 sliced meats one meat alternative. A variety of regular, low calorie/fat
vegetarian choice. choice dependent on condiments must be available
At each meal demand/labour/ weather, etc
either the Bread:
healthier choice or 4 varieties of sliced bread, or specialty bread, (e.g. roll/bun, flat bread,
the local choice sliced bread, tortilla wrap) at least half must be whole grain containing a
maybe a sandwich minimum of 2.5 g of fibre per slice. Choose items that list the grains as the
choice. first or second ingredient.
Starch 1 - 2 starch items depending One at either lunch or supper must be

on entrée choice  whole grain with at least 1.5 to 2 g of fibre,
 Less than 3 g fat
 Less than 240 mg sodium
NSCM recipes will meet these criteria.
Vegetables 2 cooked vegetables At least one prepared with little or no fat or salt.
Offer at least one dark green and one orange vegetable daily Strat J4 Food Svcs
website provides a list of Dark Green and Orange vegetables. Vegetable mixes
containing dark green or orange vegetable do not meet the criteria unless they are on
the list provided on the Strat J4 Food Svcs website.
Page 28 of 41
Salads Salads Selection of salads as per the Salad Bar standard below.
Fruit 2 - 3 varieties IAW season At least 2 varieties must be fresh.

Variety to be rotated daily May include a maximum of 1 canned (packed in juice or water) or 1 dried variety.
Fresh, frozen without added sugar
Dessert 1 - 2 prepared desserts or Recommend at least one healthier prepared dessert containing (according to
baked desserts; nutrition label for prepared products) per day if available. Must meet at least 3
of the following:
Variety to be rotated daily Calories:
 No more than 200 calories (with no more than 30% of calories from fat)
 Trans fat: A maximum of 2% of total fat
 ≤ 10% calories from saturated fat
 Fibre: A minimum of 2 g
 ≤ 10 g of sugar
 Sodium: No more than 200 mg
 At least ½ serving of fruit/vegetables
Optional -Ice cream/frozen

yogurt (assorted flavors);
and To include a minimum of one with M.F. 2% or less and 10% DV of calcium.
Yogurt (assorted flavors)
Variety to be rotated
frequently
Bread Products 3 sliced bread or freshly Minimum of 50% must be whole grain with a minimum of 2.5 g of fibre per
baked product or specialty slice. The SJS/Strat J4 Food Svcs website provides a list of whole grain
bread ( e.g. muffins, bagels, products.
English muffins)
3 hot beverages; Tea (regular, decaffeinated, herbal), Coffee (regular, decaffeinated) and Hot
Beverage Chocolate.
Dairy (1 - 2varieties); A minimum of one must be skim milk or 1% M.F.
Fruit juice (2 - 3 varieties); All fruit juice must be from 100% juice or juice concentrate.
Recommend be less than 480 mg sodium/250 ml.
Veg juice (1 - 2 varieties);
Non-dairy beverages, Fortified Lactose-free containing calcium, vitamin D and vitamin A. E.g. soy
1 variety, if required; beverage.
Note:
flavoured/sparkling/fortified bottled water products are not authorized;
and
Page 29 of 41
Annex B-2 – Standard Meal Item Availability Table – –

MINIMUM OPERATIONAL PERFORMANCE FEEDING STANDARD- DEPLOYMENT (CONTINUED)
Category Meal Item Availability

Standard Definition/ Specification/ Healthier Choices based on grams, % Daily
Value (DV) etc. as per product nutritional labels
SALAD BAR (Offered during lunch and supper meals)
Leaf Salads 1 leaf salad without Leafy salad greens/mixes only.

dressing; and
Optional: 1 other salad E.g. Caesar salad, garden salad.
that may contain dressing/
ingredients
Raw Vegetables 3 - 4 varieties E.g. radishes, green onions, celery sticks, carrot sticks, turnip sticks, sliced
Rotate variety daily cucumber, tomato wedges, mushrooms, sliced zucchini, green/red pepper,
broccoli, cauliflower.
Marinated and 1 Vegetable, Bean, or At least one choice must contain:

/or Starch Salad Lentil; and  less than 15% of calories from saturated and trans fat/100 g;
1 Starch  Less than 7.4g fat/100 g; and
Rotate variety daily  Less than 240mg salt/100 g.
Healthier choice recipes available in Strat J4 Food Svcs recipe database.
Cheese 1 - 2 types of cheese At least one choice per day should contain:
 Milk Fat (M.F.) 2% or less (Usually labelled low-fat, fat-free or
made with skim milk); and
 At least 15% of DV for Calcium/175 g.
Vegetarian 1 vegetarian protein E.g. chick peas, other legumes, egg, hummus, tofu (this is in addition to the
Protein choice Vegetarian Protein Choice entrée)
Pickles/Olives 1 - 2 varieties of E.g. olives, beets, onions, dill pickles, gherkin pickles.
pickles/olives
2 - 3 varieties if salad
dressing
Offer a variety of regular and reduced sugar/fat varieties.
Plus when required No more than 3 types of meat sauce to be offered and will complement the
according to menu: entrées provided.
-honey
-syrup
-ketchup
-mustard
-mayonnaise
-hot sauce
-meat sauce (e.g. HP,
Plum Sauce, BBQ sauce)
Page 30 of 41
Annex C – Portion Size Standard

Portion Size Standard
Eggs, large 2 each
Ham/Back Bacon 45 g (raw)
Bacon 3 slices (40/48 slices per kg raw)
Sausages 2 each (12/500 g raw)
Hot cakes 2 X 90 ml ladles of batter
French toast 2 slices
Cereal w/milk – hot 175 ml (cooked) plus 125 ml of milk
– cold Ind pkg or 250 ml plus 125 ml of milk
Cheese 30 g
Muffin 1 each (130 g)
Bagel 1 each (110 g)
Croissants 1 each (60 g)
Toast/bread 2 slices (each 35 g)
Soup 250 ml
Steaks and chops (bone in) 250 g (raw)
Chicken pieces (bone-in) 275 g (raw)
Steak (boneless) 225 g (raw)
Boneless meat/poultry 150 g cooked (180 g raw)
Fish (steaks, fillet) 150 g (raw)
Fish (battered) 150 g (cooked)
Stews 300 g (cooked) (250 ml ladle)
Casserole dishes 300 g (cooked) (250 ml ladle)
Pasta w/ sauce (main entrée) 150 g of pasta, 175 ml of sauce
Three decker sandwich 1 each (90 g of meat total)
Hamburger 1 each (167 g raw)
Hot dog 80 g (2 ea @ 40 g or 1 ea @ 80 g)
Pizza 1 each (1/6 of a 40 cm diameter pizza or slice) 240 g
Tacos 2 each
Burritos 1 each (150 g)
Submarine (15 cm long) 1 each (90 g sliced meat or 110 g mixed filling)
Sandwich 1 each
Sandwich filling – salad 110 g
Sandwich filling – sliced meat 90 g
Sliced meat – for cold plate 90 g
Starch Item – potatoes, rice, pasta 125 g (cooked) (2 ea 125 ml spoon, 2 ea #16 scoop)
Vegetables 200 ml spoon
Salad Items 6” bowl or 8” plate
Canned fruit 175 ml
Fresh fruit (individual) 1 each
Fresh grapes/berries/sliced fruits 125 ml or 90 g
Pudding 125 ml
Gelatin dessert 125 ml
Ice cream 125 ml
Fruit yogurt 100g
Cake 1 piece (5 cm X 5 cm X 7 cm)
Pie 1 piece (1/8 of a 22 cm diameter pie)
Squares 1 piece (5 cm X 5 cm X 2.5 cm)
Cookies (7.5 cm diam.) 2 each
Cookies (12.5 cm diam.) 1 each
Doughnuts / Sweet Buns 1 each
Bread 1 slice (35 g)
Dinner Roll 1 each
Juice 250 ml
Milk (2%, 1%, skim, choc, non-dairy) 250 ml
Fruit Drinks 250 ml
Pop 250 ml
Hot Beverages 250 ml
Page 31 of 41
Annex D – Recipe Replacement Request
A-85-269-001/FP-001 - Food Services Direction & Guidance Manual

Chapter-2 Food Services Standards This form can be downloaded at : National Standardized Cycle Menu- Recipes and PCC
Annex D – Recipe replacement Request
Recipe Replacement Request
Date of Submission :
File #0000-0000
Environment :
Base :
Dining Facility :
Recipe Name :
Menu items :
Number of times recipe has been through

the cycle menu :
Overall number of portions prepared :
Overall number of portions served :
Number of Diner comments on Recipe :
Activity :
Reason for replacement :
Contact Information
Kitchen Manager:
CSN Number:
Base comments/Recommended changes:
Signature: Date:
Strat J4 Food Svcs Action:
Signature: Date:
Page 32 of 41
Annex E - Basic Food Cost (BFC) Calculation Methodology
1. The Basic Food Cost (BFC) is the standard cost of one meal-day (ration), specific to each unit Food Services
organization providing garrison/static feeding and shipboard feeding. It is obtained by costing typical menu items
for each meal, using standard recipes, and standard serving sizes.
The following factors are used in the calculation of the BFC;
 Regional Factor for each unit
 Cost of Food in St Jean 1 Apr-31 Mar of the previous fiscal year (i.e. 1 Apr- 31 Mar, 20xx) for calculation
of the Food basket effective 1 Aug 20xx.
 Projected annual inflation rate from the Economic Model.
Step 1 - Determining the Adjusted Initial Food Cost
2. The initial food cost was based on the Standard Meal Entitlement Pattern and consumption studies that were
done in the spring of 2003 at six CAF units (Trenton, Petawawa, Borden, Esquimalt, Gagetown, and St Jean). The
results of the consumption studies were statistically analysed for significant difference amongst groups of diners
(Officers, Sr NCMs and Jr NCMs) to determine a representative usage percentage for each group of food choices
typically available at a meal (based on the Standard Meal Item Availability Tables). The cost of food procured by
Trenton was used as the basis for calculating the initial food cost. For each meal, the cost of each individual item is
multiplied by the corresponding consumption pattern. The consumption pattern is the % of diners taking an item at
a particular meal. Two percent is then added to this initial food cost for those meal items susceptible to a production
loss, and these new costs are totalled for each meal. The cost of each meal is then added to determine the Adjusted
Initial Food Cost for the three meals
Page 33 of 41
Consumption Pattern
Breakfast
MEAL COMPONENT Average % Use Initial Food Cost ($) Adjusted Initial Food
Cost ($) Cost ($)
Trenton
Nov 2003
Breakfast
eggs (1 egg) 0.15 117% 0.176 0.176
French toast (each) 0.13 10% 0.013 0.013
waffles 0.15 2% 0.003 0.003
pancakes 0.08 11% 0.009 0.009
bacon (slice) 0.14 87% 0.122 0.122
sausage (each) 0.13 35% 0.046 0.046
ham (45 g) 0.15 8% 0.012 0.012
baked beans (125 ml) 0.17 10% 0.017 0.017
grilled potato (125 g) 0.25 31% 0.078 0.079
cereal 0.282 36% 0.102 0.102
toast (slice) 0.04 61% 0.024 0.024
bagels (each) 0.24 7% 0.017 0.017
English muffin (each) 0.17 3% 0.005 0.005
muffins (each) 0.45 12% 0.054 0.054
croissant (each) 0.26 9% 0.023 0.023
pastry 0.515 3% 0.015 0.015
fruit (each) 0.34 67% 0.228 0.228
yogurt (175 ml) 0.49 29% 0.142 0.142
cheese (30 g) 0.258 8% 0.021 0.021
peanut butter/cream cheese 0.13 13% 0.017 0.017
Preserves 0.06 17% 0.010 0.010
juice (250 ml) 0.364 90% 0.328 0.328
fruit drink (250 ml) 0.22 13% 0.029 0.029
milk (250 ml) 0.19 63% 0.120 0.120
fountain pop (250 ml) 0.09 4% 0.004 0.004
tea, coffee (250 ml) 0.07 37% 0.026 0.026
condiments (each) 0.045 145% 0.065 0.065
$1.703 $1.705
Page 34 of 41
Lunch and Supper
MEAL COMPONENT Average % Initial Adjusted Average % Use Initial Adjusted

Cost ($) Use Food Initial Cost ($) Food Initial
Trenton Food Trenton
Cost Cost ($) Cost Food
Nov 03 ($) Nov 03 ($) Cost ($)
LUNCH SUPPER
Soup (250 ml) 0.31 16% 0.050 0.051 0.31 14% 0.043 0.044
Main Protein Dish 1.457 89% 1.297 1.323 1.46 109% 1.588 1.620
Potato choice (125 ml) 0.08 71% 0.057 0.058 0.08 81% 0.065 0.066
Vegetable choice (125 ml) 0.24 31% 0.074 0.074 0.24 55% 0.132 0.132
Sandwich (1 each) 0.98 25% 0.245 0.245
Salad Plate 1.31 59% 0.773 0.773 1.31 62% 0.812 0.812
Cheese (30 g) 0.258 11% 0.028 0.028 0.258 16% 0.041 0.041
Bread (slice) 0.08 12% 0.010 0.010 0.080 23% 0.018 0.018
Dessert (each) 0.366 43% 0.157 0.157 0.366 53% 0.194 0.194
Fruit (each) 0.34 27% 0.092 0.092 0.34 35% 0.119 0.119
Yogurt, ice cream
(125 ml) 0.495 9% 0.045 0.045 0.495 17% 0.084 0.084
Gelatin, pudding (125 ml) 0.095 6% 0.006 0.006 0.095 8% 0.008 0.008
Juice (250 ml) 0.364 42% 0.153 0.153 0.364 57% 0.207 0.207
Fruit Drink (250 ml) 0.22 23% 0.051 0.051 0.22 24% 0.053 0.053
Milk (250 ml) 0.19 65% 0.124 0.124 0.19 70% 0.133 0.133
Fountain Pop (250 ml) 0.09 40% 0.036 0.036 0.09 37% 0.033 0.033
Coffee, tea (250 ml) 0.07 13% 0.009 0.009 0.07 16% 0.011 0.011
Condiments (each) 0.045 89% 0.040 0.040 0.05 112% 0.050 0.050
TOTAL Cost for
$3.245 $3.274 $3.59 $3.627
LUNCH & SUPPER
NOTE: The 2% production loss was added to the costs of the fresh vegetable pieces, the potato choice, the salads,
the soup, and the hot choice.
Page 35 of 41
Meal Weighted Average % of daily cost
BREAKFAST $1.705 19.8
LUNCH $3.274 38.0
SUPPER $3.627 42.1
ADJUSTED INITIAL $8.61 100

FOOD COST
NOTE: To standardise accounting procedures for allowances and recoveries, while factoring consumption variances
and volume of activity, the BFC has been divided into three meals a day using the following percentage: breakfast at
20%, lunch at 40% and supper at 40 %.
Step 2: Calculating the Regional Factor:

3. The regional factor is calculated annually to recognise the differences in the cost of procuring food from one
region/unit to another. Using data obtained from food baskets for each unit and the cost of the same food for St Jean,
the regional factor is calculated for each unit. (i.e. how much more or less it costs to purchase the food at each unit
compared to the cost to purchase the same food in St Jean. St Jean is the unit used as the benchmark for calculation
of all regional factors and, as such, is given a benchmark value of 1).
4. The food basket is completed each November at all units. For accuracy, the cost of the food basket includes
transportation expenses/freight and recycling/environmental charges, where applicable. It is essential that the food
basket be completed accurately according to the Standing Offer (SO) or the purchase costs in effect at the time of
completion. Inaccuracies in completing the food basket will affect the calculated regional factor and, in the end, the
BFC the unit receives.
5. November was chosen to collect data for the food basket, as the peaks and valleys of pricing related to
seasonal availability of food, are less likely to be a factor during this month as compared to summer when produce
prices are low and mid-winter when they normally are at their highest.
EXAMPLE:
The cost of St Jean’s Food Basket in November is $326.50 in St Jean and $378.74 in Cold Lake.
The regional factor for Cold Lake calculated based on the price in November would be $378.74/$326.50= 1.16
meaning is costs 1.16 times more to purchase the food items in the Food Basket in Cold Lake than in St Jean.
Step 3: Cost of Food in St Jean 1 Apr- 31 Mar

6. The actual cost of food per meal day in St Jean for the period of 1 Apr – 31 Mar is determined from Unitrak
data by dividing the total cost of food purchased in the fiscal year by the actual number of meal days in the fiscal
year.
EXAMPLE:
St Jean spends $ 119,000,716.70 to provide 2,034,338 meal days in the fiscal year 1 Apr 20xx-30 Mar 20xx. The
actual cost of food per meal day in St Jean is therefore $9.34 for 1 April 20xx- 31 March 20xx
This figure is used as the benchmark for calculating the BFC for all units.
Page 36 of 41
Step 4: Projected Annual Inflation Rate

7. The DND Economic Model is used to determine the projected inflation rate for food products for the coming
year. For example, the inflation rate for 20xx/20xx is projected at 2.3 %. This inflation rate is then added to the
food cost for 20xx/20xx, which gives the forecasted cost of food for the following FY.
Example;
St Jean – Food Cost * Regional Factor* Projected Annual Inflation Rate= BFC for 1 Aug 20xx
$9.34 * 1.0 * 2.3% = $9.55
Therefore St Jean’s BFC effective Aug 1, 20xx is $ 9.55
For Cold Lake, which has a different food cost, the calculation is performed using the same formula, but
because the food cost is different, the different, the regional factor for Cold Lake of 1.16 is used, resulting in a
different BFC.
$9.34 *1.16 * 2.3%= $11.08
Cold Lake’s BFC effective Aug 1, 20xx is $11.08
Why is the BFC effective 1 August - 31 July rather then 1 April- 31 March?
8. Living- in and other rates are issued effective 01 August therefore it was decided, to issue all the revised rates
at the same time (BFC, living-in, others rates - Type 1, 3, 4 and C, flight feeding, revised allowances, etc).
9. Rates for living-in are issued by SJS Strat J4 Food Svcs, effective 1 August each year as required IAW
QR&O. These rates are based on the financial data of the previous year. Financial data from the previous year
(ending 31 March) are available in May/June. This info then has to be sorted, analysed, etc. to formulate the living-
in rates for the following year. If all info is provided on time and there is no delay in reviewing the data, then it may
be possible to have the new rates approved early in July for promulgation 1 August.
Page 37 of 41
Annex F - Entitlement Tables for Incremental Supplements

Refer to Table 2: Guidelines to Entitlement for Incremental Supplements for entitlements
Table 1: Field Feeding Supplement
Scenario Duration Strength Additional % BFC (includes
(Days) allowance for Extra Calories,
between meal beverages, and
night snacks)
1 31 + 351 + 35 %
2 31 + 126-350 40 %
3 31 + 1-125 45 %
4 8-30 351 + 40 %
5 8-30 126-350 45 %
6 8-30 1-125 50 %
7 1-7 351 + 45 %
8 1-7 126-350 50 %
9 1-7 1-125 55 %
Table 2: Night Snack and Beverage Entitlement

Night snack must be available in the dining facility in accordance with the following table
and the portion size standard.
NIGHT SNACK FOOD ENTITLEMENT TABLE
All of the following food and/or beverage items must be available in each
dining facility as a night snack
 Coffee or tea, plus cream or milk, plus sugar
 Hot chocolate beverage mix
 Iced team mix
 Fruit Juice
 Soup and soda crackers
 Breads, spreads (peanut butter, cheese spread, jam, etc)
 Fresh fruit (orange, apple, pear, banana, etc)
Table 3: Workplace Refreshment Entitlement

Refreshments must be available to personnel in their workplace, up to a maximum of two issues
per person per 24 hour period. The standard portion size is 250 ml per issue (reconstituted).
Page 38 of 41
WORKPLACE REFRESHMENT ENTITLEMENT TABLE

 Coffee or tea, plus cream or milk, plus sugar
 Hot chocolate beverage mix
 Iced tea mix
 Fruit beverage powder drink mix
Page 39 of 41
Table 4: Between Meal Supplement Entitlement
BETWEEN MEAL FOOD ENTITLEMENT TABLE
Any one of the following food and/or beverage items can be issued as one BMA
IAW Annex C - Portion Size Standard:
Coffee or tea, plus cream or milk, plus sugar, plus
Individual plain cookie pkg (oatmeal, social tea, digestive, or other plain biscuit)
Hot chocolate beverage mix plus
Fruit beverage powder plus
Iced tea mix plus
Soup, individual canned or instant package plus
Individual soda cracker pkg
Individual cheese pkg plus
Individual soda cracker pkg
Fruit juice
Fresh fruit (orange, apple, pear, peach, banana, etc.)
Cereal or granola bar
Individual higher calorie cookie pkg (shortcake, chocolate chip, oatmeal chocolate chip,
cream filled, fruit and nut cookies, or fig newton)
NOTE: High-energy bars, sports drinks or other meal replacement beverages are not
included as a standard BMA. These items are not nutritionally differentiated by the body,
and therefore, cannot be endorsed as nutritional beverages and supplements because of
their higher cost. The items listed in the above table are nutritionally adequate and are
metabolized in the same way as "specialized" commercial products.
Table 5: IMP Supplement Entitlement #1 Food Entitlement Table (Day 1 – Day 13)
IMP SUPPLEMENT #1 FOOD ENTITLEMENT TABLE (Day 1 – Day 13)

The following food and/or beverage items may be provided, with the choice & quantity
limited to the following food categories and food items:
DRINKS : Coffee or tea (with sugar & cream or milk) – 1 serving
SNACKS:
 Soup & soda crackers – 1 serving
 Breads and spreads (e.g. peanut butter, cheese spread, jam) – 1 serving; or muffin or granola
bar - 1 serving
Page 40 of 41
Table 6: IMP Supplement #2 Food Entitlement Table (14 days and longer)
IMP SUPPLEMENT #2 FOOD ENTITLEMENT TABLE (14 days and longer)
The following food and/or beverage items may be provided, with the choice & quantity limited to the
following food categories and food items:
DRINKS
 Coffee or tea (with sugar & cream or milk) – 1 serving
 Milk (2 x 250 ml)
 Fruit juice (1 x 250 ml)
 V8 (1 x 156 ml) or soup & soda crackers – 1 serving
SNACKS
 Soup & soda crackers – 1 serving
 Cereal or bread and spreads (e.g. peanut butter, cheese spread, jam) – 3 servings
 Muffin or granola bar or trail mix or nuts or seeds – 1 servings
FRUITS & VEGETABLES

 Fresh fruit (orange, apple, pear, banana, etc.) – 1 serving
 Fresh vegetables (carrot sticks, celery, broccoli florets, etc.) – 1 serving
Notes: Canned soda pop, sports drinks, energy drinks, thirst quenchers, flavoured/sparkling/
fortified bottled water products are not authorized.
Fresh fruit & vegetables contain fiber that is not present in juice. In the event that the provision
of fresh fruit & vegetables is not possible, juice may be considered a suitable substitute.
The Food Entitlement Table for specific operations can be adjusted with recommendations from
the L1 Food Svcs O and approval of STRAT J4 FOOD SERVICES IOT meet specific requirements
of that theatre. When doing so, an emphasis must be made to ensure the availability of both
healthy and nutritional items. Pop can be made available with the L1 Food Svcs Os approval to
encourage fluid and calorie intake, or for morale reasons in locations where CFMWS is unable
to provide retail operations.
Page 41 of 41
CHAPTER 3 – KITCHEN OPERATIONS
3.1 Operating Principles

3.2 Food Procurement
3.3 Food Production
3.4 Quality Assurance and Control
3.5 Donations
3.6 Service Dogs
3.7 Bottled Water
3.8 Surplus Capacity and Catering
Annex A – Red Tagged Items

Annex B – Sample PCC
Annex C – Costing and Pricing
Annex D – Food Donation Waiver
3.1 Operating Principles
3.1.1 Operating Principles

3.1.2 Level of Service in CAF Food Service Establishments
3.1.3 Access to Dining Facility
3.1.4 Convenient Hours of Operation
3.1.5 Speed of Service
3.1.6 Capacity of the Dining Facility
3.1.7 Meal Entitlement
3.1.8 Meal Replacement
3.1.9 Food Take-Out
3.1.1 Operating Principles
1. The operating principles of CAF Food Services are based on the mandate of CAF Food Services which
are to primarily support DND funded customers, living in members on ration pay deductions, cash paying
customers and official mess functions/hospitality. The following operating principles apply to CAF Food
Service operations.
CHAPTER 3 – KITCHEN OPERATIONS – 3.2 Operating Principles Page 1

Table 1 – Operating Principles
CAF Food Services operates as a public entity that incurs public expenditures
and generates public revenue in providing food service to DND and non DND
funded customers.
The primary obligation is to DND funded customers; service to non-DND

funded customers through cash sales may be provided when it does not
compromise service to DND funded customers.
Managerial
level There shall be no opportunity for CAF Food Services to generate a local
operating surplus (“profit”) on food services provided to DND funded
customers.
Revenue generated by CAF Food Services must be used to offset the costs
(food, labour, facilities, other operating costs and fixed costs) of the food
services operations.
Operating
Principles In all the static and camp-based dining rooms, a meal card will grant access to
an all-inclusive meal (full meal deal) based on the Standard Meal Entitlement
Pattern.
DND funded diners must have access to similar standards of food services in
Customer any public food services facility. The same applies in deployed operations for
Level comparable environmental and operational support conditions.
DND funded diners and living-in personnel on monthly deductions for rations
must be made aware of and comply with the authorised use of their meal card
and of their public meal entitlement. Every DND funded customer is
accountable for the proper use of their meal card.
Clients must pay a comparable price/charge for a similar standard of food

Client
services. Clients must not pay for non-value added costs resulting from locally
Level
controllable inefficiencies.
3.1.2 Level of Service in CAF Food Service Establishments
2. The standard of service is a cafeteria-style service. Where the role of the base/wing makes enhanced
services and amenities necessary for military purposes, and where resources have been allocated to meet an
enhanced service level, Commanding Officers may authorize limited table service. The local Food Services
operation must provide the right type of meals and food services when required in support of training and
operational requirements.
3. DND is responsible for providing the resources necessary to establish and operate one dining facility with
a dining area in support of DND-funded diners.
4. Notwithstanding the CAF standard, there are three possible levels of services as follows:

Table 2 – Types of Service
Type of
service Description Standard Features
No Cafeteria style Tables are set with salt, pepper, and serviette dispensers but not
Table (CAF standard) with flatware, dinnerware and glassware. Diners collect their meals
Service at a servery area where they pick up a tray and flatware. Service
staff normally serves hot food. Salads, desserts and beverages are
self-served. Diners return their soiled trays to a collection area or to
tray stands which requires disposing of organic and inorganic
waste into a refuse. A menu in the required languages (English,
French, or both depending on the unit's status and diner preference)
is prominently displayed.
Limited Table is set and cleared by Tables are set with dinnerware, flatware, glassware, condiments
Table the dining room staff and accessories. Diners collect their meal from a servery area.
Service Serving staff removes soiled dishes. Salads, desserts and beverages
may be self-served. A menu in the required languages (English,
French, or both depending on the unit's status and diner preference)
is prominently displayed.
Full The customer is served at

Table the table.
Service NOTE: this level of service
is not permitted when
providing service to DND
funded customers due to
the high cost.
3.1.3 Access to Dining Facility
5. Food services must be accessible to authorized diners 365 days per year. When a dining facility is
temporarily closed due to repairs or for economic reasons (weekends and holiday periods); alternate cost
effective arrangements must be made to make food services accessible and to suit operational requirements.
Depending on the situation, such arrangements may include, but are not limited to:
a. the use of containerized or mobile feeding platform and equipment to provide for the required food
preparation and service capability;
b. the use of heat and serve food/meal products to compensate for the temporary unavailability of a
kitchen facility and/or sufficient food services personnel resources;
c. an arrangement for outsourced catered services on or off-site (including mobile canteen); and
d. when deemed the most economical option, authorizing reimbursement of actual out-of-pocket
expenses for meals purchased when public meals are unavailable to DND funded diners, up to the
rates prescribed by Canadian Armed Forces Temporary Duty Travel Instruction (CAFTDTI).
3.1.4 Convenient Hours of Operation
6. The normal hours of operation of a dining facility must provide for convenient meal periods that support
the established working hours of the base/wing’s operations. The hours of operation must also be set to provide
affordable and reasonable flexibility and convenience to DND funded diners and Type 2 – Living In customers.
7. The normal meal hours for each meal period should be set to provide for at least a 90-minute meal service
period. A longer normal meal service period should be established when:
a. it is necessary to meet the support requirements of the working hours of the unit; and
b. the local food services operation can cost effectively accommodate the longer meal hour
requirement of the majority of diners, such that the variable cost per meal-day is either reduced or is
not increased as a result of offering a longer meal service period.
3.1.5 Speed of Service
8. The total time from when a diner enters the dining area until they exit the serving area should not exceed:
a. fifteen minutes during peak diner flow periods; and
b. five minutes outside of peak periods.
9. This includes time spent in line at the service counter, as well as any time waiting at the POS/Access
Control. Where meal service includes items cooked to order, diners should not wait longer than eight minutes
between requesting their menu choice at the service counter and receiving their menu order.
3.1.6 Capacity of the Dining Facility
10. The minimum standard is based on two sittings of 45 minutes and if required for operational tempo, three
sittings of 30 minutes can be initiated for a short period.
3.1.7 Meal Entitlement
11. In all CAF dining rooms, a meal card will grant access to an all-inclusive meal. An all-inclusive meal
(that conforms to the Standard Meal Entitlement Pattern and the NSCM) includes soup, side salad, main course,
bread products, condiments, dessert, and beverages. A meal cardholder is free to choose any reasonable
combination from the menu offerings. Diners can return for second servings and choice offered is to be based
on availability.
3.1.8 Meal Replacement
12. A meal cardholder is entitled to a meal replacement when they are unable to consume their current or next
meal in the dining room during normal meal hours. The method to provide for a meal replacement is subject to
local capabilities and conditions (subject to food safety regulations that govern the preparation and issue of
meals, and where the dining room facility and equipment layout permits).
13. These meals include Box Lunch, Hay Box and Flight Meals requested and authorized via a Food Services
Requisition (FSR) or a Flight Meal Requisition. A breakfast-dispersed meal is calculated as 30% of BFC and a
lunch or supper-dispersed meal is 50% of the BFC. A full day of dispersed meals will therefore be 130% of the

BFC. The client is billed according to the number of diners confirmed on the Food Services Requisition (FSR)
48 hours prior to the date of arrival.
3.1.9 Food Take-Out
14. Food take-out shall be permitted only for meal replacement, as specified above. Take-out meals, in whole
or in part, are not otherwise permitted for the following reasons:
a. food safety and temperature related contaminants;
b. the unnecessary use of take-out containers and pre-portioned condiments is inconsistent with
government “Green Procurement” policy;
c. the cost of disposable containers and pre-portioned products, required to provide for take-out meals
is not covered by the recovery rates published annually by Strat J4 Food Svcs; and
d. the provision of take-out meals could result in opportunities for misappropriation of DND funded
meals.

3.2 Food Procurement
3.2.1 The Role of B/W/F Sup O/S Log O

3.2.2 Procurement Process
3.2.3 Food Quality Specifications
3.2.4 PSPC National Goods and Services Procurement Strategy Food
3.2.1 The Role of B/W/F Sup O/S Log O
15. IAW the Supply Administration Manual, the unit Sup O/S Log O is responsible for arranging the
procurement of food at each B/W/U but it is common practice to delegate purchase authority to the unit Food
Svcs O. Food Svcs Os must review PSPC contracts/SOs and ensure that they are IAW unit requirements and
Government of Canada specifications. Members purchasing foods must have the proper delegation of authority
(DOA). Direction for the provision of food services for non-certified Food Services units can be found in the
Food Services Manual (FSM) Chap 10.2.4 and guidance for Crew served meal in FSM Chap 15.2.6 Table 1.
3.2.2 Procurement Process
16. Refer to the Supply Administration Manual, PSPC Supply manual and the PAM for rules and regulations
pertaining to procurement (Links for which are also available on the Strat J4 Food Services website).
3.2.3 Food Quality Specifications
17. Food items used by CAF Food Services in the provision of meals and refreshments shall be consistent
with the purchase standards set out in the CAF Food Quality Specifications (FQS) A-85-269-002/FP-Z01. All
food standing offers (SOs) shall refer to the FQS for food purchasing. FQS can be found on the Strat J4 Food
Services website. The FQS were developed from food industry standards, Canadian General Standards Board
(CGSB), and the former Approved Products List (APL). For food procurement outside of Canada, purchase
standards shall either be the FQS or NATO STANAG 5556. Questions on food standards can be addressed to
Strat J4 Food Svcs 5.
3.2.4 PSPC National Goods and Services Procurement – Food and Beverage Strategy
18. PSPC implemented the National Goods and Services Procurement Food and Beverages Strategy in
August 2013. The aims of this strategy was to streamline governmental food procurement and provide more
consistent procurement process for government departments while satisfying PSPC operational needs. As part
of this strategy, PSPC will utilize either Regional Individual Standing Offers (RISOs) or Regional Master
Standing Offers (RMSOs). Local Purchase Orders should only be utilized as an exception on an occasional
basis and should not comprise the majority of food procurement.
19. The following categories and bidding periods should be utilized by all CAF static food services, unless
there is an agreement between the local PSPC office and food services to adapt categories and bidding periods
to meet the needs of local suppliers or those locations which are remote from sources of supply and where the
value of amalgamated food and beverage procurement is not sizeable enough to warrant separate solicitations.
a. grocery miscellaneous: 1 year with a maximum 6 month price refresh;
b. meat/fish/poultry: 1 year with a maximum 3 month price refresh;
CHAPTER 3 – KITCHEN OPERATIONS – 3.2 Food Procurement Page 6

c. dairy: 1 year with a maximum 6 month price refresh;

d. bakery products: 1 year;
e. fruits and vegetables: 1 year with a minimum monthly price refresh;
f. beverages: 3 years; and
g. other categories depending on local suppliers and bidding periods to meet the needs of the CAF.
20. It is preferred that the selection methodology for all requests for Standing Offers utilize the item award
methodology versus the basket (low aggregate) award methodology.
21. Food Svcs Os/Mgrs are encouraged to look for suppliers who have implemented Hazard Analysis Critical
Control Point (HACCP) when they purchase food items. HACCP is further described in the Food Services
Manual (A-85-269-001/FP-001) Chapter 7 – Food Safety and Defence Programme . A company that has a
recognized HACCP program in place has made a commitment to provide their customers with food that is safe.
22. A company that has a certification from the International Organisation for Standardization (ISO) has a
QA program in place that assures the consistent quality of their product.
23. To ensure compliance with Federal standards for food safety and food grades, as per current legislation,
including the Meat Inspection Act (R.S.C., 1985, c. 25 (1st Supp.)) & Meat Inspection Regulations, 1990
(SOR/90-288), meat inspection shall meet the Federal standard. The procurement of meat or meat products
from provincially or municipally-inspected facilities is not acceptable.
24. Meat and meat products suppliers must be licensed and inspected by the Canadian Food Inspection
Agency (CFIA) to meet the Federal standard. A List of Federally Registered Meat Establishments is retrievable
on the CFIA website.
25. The PSPC standard clause for meat and meat products shall be stated in all SOs:
“The Contractor must ensure that inspectors from the Canadian Food Inspection Agency (CFIA) have
inspected all meat and meat products, poultry and poultry products, lard, shortening and margarine containing
animal fats, and soups containing ingredients of animal origin, and have stamped those products “CFIA
inspected for CG” before shipment.
The Contractor must arrange for all such products to be delivered to the consignee either from an
establishment registered IAW the Meat Inspection Act (R.S.C., 1985, c. 25 [1st Supp.]) and the Meat Inspection
Regulations, 1990 (SOR/90-288), or from a food distributor that purchased the products from such an
establishment. Canada will not accept products that have not been stamped by the CFIA.
The Contractor must not permit any food distributor to alter or further process any meats or other products that
have been inspected by inspectors from the CFIA.”
26. Requests for Standing Offers (RFSOs) shall clearly specify whether ecology and/or recycling charges,
that are not fully refundable, are to be included in the price of products
or noted separately. This will ensure that all costs are equally considered when doing bid evaluations. Charges
that are not refundable shall be included in costs entered in Unitrak and shall be included in costs reported in the
annual Food Basket. Ecology and/or recycling charges that are fully refunded shall not be part of the food costs
and shall not be included as costs entered in Unitrak.
CHAPTER 3 – KITCHEN OPERATIONS – 3.2 Food Procurement Page 7

3.3 Food Production
3.3.1 Food Production

3.3.2 Production Planning
3.3.3 Standard Recipes
3.3.4 Batch Cooking
3.3.5 Cooking, Chilling and Re-thermalizing
3.3.6 Serving Food
3.3.1 Food Production
27. The objective of food production is the preparation of food items in the needed quantity and with the
desired quality at a cost within the established standards. Production is the process of converting raw food
purchased in various stages of preparation into menu items that are served to a customer. Over production
generates extra costs because salvaging leftovers is not always feasible. Underproduction, on the other hand,
can also increase costs because of menu substitution that uses pre-prepared, often more costly menu items, and
because diners may choose not to buy a meal once they realise that their menu selection is no longer available
3.3.2 Production Planning
28. Operations of all sizes must plan for production to have food products available when needed. A strategy
is to first forecast production requirements and then translate those requirements into production plans.
Production requirements are derived from historical data found in previous Production Control Charts (PCC).
PCC shall be used for planning and forecasting the next production cycle and for assigning tasks to staff, with
specific instructions about preparation, service and leftovers. The historical data helps managers plan the menu
mix given the forecasted number of diners and any known factors that might influence their eating pattern such
as the day of the week, payday, weather, etc. It shall include not only the main course items, but also the
requirements for all preparation and service areas, such as sandwich bar, pasta and pizza bar, salad buffet,
dessert counter, etc. Refer to Annex B – Sample Production Control Chart (PCC).
3.3.3 Standard Recipes
29. Standard recipes shall be used at all times. Standard recipes are not only from recognized sources such as
The Canadian Forces Recipe File or commercial cookbooks, they are also recipes contributed by the staff,
which have been tested and found suitable throughout the local food services organization. Recipes shall be in
written format (that is, not simply memorized) with enough instruction that the product will taste and cost the
same to produce regardless of who prepares it. Standardized recipes are essential to meet customer expectations
of consistent food quality and value, and to control costs.
3.3.4 Batch Cooking
30. Batch cooking shall be considered when completing the PCC. In batch cooking, the total estimated
quantity of holding-time sensitive menu items, such as vegetables, is divided into smaller quantities that are
placed in pans ready for final cooking or heating, and then cooked as needed. This is a way to schedule
production to meet the customer demand throughout the meal service time with assurance that a fresh product is
being served. High-speed equipment such as steamers and conveyor, convection and combi ovens has made
batch cooking feasible for a broad range of menu items.
CHAPTER 3 – KITCHEN OPERATIONS – 3.3 Food Production Page 8
3.3.5 Cooking, Chilling and Re-thermalizing
31. Cook-Chill is a simple, controlled system of advanced food preparation designed to provide more
flexibility in foodservice. The technique involves the full cooking of food, followed by rapid chilling and
storage at controlled temperatures. When required, the food must be re-thermalized before service. The
production system itself is simple to operate, if well managed, and completely safe provided the HACCP
method for temperature/time controls are followed.
3.3.6 Serving Food
32. After food products are produced they must be served to the diner. Serving includes the activities of
transferring food from production personnel to serving staff and delivering products to the diner. The process of
serving food is an important opportunity to enhance customer satisfaction. If diners like what they see and are
served in a friendly, efficient manner, they begin to enjoy the dining experience even before they start eating.
The following are factors that food service managers should consider when establishing service controls:
a. Time of Service. Quality of most food begins to deteriorate immediately after preparation.
Implementing staggered (or just-in-time) cooking; avoiding over-production, and planning for
accurate timing of preparation and service are essential. Hot food should be placed in the steam or
induction serving table immediately before serving. No product should stay in a steam table longer
than 30 minutes Food Services Manual (A-85-269-001/FP-001) Chapter 7 – 1.3 HBP 4.1 states that
2 hours is the maximum turnaround time for items held in steam or induction serving tables. Two
hours is satisfactory in terms of food safety but 30 minutes is recommended for maintaining
appearance and texture. Cold food should be replenished often enough so that it stays fresh looking;
b. Temperature. The importance of temperature in preventing food from becoming infected is
discussed in The Food Safety Code of Practice for Canada's Food service Industry. Apart from food
safety concerns, serving food at the correct temperature is part of serving quality food. The
following are some common practices needed to maintain food at the correct temperature: frequent
checking of cold and hot foods with an instant thermometer, preheating of steam tables and
insulated coffee dispensers, pre-chilling of refrigerated counters, use of lids on steam table pans, and
chilling or heating plates;
c. Appearance. Diners most often choose their food by sight, even though menu boards list the items
available. Some recommended practices to enhance the appearance of food are: attractive
arrangement of food on the plate, with rims wiped clean and sloppy items (such as creamed corn,
dipping sauce) served in bowls; creative and/or traditional garnishes on plates and on steam table
pans; well organized, tidy serving area with spills wiped up immediately; food replenished often, in
new pans so that it always looks freshly prepared; and
d. Consistency. When diners know that quality and portion sizes will be consistent, they can judge if
the food services facility offers good value. If they are assured of good value, they will be repeat
customers. Standard recipes and portion sizes are essential in this decision. Serving staff and
cashiers should be briefed on portion sizes before every meal. The correct type and size of serving
utensils makes portion control easy and helps eliminate negative comment from diners. Diners also
expect consistent, convenient locations for food and utensils. If it is necessary to make a change, the
alternate arrangement should be clearly announced by means of signs or verbally by the staff.

33. As the primary link between customer and kitchen, servers and dining room staff have the potential to
influence customer satisfaction. For many diners, service and food are of equal importance. Quality service
enhances the customer's dining experience and influences him/her to be a repeat customer. Principles of service
in relation to servers and dining room staff are:
a. Knowledge and Ability. Staff must be competent and efficient in carrying out their duties. They
must be able to organize their work areas and work quickly and neatly to achieve agreed standards.
If they are serving food, they must be able to answer questions about the food and to apply the
principles of portion control. All staff must communicate clearly with diners and recognize
situations that require the intervention of the supervisor. Staff must also be empowered to correct
situations within their area of service. Frequent and ongoing staff training together with careful
hiring is the way to achieve the required levels of knowledge and ability;
b. Attitude. Staff must appear happy to be providing service and demonstrate this attitude by being
pleasant, polite, alert, and helpful. Good attitude is also reflected in less direct ways such as
appearance, adherence to rules, attendance, and relationship with co-workers. Careful hiring is the
first step to having staff with the required attitude, but staff training and positive feedback help staff
develop the desired characteristics; and
c. Dress. Military and civilian personnel involved in producing or serving meals in static Food Svcs
facilities shall wear the prescribed standardized clothing items in accordance with the Scale of Issue
D01-403 (Occupational Cook and Kitchen Helper's Clothing) and the A-DH-265-000/AG-001,
Canadian Forces Dress Instructions Chap 7 – Health, Safety and Occupational Dress, para 35 to 40.
Food Services personnel shall not wear plastic name tags and metal rank insignia when wearing
cook standardized uniform clothing items. Mix-and-match of CAF uniform with Occupational
uniform is not authorized for Food Svcs personnel.

3.4 Quality Assurance, Quality Control and Customer Satisfaction
3.4.1 Setting and Managing Customer Expectations and Monitoring Satisfaction

3.4.2 Monitoring performance to confirm customer satisfaction
3.4.3 The Balanced Approach
3.4.4 Seeking Continuous Improvement
3.4.5 Quality Assurance
3.4.6 Quality Control
3.4.7 Control and Customer Satisfaction
3.4.1 Setting and Managing Customer Expectations and Monitoring Satisfaction
34. Expectations are formed when customers predetermine the quality of a service, and judge it against an
internal standard that is influenced by previous experience. A customer or client always has expectations
regarding the quality of meals and service. Therefore, food services managers must learn to manage them. This,
in turn, improves effectiveness (keeping a balance between cost, standards, and customer satisfaction).
35. Standards must be communicated so that customers know and understand what to reasonably expect. It is
the responsibility of all Food Services Officers and managers at all levels to influence the expectations by
communicating the standards to all stakeholders (staff, chain of command, customers, and clients). To
implement the standards, food services managers must consider the following:
a. Understand the capabilities and constraints of their operation;
b. How big the gap is between what is presently done and what the standards are;
c. Set an achievable implementation plan;
d. Deliver what they say they will;
e. Think and act in support of CAF Food Services as a whole (because diners and clients travel across
the country, what a food services manager does or fails to do at his unit affects the food services
operations at other locations); and
f. Be consistent within their food services operation and amongst all CAF Food Services operations.
36. Customer expectations are the diner’s vision of what his/her meal experience will be. Customer
perceptions are the diner’s pre-conceived opinion of the quality of service provided by Food Services.
Managing expectations is taking action to bridge the gap between the quality of food services the customer
expects and what the food services operation provides. Customer satisfaction is the relationship between
customers’ expectations and Food Services ability to meet these expectations. The more reasonable customer
expectations are, the easier it is for a food services operation to consistently meet what their customers expect,
and therefore to have satisfied customers. If food services managers are attempting to fulfill unreasonable
customer expectations, it will result in higher cost, will tax their personnel resources beyond capabilities, and
will not be sustainable.
37. Food services managers must be able to control expectations. There are controllable expectations, which
are set by Food Services (all-inclusive meals, type and number of choices, portion size, tasty food, efficient and
courteous service).
CHAPTER 3 – KITCHEN OPERATIONS – 3.4 Quality Assurance, Quality Control and Page 11
Customer Satisfaction
38. Monitoring customer satisfaction is an important step in managing expectations. Food services managers
should be monitoring customer satisfaction in order to confirm that they are successful in controlling their
expectations to a reasonable level, and to measure how well they are consistently meeting their customer
expectations. This is done via the customer satisfaction measurement mechanism. Customers provide subjective
feedback regarding their dining experience. Food Services officers and managers must analyse the results of
their feedback and determine if corrective action is required.
3.4.2 Monitoring performance to confirm customer satisfaction
39. Monitoring a food services operation’s performance is essential in order for food services managers to
confirm that they and their staff are doing the right things in managing customer expectations. The following
action must be taken:
a. Measuring against the standards. Does the staff understand the standards; why they are in place?
Can food services deliver consistently? What is the control system in place?
b. Note. CHECK CRITICAL CONTROL POINTS (menu planning, procurement, production
planning, meal production control, meal service, planning and control);
c. Assessing personnel and tools;
d. Personnel;
e. Employees (what each member does contribute to success);
f. Supervisors and Managers (how they monitor their operation);
g. Tools. Is data recorded accurately in Unitrak? Is the Unitrak Performance Summary reports used to
evaluate the food operations results?
h. Assessing customer satisfaction (Surveys, Customer Satisfaction Measurement mechanism,
comments book).
i. Assessing client satisfaction.
The Balanced Approach
CUSTOMER
SATISFACTION
STANDARDS COST
3.4.3 The Balanced Approach

40. There must be a sustainable balance amongst cost, standards and customer expectations. Customers
(diners) have expectations. They expect to get adequate quantity (portion size), tasty food, nutritional quality
and variety. Providers (food services) must deliver consistently on DND standards and within a cost range.
Standards must be reasonable, achievable and affordable and applied consistently to meet client expectation.
Cost is a measure of productivity (efficiency). It measures input vs. output. Cost is driven by our standards and
by our ability to control the critical aspects of meal production and service. Customer satisfaction is a measure
of effectiveness. It measures how well we are doing in setting reasonable expectations and in meeting customer
expectations for quality of meals and service, responsiveness, value, and consistency.
3.4.4 Seeking Continuous Improvement
41. Food services managers must always seek continuous improvement. They must evaluate their
performance (quality of meals, quality of service, customer satisfaction). They must communicate success.
They must understand the cause(s) of differences between their operation’s performance and what it should be
(what they do? How do they do it? Have they managed expectations? Do they apply the right standards? Are the
standards consistently applied?). Finally, they must take action.
3.4.5 Quality Assurance
42. Applying consistently the prescribed standards and procedures for procurement, storage, food preparation
and service is the fundamental element for quality assurance in delivering quality food services. Establishing
appropriate controls for each food service process is the condition for a successful quality assurance.
3.4.6 Quality Control
43. Quality control is result oriented and focuses on verifying that standards and procedures are understood
and consistently met. Quality control must be performed from three perspectives as follows:
a. the cook preparing and serving the meal and the food services assistant participating in the meal
preparation and service and ensuring good housekeeping and cleanliness of the dining facility
b. the supervisor who assigns tasks and monitors meal preparation and service; and
c. the customer who “experiences” the meals and service.
44. Quality control can take the form of:
a. Self-assessment. A cook or food service assistant assigned to the preparation of a meal product
must verify the taste and appearance of the food product during its preparation to ensure that the
final product will meet the standards for quality, texture and flavour. A food service assistant
assigned to the dining room service and housekeeping tasks must verify that the food is properly
displayed, looks appetizing and is easily accessible to diners. Also, this food service assistant must
check that the serving and dining room areas are clean, well-organized and tidy, and reflect the work
of a professional team in the eyes of the customers. Self-assessment is the most efficient QC method
as it prevents sub-standard quality rather than corrects results.
b. Supervisor Walk-Through. Supervisors must regularly observe and correct inappropriate
procedures in receiving and storing areas, food preparation areas, service areas, dining rooms, and
administration areas. While every function, including diner reaction, should be observed daily,
specific functions should be carefully audited on a random basis so that every function within the
operation will be checked within a given time period.
c. Formal Inspections. Supervisors use checklists to perform inspections of personnel, equipment,

sanitation, safety, food handling, and administrative procedures. Written results are presented and a
written report of follow-up action is required.
d. Taste Parade. A taste parade conducted formally or informally on a regular basis, is an effective
means to confirm that the meal products are ready for service and meet the expected quality and
quantity standards. Tasters, usually shift IC and IC production, must be knowledgeable enough
about the food to recognize the standard product, and they must be empowered to take whatever
action is necessary to correct a substandard product, or discard it. Taste control during the
preparation of meal items should avoid this ultimate decision. Staff responsible for the meal
preparation should be present during Taste parade to answer any questions about preparation,
recipes, etc. Although a taste parade is the least efficient method of quality control, it has its place
and time in the quality control program of a food services operation. A taste parade involves
checking the following:
(1) food is at the correct temperature;
(2) presentation is appetizing and servings are neatly arranged and garnished;
(3) items are cooked to the correct degree of doneness;
(4) colors, flavour and texture are appropriate for the item and the assigned recipe was followed;
(5) appropriate steam or induction table inserts are used to preserve the palatability and
appearance of the product; for example, bacon is on a slotted insert; sauces are in half or
quarter pans, lids are provided where appropriate; and
(6) serving utensils are the correct type and size.
e. Tray Returns. By monitoring the amount and type of leftover food that is returned to the tray return
area, managers can gain insight into the suitability of food choices, their quality and the portion
sizes.
f. Diner Feedback. Seeking diner feedback is an essential quality control element to evaluate the
quality of the meals and service provided to customers. Diner feedback provides the customer
perspective in quality control so as to determine how well a food services operation is meeting
diner’s needs and expectations as to quality, choice, value, nutrition and service.
3.4.7 Quality Control and Customer Satisfaction
45. Mechanisms must be in place in CAF dining rooms to monitor customer satisfaction to ensure a balanced
approach amongst cost, standards and customer expectations. Food services managers must identify customers'
expectations accurately before they can measure their success in meeting those expectations. Diner feedback is
essential for the manager to know how well client expectations are being met. A variety of methods should be
used to obtain feedback, such as:
a. Supervisor Walk-Through. The food services supervisor shall be visible and approachable to
diners in the dining rooms, regardless of any difference in rank;
b. Customer Comment Cards. The CAF Food Services Customer Comment Card readily or online
feedback provides customers with the means to voluntarily give their opinion about the meal and
service that they receive in CAF dining rooms. However, managers must be cautious about
generalizing the level of customer satisfaction from these unsolicited feedback responses. Indeed,
voluntary feedback tends to come from very satisfied customers or very dissatisfied customers. So,
the feedback from the representative diner is not usually available. Therefore, the comment card is
more useful when the kitchen manager uses it to quickly assess customer satisfaction by randomly
selecting diners over several meal periods and soliciting their feedback using the comment card. The
Food Services Customer Satisfaction Measurement mechanism was implemented to measure the
degree of satisfaction of typical customers, using random sampling to build data reliability within an
acceptable error margin. The mechanism weights each category and attributes. Under this statistical
and weighting approach, the expected overall satisfactory results are set at a 95% acceptance level
with a 5% accepted deviation. A 95% satisfactory level is achievable by Food Services and
defendable from a management point of view;
c. Suggestion Book. A suggestion book can be effective if its use is controlled and if follow up action
is taken by the food services manager;
d. Ombudsman. The "Food Services Ombudsman" concept involves having a volunteer diner liaise
with and represent both the food services operation and the other diners regarding suggestions,
complaints, and upcoming events in the dining facility;
e. Diner Survey. The diner survey is a more elaborate tool that is used when a food services operation
requires detailed feedback on quality, efficiency and effectiveness of the food services provided.
This tool is also used in identifying and confirming customer expectations regarding the type and
quality of food services they require; and
f. Focus Group. The focus group is an elaborate tool that is used when a food services operation
requires detailed feedback on specific aspects of quality, efficiency and effectiveness of the food
services provided. A focus group should include representation from as many stakeholders as
possible from the diner through to the commander. As with the diner survey, this tool provides an
excellent means to determine customer needs and expectations regarding the type and quality of
food services they require.
3.5 Donations
3.5.1 Accepting Food Donations to the CAF/ DND
3.5.2 Donations of Food to Agencies Outside of DND
3.5.3 Legal issues
3.5.1 Accepting Food Donations to the CAF/ DND
46. DAOD 7021-3 Acceptance of Gifts, Hospitality and other Benefits, CANFORGEN 002/09 081418Z Jan
09 Charitable Goods Donations and the Values and Ethics Code for the Public Service provides direction to
DND employees and CAF members in respect to offers of donations from sources external to the DND and
CAF. Food donations should never be solicited from individuals, suppliers or other organizations.
47. In Canada, when groups or organizations are offering to donate food to DND and/or the CAF, it is up to
the discretion of the local Commander as to whether or not this food is accepted.1 The Food Services
Officer/Kitchen Manager is responsible for ensuring the safety of the food products donated prior to serving
them. For health and security reasons, the following items cannot be accepted: goods with expired “best before
date”, open or broken packages, and home baking. A log of these food supplies should be maintained, including
the source of the donation, the date and where they are stored. Efforts must be made to ensure that donated food
is used prior to expiry dates.
48. On deployment, Canadian Forces Morale and Welfare Services (CFMWS) are the departmental OPI for
donation to deployed CAF personnel. CFMWS is mandated to respond to the offers of donation of all items
offered, including food, on behalf of the department. CAF members and DND employees approached regarding
donations for deployed operations are to direct the potential donors to CFMWS. Further contact with the donor
should be done through the CFMWS until directed otherwise.
3.5.2 Donations of Food to Agencies Outside of DND2
49. DND and the CAF are tasked to provide cost efficient and effective food services, ensuring public funds
are expended for the purpose for which they were intended. If proper feeding plans are in place, surplus food
should be exception. Food purchased with public funds (either fresh or combat rations) is intended solely for
personnel who are entitled to receive rations.3 At times, unforeseen circumstances may result in surplus fresh
food or combat rations being on hand. This may raise the question of donating this food to outside agencies. To
serve the public interest, by ensuring that public funds are expended solely for the purpose for which they were
appropriated, publicly owned food cannot be donated to non-entitled persons or agencies without specific and
prior ministerial approval.4 Only the minister of National Defence has the authority to effect a donation or a
gratuitous transfer, however during some circumstances such as deployed operations the disposal authority is
delegated to ADM MAT.
50. No perishable food should be considered for donations because the repercussion and risk are too high. Dry
foods, frozen foods and combat rations might be considered for donation; however a legal advice is always
1 DAOD 7021-3
2
Supply Administration Manual (SAM) Section 6 Material returns 6.2.30 – Donation
3 DAOD 3013-0 and QR&O 36.35
4 DOAD 3013-1, ADM MAT Disposal Guidance
CHAPTER 3 – KITCHEN OPERATIONS – 3.5 Donations Page 16

required before pursuing this option. The donation or gratuitous transfer process is a long and complex process
to obtain the approval. The following factors needs to be taken into considerations:
a. Food is still in good condition and consumable. The CAF must ensure the food is fit for human
consumption. Ethical and legal responsibilities of CAF Food Services do not permit the donation of
shelf-expired rations that have been deemed unfit for consumption
b. Cost of the food (quantities and cost per items)
c. Shipping cost (to take the food back to the unit)
d. Destruction cost (environmental laws and regulations of the country need to be respected); and
e. Cost Benefit Analysis
51. Do you have an approved recipient (approved by ADM Mat & ADM Pol)? The recipient cannot be a
person; it can be a government organization (Gratuitous Transfer) or recognized charitable/non-profit
organizations (Donation) IAW SAM 6.2 Part 2 – 2.30 Donation and Appendix 14 to Annex B.
52. Does the recipient have the capability to store these items properly? The CAF must inform the recipient of
any relevant handling requirements for the food, such as whether the food needs to be refrigerated or be
consumed within a specific time period. The CAF must ensure that all health regulations applicable to food and
established procedures for safe food handling are applied. Further information is available through Health
Canada.
3.5.3 Legal issues
53. Legal advice shall always be sought before a donation is considered.

54. When the written approval is received from the minister’s office or a delegated authority, the donation
process can take place. Legal documentations need to be signed such as a donation or Gratuitous Transfer
Agreement and a Receipt & Release waiver form. As well a Food Donation waiver is to be obtained from the
recipient waiving any claims against the Crown and further indemnify the Crown from any action or claims for
damages from anyone to whom they give the food.
55. In countries or provinces where laws or legislation such as the Good Samaritan Law and Food Donation
Acts are enacted, the CAF and the Federal Government may be absolved of problems arising from the donation
of food unless the food was unfit for human consumption or there was intent to injure5. For the donor to be
found liable, the person alleging negligence would have to prove that the donated food was adulterated, rotten
or otherwise unfit for human consumption when it was donated. DDSAL can be consulted to guide the process
and to provide advices.
[1]
DAOD 3012-0 and QR&O 36.35
[1]
DOAD 3013-1, ADM MAT Disposal Guidance
5 Donation of Food Act, 1994 S.O. 1994, Chapter 19
CHAPTER 3 – KITCHEN OPERATIONS – 3.5 Donations Page 17

3.6 Service Dogs
3.6.1 Service Dogs in CAF Dining Facilities
56. In accordance with DAOD 2005-0 Service Dogs and DAOD 2005-1 Service Dog Access to Defence
Establishments, Service/Therapy Dogs are permitted in the following areas of CAF Food Services facilities:
seating areas, serving areas, cloak rooms, diner washrooms and common administration areas. Service/Therapy
Dogs are not permitted in receiving, storage, food preparation, production areas or behind steam tables where
Food Services staff is serving food.
CHAPTER 3 – KITCHEN OPERATIONS – 3.6 Service Dogs Page 18

3.7 Bottled Water
3.7.1 Provision of Bottled Water
57. As described in Annex A of this chapter, bottled water is considered a ‘red tag’ item as it does not form
part of the standard meal entitlement pattern. The food services budget shall not be publicly-funded to purchase
and issue bottled water. When potable water is not available, bottled water may be purchased at public expense
through the unit’s supply organization.
CHAPTER 3 – KITCHEN OPERATIONS – 3.7 Bottled Water Page 19

3.8 Surplus Capacity and Catering

3.8.1 Surplus Capacity
3.8.2 Catering
3.8.1 Surplus Capacity
58. As stated in DAOD 3012, under some conditions, surplus capacity may exist under well-defined
circumstances in the establishment of the static Food Services facility. The primary mandate of CAF Food
Services must be met prior to utilizing food services surplus capacity for other purposes. In rare occasions and
under well-defined circumstances, surplus capacity may exist, whereby service to non-publicly funded
customers may be provided. The use of surplus capacity must be defendable, based on established effective
strength capacity, and used only to support to CAF official functions or repayment meals within a static facility;
for example Official Mess Dinners and Treasury Board events and hospitality supported expenditures (THCEE)
are defendable surplus capacity uses. An organization providing public food services using surplus capacity
under these circumstances must:
a. Determine the appropriate recoverable amount in accordance with B-GS-055-000/AG001, Provision of
Services to Non-Defence Agencies; and
b. Meet the requirements set forth in the TB hospitality and events direction as indicated in the
Management of Hospitality Expenditures section of the Financial Administration Manual (FAM);
and
c. Require payment at the facility nationally standardized point of sale system.
Requirements to support
Examples of Official Functions
Change of Command Parade Approved hospitality request, and within staffing

levels as per FSM Chap 5
Unit Official Mess Dinner with approved event Approved event request and Food Services staffing
request levels as per FSM Chap 5
Military Ceremonial Event such as those marking Approved hospitality request, and within staffing
historical significance at the federal or provincial levels as per FSM Chap 5
level
Hosting of official Government of Canada Approved event/hospitality request and Food

delegations Services staffing levels as per FSM Chap 5
Examples of Non-Official Functions Requirements to support
Unit Barbeques Non-Public Funds, Non-Public staff, CFMWS

support as appropriate as this falls outside the public
Food Services Operations support mandate
CHAPTER 3 – KITCHEN OPERATIONS – 3.8 Surplus Capacity and Catering Page 20

Examples of Non-Official Functions Requirements to support
Unit Mixed Mess Dinner/Candlelight Dinner Non-Public Funds, Non-Public staff, CFMWS
support as appropriate as this falls outside the public
Military attended/hosted social activities promoting Non-Public Funds, Non-Public staff, CFMWS
morale and welfare support as appropriate as this falls outside the public
Any other ceremony, dinner, or activity whereby an Non-Public Funds, Non-Public staff, CFMWS
event or hospitality request has not been approved by support as appropriate as this falls outside the public
the delegated authority Food Services Operations support mandate
Note – The practice of writing operational orders so as to facilitate Food Services Operational support to
activities outside the public interest and mandate is strongly discouraged. Any such undertaking should be
documented and reported to the environmental comptroller for audit purposes.
59. Type 3 customers are not in possession of a meal card and must pay for services received. Casual, out-of-
pocket diners shall be charged a fixed price per meal or per item, based on the capability of the local transaction
payment arrangement or system used in the CAF dining facility. Units shall ensure that all food costs, civilian
labour (or equivalent labour value if all labour is military), non-food items, facility operating costs and admin
charges are recovered. In addition, the local provider should apply a percentage to recover a portion of the fixed
costs. This surcharge (fixed costs) should bring the selling price close to the local market value for a similar
type and level of service.
a. For Units without National Standardized Point of Sale System: customers require a meal ticket to
access the dining room and the price of the meal shall be at least equivalent to the standard recovery
rate for Type 3 customer published by Strat J4 Food Svcs. Units may use different types of meal
tickets (light/full) to better meet the customers’ needs;
b. For Units with National Standardized Point of Sale System: customers pay the price listed for
individual items purchased or a fixed price for the full meal featured on the daily menu. The selling
price is determined locally IAW the guidelines contained in this document: Costing and Pricing
Annex C;
Note: When kitchens decided to install a terminal for the debit and credit cards transactions, they shall recover
the operating/maintenance costs by charging a fee per transactions to the customers. Operating fees shall not be
paid with public funds.
3.8.2 Catering
60. Catering is a provision of public food services to non-DND funded customers, as such it does not form
part of the public food services mandate. Coffee breaks, luncheons, and private functions are examples of non-
public activities. A standardized price list for catering shall be established and updated no less than annually.
Refer to the Catering Costing Sheet posted on the Strat J4 Food Services’ website.

61. All direct costs shall be recovered and that catering services are not to be charged below market value 6,
while striving to ensure that customers perceive that they are receiving good value. This requires effective cost
controls and pricing strategies. Accurate costing of recipes, standard portion sizes and effective control over
production and service are important elements of financial controls. Setting standard staffing levels for catering
activities helps equalize labour costs, reflects labour value input, and provides pricing consistency for a similar
service (Costing and Pricing).
62. There is a clear distinction between costing (calculating the cost of) and pricing (calculating the amount to
charge the customer) a catered function. Costing includes all expenses directly involved in preparing and
serving the catered function (labour, food and non-food items). Public funds shall not be utilized for the
procurement of catering equipment unless it’s added to the final invoice. Pricing includes the direct costs plus
the indirect cost components (facility, operating and admin costs) and a portion of the fixed costs.
63. Catered Functions must include a surcharge to recover a portion of the fixed costs. This fixed cost differs
from each Unit, but shall be the same for all the CAF dining facilities at a particular Unit and reviewed
annually. The Food Services Manager shall approve this percentage based on the private sector prices (market
value) that prevail in the area for this type of service.
64. The terms of service for a catering activity shall be confirmed in writing between the provider and the
customer at least seven days prior to the function. These terms of service represent a contract between the
customer and the service provider.
6
B-GS-055-000/AG-001 – Provision of Services – Section 4 - Calculation of Incremental, Full and Recoverable cost

Annex A – Red Tagged Items
1. CAF Food Services has the mandate to provide nutritious food and beverages based on the concept of an
all-inclusive meal (the full meal deal) according to the Standard Meal Entitlement Pattern. Customers with meal
cards or meal tickets have access to selected menu offerings. However, special items, labelled ‘Red tagged’
items, are not included. Red tagged items are specialty items above the standard meal offerings (specialty food
and drinks, convenience products and individually packaged commercial food snacks and beverage items) that
are offered on a cash basis to provide convenient customer service and enhance dining room selection. The
customer must pay for these ‘Red tagged’ items and may consume them on site or take them out.
2. Except for dispersed meals, the use of individually packaged food and beverage items shall be avoided
when the products are offered at public expense. Dispensers are the most economical means to provide
beverages such as water, milk, juice etc. at no additional cost to the customer.
3. Red tagged items include, but are not limited to the following:
a. cans/bottles of soft drinks, individual bottles of water, individual bottles/cans of juices;
b. individual sports drinks (cans/bottles) such as Gatorade;
c. fruit drinks (cans/bottles), milkshakes;
d. specialty desserts and ice cream bars;

e. snacks such as chips, chocolate bars, gum, candy;
f. multi-portion pizzas (non-individual portion);
g. alcoholic beverages, beer, wine; and
h. non-food items.
4. The decision to carry Red Tagged items is made locally. Units without a POS system or cash register do
not have the capability to control and monitor the sale of these items. Units with a POS may decide based on
local conditions and control capabilities, whether it is beneficial to carry and sell red tagged items.
5. Red tagged items are to be registered as cash sales. For example, a customer using a meal card may have a
full meal (including a glass of juice or soft drink from the dispenser) at no additional cost. However, this
customer will have to pay cash for a can of soft drink or a bottle of water if he/she prefers this option (red
tagged item) to the product offered in bulk dispensers. These items will be priced close to local market value for
same or similar products.
Red tagged items must be very well identified on the shelves as special items offered on a cash payment basis
only. The customer must also be well informed (i.e. visible sign on the wall) that these items are strictly cash
sales and are not included with the public meal entitlement that comes with a meal card.
CHAPTER 3 – KITCHEN OPERATIONS – Annex A – Red Tagged Items Page 23

Annex B – Sample Production Control Chart (PCC)

PRODUCTION CONTROL CHART
Date: (THURSDAY LUNCH)

19 avril 2018
Week: 1
Shift I/C: IC Production: 0
Forecasted Diner Attendance: 0 Total % of Entrées prepared 0%
AMT ,TO
PREPARE % of # of
RECIPE Prepared by Portion # of Por Disposition of
Week #1 MENU: VOL Portion to Special Instructions Por
# UN OF NO OF Rank/Title size Left Over Leftovers
OR be made Served
MES POR
WT
M
Healthier Soup Beef and Noodle 0914 0 L 0 0,00% 250
L
M
Heartier Soup Tomato Rice 1008 0 L 0 0,00% 250
L
M
Healthier Choice Turkey Divan 0205 0 KG 0 0,00% 250
L
Vegetarian Choice Ukrainian Meatless Cabbage Rolls 0750 0 KG 0 0,00% 300 G
Third Choice 0 0 KG 0 0,00% 150 G
Gravy/Sauce 0 0
Starch 0 0 KG 0 0,00% 125 G
Starch 0 0 KG 0 0,00% 125 G
Vegetable Dark Green Vegetables 0 KG 0 0,00% 90 G
Vegetable 0 0 KG 0 0,00% 90 G
Sandwich Bar
Choice One Turkey Salad EA 0 0,00% 1 EA
Optional Mixed 0 0 0,00% 1 EA
Choice Two Black Forest Ham EA 0 0,00% 1 EA
Choice Three Pastrami EA 0 0,00% 1 EA
Optional Sliced 0 0 0,00% 1 EA
Shift Worker Salad Room Hay Box Breakfast Hay Box Lunch
1 1
2 2
3 Bakeshop
4 1
5 2
CHAPTER 3 – KITCHEN OPERATIONS – Annex B – Sample PCC Page 24

Annex C – Costing and Pricing

Application of Facility Operating and Administrative Charges to High Cost Catering Function
Applying Facility Operating and Administrative Charges to Catering Activities
HIGH COST FUNCTION – PER PLATE New Method
Food and Labour Costs $25.00

Fac Ops Charge (as determined by Strat J4 Food Svcs Annually) $1.55
Subtotal $26.55
Admin Charge (10% of Type C Rate- maximum 10% of
National Type C rate) $2.12
Price (before tax) $28.67
Number of Attendees 50
Total Charge for Function (before tax) $1433.50
Application of Facility Operating and Administrative Charges to Low Cost Catering Function
LOW COST FUNCTION – PER PLATE New Method
Food and Labour and nonfood cost $10.00

Fac Ops Charge (7.8%) $0.78
Subtotal $10.78
Admin Charge ( 10 %) of sub-total $1.08
Total Charge for Function (before tax) $593.00
CHAPTER 3 – KITCHEN OPERATIONS – Annex C – Costing and Pricing Page 25

Sample Function Pricing Using Labour Multiplier
The selling price is determined as follows for the sample menu items (using a labour multiplier of 1.25 for table
service):
(A) (B) (C) (D) (E) (F)
Facility
Ops Admin Fixed
Labour Charge Charge Charge
Non %x
Menu Food 1.25 X Food %x 10% x A+B+C+ Selling
Item Cost (A) Cost A+B+C A+B+C+D D+ E Price
Vegetable
Soup .24
Caesar
Salad .42
Veal
Parmigiana 1.73
Spätzle .55
Carrots .04
Black
Forest Cake .87
Coffee/Tea/
condiments .07
1.01
.73 (10%*10.0 Locally
Charge 3.92 4.90 .50 (7.8%*9.32) 5) determined
Subtotal 3.92 8.82 9.32 10.05
Total per
individual 11.06 11.06

Determination of Final Price
Other variables (non-food items) and taxes are added in order to determine the final price:
Selling price per guest $11.06
Multiplied by: Number of guests 50 (x) 50
Sub total $553.00
Add Taxes (14%) $77.42
Final Price $630.42
The Labour Multiplier

The labour multiplier is a factor that has been established to simplify the labour costs calculations and is based
on the following standard for each type of service:
Table Service Limited Table Service
1 cook/50 guests 1 cook/50 guests

1 server/10-12 guests 1 server/20 guests
1 dishwasher/50guests 1 dishwasher/50 guests
Labour Charges vs. Labour Costs

We can use our example to validate the labour multiplier. The labour charges calculated by using the labour
multiplier are equivalent to the actual cost/expenses, which would have normally been incurred:
Labour Charges Actual Labour Costs
Number of hours
Labour Charge $4.90 (6 employees x 4 hours) 24
Multiply by:
Number of guests 50 Hourly rate $10
Total Labour Charge $245.00 Total Labour Costs $240.00

TYPE OF CUSTOMERS
Cost Components Recovered
COST COMPONENT
Other
Type of Variable Adm Fixed Military
Customers Food Labour Costs Fac Ops Charge Costs Labour
A
DND Funded
Customers
Only if
there is
an amount
K
that is not
publicly
funded
DND Funded
Partially
If required
to offset
actual costs
L
not to
exceed
10%
2
Non DND Funded
Customers
Up to 7.8% If required As required

of national to offset to increase
avg food & actual costs to market
3
labour not to value
costs exceed
10%

Cost Components
HOW the RATE is DETERMINED

DESCRIPTION (excluding catering services)
Food The cost of food The basic food cost established annually by
Strat J4 Food Svcs.
Labour The cost of employees provided by the The civilian cost of labour per meal-day as
Public Service, services contract, established annually by Strat J4 Food Svcs.
Personnel Support Program (PSP) or a The rate is calculated as a percentage ( based
combination thereof. Military labour is on industry standard) of the total cost to
considered in some situations. provide meal service (not including military
labour).The cost of military labour is only
included in the recovery rate for food
services provided to Type 4 customers.
Variable The cost of non-food items used in the The cost of non-food items per meal-day as
Operating provision of food services such as paper established annually by Strat J4 Food Svcs.
Costs goods and disposable ware, utensils,
tableware and cleaning supplies.
Facility The direct costs incurred in operating a As applicable, a surcharge established

Operating facility, such as janitorial services, annually by Strat J4 Food Svcs is added to
Costs electricity, heating, and construction the recovery rate to cover the direct facility
engineering. operating costs for bases/wings/units as
provided in the current Cost Factors Manual.
Administrative The administrative overhead costs incurred As applicable, a surcharge of 10% is added
Charge by DND in providing the service. They to the total recoverable food services cost to
may include, but are not limited to; support cover overhead costs incurred by DND in
services administration and accounting providing the service. This charge does not
costs, audit and verification, apply to CAF/DND funded customers.
communications, and clerical support.
Fixed costs The costs that remains unchanged despite As applicable, a surcharge, determined
changes in the volume of activity. They locally for Type 3 customers, to bring the
may include, but are not limited to, price of a meal or food services to market
management staff, base support staff, and value (as much as the local market will pay)
depreciation of capital equipment. for the same type of meal or service.

Point of Sale/Cash Register Guidelines
Introduction
This annex provides general guidelines for Point of Sale (POS)/cash register requirements. Units planning on
updating their POS systems shall contact the Unitrak/NACPOSS Project Director for additional guidance.
1. User Access. POS keyboard layout function keys shall be programmed for different levels of users,
including Operator (Cashier), Supervisor and Manager. System capabilities and functions accessible at the
Cashier level should be restricted.
2. Cash Drawer Access. The Cashier shall not be permitted to operate the register with the drawer open.
The drawer must be shut before the Cashier can initiate a transaction. The cash drawer shall have a
manual lock/unlock system controlled by the Supervisor.
3. Working Off-Line. The system should have the capability of working off-line.
4. Pre-Set Menu Programming. Keys should be pre-programmed for à la carte menu items in order to
improve efficiency and to provide additional data for menu and production planning.
5. Discount Button. This function can be programmed by a percentage or a monetary amount and shall only
be available at the supervisory level.
6. No Sale Button. This function key opens the cash register generating a “no sale” transaction receipt and
shall only be available at the supervisory level.
7. Item Correct Function: This function allows the operator to remove any item that has been entered,
unless the subtotal key has been selected. If the subtotal key has been pressed, the operator must initiate
local cashier void procedures and re-enter the transaction. This function shall only be available at the
supervisory level.
8. Voids and Refunds: This function enables the removal of a completed transaction, or part of a
transaction, from the system. The system automatically removes the sale and taxes associated. Voids and
refunds are reimbursement to customers who are not satisfied with the product, or to correct an error. This
function shall only be available at the supervisory level.
9. System Reports. POS/cash register systems generally have three modes X, Z and Other:
a. X Mode: produces a collection of information, but does not clear the system after this report is
taken. X Mode Reports shall be performed at end of shift;
b. Z Mode: information is collected from the last Z report and then cleared from the system. Z Reports
are taken at the end of each shift following the X reading by the Supervisor; and

c. Other Mode: used to collect data over a period longer than a daily Z report by supervisory
personnel. These reports include:
(1) Hourly Sales Report: groups sales transactions by timings, usually half hour intervals. Used
to assist Supervisors with shift scheduling and production;
(2) Sales Mix Report: used primarily for menu planning. Can also be used for food cost control
and inventory management;
(3) Cash in Drawer Report: identifies sales at the time of request. Used by Supervisor while
conducting a cash audit during a meal period; and
(4) Diner Activity Report: identifies meal card activity by customer type.
10. System Reports shall identify:
a. location;
b. terminal number;
c. serialized report number;
d. date and time of report;
e. total cash sales before taxes, applicable taxes and total cash sales, including taxes;
f. total non-cash transactions (i.e. meal cards); and
g. total number of voids and refunds.

Cash Handling Procedures
1. Cashier Log-on/Log-off. Each Cashier shall be assigned a cashier code if this function is available. This
code shall only be known by the Supervisor and the Cashier. Cashiers shall use their code to access the cash
register and lock the cash register if they need to step away from their terminal. This ensures that the cash
register is secure during their absence. In order to support proper cash control, only one cash drawer shall be
available per register and only one person shall have access to a drawer at any time. More than two terminals
may be required in order to support this requirement.
2. Cashier transaction procedure. Each cash transaction shall be performed as follows:
a. the total cost of the order, including taxes, is communicated to the customer;
b. the payment received from the customer is verbally acknowledged and placed on the register;
c. the Cashier counts the change back to the customer; and
d. the payment is placed in the drawer.
3. Cash Refunds/Voids. All cash refunds/voids shall be authorized by a Supervisor. The reason for the
refund/void shall be recorded on the cash refund receipt, along with the customer’s name (clearly printed) and
signature. The refund/void shall be stapled to the cash refund receipt and submitted with the Cash
Reconciliation Report (CRR).
4. Cash Audits. The Supervisor shall conduct spot audits on a random basis during regular meal hours as
follows:
a. the Supervisor generates an X reading;
b. the Supervisor provides a second float, for the cash drawer that is being verified;
c. the Supervisor reconciles the cash against the X reading; and
d. at the end of the Cashier’s shift, a final X reading is taken to complete the sales report.
5. Cash Drops. Supervisors shall ensure that cash sales do not exceed the maximum amount of revenue
allowed IAW FAM 1018-2. Large volumes of sales during a meal period may therefore require the transfer of
cash. The above procedure for cash audits shall be followed.

Cash Reporting Procedures
1. Cash Reconciliation. The following procedure shall be followed:

a. the Supervisor shall count, verify and sign the Cash Reconciliation Report (CRR) prior to issuing
the float to the Cashier;
b. the Supervisor enters voids (that have been saved in the Cashier’s drawer as actual diner receipts);
c. an X reading is taken by the Supervisor (hourly sales reports are not acceptable for cash
reconciliation);
d. the Cashier removes the cash drawer and reports to a secure office;
e. coins and small denomination bills are used to establish a new float;
f. the remaining cash is counted by the Supervisor and verified against the X report reading in the
presence of the Cashier; and
g. the Cash Reconciliation Report is completed by the Supervisor. All supporting documentation,
including the X reading and void/refund transactions, are attached to the CRR.
2. Losses, Deficiencies and Overages. If the cash does not balance, the following procedures shall be
followed:
a. the Cashier and Supervisor recount the float and deposit together;
b. void transactions are reviewed and verified;
c. the Supervisor verifies all components of the Standing Advance (to identify if an error occurred
during coin replenishment);
d. the Supervisor conducts a verification of the other deposits;
e. all variances shall be documented on the Cash Reconciliation Report; and
f. variances are investigated and reported IAW CFAO 202-4 Public Funds – Reporting Losses,
Deficiencies or Overages, as required.
3. POS Back-up Procedure. If the POS becomes unserviceable during a meal period, an alternate system
shall be in place to support operations. The following procedure is recommended:
a. a hard copy of the current price list and a calculator shall be available and used to calculate all cash
sales (including taxes);
b. cash sales and meal card swipes shall be manually recorded;
c. at the end of the shift, cash sales shall be totaled and used in place of the X reading;
d. once the POS is back on line, all transactions shall be entered in the POS individually; and
e. the X reading shall be reconciled against the manually recorded transactions and all discrepancies
shall be rectified.
4. When kitchens decide to install a terminal for the debit and credit cards transactions, they shall recover
the operating/maintenance costs by charging a fee per transactions to the customers.

Annex D – Food Donation Waiver
See printable form on next page.
CHAPTER 3 – KITCHEN OPERATIONS – Annex D – Food Donation Waiver Page 34

National Defence Défense nationale
By signing this document you are voluntarily assuming all risk and giving up
your right to sue.
INDEMNIFICATION AGREEMENT WITH RELEASE AND WAIVER OF LIABILITY
For and in consideration of the receipt of the donated food products I ____________________
on behalf of __________________________ in the city of _______________, Country of
______________________ on the ______day of ______, 20____, and on behalf of myself, my
heirs, devisees, successors, assigns, executors and administrators, do hereby covenant and agree:
a. to at all times indemnify and save harmless Her Majesty the Queen in Right of Canada, Her legal
representatives, the Department of National Defence, the Canadian Forces, the Chief of the Defence Staff,
Ministers of the Crown, the Staff of the Non-Public Funds, Canadian Forces, and the current and former
officers, servants, agents and employees of all of the aforementioned, from and against all claims and
demands, including claims of negligence, of any nature or kind including personal injury or death, in any way
related to the donated food products;
b. to waive all claims of any nature or kind, including claims of negligence, against Her Majesty the Queen in
Right of Canada, Her legal representatives, the Department of National Defence, the Canadian Forces, the
Chief of the Defence Staff, Ministers of the Crown, the Staff of the Non-Public Funds, Canadian Forces, and
the current and former officers, servants, agents and employees of all of the aforementioned, in any manner in
any way related to the donated food products;
c. to comply at all times with every direction and safety instruction given in relation to the donated food
products, and in particular relating to safe handling, consumption or storage;
d. not to commence or maintain any action or proceeding which will give rise to a claim against Her Majesty the
Queen in Right of Canada, Her legal representatives, the Department of National Defence, the Canadian
Forces, the Chief of the Defence Staff, Ministers of the Crown, the Staff of the Non-Public Funds, Canadian
Forces, and the current and former officers, servants, agents and employees of all of the aforementioned for
contribution or indemnity;
e. that I have the authority to act on behalf of and bind the Parties herein; and,
f. that this agreement, if made outside of Canada, shall be governed and interpreted pursuant to the laws of
Canada, and the laws of the Province of Ontario, at the City of Ottawa.
The undersigned acknowledges that they have read this whole document, have been fully advised
of potential dangers of receiving donations of food products, and are aware of the legal
consequences of signing this document.
NAME______________________________________ PHONE NUMBER________________
ADDRESS___________________________________________________________________
COUNTRY__________________________________________________________________
WITNESS______________________________SIGNATURE__________________________
DATED _______________________________ __________________________

A-85-269-001/FP-001 - Food Services Manual
Chapter 4 – Financial Management and Preformance Measurement
Chapter 4 – Financial Management and Performance Measurement
Financial Management Accountability and Standards

General
Financial Management
The Accounting Systems
Differences between DRMIS & Accrual Accounting
Unitrak Accounting Period
Inventory Control
Disposal and Write-offs of Food Inventory
Annual Inventory
Budget and Accounting for Expenditures, Recoveries and Revenues in DRMIS

and Unitrak
Business Plan
Business Case
Budget
Expenditures
Food Service Funding and Other Variable Expenses

Expenditures Capital Expenditures
Labour Budget and Expenditures
Recoveries
DND Funded -Type A, B and C Customers
Meals on TD – Members residing in Single Quarters
Christmas Dinner – Use of Public Funds
Partially DND Funded Customers
Type K Customers Type L Customers
Type M Customer
Amended 4 Nov 13 Chapter 4 page 1 of 60

Budget and Accounting for Expenditures, Recoveries and Revenues in DRMIS

and Unitrak-Continued
Revenues
Non-DND Funded Customers
Type 1 & Type 4 Customers
Type 2 Customers
Members Residing in Single Quarters
Rations – Living-In Members
Living-in members on Monthly Pay Deduction for Rations and on TD at another unit
Type 3 Customers
Catering Management
Costing and Pricing of Catered Functions Official Functions

Maximizing Revenues from Type 3 Customers
Reporting Catering in Unitrak
Catering- Terms of Service
Cost Components
Facility Operating costs Fixed Costs
Administrative Costs Military Labour cost
Taxes (GST, HST and PST)

NPF Administration and Accounting Charges
Meal Entitlement and Controls in the CF Dining Room
Management Accounting and Control of Revenue and Accounts Receivable

General
Security of Funds
Cash Control
Recording Cash Sales (SL) and Account Receivables (AR)
Depositing Cash Sales
Using Generated Revenue

Performance Measurement
General
Unitrak – Management & Reporting System
Cost per Meal-day
References
Annexes
Annex A – DND-Funded Annex D – 1 Catering – Terms of Annex H – Types of Customers-
Customers Service Cost Components Recovered
Annex A –1– Partially DND- Annex E – Unitrak – Reports, Annex I – Cost Components
Funded Customers - Ratios
Description, Rates & General
Ledgers (GL)
Annex B – Non-Funded Annex F – Ration Strength - Tax Annex J-Point of Sale/ Cash
Customers-Description, Exemption Register Guidelines
Rates & General Ledgers (
GL)
Annex B–1 Identifying Type Annex K- Cash Handling
of Customer Procedures
Annex C – Pricing a Catering Annex L- Cash Reporting
Function Procedures
Annex D – Catering – Annex G – Type 2 MOU Recovery Annex M - Food Services
Conditions of Service Rate Template (TCN Cook Compliance Report
Contributions and TCN Contingent
Strength)

Financial Management Accountability and Standards
General
1. CAF Food Services shall be managed to ensure that human and materiel resources are used to achieve the
requirements stated in Chapter 1 and to ensure that Government’s requirements for financial accountability are satisfied.
2. All personnel in the Defence organization to whom resources have been devolved are Responsibility Centre (RC)
Managers and, consequently, trustees of public resources. As they deliver food services, Food Services Managers have the
responsibility to ensure that they do so with probity (acting as one ought), prudence (the careful and responsible
management of public resources), and concern for effectiveness, efficiency, and economy (value for money).
3. A regular and systematic review of financial management practices and supporting systems and services must be
incorporated as an on-going part of management control activities. Maintaining full integrity of all financial transactions is
the standard for financial management in CAF Food Services.
Financial Management
4. Food Services Managers shall follow the following directives in performing their duties:
a. the departmental financial policy and procedures; B-GS-005-000/AG-001, Provision of Services;
b. the Director Food Services (D Food Svcs) Advisories;
c. the Director Food Services (D Food Svcs) Food Service Manual,;
d. The Resource Manager’s Guide;
e. Financial Accountability Framework;
f. DAOD 1016-0 Expenditure Management;
g. The Defence Resource Management Information System (DRMIS). The DRMIS Web Site is the source
of procedures for DRMIS; and
h. Financial Administration Manual (FAM) Chapter 1017-1 Hospitality inside Canada.
5. The primary requirements for financial management in CAF Food Services are:
a. to obtain the best possible value for all resources;
b. to base expenditure decisions on timely, relevant, and reliable financial information, analysis, and advice;
c. to apply cost-effective controls over critical resources and processes;
d. to produce appropriate reports, analyse the results, and take appropriate action; and
e. to prevent public subsidization of non-public activities.

The Accounting Systems
6. All revenues, recoveries and expenditures shall be reported in the Defence Resource Management Information
System (DRMIS) and in Unitrak, the managerial accounting and performance measurement system for CAF Food Services,
in accordance with the procedures laid down in each system, as follows:
a. Defence Resource Management Information System (DRMIS) - User roles; and
b. Unitrak – refer to the Unitrak online help.
Differences between DRMIS & Unitrak
7. Expenditures, revenues and recoveries for the provision of food services are dealt with differently in the DRMIS
than in Unitrak. DRMIS is an accounting system used to budget for and to report revenues, recoveries and expenses within
the DND corporate structure for resource management, which include Fund Centre (Base or Wing), Cost Centre
(Base/Wing Food Services organization or Kitchen) and General Ledger accounts (revenues, recoveries and expenditures
by category). DRMIS provides resource managers with the ability to compare their costs to their local budget. However, it
does not provide them with specific information to determine how well and how efficiently their food services operations
are functioning. Unitrak provides CF Food Services Managers with the tools to help effectively and efficiently manage CF
Food Services operations at all levels and to evaluate performance.
8. In order to be an effective management and reporting tool, all revenues, recoveries and expenditures in Unitrak
shall be reconciled against DRMIS on a monthly basis. At the end of each fiscal year, all units shall report all
DRMIS/Unitrak variances with explanations to their L1 Food Services Officer. These variances shall be consolidated by
the L1 Food Services Officers and reported to D Food Svcs annually NLT 1 July. Base Food Services units shall also
complete a semi-annual Food Services Compliance Report. This report must be completed for each kitchen that has a Basic
Food Cost or inventory variance outside the standards, which appear in red in the Performance Summary Report. The
report must include a PDF version of that Performance Summary Report and a PDF version of a completed Food Services
Compliance Report found at Annex M of this chapter. The unit must explain any Basic Food Cost and inventory variance
outside the standard and provide recommendations or actions taken to resolve the issue. The Food Services Compliance
Report must be signed by the Unit’s Commanding Officer. Once completed, this report must be sent to the L1 Food
Services Officer for review, compilation, and submission to D Food Svcs. Units with fully compliant kitchens shall send an
email to their L1 stating that they have nothing to report. All Food Services Variance Reports are due to Mat J4/D Food
Svcs on 30 November for the reporting period of April through September, and on 30 June for the reporting period of
October through March
Accrual Accounting
9. DND and CAF Food Services operate with the accrual method of accounting. This means that the expenses,
recoveries and revenues are accounted in DRMIS and in Unitrak when they occur and not when the payment is made or the
cash is received.
Accounting Period
10. The accounting period is 1 Apr to 31 Mar in both Unitrak and DRMIS. At the end of the fiscal year, the accounts
shall be closed IAW the procedures applicable to each system. The DRMIS year-end instructions are available from this
link, DRMIS year-end instructions. The unit Comptroller may provide additional instructions including earlier cut-off
dates. Unitrak will archive the data from the old fiscal year using the same cut-off dates as DRMIS.

Inventory Control
General
11. All food items delivered to Food Services shall be taken on public inventory and shall be recorded in Unitrak. A
financial accounting system needs inventory values to generate monthly statements. The value of products in inventory is
an asset of the kitchen and must be safeguarded through proper inventory control procedures. These procedures keep
products secure from theft; retain product quality; and provide information necessary for the financial accounting system.
12. In most areas where units are located, food supplies are readily available and suppliers are responsive, especially
in emergency situations, so inventory levels should be kept to a minimum to sustain feeding requirements between food
delivery periods. Food delivery periods can also be shortened so that food is delivered on a more frequent basis i.e. three
times per week vs. once per week.
13. An inventory control system is required to ensure a food item or ingredient is available for food production and
service and to minimize costs by maintaining the lowest practical stock levels. With inventory control, it is easier to
monitor stock levels, and therefore, easier to identify theft and misuse of public food products.
14. DAOD 3000-0, Materiel Acquisition and Support directs DND to reduce inventory costs through contractor-
managed inventories and just in time deliveries. Accordingly, year-end buys or other extraordinary food procurement
activities that are not supported by a bona fide feeding requirement are not permitted. Year-end buys result in:
a. increased manpower requirements to manage the excess inventory;
b. increase storage requirements, and increase the risk of theft, spoilage, and write-off; and
c. food quality over the short term is also a concern since high priced meat, fish and poultry, have limited frozen
shelf life and will deteriorate even under ideal storage conditions.
Inventory Record Keeping
15. Physical Inventory Systems. In CF kitchens, a physical inventory is required at the end of every month but it is
good management practice to count stock weekly, especially if this is the only control system in use. Physical inventory is
the record made when items in stock are actually counted. It is needed to develop information for food service financial
reporting statements. All units should perform a complete count at month-end.
16. Perpetual Inventory Systems. A perpetual inventory system keeps a running balance of the quantity of food
products in inventory. When more food is stored, the balance is increased. As products are removed (issued), the balance
decreases. At any time, the actual amount of products that should currently be available is known. Large retail companies
have elaborate and expensive perpetual inventory systems which are often linked to their Point of Sale (POS) systems. For
instance, every purchase not only records the revenue but also deducts that item from inventory thus providing the “running
total”. In theory, the perpetual inventory system should reconcile with a physical inventory system. Any discrepancies
may be explained through inventory error or could indicate potential inventory theft. In CAF operations, Unitrak 2.0
Inventory Module provides a perpetual inventory capability; however, it is not linked to the NACPOSS POS system. The
Unitrak “Expected Quantity” column of the inventory report is the “running total” (or perpetual) amount that should be
used to compare with the “Actual Quantity” column, which is the amount that is counted during the actual end month
physical stocktaking.
17. When the physical count of a product varies from the quantity indicated on the perpetual record, a control problem
may exist, and management must determine the reason for the variance. Variances may be due to: products not being
recorded either at the time of receipt using the Purchase Order module in Unitrak, or when issued, using the Issue Voucher
module in Unitrak; a miscount in the physical inventory occurred; a write-off not conducted properly; or finally, theft may

be occurring. Control procedures indicate when such problems exist. Management’s task is to identify why a problem
exists and to correct it.
18. Special Inventories (Spot Verifications). In instances when a perpetual inventory system is not in place, other
methods exist to conduct inventory verification that does not require extensive administration. One example is the use of
inventory spot checks. These verifications are most common for food items of significant value such as steaks. In this
case, the manager would verify the actual quantity on hand to establish the opening inventory amount. Next, all purchases
would be added to this inventory amount and then a final inventory count at the end of the review period would be
subtracted. The net result would be the usage. This usage would then be compared to the usage as reported on the
Production Control Charts (i.e. steaks served and disposal of leftovers) and/or sales (POS). The two numbers should
reconcile. Any variances may be cause for concern. Inventory spot checks should be done discretely by management.
Theses spot checks not only give an indication of potential theft, they also serve to validate the importance of full and
accurate completion of the Production Control Charts.
Stocktaking
19. Two individuals shall do stocktaking (one to count and one to record) at month-end, one of whom is not the
storekeeper. The closing date may be adjusted to accommodate weekends and holidays, except at year-end when the count
shall be done on 31 March, after the day's issues have been made. It is good practice to list items in the order in which they
are stored in the storerooms. Unitrak provides the ability to organize the product inventory list in this format, which is
conducive for the most efficient stocktaking. This list should be printed and used for actual physical stocktaking. The
process should start at a logical beginning from shelf to sheet, top to bottom and left to right. The items to be counted must
be identified and must be consistent from month to month. For year-end inventory, 100 percent of food items, including
items in production, in ready-use areas, and in open containers, are to be counted. For month-end inventory the following
need not be counted:
a. items in ready-use stores and refrigerators;
b. items delivered directly to the production areas that were not taken into inventory, such as bread and
milk; and
c. opened containers such as spices that are being used in production areas.
Annual Inventory
20. At the end of business on 31 Mar, a 100 percent inventory check shall be carried out, including count of all open
cases. For year end stocktaking, the Unitrak -generated form shall be used. It shall be marked "Closing Inventory" and the
date, month and year of the stocktaking shall be entered. After the last entry, the names and appointments of the stock
checkers shall be entered.
21. The value of the year-end inventory check will be obtained by using the inventory item costs calculated in Unitrak
on the last day of the accounting period. The total value of the physical inventory represents the closing inventory for the
accounting period. The year-end closing inventory will be carried forward as the opening inventory for the next accounting
period.
Valuing the Inventory
22. There are five generally accepted ways for assigning value to inventory. These are: Actual Purchase Price
Method, First-In, First-Out Method (FIFO), Weighted Average Purchase Price Method, Latest Purchase Price Method and
Last-In, First-Out Method (LIFO). Each method has its pros and cons. For manual systems, the most recent contract/SO
price (Last Purchase Price Method) shall be used. For ships without an automated inventory control system, the most
recent homeport price shall be used. Unitrak uses the Weighted Average Method, which calculates the current value of
each inventory item based on the weighted average price. As shown in table 1, this method accurately reflects the average
price paid for each inventory item.

Table 1: Weighted Average Method of Inventory Valuation

Beginning Inventory of Item A = 28 cases x $22.00 per case = $616.00
Purchases during month = 15 cases x $23.80 per case = $357.00
43 cases = $973.00
Average case price = $973.00 / 43 cases = $22.63 / case
Current Inventory Value of Item A= Number of cases in inventory x average case price
20 cases x $22.63 per case = $452.60
Inventory Turnover
23. In static units, the food inventory shall be maintained at the lowest practical level. At end-month, the total value of
stock shall not exceed 25% of the monthly Standard Food Cost as reported on the Unitrak Performance Summary. This
inventory value is roughly based on the civilian food service industry indicator called Inventory Turnover rate/ratio.
Turnover ratios allow managers to measure how much money is being invested in non-productive inventory. Non-
productive inventory refers to products in storage that are not issued to production during a time period (usually a month)
covered by financial records. Civilian food service industry turnover ratios may vary depending upon the nature of the
business. As a result of the significant difference in CAF food service accounting practices versus civilian organizations
practices, the Turnover Ratio indicator is not used.
Setting Stock Levels
24. Generally, CAF food services operations do not use a formal method of setting maximum/minimum (max/min)
stock levels or re-order levels for individual items. Instead, stores persons monitor stock levels visually and use the
anticipated feeding strength, Production Control Charts, menus, and judgement to determine when and how much to re-
order.
25. One of the Kitchen Manager's recurring dilemmas is to determine a minimum inventory of foodstuff without
running out. There are formal methods for calculating max/min levels and re-order levels which managers are encouraged
to use for attractive or expensive items. When applied with common sense and adjusted for known changes, they remove
the need for an "intuitive approach” and permit less experienced personnel to carry out the stores function. There are a few
critical points worth knowing and implementing as follows:
a. Maximum Stock Level (MSL). MSL is the level to which stock should be replenished when it is re-
ordered. This is the highest level of stock that should be held for a particular item. It can be calculated as
follows:
Daily usage X days between deliveries + Safety stock = Maximum

Stock Level (MSL)

Daily usage = average amount used per day
Safety stock = up to 1 extra day's stock for fluctuations or emergencies.
b. Re-order Level. This is the stock level below which there is a danger of running out. Re-ordering should
occur when stock reaches this point. It can be calculated as follows:
(Daily usage X Lead time) + Safety stock = Re-order level
Lead Time = the number of days between placing the order and receiving the item ready for use. It
should include time required for thawing.
c. Re-order Amount. The amount needed to replenish stock to the Maximum Stock Level.
Maximum Stock Level (MSL) - Re-order level = Re-order amount
Monthly Food Cost Determination
26. At the end of the month, a food cost determination must be ascertained for financial and performance
measurement reporting. The role of inventory in the accurate determination of food cost is critical. The general formula
for determination of the cost of food is:
Opening inventory + Purchases (less returns/rebates) – Closing inventory = Cost of food issued
27. There are also general adjustments to cost of food needed to determine final cost accountable since all food issued
may not have been used directly by that kitchen. These adjustments include transfers to other kitchens and prepared meals.
Food cost is influenced by inventory valuations and purchases. As a result, increases and decreases of any of these three
values will increase or decrease the food cost. It should be noted that an error to the closing inventory value for one month
is carried forward to the opening inventory of the next month. As a result, inventory errors take three periods to self-
correct. This impact on purchases and inventory on food cost valuations is demonstrated in table 2 below:
Table 2: Impact of Purchases and Inventory on Food Cost Valuations
Situation Effect of Cost of Food Possible Explanations

Overstate Opening Inventory Overstate Cost of Food Last month closing inventory was
overstated due to stocktaking
counting/accounting error.
Understate Opening Inventory Understate Cost of Food Last month closing inventory was
understated due to stocktaking
counting/accounting error.
Overstate Purchases Overstate Cost of Food Entered invoice twice, incorrectly

overstated invoice amount.
Understate Purchases Understate Cost of Food Lost an invoice, incorrectly
understated an invoice amount.
Overstate Closing Inventory Understate Food Cost Double counting of stocktaking items
inaccurately inflating value, counting
items not normally counted during
stocktaking, improper write-off
procedure

Understate Closing Inventory Overstate Food Cost Excess waste, spoilage, missed
counting items during stocktaking,
pilferage, theft.
Issuing Food
28. The process of issuing food from storerooms can be highly controlled (for example, when a large kitchen employs
a dedicated storesperson who issues food against written food orders), or it can be relatively informal, with individual cooks
taking their ingredients from storerooms, based on the requirements of the PCC. The minimum requirement is that issue of
expensive items (such as meat, seafood and cheese) shall be recorded so that the kitchen manager can check periodically to
ensure that the amount issued was appropriate for the number of meals prepared. The issue documentation shall show the
date, the amount issued, and the person (or production area) receiving the items.
Disposal and Write-offs of Food Inventory
29. When there is a question as to the safety of food items, the Preventive Medicine (Prev Med) Technician must be
contacted immediately to assess the condition of the food and to identify whether it is fit for human consumption or not.
The lot or batch is quarantined until it is declared fit or unfit for consumption. The Preventive Medicine Technician must
certify the type and quantity of food declared unfit for consumption as well as the reason. The kitchen manager will keep
this document for audit purposes.
30. When food is declared unfit for consumption, it must be clearly marked as such and immediately segregated from
the safe food. If applicable, arrangements must be made for the supplier to pick up, and replace or credit the value of the
food. If the state of the food is not related to the supplier, the food must then be disposed of IAW the instructions from the
Preventive Medicine Technician. Unless specifically authorized by the Preventive Medicine Technician, under no
condition is this food to be placed in garbage cans or garbage dumps where it may be misused or become a source of
diseases or contamination. It will normally be destroyed as soon as possible by burning or burying. If regulations prohibit
the use of burning or burying as on site destruction methods, arrangements will be made to have this food removed and
destroyed by an outside authorized agency. If any other direction is received (i.e. from suppliers or from Supply) providing
procedures or guidance other than what is stated here, it should not be acted on until it has been endorsed by Prev Med
personnel.
31. If it is necessary to retain all or any food declared as unfit for human consumption for reasons of further
investigation, etc., every reasonable effort must be made to keep it in one location and isolated from all other stock.
32. Once the food has been disposed of, the write-offs must be entered in Unitrak with the date, name of the
Preventive Medicine Technician, and the reason for disposal recorded in the comment box. This will reduce the Cost of
Food and subsequently the Food Cost per Meal-day in the Performance Summary Report. However, it will not reduce the
Total Cost of Food in the Operating Statement since the expenditure has already been made. In addition to the report in
Unitrak, the Food Svcs Manager must initiate write-off procedures as per the CF Supply Manual Vol 3 Chap 9.
Budget and Accounting for Expenditures, Recoveries, and Revenues in DRMIS

and Unitrak
Business Plan
33. Each year, the Food Services organization must produce a business plan for their operation that is part of the overall
plan for the base/wing/unit. An approved Business Plan is a contract or agreement between the Food Svcs Officer and his
or her supervisor to spend funds against required activities. The purpose of a business plan is to provide a systematic means
by which an organization can:
a. identify its activities/tasks (outputs) in response to direction received from higher headquarters;

b. identify, plan for, and manage the resources (inputs) required to accomplish those activities/tasks; and
c. measure performance.
34. Because each Food Services operation must support different types and levels of activities using different
combinations of resources, the business plan will be tailored for each unit. A large component of the business plan involves
identifying desired results, and these results must be measurable. For more information about business planning refer to
Resource Manager’s Guide (module 3).
Business Case
35. A business case is a decision making tool that addresses resource usage issues, usually from a cost effectiveness
perspective. Often, it is used to present the benefits of a recommended initiative. For detailed information about preparing
a business case see the Costing Handbook.
Budget
36. A budget is a planning and control tool that helps ensure that planned expenses do not exceed funds available.
Unit comptrollers will provide instructions on the budgetary planning process and reports required. It is important to
consider expenditures, recoveries and revenues regarding food, labour, other operating expenditures and capital
expenditures in the budget planning process.
37. Expenditures in Food Services organizations include food, non-food consumables, small equipment and labour.
Expenditures
Food Service Funding and Expenditures

38. Food procurement shall be based on approved standards, as defined in, Chapter 2 - Standards & Procedures and
anticipated volume of activity, not solely on historical data. Planning and allocation of the O&M budget for the food
component shall be directly related to the level of activity forecasted (equivalent number of meal-days) and national
standards (Basic Food Cost and Allowances).
39. Treasury Board requires that DND account for food expenditures against the following General Ledger (GL)
accounts:
a. 07402 - Food purchases - Dairy and Other Animal Products. This includes milk, cream, butter, cheeses,
honey and eggs;
b. 07403 - Food purchases - Meat, Fish and Preparations. This includes crustaceans and poultry;
c. 07404 - Food purchases - Miscellaneous. This includes soups, breads, cereals, grains and their
preparations, sugar and sugar preparations, coffee, tea, cocoa and beverages, spices, seasonings, baking
powder, etc.;
d. 07405 - Food purchases- Vegetables and Fruits, Fats and Preparations. This includes nuts; and
e. 04604 - Food Services Contracts- Ready to Eat (RTE) Box Lunches or other ready to serve meals
purchased from a commercial supplier.

40. Statistics Canada sets the requirement for the breakdown by these economic objects so that it can perform various
analyses, and therefore every department must comply with accounting for food expenditures against the 5 GLs indicated.
41. Total Food Costs on the Operating Statement Report in Unitrak are equal to the opening inventory plus purchases
under the GLs 07402, 07403, 07404 and 07405 minus the closing inventory, minus rebates, returns and transfers. The costs
do not include prepared meals purchased under GL 04604. Food purchases under GL 04604 are displayed on the Operating
Statement under Prepared Meal Expenses but are not included on the Performance Summary as an expense or a credit for
meal days. The Food Costs indicated on the Performance Summary represent all food cost expenditures for food services
functions with a measureable standard. Expenditures related to Catering, VIP flights, prepared meals, and special requests
are not included on the Performance Summary as there are no standards for these expenditures.
Labour Budget and Expenditures

42. Because most of the Salary Wage Envelope (SWE) budget covers the fixed costs of public labour, the SWE budget
for food services employees must be retained by the Responsibility Centre Manager who is responsible for the local food
services operation (usually the Food Services Manager). The labour component of the budget (SWE and O&M) shall be
based on the following:
a. the number of authorized indeterminate public positions (full and part time) and their applicable salary
base;
b. the number of working hours forecasted for casual and term employees, times the applicable rates of pay
and benefits for the casual public and NPF employees; and
c. as required, the anticipated additional labour requirements staffed from local service agencies to support
the estimated level of food services activity.
43. DND must account for labour expenditures against specific GL accounts. Labour expenditures include the cost of
employees provided by the Public Service, services contracts, service agencies and NPF employees. Reserve labour
expenses used in Regular Forces and Reserve kitchens are included in Total Labour Expenses in Unitrak. Class A and
Class B are to be reported in Unitrak in their respective GLs. Maternity/Parental Allowance and LWOP backfill labour
expenses are not included as these expenses are paid nationally. Class C Reserve labour is not entered in Unitrak as it is
included as military labour.
44. These expenditures are captured in the following GLs in DRMIS and Unitrak:
SWE (Fund L111)
a. 01101 - Indeterminate Civilians (Public Service Employment Act);
b. 01102 - Civilian Bilingual Bonus;
c. 01105 - Term Civilians (Public Service Employment Act);
d. 01107 - Civilian Termination Allowance;
e. 01110 - Civilian Overtime Pay;
f. 01111 - Casual Civilians (as defined by the Public Service Employment Act);
g. 01135 - Funded Special Employment Programs (Student Wages);
h. 01144 - Civilian Premium Pay for Work During Non-Standard Hours;

i. 01147 - Civilian Equalization Adjustment Award Costs;
j. 01201 - Special Allowance for Condition of Work Including Supervisory;
k. 01204 - Civilian Maternity and Parental Allowances;
l. 01206 - Civilian Allowances (travel etc.);
m. 01214 - Civilian Cash in Lieu of Annual Leave;
O&M (Fund L101)
n. 04644 – Other Business Services (NPF Employees and NPF HR Fees)
o. 04817 - Temporary Help Services (Agency);
RESERVE SWE (Fund L112)
p. 01133 - Pay- Reserve Force on Class A Reserve Service; and
q. 01134 - Pay- Reserve Force on Class B Reserve Service.
45. Labour expenditures on the Operating Statement Report in Unitrak include the above GLs. The labour
expenditures on the Performance Summary represent the labour expenditures for all Food Service functions with a
measureable standard. Labour expenditures related to Catering and VIP flights are not included on the Performance
Summary as there is no standard for these expenditures.
Other Variable Expenses
46. Although food and labour represent the largest proportion of the food services operating budget, planning must
also include resource requirements for Variable Expenses which shall be recorded but not limited to the following GLs:
a. 03205 - Printing Services;
b. 04601- Laundry and Dry Cleaning;
c. 04604 - Food Services Contracts and Ready to Eat (RTE) Prepared Meals;
d. 04607 and 04658 - Building Cleaning Services;
e. 05401 - Rental Office Equipment;
f. 05501 - Rental - Other;
g. 06213 - Repair of Minor Equipment;
h. 07208 - Cleaning Materials and Equipment (paints/oils/insecticides/disinfectants-mat/eqpt);
i. 07209 - Working and Protective Clothing;
j. 07227- Household Furnishings Excluding Major Appliances;

k. 07229 - Mess/Galley Utensils, Cutlery and Glassware;
l. 07243 - Packaging/Preserving/Storing Materials;
m. 07301 - Footwear;
n. 07309 - Paper Products (including disposable tableware, lunch boxes, and napkins);
o. 07408 - Adhesives-Glues-Tape of all kinds;
p. 09171 - Mess and Galley Equipment; and
q. 09233 - Acquisition of Other Equipment and Parts.
47. Other variable costs on the Performance Summary Report in Unitrak are a total of the GL accounts 07208, 07229,
07309 and 07243, for which there is a measureable standard. End month inventories must be calculated and established in
Unitrak for these four non-food GLs. The Operating Statement report will include expenses for all variable costs.
Capital Expenditures
48. Funding for new major equipment or equipment replacement must be planned, prioritized and included in a multi-
year procurement plan, and budgeted in the earmarked year for procurement. Refer to Chapter 9, Section 3 for more
information on planning equipment replacement.
Recoveries
49. Recoveries are the transfer of expenses to another cost centre when a DND funded unit provides a financial code
for the provision of food services. A recovery is necessary when the providing unit is not funded to provide services to
another unit. Recoveries are based on actual incremental costs. Recoveries are based on the basic food cost (BFC), civilian
labour (and military reserve labour in some cases) and other operating costs applicable to the provision of food services.
The recovery rates for meals and increments are calculated via the Recovery Rates Calculation Spreadsheet published in
August of each year.
50. Cost recovery for food services shall be the standard recovery rate applicable to each type of customers, based on
the type of service provided, and the type and number of meals confirmed in an agreement between the client and the
provider.
51. In executing its mandate, CAF Food Services provides food services support to three categories of customers. The
first category, DND funded customers, is an integral part of the Defence Services Program (DSP) and represents the
primary support activity for CF Food Services. These customers are entitled to meals at public expense pursuant to QR&O
36.35, and amplified in CFAO 36-14 . The second category, Partially DND funded customers is considered integral part
of the DSP and may be funded entirely or partially by Public funding. Therefore, they cannot be categorized under Non-
DND funded customers. The third category, identified as non-DND funded customers, is composed of various groups,
labelled as non-Defence agencies. For those customers, food services are provided in accordance with the policy on
Provision of Services. The flow chart in Figure B-1 is to assist units to determine customer type.
52. The recovery rates are established annually by D Food Svcs based on regional costs. Providing units shall not
apply an administrative charge.

53. For DND funded diners, the recovery ratio of a meal must fall within the DND/CF acceptable range based
on Standard Recovery rates. The standard recovery rates are to be applied consistently by all DND/CF Food Services
operations providing food services on a recovery basis to DND funded diners. These recovery rates are updated annually
by D Food Svcs and can be confirmed by a site survey. Compare the charges applied by the providing unit to standard
recovery rates. When authorized increments are provided at the client’s request, these increments must be charged at the
established increment value. There is no acceptable deviation from the recovery rates for DND funded customers.
54. For other diners. The cost of a meal should be recovered from customers according to the Provision and Sale of
Public Food Services policy (DAOD 3012-1) and standards, and the output value index falls within the DND/ CF value
index acceptable range.
DND Funded -Type A, B, and C Customers
55. The provider of food services is funded as follows:

a. Type A Customer (fully funded). All food services expenses incurred to support Type A customers
(based on public ration entitlement) are charged to a budget allocated to the Food Services Section. In this case,
the cost of food services is not recoverable;
b. Type B Customer (partially funded). The recoverable costs from the units must be directly proportional
to the extent of local budget devolution by the local commander. The User Pay concept is partially applied,
whereby the budget manager of the providing units is funded for labour and recovers the cost of food and non food
from the budget manager of the consumer/user unit; and
c. Type C Customers. There is no funding for Type C Customers and the providing unit must recover food,
non-food and labour costs from the budget manager of the consumer/user unit.
56. A detailed description of each type of DND-Funded customer (Type A, B and C), how the recovery rate is
calculated, and the corresponding GL accounts used to record the applicable transaction, is available at Annex A – DND-
Funded Customers - Description, Rates & General Ledgers (GL).
57. Meals provided to Type A, B and C customers must be within the Choice and Quantity Standards. Where meals
are requested that do not meet the Choice and Quantity Standard, meals costs are to be recovered as Type 3 catering. The
Invoice Tool Spreadsheet of the Catering Costing Sheet should be used in identifying, recording and pricing Food Service
activities.
58. The operating budget must account for the anticipated recoveries from Type B and C customers. Food Services
Managers should provide a clear explanation of the resource requirements and expected recoveries to support planned tasks
and activities to ensure the unit Comptroller and unit Commander are aware of all the anticipated support activities and total
resource requirements of the food services operation.
59. The recovering unit shall ensure that costs are not recovered when funds have been devolved, thus preventing
double funding for the same activity. Costs that have not been incurred shall not be recovered. The User Pay concept is
intended to promote cost efficiency and accountability for both the client unit and the food services provider.
60. Host CF units shall use GL 12402 (Food costs recovered from visiting CF units) to receive credits for recoveries.
Revenue GL accounts in the 13000 series shall not be used for recoveries as revenue is the receipt of funds from
sources external to DND.
61. A Type C unit may provide military labour to cover part of the civilian labour cost. In this situation, the recovery
rate shall be adjusted accordingly using the labour discount feature in Unitrak in the FSR module. Recovery action shall be
based on the following direction:

a. The client is billed according to the number of diners confirmed on the Food Services Requisition (FSR) 48
hours prior to the date of arrival. If the number of diners is greater than the original request, the client is billed for
the revised number. If the number is lower than the original request, the client is billed for the original number
requested, unless a minimum of 48 hours notification (or period otherwise specified) is provided; and
b. “No show” customers are billed for the first 2 days of the visit if the client has not informed the provider of
the change 48 hours (or period otherwise specified), in advance.
62. The amount subject to recovery is directly related to the number of meal cards issued, whether or not the customer
used the meal card.
63. Hospitality, parades, etc. Only the cost of the food and the actual cost of labour are recovered. Actual labour costs
are charged only when extra staff is hired. No tax is added to the total price. These functions are not catering activities;
however, the Catering Pricing Spreadsheet is used to plan and price these functions and will calculate the recovery amount.
Meals on TD – Members residing in Single Quarters
64. IAW Canadian Forces Temporary Duty Travel Instructions (CFTDTI), CAF members on TD shall use government
facilities when available and practical. The most cost effective means of providing meals shall be used. This shall include
the provision of full or partial rations, as well as the provision of dispersed meals to the member.
65. Under normal circumstances R&Q will be provided to the member; however, flexibility remains within the CFTDI
for the member to ensure that the conduct of their service duty does not cause the member to be out of pocket for service
related reasons. When substantiated duty precludes a member from taking meals at a CAF dining facility, the approving
authority IAW with CFTDTI may authorize reimbursement of actual and reasonable meal expenses, not to exceed the
prescribed per diem rate. It is the member's responsibility to make all necessary arrangements in advance to ensure the
proper accounting for rations is coordinated with the providing unit. This should be done to avoid potential foreseeable
duplication of accounting charges paid by the member's unit. The practice of claiming the per diem rate while on full ration
strength is prohibited and may possibly lead to fraud charges if violated.
66. Members on duty travel who choose to eat elsewhere as a matter of personal preference or convenience, when
rations are available, shall not be reimbursed for any meal expenses.
Christmas Dinner – Use of Public Funds
67. Message DCBA 3-2 015 071504Z NOV 03 provides direction on the provision of one unit Christmas meal
(breakfast, lunch or dinner) per year at public expense, subject to the expressed approval of the Commanding Officer, IAW
the following conditions:
a. military members must be required by their CO to attend;
b. the meal is to be served to Junior NCMs by Officers and Senior NCMs;
c. the meal is to be held in a DND/CF dining facility, provided that there is sufficient capacity to support
the Christmas meal. When it cannot be accommodated from a DND/CF dining facility, it may be held at
another DND facility in the immediate area of the place of duty and within the purview of the logistics
support available;
d. where a unit does not have access to the appropriate and sufficient facilities and/or food services
personnel to provide the Christmas meal function, local catering services can be used subject to the
following financial limitations;
e. the maximum amount of public support per military attendee is:

(1) up to the TB lunch rate per attendee for a Christmas meal provided from a DND/CF dining
facility or other facility when current food and resources including personnel are available;
(2) up to the TB lunch rate for a breakfast provided via local catering services (subj to the above
restrictions); and
(3) up to 65% of the TB dinner rate for a lunch or dinner provided via local catering services (subj
to the above restrictions).
f. public funds can only be expended on raw food and its commensurate preparation. This excludes serving
costs, rental of facilities and any alcoholic beverages; and
g. when catering services are used, the TB meal rate entitlement may cover the meal delivery costs to the
DND facility and the set up costs. All other associated costs shall be borne by the members attending or
serving the dinner or NPF sources.
68. The maximum level of public support per military attendees shall not exceed the TB per diem: Treasury Board
meal rate entitlement.
Partially DND Funded Customers
69. There are three types of partially Funded Customers: Type K, L and M as follows:
a. CFP 110 (A-PS-110-001/AG-002) states that Public and NPP Morale and Welfare (MW) programs may
be partially Publicly funded and therefore cannot be categorized strictly as DND or Non-DND funded
customers. MW programs may receive a specified level of Public support combined with Non-Public
funding. These customers are Type K and Type L; and
b. Food Services personnel may purchase meals, where available, as Type M customers. Type M meals are
partially DND funded because the following components are not recovered: administration costs, facility
operating costs, fixed costs, and military labour costs. To be compliant with the Income Tax Act, the
Type M rate must recover food, non-food and labour costs, plus applicable taxes.
Type K Customers
70. Type K customers are MW program customers supported in accordance with the CFP 110 (A-PS-110-001/AG-
002), Chapter 5, para 11. Examples include Official Mess Dinners and Military Ceremonial Events. These customers must
pay for the cost of food, non-food items and actual labour costs (of Public and/or NPF Staff) that are not publicly funded, as
well as applicable taxes.
71. Official Mess Dinners: Since the Public pays for the actual labour cost up to the eligible or funded amount, the
difference in labour costs plus the cost of the food is recovered from the customers. The total abatement for those on ration
strength is subtracted and then the applicable tax is added to this new total. The Catering Pricing Spreadsheet is used to
plan and price these functions and will calculate the selling price.
72. Members on ration strength while on TD are not allowed to claim the per diem rate when attending an official
mess dinner. Members on ration strength who have already paid in advance for their meal are entitled to have the cost of
the official mess dinner abated by the value of the food for a normal supper in the dining room, i.e. 40% of the Basic Food
Cost.
Type L Customers

73. Type L Customers are exceptions to the Public MW Programs in accordance with CFP 110 (A-PS-110-001/AG-
002), Chapter 1 para 32. Examples include Non-Public Mess Dinners and all other Mess entertainment including
TGIF/TGIT, Mess coffee breaks, candlelight dinners, dining-in meals etc. These customers must pay for the cost of food,
non-food items and labour and administrative costs calculated as described under Cost Components and in Annex C –
Pricing a Catering Function and Annex H-Cost Components.
74. A detailed description of each type of Partially DND-Funded customer, how the recovery rate is calculated, and
the corresponding GL accounts used to record the applicable transaction, is available at Annex A1.
Type M Staff Meals
75. The Director Compensation and Benefits Administration (DCBA) rescinded DCBA 3-2-04 280808Z AUG 03 (the
authority for the provision of free meals as a taxable benefit for Military Cooks) effective 1 January 2013. The provision of
meals as a taxable benefit is no longer part of the collective agreements for GS-FOS civilians. CAF Food Services has
therefore discontinued providing meals as a taxable benefit to Military Cooks and GS-FOS civilians on 1 Jan 2013.
76. In accordance with the current Canada Revenue Agency (CRA) and Revenu Quebec Taxable Benefit guides, a
reasonable amount must be charged in order to prevent the difference between the value of the benefit and the charge from
becoming a taxable benefit. The Director Materiel Group Comptroller confirmed that the following components must be
recovered:
a. Food- the cost of food;
b. Labour cost- the cost of employees provided by the Public Service, Temporary Help Agencies, NPF
employees, or a combination thereof; and
c. Variable operating costs- the cost of non-food items used in the provision of food services, including
paper goods and disposable items, utensils, tableware and cleaning supplies.
78. The direct costs related to the provision of meals to Military Cooks and GS-FOS civilians will be recovered as
Type M Customers at the local rates indicated in the Recovery Rate Spreadsheet. This is consistent with the rate that other
Food Services employees (e.g. NPF employees) have been charged in the past. The cost components recovered are
equivalent to those recovered in the Type C rate. Food Services staff members who are not entitled to meals at public
expense IAW CFAO 36-14 may purchase meals at the POS, or by meal ticket. Sales taxes are applicable to Type M.
Note: when a unit negotiates an agreement with a service provider (temporary help services agency/NPF), the agreement
should include the terms and conditions under which these employees receive staff meals, and the method of payment.
Customer Type M rate shall be applied.
Revenues
77. When completing the annual budget, the Food Services Manager must forecast future revenues. When the local
operating budget has incurred the associated costs, they can spend that portion of the departmental revenue if operating
under a revenue retention arrangement.
78. Revenues are generated when a CAF Food Services operation provides meals and catering services to non-DND
funded customers. Charges for the sale of food services must offset all applicable costs.
Non-DND Funded Customers

79. All services to non-defence agencies shall follow Departmental financial policy at Provision of Services. For
revenue accounting purposes, there are four types of customers as follows:
a. Type 1 – sale of food and food services to Other Government Department (OGD);

b. Type 2 – sale of food and food services provided in compliance with an Act, Regulation, or Agreement;
c. Type 3 – sale of food and food services provided to non-publicly funded customers to use surplus
Defence capacity. This includes cash sales and catering; and
d. Type 4 – sale of food and food services provided to meet any other request for service (non-government
agencies or individuals).
80. The table at Annex B – Non-DND Funded Customers describes the types of customers, how the chargeable rate is
calculated for each type of customer and the respective GL account to use to enter revenue transactions.
Type 1 & Type 4 Customers
81. The amount charged for services provided to Type 1 and Type 4 customers is directly related to the number of
meal cards issued and the number of days the services is provided. The amount charged is therefore, equal to the
applicable rate as indicated in Food Services Recovery and Revenue Rate spreadsheet, multiplied by the number of days
multiplied by the number of meal cards issued. The amount charged shall not be reduced by the meals missed. All costs
associated with the meals provided must be recovered. Requests for meals outside of the Choice and Quantity Standards are
to be recovered as Type 3 – Caterings. Charges shall be determined using the Catering Costing Sheet and shall reflect actual
costs. The Invoice Tool Spreadsheet of the Catering Costing Sheet should be used in identifying, recording, and pricing
Food Service activities.
Type 2 Customers
82. Living-in on monthly pay deduction. The amount charged is determined annually by D Food Svcs and is based on
the provision of 296 days of food services. As directed at QR&O 208.505, the rate includes the civilian labour costs and
food costs only (national average). The provider has no flexibility to collect an amount from the customer other than the
prescribed rates for the provision of a meal-day based on the Standard Meal Entitlement Pattern.
83. Service provided under an Act, Regulation or Agreement. An Agreement or Memorandum of Understanding
(MOU) outlines general guidelines regarding the conditions for providing mutual support and provides specific direction
outlining the calculation of recoverable costs. Prior to provision of support to a Foreign Force, an Implementing
Arrangement (IA) is finalized based on the MOU. Some MOUs may have a reciprocal pricing provision. The terms of this
provision will indicate what rate (Type 1, Type 3, or, Type C by exception) is applicable to the Implementing Arrangement
(IA). When an Act, Regulation or agreement for service is provided, the approving authority must honour the specific
terms, which apply to the calculation of recoverable costs. If the Act, Regulation, or agreement is silent regarding the
calculation of the recoverable costs, the service will be treated as a Type 4 – Other.
84. Cooks contribution by a Troop Contributing Nation (TCN) and the TCN contingent strength will be factored in
when determining the military labour component of the Recovery rate. Appendix 3 Chapter 10 will be used in this
calculation. The recovery rate will be adjusted monthly, if the cook contributions by the TCN and /or the TCN contingent
strengths increase or decrease significantly. The recovery rate will be adjusted based on the monthly average cook
contribution and contingent strength. See Annex G for a sample of the template used for these recovery rates. The total
amount is directly related to the number of meal cards issued and the number of days that services are provided (recovery
rate (x) number of days (x) number of meal cards issued). The charges will not normally be reduced if services were
requested for a full day but the customers did not take all three meals. Where Food Svcs support is provided to other TCNs
and diner forecasting and historical data is such that production can be adjusted as required, the TCNs will be billed based
on actual consumption. Recovery will be based on entitlement in cases where production cannot be adjusted to reflect
consumption or where there is no means to capture actual diner attendance. Civilian labour, a constant, will be charged
proportionally based on entitlement vice the number of meals consumed. The MOU will clearly identify whether recovery
is based on entitlement or consumption. D Food Svcs 5-2 is the authority for determining recovery rates and is consulted
for guidance in determination of applicable recovery rates for all Type 2 customers, on case by case basis.

Members Residing in Single Quarters
Rations – Living-In Members

85. A living-in member who chooses to de-link rations and quarters shall be treated as a Type 3 customer and may be
provided repayment meals on a cash sale basis, subject to surplus capacity. Living-in members who choose to remain
linked are subject to monthly pay deductions for rations at the national rates determined and promulgated annually by D
Food Svcs (Food Services Recovery and Revenue Rate spreadsheet). All linked Living-in members have the option to be
on Full Ration Strength. Partial Ration Strength is only available where authorized by the L1 Commander or unit
Commanding Officer, if delegated. Units offering Partial Ration Strength shall ensure that a manual or automated system is
in place to limit meal attendance to 10 meals/week and to ensure that ration remittances are proportionate to the actual
number of meals missed. These rates are based on the following:
a. Full Ration Strength: three meals/day, seven days per week at a monthly rate equal to one twelfth of the
cost of meals for 296 days, based on the applicable type of table service; and
b. Partial Ration Strength: ten meals per week, based on monthly rate equal to one twelfth of the cost of
meals for 296 days, based on the applicable type of table service.
86. Members are to be made aware of the advantages, disadvantages and limitations surrounding de-linking. De-
linking is not to be viewed as a short-term measure and the number of times a member may “de/re-link” or change type of
ration strength is limited to once per fiscal year at any given location unless extraordinary circumstances exist, such as a
change of shift schedule.
87. Living-in members on monthly pay deduction for rations are not entitled to meals at no charge while on annual
leave. This is because their monthly meal plan is already abated by a value equal to 69 days per year to account for various
types of leave. Therefore, to prevent public subsidization, meal cards/access cards shall be withdrawn or voided during
each period of annual leave. During these periods, members may still use public dining facilities as a Type 3 customer.
Living-in members on Monthly Pay Deduction for Rations and on TD at another unit
88. Living-in members on monthly pay deduction for rations are eligible for a remission of ration charges, when they
are away for a period exceeding 24 hours, on operational deployments, field exercises, embarkation/debarkation leave,
hospitalization, and temporary duty away from home unit. The ration remit adjustment shall correspond with the Pay
Office Number (PON) which is effective at the time the deductions are captured in the Pay System.
89. A living-in member on monthly pay deduction and on TD at another base/wing/unit is treated as a Type C
customer by the host unit. Food services provided to this member by the host unit shall be charged to the financial coding
for the TD.
90. Monthly pay deductions for ration charges are processed centrally at Director Military Pay and Accounts
Processing (DMPAP). To ensure that revenue has accrued to the Fund/Cost Centre responsible for the provision of food
services to members on monthly pay deductions for rations, Food Services Managers shall review the monthly Type 2
Living-In by PON report and liaise with Unit Orderly Room (UOR), as required, to resolve discrepancies.
91. Revenue from Type 2 Living In Customers is distributed IAW the member’s PON at the end of each month.
Training locations such as St-Jean, RMC Kingston and Borden are most affected and must resolve by performing a local
reconciliation and raising SAs to collect revenue owed by gaining units.
Type 3 Customers
92. This customer is not in possession of a meal card and must pay for services received. Casual, out-of-pocket diners
shall be charged a fixed price per meal or per item, based on the capability of the local transaction payment arrangement or
system used in the CAF dining facility. Units shall ensure that all food costs, civilian labour (or equivalent labour value of
all labour is military), non-food items, facility operating costs and admin charges are recovered. In addition, the local

provider should apply a percentage to recover a portion of the fixed costs. This surcharge (fixed costs) should bring the
selling price close to the local market value for a similar type and level of service.
a. For units without POS: customers require a meal ticket to access the dining room and the price of the
meal shall be at least equivalent to the standard recovery rate for Type 3 customer published by D Food Svcs (see
Food Service Recovery and Revenue Rate spreadsheet). Units may use different types of meal tickets (light/full)
to better meet the customers’ needs;
b. For units with POS: customers pay the price listed for individual items purchased or a fixed price for the
full meal featured on the daily menu. The selling price is determined locally IAW the guidelines contained in this
document Costing and Pricing; and
c. Catering: provision of public food services to non-DND funded customers, such as coffee breaks,
luncheons, and private functions. A standardised price list for catering shall be established and updated no less
than annually. Refer to the Catering Costing Sheet posted on Director Food Services’ website.
Catering Management
93. Food Services Managers are authorized to provide food services to Type 3 customers when the unit has surplus or
spare capacity. This means that the unit maintains space, facilities, equipment and possibly military and civilian labour
(indeterminate positions) established for DND purposes which is not utilized at 100% capacity all of the time. With an
appropriate pricing structure for casual meals and catering services, this provides an opportunity for units to offset a portion
of their fixed costs in delivering public food services. However, DND must first comply with its mandate to provide food
services to DND funded customers (Type A, B, C, K and L) and living-in members on monthly pay deduction for rations
(Type 2) IAW QR&O 208.505.
94. Food Services Managers shall ensure that all direct costs are recovered and that catering services are not charged
below market value, while striving to ensure that customers perceive that they are receiving good value. This requires
effective cost controls and pricing strategies. Accurate costing of recipes, standard portion sizes and effective control over
production and service are important elements of financial controls in food services. In addition, setting standard staffing
levels for catering activities helps equalize labour costs, reflects labour value input, and provides pricing consistency for a
similar service. For guidance on how to efficiently manage labour costs for catering functions, refer to Chap 5 – Section 5
– Employment of Military, Public Service & NPF Employees. This means that a Food Service Manager must:
a. Minimize food costs by:
(1) adequately forecasting the correct quantity of food to buy and prepare;
(2) making food purchases that provide value-for-money by emphasising quality at a competitive
price;
(3) planning and executing cost effective food production; and
(4) implementing portion control during meal service.
b. Minimize labour costs (at all times) by:
(1) making maximum use of temporary help labour paid at their regular rate; and
(2) avoiding the practice of using overtime as a reward to indeterminate/casual employees to give
them extra money or time off. Avoid giving days off in lieu of pay for overtime; it is just as
costly to the operation.
95. There is a clear distinction between costing (calculating the cost of) and pricing (calculating the amount to charge

the customer) a catered function. Costing includes all expenses directly involved in preparing and serving the catered
function (labour, food and non-food items). Pricing includes the direct costs plus the indirect cost components (facility,
operating and admin costs) and a portion of the fixed costs.
96. Food Services Managers shall ensure that Catered Functions include a surcharge to recover a portion of the fixed
costs. This fixed cost differs from each unit, but shall be the same for all the CF dining facilities at a particular unit and
reviewed annually. The Food Services Manager shall approve this percentage based on the private sector prices (market
value) that prevail in the area for this type of service.
97. Annex C provides further direction on pricing Catered Functions. The Catering Pricing Spreadsheet shall be used
to plan and price Catered Functions in a consistent manner. The terms of service for a catering activity shall be confirmed
in writing between the provider and the customer at least seven days prior to the function. These terms of service represent
a contract between the customer and the service provider. Refer to Annex D – Catering – Terms of Service
Reporting Catering in Unitrak
98. In Unitrak, catering activities are reflected in the Catering Report. This report shows the total catering revenue
broken out for each component of food, labour, non-food expenses, and facility operating costs, administration costs, and
fixed costs. This information is obtained by entering the key data from the D Food Svcs catering spreadsheet into the
Unitrak Catering Sales module. Currently the catering spreadsheet is not interfaced with Unitrak so the accuracy of the
report is directly dependent upon the accuracy of the data entered.
Cost Components
99. The costs components used in capturing recoveries and revenues are calculated annually by D Food Svcs and are
published on the D Food Svcs website as well as in the Sales Report module of Unitrak. The cost components are based
on the Basic Food Cost (BFC), the recoverable labour cost per meal-day and the other operating costs applicable to the
provision of food services. For further information, refer to Chapter 2 - Standards & Procedures Annex D – How and
When the Basic Food Cost (BFC) is calculated.
100. Facility Operating Costs are the direct costs incurred in operating a facility, such as janitorial services, electricity,
heating, and construction engineering established annually by D Food Svcs. Facility Operating Costs are only charged to
Type 1, Type 3 and Type 4 customers as follows:
a. When the total food, labour, and non food cost per plate is equal to or greater than the value of the
National Type C Meal-Day Recovery Rate, the fixed charge (7.8 % of the National Type C rate) is added;
and
b. When the total food, labour and non food cost per plate is less than the value of the National Type C
Meal-Day Recovery Rate, a surcharge, equivalent to the 7.8 % of the cost of food, labour and non food
items per plate, is applied to the food and labour cost.
101. Administrative Costs are the overhead costs incurred by DND in providing the service and are only charged to
Type L, Type 3 and Type 4 customers. They include but are not limited to: support services administration and accounting
costs, audit and verification, communications, and clerical support. The Administrative Charge is calculated based on the
actual administrative charges up to a maximum charge according to the National Average Type 1 Recovery Rate as
follows:
a. the actual administrative costs are charged up to a maximum fixed value equal to the admin charge for the
National Type 1 Meal-day Recovery Rate (10% of the Type 1 Meal–Day Recovery Rate) when the total
of food, labour, non food, and facility ops cost per plate is equal to or greater than the National Type 1
Meal-Day Recovery Rate; and
b. when the total food, labour, non food, and facility ops cost per plate is less than the value of the National
Type 1 Meal-Day Recovery Rate, a surcharge, equivalent to the 10.0 % of the cost of food, labour, and

non food items per plate, or the actual administrative cost, whichever is less, is applied to the food and
labour cost. (Applying the fixed charge to a low cost function would significantly inflate the % of the
administrative charge for the activity, when compared to the food, labour and other variable costs
incurred).
102. Fixed Costs may include the costs associated with but not limited to management staff, base support staff and
depreciation of capital equipment. This surcharge is determined locally for Type 3 customers to bring the price of food
services up to market value based on the selling price for a similar type and level of service in the local market.
103. The Fixed Costs charge is the same for all the CF dining facilities at a particular unit. The Food Services Manager
shall review and approve this percentage annually. The percentage may be adjusted for different menus but must be the
same for each function with the same menu.
104. A fixed cost per meal day as determined annually by D Food Svcs is charged to Type 4 customers. This charge is
based on the average daily cost of base support provided by regular force personnel and civilian FTEs.
105. Military Labour cost. The cost of military labour is only included in the recovery rate for food services provided
to Type 4 customers and is determined annually by D Food Svcs.
106. Annex H provides a guide to the cost components to be charged to each type of customer.
107. Annex I provides a description of each cost component.
108. Annex A1 provides direction on determining the type of customer (DND Funded, Partially Funded or Non-DND
funded) based on the source of funding.
Taxes (GST, HST and PST)

109. DND-Funded customers do not pay taxes on food services. Other government departments (OGDs) do not pay
GST.
110. Except for Other Government Departments (OGDs), Non-DND Funded Customers shall pay taxes unless they
provide a Tax Exemption Number or when tax exemption is part of an international MOU specified in the agreement.
Some organizations are tax-exempt at the provincial level; however, they must show their exemption certificate with
number to be tax exempt.
111. Federal government organizations shall collect and remit GST/ PST/HST, as applicable, on all sales made to
parties outside of DND.
112. When a sale is made, the GST/PST/HST, as applicable, shall be charged within the rules outlined above. HST or
GST is always applicable to sales to Type 3, K, L, and M customers. Whether PST is charged is subject to the Retail Sales
Tax Act of each province. A customer is exempt from PST if they provide a Tax Exemption Number. If a Tax Exemption
Number is presented, the number shall be recorded on all invoices.
113. Where a mess has a resale activity, the resale activity shall be subject to the same GST/PST/HST requirements as
any other business. Each province has its own Retail Sales Tax Act (RSA) to administer taxes and therefore taxation of
prepared meals/food services is different for each province.
114. The summary in Table 3 below identifies what taxes are applicable for each category of customer:
Table 3: Applicable taxes for Each Customer Type
Category Type of Customers GST/HST/PST Particulars

DND Type A N
Funded Type B N
Type C N

Partially Type K Y
DND
Funded Type L Y
Type M Y
Type 1 N
Living-in on pay N
deduction for rations
Y Foreign Forces under the Visiting Forces Act will pay
Non DND Type GST but are entitled to subsequently claim a tax rebate.
Funded 2 Meals can be tax exempt if they are supplied together
with exempt residential accommodation as per Annex
MOUs F
If in doubt, contact DFP 2-2 (613-992-8876).

The customer is exempted if he/she can present a tax
Official function Y exemption number.
Type Out-of pocket diners Y PST is subjected to the Retail Sales Tax Act of each
3 Catering Y province.
Type 4 Y
NPF Accounting and NPF Employee HR Charges

115. There is accounting costs associated with the processing of NPF wages in support of food services catering.
However, as these costs are directly related to a mess activity or a private function for a mess member, they are, in fact,
mess accounting costs. Therefore, NPF accounting costs shall not be passed on to Food Services organizations.
116. At some locations, DGPFSS recovers NPF Wage Costs including an estimated percentage to cover the associate
employer costs (NPF Human Resources Fee). These charges are determined locally on a pro-rated basis from the entities
using the NPF resources. Food Services Managers shall ensure that these fees are incorporated in their pricing of Non-
DND funded activities. It is the responsibility of DGPFSS, at the local level, to explain the reasoning for these charges and
the actual cost or percentage of these charges.
117. NPF wages shall be coded to GL 04644 (V1 Other Business Services). NPF HR Fees shall also be coded to GL
04644 (V1 Other Business Services). Although GL 04644 is used for both NPF HR Fees and wages, they are recorded
under two separate lines in Unitrak.
Meal Entitlement and Controls in the CAF Dining Room
General
118. The public responsibility for the provision of meals to entitled diners is not unlimited; therefore, standards and
controls are required in the CAF dining rooms. These standards and controls should allow DND to perform sound
management over the food services operations and resources, while providing all DND funded and non-DND funded
customers with a common and appropriate level of food services. Access and diner attendance controls are two mandatory
controls required in CAF dining rooms to allow managers to effectively manage their food services operations and to
capture the volume of activity for performance measurement.
Direction
119. Table 4 provides direction to standardise the access and attendance controls and the meal entitlement for all
customers:
Table 4: Meal Entitlement and Diner Access Control Direction

SUBJECT DIRECTION
Access Diners shall have authorised access to CAF dining rooms and meals at no charge only
Controls when in possession of a valid meal card.
The meal card shall provide for entitlement access control. For food services operations
using a POS system, there shall be no monetary allowance on the meal card to limit
consumption.
A verifiable access control system must be in place in all static / camp based CF dining
facilities. NACPOSS
To have access to a public dining room, a Type 3 customer must either pay cash or
purchase a meal ticket.
A verifiable cash sale transaction system must also be in place in all CAF dining facilities
that regularly cater to out-of-pocket diners.
Attendance A verifiable attendance control system shall be in place in all CAF dining facilities to
Controls accurately record diner attendance at each meal period.
Meal For each authorised meal, a meal cardholder shall be entitled to consume an all-inclusive
Entitlements meal (full meal deal) in accordance with the Standard Meal Entitlement Pattern.
Food services operations that wish to record consumption by item must still provide
access to an all-inclusive meal to their meal cardholders.
Meal cardholders are entitled to meal replacement when they are unable to consume their
current or next meal in the dining room during meal hours. The method for providing
meal replacement is subject to local conditions.
A type 3 customer may purchase an all-inclusive meal, a light meal or individual items
subject to local arrangements and conditions

Controls in the Dining Rooms
Access Control
120. Adequate access control must be in place to ensure that only authorised diners are provided with food services in
CAF dining facilities. All DND and non-DND funded customers (except for Type 3 customers) will be provided with a
meal card to access the dining room. Customers who cannot present an authorised meal card may access the dining room,
but shall pay out of pocket. Type 3 customers must have the choice to pay by meal item for a full meal when the unit is
operating a POS system or a cash register. At units without a POS system, the customer must buy a meal ticket. As a
minimum, these units may have two types of meal tickets, one for breakfast and light lunch and one for lunch/supper.
121. Food Services operations using a POS system should fully exploit the built-in capability to capture all or some of
the items by consumption, at each meal period. With an adequate layout that supports the diner flow, this practice should
have minimum impact on the timeliness of service (reduce or minimize wait times) and on customer satisfaction. The data
collected should be utilised by local management to:
a. track consumption by item or for specific meal production items;
b. validate food production and minimise waste;
c. evaluate menu mix and item popularity; and
d. determine local diner consumption pattern.
Diner Attendance Controls

122. The volume of activity is one of the key indicators necessary for performance measurement. Without an accurate
volume of activity, it is not possible to calculate an accurate food and variable cost per meal-day. Performance standards
and indicators are detailed in Performance Measurement section of this chapter.
123. Units must be capable of capturing and calculating the actual number of diners served. The control of attendance
must be in place for all meal cardholders and cash sale customers. The methods used for attendance control must be fully
verifiable
Meal Cards - Units without a POS
124. Units without a POS must capture diner attendance as accurately as possible. Food services managers should do a
critical analysis of the method currently used at their unit to capture diner attendance to determine its efficiency and
reliability. If a method is found not reliable enough, the unit must implement feasible alternatives, within their current
capabilities, or identify and implement new means to provide for accurate diner attendance data.
125. For customers issued a coded meal card, each diner shall be counted once for each meal period. If the POS system
cannot provide this information, an alternate method must be developed to filter out, for each meal period, the multiple
transactions from the same account/card number.
Meal Entitlement
126. In all CAF dining rooms, a meal card will grant access to an all-inclusive meal. An all-inclusive meal that
conforms to the Standard Meal Entitlement Pattern includes soup, side salad, main course, bread product and condiments,
dessert and two beverages. A meal cardholder should enjoy a variety of choices from the regular menu or may be offered
selections from the à la carte menu. Within the Standard Meal Entitlement Pattern, a meal cardholder is free to choose any

reasonable combination from the regular menu offerings. 1 However, the meal entitlement excludes “red tagged items” that
are not part of the regular menu offerings.
Meal Replacement
127. A meal cardholder is entitled to a meal replacement when they are unable to consume their current or next meal
in the dining room during normal meal hours. The method to provide for a meal replacement is subject to local capabilities
and conditions. However, for the meal replacement service to be provided, it is essential that the access controls or POS
system in place has the capability to register the meal replacement as a meal consumed.
128. Subject to food safety regulations that govern the preparation and issue of meals, and where the dining room
facility and equipment layout permits, a meal replacement may be provided by a box lunch or a pre-prepared meal
requested in advance via a food services requisition for dispersed meals.
Food take-out
129. Food take-out shall be permitted only for meal replacement, as specified above. Take out meals, in whole or in
part, are not otherwise permitted for the following reasons;
a. food safety and pest control related to CAF SQ accommodations;
b. the unnecessary use of take out containers and pre-portioned condiments is inconsistent with government
“Green Procurement” policy;
c. the cost of disposable containers and pre-portioned products, required to provide for take out meals is not
covered by the recovery rates published annually by D Food Svcs; and
d. the provision of take out meals could result in opportunities for misappropriation of DND funded meals.
Management, Accounting and Control of Revenue and Accounts Receivable
General
130. Food Services Managers shall administer all revenues and accounts receivable as prescribed in:
a. DAOD 1018-0, Revenue Management;
b. FAM 1018-1, Managing Public Revenue; and
c. FAM 1018-2, Accounting and Control of Accounts Receivable and Public Revenue.
131. Food Service Managers shall ensure that revenues and accounts receivables are managed in a prudent manner.
This includes:
a. timely recording of accounts receivables and monies received in the Defence Resource Management
Information System (DRMIS);
b. providing serialized invoices/receipts to non-defence agencies;
1
The BFC represents the food cost of providing a meal-day based on the Standard Meal Entitlement Pattern.
Because this food cost also accounts for variations in meal consumption based on the Consumption Pattern, the BFC
already provides some financial flexibility in allowing the diner to choose any reasonable combination of food items from
the regular menu, within the framework of the Standard Meal Entitlement Pattern.

c. the safeguarding of monies received from non-defence agencies; and
d. the proper segregation of duties between personnel involved raising invoices and those receiving,
handling and recording payments or accounts receivable. Cashier duties must be assigned to a person
other than the person responsible for recording billing info in DRMIS. The IC Catering shall not be an
individual who operates a personal catering business. Conflict of Interest Guidelines shall be strictly
followed.
Security of Funds
132. All personnel responsible for the receipt, custody and disbursement of public funds shall follow:
a. Receipt and Disbursement of Public Funds and Safekeeping of Personal Funds - CFAO 201-01; and
b. Security of Public Funds - CFA0 202-02.
Cash Control
133. Cash registers/Point of Sale (POS) systems shall have features to allow for the effective audit and control of
transactions. DND developed the National Access Control Point of Sale System (NACPOSS) to manage the issue and
control of ration cards and provide Point of Sale technology for cash sales. Additional detail is provided at: Annex J-
Point of Sale/ Cash Register Guidelines.
134. With the elimination of pennies, the cashier is required to round down or up for cash payments after any tabulation
of taxes. This will make it impossible for the cash to balance. Cashiers are expected to round the final amount (or
equivalently, the change owed) of any cash payment in a fair, consistent and transparent manner. Symmetrical rounding
will be adopted by all federal government entities for cash transactions with the public.
135. Accountable advances may be authorized to establish a change fund IAW FAM Chapter 1016-9-4 Account
Advances-Petty Cash. Annex L - Cash Handling Procedures and Annex L - Cash Reporting Procedures provide additional
guidance and direction.
136. CFAO 202-4 Public Funds - Reporting Losses, Deficiencies or Overages, shall be followed, as required.
137. As directed at FAM 1018-1, all revenue shall be deposited to the Receiver General Deposit Facility (RGDF). As
directed at FAM 1018-2, deposits shall be made:
a. daily when sales exceed $1,000; and
b. at least once a week.
138. Deposits shall be promptly recorded in Unitrak and DRMIS using the correct General Ledger (GL) account
numbers. Unitrak entries shall include the RGDF receipt and DRMIS transaction document number. A system shall be in
place to reconcile POS reports with RGDF deposits, DRMIS transactions and Unitrak entries.
Recording Cash Sales (SL) and Account Receivables (AR)
139. A cash sales document is used when Food Services receive cash on delivery and credit terms are not extended. All
casual meal sales are accounted for with a cash sale (SL) document. In exceptional circumstances, invoices may be paid
after the service is provided. All Accounts Receivable arrangements shall be set up IAW DRMIS – Maintain Accounts
Receivable and local procedures shall be implemented for controlling/hastening credit that has been extended.

140. Payment for catering activities shall be controlled as follows:
a. Catering Activities Sponsored by the Mess. Payment for these functions are made by the Non Public
Funds designated office or representative on a monthly basis;
b. Catering Activities Sponsored by Individual Members. Payment for these activities must be made in full
prior to the event directly to Food Services; and
c. Catering Activities provided to OGD and other organizations shall be set up as Accounts Receivables.
Depositing Cash Sales
141. All revenues must be deposited at the Receiver General Deposit Facility (RGDF) and recorded in DRMIS using
the appropriate (General Ledger) GL account numbers. Cash sales for Type 3 customers shall be processed and accounted
for in accordance with FAM 1018-2, Accounting and Control of Accounts Receivable and Public Revenue and reconciled
with Unitrak. The word "cash" as used in this section includes any financial instrument i.e. money orders, personal
cheques, debit and credit card transactions all payable to the Receiver General for Canada.
Using Generated Revenue
142. Food Services revenues earned in excess of food services expenses are used to recover operating and fixed costs as
directed by the unit Commander based on prioritised requirements within the unit. The Food Services Manager should
identify their requirements requesting authorization to use this revenue to fund specific food services requirements in
competition with other local requirements.
Performance Measurement
General
143. The purpose of this section is to provide Food Services officers and managers with an understanding of the
performance measurement within the CAF Food Services environment.
144. Performance measurement is the systematic collection, analysis and communication of performance information.
It provides the various levels of management with the ability to make a reasonable assessment of the results obtained based
upon a balanced set of internal measures and standards that are common to CAF Food Services operations. Therefore,
performance measurement is the means by which the CAF Food Services organizations can assess how well they are
achieving their goal of providing cost efficient and effective food services that support DND and the CAF.
145. Establishing common standards is the first step in developing the capability to measure performance. The
quantitative and qualitative standards determine what type and level of service must be provided and at what cost. The
performance measures and indicators that derive from these standards are beneficial to motivate units to improve their
performance and to provide a data point (benchmark) to which actual performance can be compared.
146. Two key measures are used to evaluate performance in CAF Food Services: cost and customer satisfaction. A
measure of cost permits an assessment of an organization’s adherence to standards of quality, quantity, and service. These
cost indicators can be compared to standard costs to indicate the performance relative to national standards and other CAF
Food Services operations.
147. The key cost indicators in CAF Food Services are:
a. food cost per meal-day; and
b. variable cost per meal-day.

148. Customer satisfaction is an indicator of effectiveness as it identifies whether the quality and quantity standards are
met and how well these standards are meeting customer expectations. The indicator of customer satisfaction is the
percentage of satisfied customers. Information on customer satisfaction is obtained from sources including satisfaction
questionnaires, surveys, course reports, and plate return audits.
149. Food Services Managers are responsible for delivering efficient and effective food services that meet DND and CF
standards. Unit Commanding Officers are responsible for distributing resources that permit the provision of food services
within the required performance standards, for implementing effective performance management and accountability for
results, and for achieving the required standards. Performance measures enable managers to:
a. evaluate performance against standards;
b. identify and analyse any deviations from the standard;
c. provide explanations for any deviations;
d. recognize areas that may require further attention; and
e. take corrective action, as deemed necessary.
Unitrak – Management & Reporting System
150. Unitrak is the national food services management and reporting system that permits standardised accounting and
performance measurement of all CAF Food Services operations. Unitrak is also a mission critical system that is used in
static and operational environments to provide Food Services managers with a common basis upon which to manage their
resources and evaluate the performance of their operation. In addition to embedding the cost standards, Unitrak supports
the departmental business planning process and performance measurement framework.
151. Implementing standards and performance measures and tracking results via Unitrak are not only beneficial to
motivate units to improve their performance, they are critical to enabling CF Food Services to meet their mandated
requirements and to fulfil their goal. However, to make the performance analysis successful, management at all levels
must be committed to ensuring that data is entered accurately and timely into Unitrak. Inaccurate data will jeopardize the
end results not only at unit level, but also at all levels of the reporting structure. The various reports and ratios provided in
Unitrak are described in Annex E – Unitrak – Reports, Ratios. Managers must fully understand how to interpret the
reports and ratios and how to translate the findings into corrective action.
Cost per Meal-day
152. When assessing the performance of their food services operation, Food Services officers and managers have to
keep the organizational vision in mind: World class leaders driving operationally focused food services support to the
Canadian Forces in any environment under all circumstances. To determine how well they are doing, they have to
evaluate their food services performance against the objectives that support the vision. To do so, they must use an
appropriate measure of efficiency and effectiveness, in other words, a measure of productivity.
153. Productivity is the comparison between input and output. It measures how efficiently food, labour and other
operating costs (input) are used to produce a number of meal-days (output). The cost per meal-day is a measure of
productivity because it is the ratio of resources used (input expressed in dollars for food, labour and other costs) divided by
the number of meal-days served (output).
154. Although widely used by the food service industry, food and labour costs, expressed as a percentage of total sales,
are not a suitable measure of performance for CAF Food Services. The main goal of industry is to make a profit; therefore,
they use a measure of profitability to determine if they achieved the expected results. To measure profitability, they must

compare revenue and costs by expressing food and labour costs as a percentage of the revenue. In CAF Food Services, the
objective is to measure productivity (efficiency) not profitability (making a profit). Therefore, the food and labour costs,
expressed as a percentage of the sales or revenue, cannot be used as a standard to measure performance in CAF Food
Services.

References

 ADM (Fin CS) website  Food Services Recovery and Revenue Rate
spreadsheet
 CFP 110 (A-PS-110-001/AG-002)  Resource Manager’s Guide
 Cost Factors Manual  B-GS-005-000/AG-001, Provision of Services
 Costing Handbook  Director Food Services (D Food Svcs)

Advisories
Financial Administration Manual DRMIS Website
 FAM Chapter 1017-1  User roles
 FAM 1018-1, Managing Public  DRMIS year-end instructions

Revenue
 DRMIS – Maintain Accounts
 FAM 1018-2, Accounting and Control Receivable
of Accounts Receivable and Public
Revenue.
 How to Record a Cash Sale (SL)
 FAM Chapter 1016-9-4 Account
Advances-Petty Cash
 Financial Accountability Framework QR&O Chapter 208 - Fines, Forfeitures and Deductions
D Food Svcs Manual CFAOs
 Chapter 2 - Standards & Procedures  CFAO 201-01

 Chapter 2 Annex D
 CFAO 36-14
 Chap 5 – Section 5 – Employment of
 CFAO 36-53
Military, Public Service & NPF
Employees.
 CFA0 202-02
 Appendix 3 Chapter 10
 CFAO 202-4 Public Funds- Reporting
Losses, deficiencies or Overages

DAOD  DAOD 1018-0, Revenue Management

 DAOD 3012-0 Food Services
 DAOD 3000-0, Materiel Acquisition and
 DAOD 3012-1 Provision and Sale of Support
Food Services
DCBA 001 291500Z Jan 99  D Food Svcs website
 Canadian Forces Temporary Duty Travel

Instructions (CFTDTI)
 Department of Finance penny rounding  DCBA 3-2 015 071504Z NOV 03

 Provision of Christmas meals at public expense
 Treasury Board meal rate entitlement
 DCBA 3-2-04 280808Z Aug 03
 DCCS Directive 6003-14  QR&O 208.505

 QR & O 36
 Delinking of Rations and Quarters  Catering Costing Sheet
 Health Canada
CF Supply Manual

Annex A – DND-Funded Customers

Table A: DND Funded Customers Description, Rates & General Ledgers (GL)
Type of Description Examples Costs Included General

Customer Ledger
(GL)
Integral, lodger and CFOO Squadrons, Battle Schools and militia units No recovery charge.
units to which no portion of whose food budget is still held and The supporting Food
the support unit Food managed by their support unit Services organisation is
Services budget has been fully funded.
07402
devolved Personnel in closed custody/detention
Type A When a Type A unit
07403
and Public service Food Services employees seeks support from 07404
on duty entitled to staff meals IAW CFAO another base, it will be 07405
Support unit elements for 36-14 considered a visiting unit
which no clear budget and will be charged (Local
holder can be identified so accordingly. budget)
budget remains with
provider
Integral, lodger and CFOO Field units/wing squadrons seeking food Basic Food Cost and non
units which hold their own services support from their support food 124013
Type B food and non food budget base/wing/unit Plus (+) a percentage for
(i.e., dining room or dispersed meals) other funds devolved2 (unit
budget)
DND/CF units/orgs/ Unit CFOO cadet organisations Basic Food Cost plus (+)
personnel for which the Civilian Labour plus (+)
providing unit is not funded Members on TD Variable Operating Costs
to support
CF/PSP Funded Sports Teams For limited table
Type C service, an additional
percentage must be 124014
5 CMBG units exercising at Gagetown
added to the labour
38 CBG units training at Wainwright portion of the rate for
“no table service” to
412 Sqn requesting support from 14 Wing recover the increased
Greenwood labour costs.
Personnel in closed custody/detention

At other then their home unit.
Types A, Official hospitality Food cost plus additional
B or C  Inside Canada (FAM 1017-1), actual labour costs. 4818
 Work related activities, and 4821
 Outside Canada- Foreign Service 4822
(Official Hospitality Directive CFAO
205-24)
2
At locations where the devolution of funds for food services to internal client units is for more than the food
component, a percentage (%) should be applied to the food cost to recover the related costs for which the providing food
services organisation has not been initially funded. This percentage (%) is determined locally.
3
Recoveries are credited to the food services operation providing the service (GL 12402).
4
Recoveries are credited to the food services operation providing the service (GL 12402).

Annex A 1– Partially DND-Funded Customers

Table A 1: Partially DND Funded Description, Rates & General Ledgers (GL)

Customer Ledger
(GL)
Non-Public Property Official Mess Dinners and Cost of food, non-food 13232
Morale and Welfare Military Ceremonial Events items, actual labour that is
Type K
Programs IAW CFP 110, not publicly funded, and
Chapter 5, Para 11 applicable taxes.
Type L Exception to Public MW Non-Public Mess Dinners and all Cost of food, non-food
Programs IAW CFP 110, other Mess entertainment items, and labour, which
Chapter 1, Para 32. including: TGIF/TGIT, Mess may include an
coffee breaks, candlelight dinners, administration cost
dining-in meals, etc. (not to exceed 10%) to
offset actual costs (because
administration costs are not
one of the cost elements at
Table 5-2-1 of CFP 110),
and applicable taxes.
Type M Food Services personnel All Food Service personnel Basic Food Cost plus (+)
who perform duties Civilian Labour plus (+)
directly supporting Food Variable Operating Costs
Service Operations who
are not entitled to meals
IAW CFAO 36-14, or
other negotiated
agreements.

Annex B – Non-DND Funded Customers –

Table B: Non DND Funded Description, Rates & General Ledgers (GL)

Customer Ledger
(GL)
Other Federal RCMP The Type C rate plus (+) the facility operating
Type 1 Government charge.
Departments Canadian Coast Guard Note: To reduce the administrative workload,
groups of less than 10 may be handled as 13011
Solicitor General Type 3 (out-of pocket) customers and pay
cash, as they dine.
Dept Fisheries & Oceans
Type 2 Living-in on Voluntary living-in Rates are promulgated annually by D Food
monthly pay members who elect to be Svcs.
deduction on ration strength
Services under Arrangements made The rate is determined by an agreement
an Act, through the Military (MOU) between DND and the client.
Regulation or Training Assistance 13212
Agreement Programme (MTAP) Refer to 419.2 Service provided under an Act,
Regulation or Agreement.
Domestic Memoranda of
Understanding (MOU) Add taxes as applicable.
International MOU
Type 3 Diners (out-of- Members and other Dining room – regular meals – The cost of
pocket): authorised users who the food, civilian labour, non-food items,
purchase a meal ticket, à facility operating charge, admin charges
CF members, la carte food items (10%) and taxes. A locally assigned
DND employees, contribution to fixed costs must be added.
dependants, Kitchen staff meals (other For a specified group of Food Services
clubs on then those listed under workers, the applicable percentage of the
base/wing, CF Type A) Basic Food Cost for the meal. Add taxes. 13232
units, etc.) All other catering Catering – All direct costs (food, labour, non-
activities that are not food items) shall be charged. Price of the
official hospitality or function shall include an additional charge to
under type K and L. cover the facility operating costs and admin
charges. A locally assigned contribution to
fixed costs should be added to obtain
Member’s wedding whatever price the market would pay. Add
reception at base facility taxes. Refer to Catering Management or more
details.
Type 4 Others not Provincial government This rate recovers the full cost (including
included in Type departments i.e. food, civilian labour, non-food, facility 13292
1, 2, and 3 provincial police operating cost, military labour, fixed costs and
customers admin charges) for the provision of a meal.
Note: Groups of less than 10 may be handled
Community members, as Type 3 (out-of pocket) customers and pay
services or organisations cash, as they dine. Add taxes.
Contractors employed by
DND

Annex B-1
Identification of Customers
Who is paying?
DND Funded Partially DND Funded Non DND Funded
Where is the Food Services personnel who Where is the

$$ coming perform duties directly supporting $$ coming
from? Food Service operations form?
Unit Supported
IAW CFOO Unit Not Supported IAW Morale and Organization Person
CFOO Welfare
Program
Is the Is the service

Providing unit not provided under an
budgeted to support. organization
part of the act, regulation or
Customer holds their own agreement?
Providing unit’s Food service budget Canadian
Federal
budgetary Is the activity an Government?
envelope Official Mess
supports labour Dinner or Military No
but not food Ceremonial Yes
Event? Yes No
Providing Yes Living
unit’s budget No in
Yes Is there an
envelope agreement
allocated to No concerning Food
support Services?
activity
Yes No
Type A Type B Type C Type K Type L Type M Type 1 Type 2 Type 3 Type 4
Customer Customer Customer Customer Customer customer Customer Customer Customer Customer
Figure B-1: Flow Chart to Identify Customer type

Refer to Section Annex A, A-1 and B for additional information on customer types.

Annex C – Pricing a Catering Function
1. The price for catered functions must include all the following components:
a. Food – The actual cost of the food per serving according to the recipe.
b. Labour – The actual labour cost divided by the number of diners or the labour charge calculated using a
labour multiplier.
2. When surplus capacity is used and no additional labour is hired for the function, a labour multiplier should be used
to calculate a charge for the value of the labour used for the function.
3. Labour Multipliers below have been determined based on the type of service provided. Units are to verify that
these labour multipliers are sufficient to cover their actual labour costs.
a. No Table Service 0.25
b. Limited Table Service 0.85
c. Full Table Service 1.25
d. Preparation with one staff at function 0.50
4. Facility Operating Charge –The Facility Ops Charge is calculated based on the maximum to be charged according
to the National Average Type C Recovery Rates. More details are provided the Cost Components section of the chapter.
5. Administrative Charge – The Administrative Charge is calculated based on the actual administrative charges up to
a maximum charge according to the National Average Type 1 Recovery Rate. More details are provided the Cost
Components section of the chapter.
6. Tables C-1 and C-2 below illustrates an example of the application of Facility Operating and Administrative
Charges. Sample Recovery Rates are used for illustration purposes only. Actual rates from the Recovery Rate
spreadsheet, at the time of the catering event are to be used.

A Comparison of a High Cost and a Low Cost Function
Applying Facility Operating and Administrative Charges to Catering Activities
HIGH COST FUNCTION - PER PLATE New Method

Food and Labour Costs $25.00
Fac Ops Charge (as determined by D Food Svcs Annually) $1.55
Subtotal $26.55
Admin Charge (10% of Type C Rate- maximum 10 % of National Type C rate) $2.12
Total Charge for Function (before tax) $ 1433.50
Table C-1: Application of Facility Operating and Administrative Charges to High Cost Catering Function
LOW COST FUNCTION - PER PLATE New Method

Food and Labour and non food cost $10.00
Fac Ops Charge (7.8%) $0.78
Subtotal $10.78
Admin Charge ( 10 %) of sub-total $1.08
Total Charge for Function (before tax) $ 593.00
Table C-2: Application of Facility Operating and Administrative Charges to Low Cost Catering Function

Sample function priced using the labour multiplier for table service
The selling price is determined as follows for the sample menu items (using a labour multiplier of 1.25 for table service):
Menu Item (A) (B) (C) (D) (E) (F) Selling Price
Food labour Non Food Facility Admin Fixed Charge
Cost 1.25 X Cost Charge % x A+B+C+D+ E
Ops 10% x
(A)
Charge A+B+C+D
% x A+B+C
Vegetable .24
Soup
Caesar Salad .42
Veal 1.73
Parmigiana
Spätzle .55
Carrots .04
Black Forest .87
Cake
Coffee/ Tea/ .07
condiments
Charge 3.92 4.90 .50 .73 (7.8%* 1.01 (10%* Locally
9.32) 10.05) determined
3.92 8.82 9.32 10.05
Subtotal
Total per 11.06 11.06
individual
Table C-3: Sample Function pricing using labour multiplier
Other variables (non-food items) and taxes are added in order to determine the final price:
Selling price per guest $11.06

Multiplied by: Number of guests 50 (x) 50
Sub total $553.00
Add Taxes (14%) $ 77.42
Final Price $630.42
Table C-4: Determination of Final Price
The Labour Multiplier

The labour multiplier is a factor that has been established to simplify the labour costs calculations and is based on the
following standard for each type of service:
Table Service Limited Table Service

1 cook/ 50 guests 1 cook/ 50 guests
1 server / 10-12 guests 1 server / 20 guests
1 dishwasher / 50 guests 1 dishwasher / 50 guests
Table C-5: Determination of Labour Multiplier

Labour Charges vs. Labour Costs

We can use our example to validate the labour multiplier. The labour charges calculated by using the labour multiplier are
equivalent to the actual cost/expenses, which would have normally been incurred:
Labour Charges Actual Labour Costs

Labour Charge $ 4.90 Number of hours (6 employees x 4 hours) 24
Multiply by: Number of guests 50 Hourly rate $ 10
Total Labour Charge $245.00 Total Labour Costs $240.00
Table C-5: Labour Charges vs. Labour Costs

Annex D Catering – Terms of Service

Catering Terms of Service Date of Function:
Between:
__________________________________________________________________________________________________
And
__________________________________________________________________________________________________
Terms of Agreement
The client shall comply with the following terms and conditions.
1. Confirmation/Cancellation
Official Functions: The number of attendees must be confirmed, in writing, no later then 72 hours prior to the event.
The client may cancel without penalty up to 72 hours prior to the event.
NPF Functions: The client must confirm, in writing, the number of attendees no later then seven days prior to the event.
The client may cancel without penalty up to seven days prior to the event.
If the menu for official functions or NPF functions includes special orders, the cancellation period shall be moved to the
date on which these special items are to be ordered. If notice is not given within this period, the client shall pay penalties
amounting to 50% of the expenses incurred at the time of cancellation.
Seating arrangements (seating plans) are to be confirmed not later then 72 hours prior to the event.
2. Cost/Payment
The set price per person will be calculated for the event beginning at _______and ending at _________. Should the
event extend beyond this period, additional charges of $_____________per additional hour (or part thereof) per person
working at the function will be charged to cover additional labour expense.
The price is determined according to the number of guests in #1 above, even if a lower number of people attend. If a
greater number of guests attend, the final cost will be calculated using the actual number of guests.
Estimates provided for events are based on market prices and therefore are subject to change based on price variations,
(e.g. seasonal items)
3. Payment: Insert unit’s payment policy- Must be in compliance with FSM and TB policies.
If further charges are incurred during the event, another statement will be issued for payment within five working days of
the function. Payment may be made by cash, cheque or money order. Interest on overdue balances will be IAW the
policy set by Treasury Board.
4. All food must be consumed at the CF Food Service facility where the event is held. No food is permitted to leave the
facility. Permission to bring food in for the function from outside sources will only be granted in special circumstances
and must be approved in advance (i.e. wedding cakes).
5. DND reserves the right to cancel the function at any time.
Signature as understanding this agreement and agreeing to the cost of __________per person for regular diner, the cost of
__________per person for diners with a ration abatement, the cost of __________per person for diners with a labour
subsidy and the cost of __________per person for diners with a labour subsidy and ration abatement as per the Customer
Catering Estimate Statement Invoice #__________
Signed at ________________________________Client Signature: ____________________________

Catering Manager: _________________________Date:______________________________________

Annex E – Unitrak – Reports, Ratios, and Reconciliation
Management Reports
1. The primary management tools generated in Unitrak are the Operating Statement and the Performance Summary
reports. In order to be an effective management and reporting tool, these reports shall be reviewed monthly by the Food
Service Manager. Key ratios as described below shall be monitored to identify performance inefficiencies and to take
corrective action in order to maintain production costs within the standard.
2. Base Food Services Units shall also complete a semi-annual Food Service Compliance Report. This report will be
completed for each kitchen that has a Basic Food Cost or inventory variance outside the standards that appear in red in the
Performance Summary Report. The report will include a PDF version of that Performance Summary Report and a PDF
version of a completed Food Services Compliance Report found at Annex M of this chapter. The Unit must explain any
Basic Food Cost and inventory variance outside the standard and provide recommendations or actions taken to resolve the
issue. The Food Services Compliance Report must be signed by the Unit’s Commanding Officer. Once completed, this
report is sent to the L1 Food Services Officers for review, compilation, and submission to D Food Svcs. Units with fully
compliant kitchens shall send an email to their L1 stating that they have nothing to report. All Food Services Variance
Reports are due to D Food Svcs on 30 November for the reporting period of April through September, and on 30 June for
the reporting period of October through March.
Operating Statement
3. On a monthly and year-to-date basis, the Operating Statement identifies the expenditures incurred, the revenues
and recoveries generated by type of customer, and the local budget contribution to the provision of food services at the
base/wing/unit level. This report can be used to compare the results obtained against historical data at various management
levels. It also assists in forecasting the next year’s recovery level by type of customer, based on the estimated future
volume of activity. Finally, it helps determine the local budgetary resources, which are needed to meet the locally funded
feeding requirements. The report, which is shown at Appendix 1, has the following particularities:
a. The recoveries from local recoverable customers do not include labour costs, unless some of the SWE
budget has been devolved to the individual sub-units;
b. The revenues from non-DND funded – Type 4 customers include military labour costs;
c. Total Cost of Food consists of all food purchased, including food purchased for catering, VIP flights and
Special Requests;
d. Total Labour consists of all labour costs, including labour hired for catering and any DND funded
catered events, and VIP flights;
e. Labour expenses do not include military labour costs, except in locations where the Food Services
organisation pays the salary of Reserve Force cooks employed in support of the food services operation;
f. Other Expenses consists of all expenditures (everything incurred by the food services section such as TD
expenses, stationary, etc.), other than food, labour, and capital expenditures, and including non-food
expenses for catering and any DND funded catered events, VIP flights; and
g. The difference between the total recoveries and revenues and the total expenses for a given period
represents the amount required from the local budget to support local non-recoverable activities (Type A)
and any other local costs for which funds have not been devolved.
4. A more detailed breakdown of the comparison between the Operating statement and the Performance Summary
Report can be found in the Unitrak On- line Help.

Performance Summary
5. The Performance Summary measures the results of the kitchen operations using the meal-day cost. It is used to
evaluate cost efficiency and to identify cost deviations and negative trends so that corrective action can be taken to improve
internal controls and processes that directly influence food and labour costs. This report, which is shown at Appendix 2,
has the following particularities:
a. The Cost of Food on the Performance Summary differs from the Total Cost of Food on the Operation
Statement because the Special Requests and the food portion of the Catering Revenue and the VIP Flight Feeding
have been subtracted. There is no standard for Special Requests, VIP Flight Feeding or catered meals and the cost
of providing a meal for VIP Flight Feeding or catering activities could be higher than the standard. The meal-day
cost calculation does not take into account the number of meals produced for VIP Flight Feeding or catering;
b. The Cost of Civilian Labour in the Performance Summary differs from the Total Labour on the
Operating Statement because the labour portion of the Catering Revenue and the VIP Flight Feeding has been
subtracted. The meal-day cost calculation does not take into account the number of meals produced for VIP Flight
Feeding or catering;
c. The Cost of Other Variable Expenses in the Performance Summary is different from the expenditures in
Other Expenses in the Operation Statement. Other Variable Expenses includes only the following 4 GLs:
GL07309 (Paper Products), GL 07208 (Cleaning Materials), GL 07229 (Utensils and Tableware),and GL07243
(Packaging/Preserving/Storing Materials) which are variable;
d. It compares the activity levels by month and by year in terms of number of meal-days served;
e. It compares the Variable Cost per meal-day to local Type C Recovery Rate, month to month;
f. It compares the Food Cost per Meal-day to the Basic Food Cost ( BFC), month to month;
g. It compares the Civilian Labour Cost per Meal-day to the labour component of the local Type C
Recovery Tate, month to month;
h. It compares the Other Variable Cost per Meal-day to the established in the national Type C Recovery
Rate, month to month; and
i. It helps identify the best practices amongst dining facilities.
Ratios
6. Three key cost measures are calculated in Unitrak: the Food Cost per Meal-day, the Variable Cost per Meal-
day and Inventory as a % of the Standard food cost. The acceptable Food Cost per meal day range is within 15% of the
Basic Food Cost (BFC) for the unit. The acceptable Total Variable Cost per meal day range is within 25% of the Total
Variable Cost Standard for the unit.

7. These two ratios are displayed on the Performance Summary and are calculated as follows:
a. Food Cost per Meal-Day. The food cost per meal-day is compared to the Basic Food Cost
(BFC) to determine if the change in the cost per meal-day is due to a change in food cost. The following
ratios are used:
Food Cost per meal-day = Food Cost

# Meal-days
Variance % = Basic Food Cost (BFC) – Food Cost per Meal-Day

Basic Food Cost (BFC)
b. Variable Cost per Meal-Day. The variable cost per meal-day is compared to the local Type C
recovery rate applicable to visiting units because it includes the same cost components (food, labour, and
others). It is also compared to the previous months’ results to determine the trend. The following ratios
are used:
Variable Cost per meal-day = Food Cost + Civilian Labour Cost + Other Variable Costs
# Meal-days
Variance % = Local Recovery Rate (type C) – Variable Cost per meal-day

Local Recovery Rate for Type C
Cost Element Description

Food The cost of food expended to provide food services as captured by Unitrak. It excludes
the food cost associated with catering, VIP Flights and special requirement activities
Civilian Labour SWE + O&M costs incurred for casual labour. It excludes the labour cost associated with
catering and VIP Flight Feeding activities.
Other Variable Non-food items that include paper products and disposable ware, utensils, tableware, and
cleaning supplies as captured by Unitrak
Table E-1: Definition of Cost Elements
NOTE: To determine the variable cost per meal-day and to allow for a meaningful comparison between
organizations, it is critical that the expenditures (that represent variable costs for the provision of a meal) reported
in Unitrak be entered in the specific GL that reflects the nature of the expenditure. For example, expenses charged
to GL 07309 – Paper Products should not include expenditures for office stationary and supplies (which is GL
07239). Otherwise, the variable meal-day cost would be unnecessarily inflated.
c. Another key ratio available to assist with evaluating the Performance of a unit is the measure of
Inventory as a percent of Standard Food cost. This measure helps to evaluate how effective inventory is
managed and is loosely compared to an inventory turnover rate. The closing food inventory shall not
exceed 25% of the monthly standard food cost (Chapter 2 - Standards & Procedures section 6). This value
is calculated on the Performance Summary Report.
Purpose of the Ratios
8. The food cost per meal-day and the variable cost per meal-day have the following purposes:
a. At the kitchen level, these cost measures per unit of activity (per meal-day) allow the Food
Services manager to measure the productivity and cost efficiency of their operation, as compared to the
standards, to take a hard look at their operation when deviations are significant, and to determine the
areas that need improvement;
b. At the unit and command level, they are used to determine whether or not the standards are
being met, and to identify problem areas or areas of concern. After investigating the causes, corrective

action may be recommended and implemented. For the Environmental Command, it also helps identify
the trends within the environment and to determine the average performance against the standards; and
c. At the NDHQ level, these cost measures provide for an average variable cost per meal-day
across DND/CAF. They are also used in the validation of national standards and in determining the
effectiveness of Food Services policy. Finally, these costs per meal-day and the volume of activity are
used to report to departmental senior managers on the CF Food Services operations.
Analyzing the Variances
9. The figures below can be used to analyse the variance results for Food Cost per meal day and Total Cost per meal
day. Figure E-1 shown below is for the Food Cost per Meal Day variance. The actual food cost per meal day is compared
to the Basic Food Cost (BFC), using a percentage value. Figure E-2 shown below is for the Total cost per Meal Day
Variance. The actual cost per meal day is compared to the Local Type C recovery rate, using a percentage value. If the
percentage value is negative, this means that the actual cost exceeds the standard cost. If the result is positive, then the
actual food cost is lower than the standard cost. Results outside the yellow area are not within the acceptable range. In the
example below, variance results are expressed as follows:
Orange area = less than acceptable

Yellow area = acceptable
Blue area = less than acceptable
The actual cost exceeds the Acceptable Range The actual cost is below
standard cost. the standard cost.
A 0% result indicates that the actual

costs are equal to the standard costs
- 90% - 15% 0% +15% +90%
Figure E-1: Acceptable range of Food Cost per Meal Day variance
The actual cost is below

The actual cost exceeds the Acceptable Range the standard cost.
standard cost.
A 0% result indicates that the actual

costs are equal to the standard costs
- 90% - 25% 0% +25% +90%
Figure E-2: Acceptable range of Total cost per Meal Day variance

Appendix 1 to Annex E
Figure E-1-1: Sample Operating Statement

Appendix 2 to Annex E
Figure E-2-1: Performance Summary Sample

Annex F – Ration Strength - Tax Exemption
References: A. GST/HST Interpretation Letter dated 17 Sep 1999 – Case: HQR0001380

B. Excise Tax Act – Part I – Schedule V paragraph 6(a)
C. Excise Tax Act – Part I – Schedule V section 6.2
1. This Annex provides clarification regarding the application of the Goods and Services Tax (GST)/Harmonized
Sales Tax (HST) to three meal programs, which could be offered to military members entering into a residential
accommodation agreement.
2. According to the references, meals supplied on their own are generally subject to the GST or HST; however, ref C
exempts meal plans that are supplied together with exempt residential accommodation. To qualify for this exemption, the
plan must meet the following conditions:
a. The residential accommodation1 must be exempted by reference B;
b. The meals are provided to the occupant of the residential complex in the complex itself;
c. The meals are provided by the person supplying the exempt residential accommodation; and
d. A minimum of ten meals per week must be provided.
3. Revenue Canada has ruled that barracks and single quarters2 fall under the definitions of residential complex and
residential unit in a residential complex respectively. Therefore, the supply of residential accommodation in these facilities
will be exempted from the GST/HST by ref B, if the agreement for the supply covers a period of at least one month.
1
The Excise Tax Act defines “residential complex” as follows:
(a) That part of the building in which one or more residential units are located together with
(i) that part of any common areas and other appurtenances to the building and the land immediately
contiguous to the building that is reasonably necessary for the use and enjoyment of the building as a place of
residence for individuals; and
(ii) that portion of the land subjacent to the building that that part of the building is of the whole building.
2
These exemptions are not applicable to living-out members because they do not meet the criteria for residential
complex.

4. The three meal plans considered by the Canadian Revenue Agency, in their interpretation letter and their ruling are
described in Table F-1 below:
Plan Short Title Description Revenue Canada Ruling Application

within DND
A
Fixed full This linked plan offers continuous meal Full Ration Strength
meal plan service. The member would be charged a
monthly meal allowance for a meal card
that the member would use at their leisure.
B
Limited fixed This de-linked option would require the Partial Ration Strength
meal plan member to purchase a meal card for a
fixed monthly rate. The meal card would
be used like a debit card, meaning that the
card balance would be reduced for each
meal purchased. The meal card would
carry a minimum monthly charge to
provide at least 10 meals a week for a
period of not less than one month.
C
Credit card This de-linked option would provide the This plan does not fall under the
meal plan member not wishing to commit to a fixed exemption and is subject to tax. It does
plan with a meal card that acts like a credit not meet the criteria outlined above, as
card. Every time the member uses the there is no requirement that at least 10
card, their account would automatically be meals per week be supplied to the
debited the appropriate amount. Payment individual for a pre-determined
for the plan could be made by salary consideration. All meals provided under
deduction. this plan are subject to GST or HST, as
applicable1.
Table F-1: Description of Meal Plans and CRA Tax Status
1
Cash cards fall under this meal plan. They are subject to GST/HST, as the card has no time limit or meal limit.
Other customers not on a monthly meal plan must pay cash at the registers and are subject to the provincial tax regulations,
if required. It is applicable to both living-in and living-out as there is no link with quarters.

Annex G –
Type 2 MOU Recovery Rate Template based on TCN Cook Contributions and TCN
Contingent Strength
Recovery Rate
Deployed Ops
Allowance
Number of 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Cooks provided
by contributing
Nation
Strength
0-99 5
100-149 6
150-199 7
200-249 8
250-299 9 R
e
300-349 10
c
350-399 11 o
400-449 12 v
450-499 13
e
r
500-599 14 y
600-749 15 R
750-849 16
a
t
850-949 17 e
950-1049 18 s
1050-1199 19
1200-1349 20
1350-1499 21
1500-1649 22
1650-1799 23
1800-1949 25
1950-2000 27
Table H-1: Type 2 MOU Recovery Rates based on TCN Contingent Strength

Annex H-Cost Components
Types of Customers
Cost Components Recovered
Cost DND Funded Customers Partially DND Funded Non DND Funded Customers
Component
Type A Type B Type C Type K Type L Type M Type 1 Type 2 Type 3 Type 4
Food
Labour Only if
there is
an
amount
that is not
publicly
funded
Other
Variable
Costs
Fac Ops Up to
7.8% of
national
avg food
& labour
costs
Adm If If
Charge required required
to offset to offset
actual actual
costs not costs not
to exceed to exceed
10% 10%
Fixed Costs As
required
to
increase
to market
value
Military
Labour
Table I-1: Types of Customers Cost Components Recovered

Note: Orange shading indicates the components to be recovered.

Annex I- Cost Components

DESCRIPTION HOW the RATE is DETERMINED
(excluding catering services)
Food The cost of food The basic food cost established annually by
D Food Svcs.
Labour The cost of employees provided by the The civilian cost of labour per meal-day as
Public Service, services contract, established annually by D Food Svcs. It uses
Personnel Support Program (PSP) or a a combination of representative historical
combination thereof. Military labour is cost data and salary by classification as
considered in some situations. provided in the current Cost Factors Manual.
Finally, the cost of military labour is only
included in the recovery rate for food
services provided to Type 4 customers.
Variable The cost of non-food items used in the The cost of non-food items per meal-day as
Operating provision of food services such as paper established annually by D Food Svcs.
Costs goods and disposable ware, utensils,
tableware and cleaning supplies.
Facility The direct costs incurred in operating a As applicable, a surcharge established

Operating facility, such as janitorial services, annually by D Food Svcs is added to the
Costs electricity, heating, and construction recovery rate to cover the direct facility
engineering. operating costs for bases/wings/units as
provided in the current Cost Factors Manual.
Administrative The administrative overhead costs incurred As applicable, a surcharge of 10% is added to
Charge by DND in providing the service. They the total recoverable food services cost to
may include, but are not limited to; support cover overhead costs incurred by DND in
services administration and accounting providing the service. This charge does not
costs, audit and verification, apply to CAF/DND funded customers.
communications, and clerical support.
Fixed costs The costs that remains unchanged despite As applicable, a surcharge, determined
changes in the volume of activity. They locally for Type 3 customers, to bring the
may include, but are not limited to, price of a meal or food services to market
management staff, base support staff, and value (as much as the local market will pay)
depreciation of capital equipment. for the same type of meal or service.
Table J-1: Description and Determination of Cost Components

Annex J- Point of Sale/Cash Register Guidelines
Introduction
1. This annex provides general guidelines for Point of Sale (POS)/cash register requirements. Units planning on
updating their POS systems shall contact the Unitrak/NACPOSS Project Director for additional guidance.
2. User Access. POS keyboard layout function keys shall be programmed for different levels of users, including
Operator (Cashier), Supervisor and Manager. System capabilities and functions accessible at the Cashier level should be
restricted.
3. Cash Drawer Access. The Cashier shall not be permitted to operate the register with the drawer open. The
drawer must be shut before the Cashier can initiate a transaction. The cash drawer shall have a manual lock/unlock system
controlled by the Supervisor.
4. Working Off-Line. The system should have the capability of working off-line.
5. Pre-Set Menu Programming. Keys should be pre-programmed for à la carte menu items in order to improve
efficiency and to provide additional data for menu and production planning.
6. Discount Button. This function can be programmed by a percentage or a monetary amount and shall only be
available at the supervisory level.
7. No Sale Button. This function key opens the cash register generating a “no sale” transaction receipt and shall
only be available at the supervisory level.
8. Item Correct Function: This function allows the operator to remove any item that has been entered, unless the
subtotal key has been selected. If the subtotal key has been pressed, the operator must initiate local cashier void procedures
and re-enter the transaction. This function shall only be available at the supervisory level.
9. Voids and Refunds: This function enables the removal of a completed transaction, or part of a transaction, from
the system. The system automatically removes the sale and taxes associated. Voids and refunds are reimbursement to
customers who are not satisfied with the product, or to correct an error. This function shall only be available at the
supervisory level.
10. System Reports. POS/cash register systems generally have three modes X, Z and Other:
a. X Mode: produces a collection of information, but does not clear the system after this report is taken. X Mode
Reports shall be performed at end of shift;
b. Z Mode: information is collected from the last Z report and then cleared from the system. Z Reports are taken
at the end of each shift following the X reading by the Supervisor; and
c. Other Mode: used to collect data over a period longer than a daily Z report by supervisory personnel. These
reports include:
(1) Hourly Sales Report: groups sales transactions by timings, usually half hour intervals. Used to assist
Supervisors with shift scheduling and production;
(2) Sales Mix Report: used primarily for menu planning. Can also be used for food cost control and
inventory management;
(3) Cash in Drawer Report: identifies sales at the time of request. Used by Supervisor while conducting a
cash audit during a meal period; and

(4) Diner Activity Report: identifies meal card activity by customer type.
11. System Reports shall identify:
a. location;
b. terminal number;
c. serialized report number;
d. date and time of report;
e. total cash sales before taxes, applicable taxes and total cash sales, including taxes;
f. total non-cash transactions (i.e. meal cards); and
g. total number of voids and refunds.

Annex K- Cash Handling Procedures
1. Cashier Log-on/Log-off. Each Cashier shall be assigned a cashier code if this function is available. This code
shall only be known by the Supervisor and the Cashier. Cashiers shall use their code to access the cash register and lock
the cash register if they need to step away from their terminal. This ensures that the cash register is secure during their
absence. In order to support proper cash control, only one cash drawer shall be available per register and only one person
shall have access to a drawer at any time. More than two terminals may be required in order to support this requirement.
2. Cashier transaction procedure. Each cash transaction shall be performed as follows:
a. the total cost of the order, including taxes, is communicated to the customer;
b. the payment received from the customer is verbally acknowledged and placed on the register;
c. the Cashier counts the change back to the customer; and
d. the payment is placed in the drawer.
3. Cash Refunds/Voids. All cash refunds/voids shall be authorized by a Supervisor. The reason for the refund/void
shall be recorded on the cash refund receipt, along with the customer’s name (clearly printed) and signature. The
refund/void shall be stapled to the cash refund receipt and submitted with the Cash Reconciliation Report (CRR).
4. Cash Audits. The Supervisor shall conduct spot audits on a random basis during regular meal hours as follows:
a. the Supervisor generates an X reading;
b. the Supervisor provides a second float, for the cash drawer that is being verified;
c. the Supervisor reconciles the cash against the X reading; and
d. at the end of the Cashier’s shift, a final X reading is taken to complete the sales report.
5. Cash Drops. Supervisors shall ensure that cash sales do not exceed the maximum amount of revenue allowed
IAW FAM 1018-2. Large volumes of sales during a meal period may therefore require the transfer of cash. The above
procedure for cash audits shall be followed.

Annex L- Cash Reporting Procedures
1. Cash Reconciliation. The following procedure shall be followed:
a. the Supervisor shall count, verify and sign the Cash Reconciliation Report (CRR) prior to issuing the float to
the Cashier;
b. the Supervisor enters voids (that have been saved in the Cashier’s drawer as actual diner receipts);
c. an X reading is taken by the Supervisor (hourly sales reports are not acceptable for cash reconciliation);
d. the Cashier removes the cash drawer and reports to a secure office;
e. coins and small denomination bills are used to establish a new float;
f. the remaining cash is counted by the Supervisor and verified against the X report reading in the presence of the
Cashier; and
g. the Cash Reconciliation Report is completed by the Supervisor. All supporting documentation, including the X
reading and void/refund transactions, are attached to the CRR.
2. Losses, Deficiencies and Overages. If the cash does not balance, the following procedures shall be followed:
a. the Cashier and Supervisor recount the float and deposit together;
b. void transactions are reviewed and verified;
c. the Supervisor verifies all components of the Standing Advance (to identify if an error occurred during coin
replenishment);
d. the Supervisor conducts a verification of the other deposits;
e. all variances shall be documented on the Cash Reconciliation Report; and
f. variances are investigated and reported IAW CFAO 202-4 Public Funds - Reporting Losses, Deficiencies or
Overages, as required.
3. POS Back-up Procedure. If the POS becomes unserviceable during a meal period, an alternate system shall be
in place to support operations. The following procedure is recommended:
a. a hard copy of the current price list and a calculator shall be available and used to calculate all cash sales
(including taxes);
b. cash sales and meal card swipes shall be manually recorded;
c. at the end of the shift, cash sales shall be totalled and used in place of the X reading;
d. once the POS is back on line, all transactions shall be entered in the POS individually; and
e. the X reading shall be reconciled against the manually recorded transactions and all discrepancies shall be
rectified.

Annex M- Food Services Variance Report

UNIT: CFB VALCARTIER KITCHEN: Vimy Kitchen
REPORTED DATES: April 2013 - September 2013
FOOD SERVICES OFFICER: Capt A.B.C. Boombox
ISSUE CORRECTIVE ACTION TAKEN/TO BE TAKEN

Provide a narrative that explain the issue for each BFC and Identify corrective action taken or that will be taken to
inventory variance outside the standard. Each separate address each issue.
issue should have its own row.
Food Services Officer Signature: Date:
COMMANDING OFFICER: LCol C.B.A. Bradley POSITION: G4
Commanding Officer Signature: Date:
Enclosure: PDF version of Performance Summary Report

CHAPTER 5 – HUMAN RESOURCES
5.1 Determining Baseline Establishment

5.2 Determining Surge Requirements
5.3 Overseeing the Employment of CAF Cooks
5.4 Managing Food Services Civilian Personnel
5.5 Personal and Professional Development
Annex A – Cook Staffing Table

Annex B – Kitchen Helper Staffing Table
Annex C – Pros and Cons of Employment Options
CHAPTER 5 – HUMAN RESOURCES Page 1

5.1 Determining Baseline Establishment

5.1.1 Determining Baseline Staffing IAW Feeding Trends
5.1.2 Determining the Requirement of Contracted/Temp Help Agency
5.1.3 Using Public Food Svcs Staff Resources to Support Non-Public Activities
5.1.4 Staffing Options
5.1.5 Essential Services
1. This section provides guidelines for establishing the number of staff required for a
feeding facility. It is paramount to establish the proper level of staffing to ensure that Food Svcs
organizations are running efficiently and effectively whilst fulfilling all tasks. This is normally
done through a study of the baseline feeding commitment and determination of the baseline
establishment.
5.1.1 Determining Baseline Staffing IAW Feeding Trends
2. Determination of appropriate staffing levels is a difficult exercise and this section has
been designed to be a guide to outline how staffing levels are determined. Miscellaneous factors,
such as workplace flow and the use of centralized production areas, will affect staffing levels. To
do a baseline study, the minimum number of diners fed each day is to be determined and build
permanent staffing levels around this commitment. A surge staffing capability must also be built
into the staffing plan to meet any un-forecasted increases in this feeding level. The steps required
to perform a baseline feeding study are detailed below followed by how to develop a staffing
plan. It should be noted that there are multiple ways to conduct such a study, but the goal is to
provide an easy way to proceed.
3. Monthly Unitrak data will form the basis of the study. Although monthly figures may not
provide sufficient information to give a true indication of staff required, it provides a general
understanding of what level of feeding the organization is providing. Once a general staffing
plan is developed, it can then be tailored to meet the needs of the organization by week, by day
(and, ideally) by meal. Multiple months can be examined to validate the data.
4. In order to determine the baseline feeding levels, the best source of information is the
Unitrak Performance Summary. It furnishes the data for the number of meal days per month that
the organization is providing. The monthly meal day figure provides a good overview of the
feeding trends. The following example will consider a Food Svcs operation with one kitchen
only. For operations with multiple kitchens, each kitchen should be assessed individually, using
the respective Unitrak data. Operating efficiencies can be achieved in multiple kitchen operations
at the Food Svcs organization level (i.e. through employing the same staff members in different
facilities, depending on need, can help to avoid having too many staff hired). These situations
will be discussed further on in this section.

6. The data above indicates that feeding in this facility is fairly consistent, with increases
experienced only in Jul and Aug. Accordingly, the permanent staff requirements should be based
on a feeding commitment of approximately 3000 meal days per month and not on the higher
surge requirement for the months of Jul and Aug. Previous years’ Unitrak information should be
reviewed to see if this is a typical feeding trend for this operation. Remember that historical data
is just one tool. Unit training calendars and operation plans should be reviewed to determine
what feeding commitment is expected in the future. Consideration should be given to amending
the permanent staffing establishment only for those changes in feeding that are expected to
be permanent. (Note: It must also be noted that # of Meal-Days in the Performance Summary
also includes dispersed meals and cash sales. The staffing tables may be used to give a general
number of staff needed).
7. A closer look at the diner attendance data enables to determine how many diners by day
are typically attending breakfast, lunch and dinner on both the weekends and the weekdays. A
point to remember is staffing plan is to be based on average diner attendance vice the number of
entitled diners to be fed.
5.1.2 Determining the Requirement of Contracted/Temp Help Agency
8. Contract Employment through a Temp Help Agency. A contract can be established with a
civilian agency to provide qualified Food Svcs personnel on request based on infrequent and/or
short-term demands. The agency will undertake to provide all the specialized Food Svcs peoples
requested to deliver food preparation, cashier, sanitation, shipping, or receiving of food and non-
food products. Relevant experience and training (including WHMIS and hygiene and sanitation)
should be indicated in the Statement of Work (SOW). The SOW - Supply of Food Svcs
Personnel should be quite specific and provide detailed requirements IOT get the best possible
value. Consultation with the Contracting Officer, CoC and Comptroller are required. When using
contracted employment, extreme care must be taken to ensure that an employee-employer
relationship is not being developed. At all times, requests for staffing and any administration
regarding staff members must go through the correct personnel within the Contracting agency.
Contract staff must be treated as a contract resource, not as a direct member of your staff.
9. Annex C outlines various employment options and gives the advantages and dis-
advantages of each option.
5.1.3 Using Public Food Svcs Staff Resources to Support Non-Public Activities
10. Military and public Food Svcs employees may be assigned, in support of the provision of
public Food Svcs to non-publicly funded activities (official functions and within dining facility
casual meal sales) throughout regular locally-established operating hours.
11. In the course of providing recoverable public Food Svcs to CAF members during official
mess dinners/functions and to out-of-pocket customers, the public may use Temp Help agencies
as alternate sources of labour. The terms and conditions of employment shall be in accordance
with the terms of the local agency.

5.1.4 Staffing Options
12. Military cooks and civilian cooks, cook assistants and Food Svc helpers complete the
production work in the Food Svcs organization. Military cooks normally perform the production
function (in cooks’ whites on the shop floor or as production supervisors) from the rank of Pte to
Sgt, depending on the size of the Food Svcs organization. Civilian employees can either be
public servants (indeterminate or determinate and occasional), contracted temporary help agency
employees (through an employment agency) or as Canadian Forces Public Support Agency
(CFPSA) employees (for those feeding activities which are deemed to be in support of Morale
and Welfare activities). Both military and civilians may also perform the functions of admin-
istration, ration clerk and cashier, depending on the organization. It is important from a planning
perspective to be familiar with the work descriptions and performance expectations of both
military cooks and civilian employees to maximize use of their abilities and skill sets in the
organization.
13. Military Cooks. Military cook trade ability depends largely on the individual member’s
rank and also by the areas of the Food Svcs facility to which they have been exposed. It is
essential that the military cook, especially at the Pte to MCpl level, is able to take advantage
of the learning opportunities throughout the kitchen, receiving as much exposure to different
production/administration areas as possible. It is every military supervisor’s responsibility to
ensure that military cooks receive as much practical trade exposure as possible and that they
are given every opportunity to practice their skills in preparation for further training and
responsibility. In general, the Pte trade level corresponds to the Apprentice level (able to work on
the floor with supervision). The Cpl level corresponds to the Journeyman level (able to work on
the floor independently). The MCpl level corresponds to the Supervisory level (able to supervise
shifts in larger kitchens, and be employed as I/C Rations or I/C Production, depending on the
size of the organization). The Sgt level is considered to also be at the Supervisory level, although
it is common in many facilities to have Sgts managing full kitchens. The ranks of WO and above
are considered Manager level ranks.
14. Public Service Civilians. In Food Svcs, three (3) Work Classifications encompass the
work done by all Food Svcs public servants. These work descriptions are divided as follows:
a. Cook;
b. Cook Helper;
c. Food Svcs Assistant
d. Clerk
e. Storesmen

15. As per the Human Resources – Civilian (HR-Civ) website, there are various staffing
options, as follows:
f. Full-time Indeterminate;
g. Term;
h. Part-time;
i. Seasonal:
(1) Indeterminate Seasonal; and
(2) Term Seasonal;
j. Student; and
k. Contract Employment
16. Each of these categories of employees differs in the areas of the number of hours per
week that the employee may work, employee benefits, wages, and coverage under the Collective
Agreement. Local Civilian Human Resources Manager (CHRM) are to be contacted to discuss
employment options and current conditions of employment as these are subject to change based
on amendments to Treasury Board (TB) policies and negotiated collective agreements. Funding
allocations are also to be discussed with the Chain of Command to receive the proper approvals.
Supervisors and Managers are also required to be very familiar with the Agreement between the
Treasury Board and the Public Service Alliance of Canada as they relate to civilian Food Svcs
employees (Collective Agreement). This knowledge is essential to fully understand the rights
and terms of employment, and can prevent inadvertently making a decision that would give
cause for grievance.
5.1.5 Essential Services
17. When the employer is involved in the collective bargaining process with bargaining
agents (in the hopes of reaching new collective agreements) there is a requirement to review
essential services. The why and how of the positions deemed essential are to be detailed and
should be related to the safety and security of the public. The Summary of Duties must reflect
this rationale.
18. TB Secretariat will try to reach an agreement and avoid a strike. Food Svcs must ensure
that strike contingency planning is undertaken, in a timely fashion, in case a strike does occur.
One of the two major key activities in preparation for a strike is training. The Civilian Human
Resources Service Centres will provide managers’ training for all DND organizations. It is vital
that all Managers/Supervisors (military and civilian) learn about their role and responsibilities
during a strike. The second key element to strike planning is mitigating the impact of a strike on
operational readiness. Business lines, areas or functions that are more likely to be targeted and/or
are vulnerable in the event of job actions/strike and/or which have high public visibility must
be identified in advance. The pool of available resources (i.e. excluded and unrepresented
employees, casuals, military personnel and incumbents of essential positions) should be re-
viewed and ensure that the resources required to perform key functions have been identified and
trained well in advance. Human Resources Service Centres will be able to provide you with the

required employee information. It is highly recommended that you refer to such documents as
the Business Continuity Plans or Base/Station Emergency Plans. For more information, you may
refer to http://hrciv-rhciv.mil.ca/en/d-doc-library-labour-relations.page or contact your local
CHRM.

5.2 Determining Surge Requirements

5.2.1 Table 1 – Sample Feeding Plan Matrix for One (1) Kitchen
(with Calculated Staffing Requirements)
5.2.3 Table 3 – Determination of Flex Staffing Needs, Surge Feeding Commitment
1. Food Svcs facilities need the flexibility to increase and decrease the number of workers to
accommodate peaks and valleys in the workload, often on a weekly or daily basis. An establish-
ment composed mostly of full-time indeterminate positions does not lend itself to this kind of
flexibility. Permanent full-time staff positions should be established to a level that is just
sufficient to meet baseline feeding requirements. Once this level has been determined and
achieved, the remainder of the feeding commitment can be met by use of more flexible staffing
methods, so that SWE costs are not being incurred when there are no corresponding food
production recoveries or revenues to offset these costs. Different types of staffing options
to increase flexibility and decrease costs to the Crown must be considered.
2. The easiest way to forecast staffing requirements for surge feeding is by use of a feeding
plan matrix. This matrix allows seeing increases and decreases in diner forecast and schedule
staff accordingly. Forecasted feeding commitment can be obtained from the following sources:
Food Service Requisitions (FSRs), Operational Plans (OPs) and/or base/wing Training Plans
(TPs), number of meal cards in circulation, and historical diner attendance. There is no exact or
proven method to ensure that the forecasted numbers are indeed correct, therefore it is essential
to keep accurate records so that you can determine averages and trends.
3. The following is an example based on collected information (number of forecasted diners

over the next 14-day period).
May Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat
20XX 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Diners 270 600 600 600 600 450 235 270 600 600 600 600 450 235
Cooks
FOS2
4. Once the forecast numbers are entered into the matrix and the increases and decreases
in forecasted diner attendance become quite visible. Thus, by mapping out the forecasted diner
attendance throughout a two-week (or month if required) it is easier to forecast the staffing re-
quirement. In subject example, the forecasted feeding commitment is less over the weekends,
and high for Monday through Thursday. Again, it would be even more helpful to chart this data
for each meal to pinpoint staff needs more accurately as attendance fluctuates for each of the
three meals, but for simplicity consistent feeding will be assumed.

5. The next step in determining the surge feeding staffing requirement is to consider the
number of Cooks and Kitchen Helpers required by using Annex A and Annex B Staffing Tables.
5.2.2 Table 2 – Sample Feeding Plan Matrix for One (1) Kitchen (with Calculated
Staffing Requirements)
20XX 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Diners 270 600 600 600 600 450 235 270 600 600 600 600 450 235
Cooks 9 12 12 12 12 11 7 9 12 12 12 12 11 7
FOS2 12 18 18 18 18 16 12 12 18 18 18 18 16 12
6. Once the total Cook and Kitchen helper requirement is determined for the entire feeding
commitment, the number of personnel you need to hire is to be determined considering the
number of military and civilian cooks and permanent kitchen helpers in your permanent es-
tablishment and who are available to work.
7. When considering cook requirements, it is important to remember that military cooks are
not always available to work in the kitchen due to other operational commitments, training, etc,
and this must be accounted for the staffing plan.
8. For the current case study, it is determined that the Food Svcs organization has six (6)
Cooks and fourteen (14) GS FOS 2s or Kitchen helpers on permanent staff, available each day to
work. Consequently the delta can be established to meet our feeding commitment.
5.2.3 Table 3 – Determination of Flex Staffing Needs, Surge Feeding Commitment
20XX 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Diners 270 600 600 600 600 450 235 270 600 600 600 600 450 235
Cooks 9 12 12 12 12 11 7 9 12 12 12 12 11 7
FOS2 12 18 18 18 18 16 12 12 18 18 18 18 16 12
Cooks +3 +6 +6 +6 +6 +5 +1 +3 +6 +6 +6 +6 +5 +1
FOS2 0 +4 +4 +4 +4 +2 0 0 +4 +4 +4 +4 +2 0
9. The use of a simple table is a good tool to clearly define the need for staff and keeps
production costs down. This analysis determines needs at a macro level and does not address
staffing efficiencies that can be achieved through staggered start times, split shifts and shifts
shorter than the traditional 8 hours that most public service Food Svcs employees are scheduled
for. All attempts should be made to closely align staff schedules, food production, and actual
diner presence to minimize staff costs as much as possible. Once overall staffing requirements
are determined for surge feeding, careful scheduling must be done to ensure continued resource
efficiency.

5.3 Overseeing the Employment of CAF Cooks

5.3.1 Career Progression
5.3.2 Employment of CAF Cooks in Support of Catering Activities
5.3.1 Career Progression
1. Under ideal circumstances, once a Cook has been recruited and trained, he/she is posted
to his environment for his/her first 1-3 tour(s). Then the opportunity exists to migrate to another
EC and gain experience there. Member is then posted back to his/her environment for ongoing
career progression. Opportunities should be afforded for experience in staff positions, second
language training (where required/feasible) and professional development. These opportunities
will round out the skills and knowledge of the individual, as well as instill a broader vision of the
trade and how it fits within the overall capability of the CAF to meet its mandate.
2. Practical Culinary Experience (PCE) is defined as time accredited to qualify a military

Cook for performance of practical culinary tasks in support to operational Units on training,
ships, military sea, land and air operations, bases/wings Food Svcs, including support to non-
publicly funded activities and official functions, and civilian work experience in professional
cooking employment. No PCE credit will be provided for time used for non-culinary tasks
executed during a Cook’s employment in support of activities in static, military training and
operational settings.
Competency Regular Force Formal Training and Experience

Level Qualification Level Requisites for Qualification Level
Pre-Apprentice QL3 Successful completion of the formal
QL3 Phase 1 course (84 training days).
Apprentice Trained QL3 Successful completion of the QL3

Phase 2 OJT program as part of
2000 hrs of PCE.
Pre-Journeyman Pre-QL5 OJT Additional 2000 hrs of PCE as an

Package Apprentice Trained prior to attending
the QL5 formal course (23 training
days).
Journeyman Trained QL5 An accumulation of 4000 hrs of PCE

and successful completion of the QL5
formal course.
Pre-Supervisor Additional 2000 hrs of PCE as a

Journeyman Trained for a total of
6000 hrs of accumulated PCE.

Competency Regular Force Formal Training and Experience

Level Qualification Level Requisites for Qualification Level
Supervisor QL6 Total of 6000 hrs of PCE and successful
completion of QL6 formal course
(23 training days).
Manager QL7 Formal course (13.5 training days).
For more information on career progression, consult: CFAO 49-4: CAREER POLICY
NON-COMMISSIONED MEMBERS REGULAR FORCE at http://corpsec.mil.ca/admfincs/
subjects/cfao/049-04_e.asp
5.3.2 Employment of CAF Cooks in Support of Official Functions including

hospitality
3. Military Cooks are encouraged to work in support of official functions when and
wherever possible. These provide a positive venue for professional development and for the
honing of advanced culinary skills. Provided that there is no reduction of quality and level of
service to DND-funded customers, military Cooks may be employed in support of any approved
hospitality or official functions during their normal shift with no additional compensation by
means of payment of extra wages or compensatory time off. Chapter 4 outlines the requirement
to charge appropriately for functions regardless of the source of the Cook and FOS labour to
prepare for that function.
4. Compensatory time off shall not be granted in lieu of payment for employment in support
of non-DND funded activities, such as official mess dinners or official functions, that fall outside
the normal working hours.

5.4 Managing Food Services Civilian Personnel

5.4.1 Benefits, Allowances, Entitlement and Scheduling
5.4.2 Performance Standards
5.4.3 Work Environment
5.4.1 Benefits, Allowances, Entitlement and Scheduling
5.4.1.1 Scheduling
1. Find your employees’ collective agreement: http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/

coll_agre/siglist-eng.asp
2. Work schedules shall be developed to ensure that there are enough personnel to cover
busy periods without having surplus staff during slower periods. This is made possible by hiring
a mix of categories of civilian employees, analyzing the workload carefully to predict workload
peaks and valleys, and assigning personnel accordingly. However, all supervisors should be
aware of the Collective Agreement articles which affect scheduling of public service employees.
3. Some of the traditional schedules used in CAF dining facilities do not always meet the
requirement to have the right number and type of staff at all times. Annex D – Shift Schedule
Options is a comparison of some shift schedule options that may offer increased flexibility.
Other factors to consider include kitchen hours of operation and terms within civilian employee
collective agreements.
5.4.2 Performance Standards
4. Both the Directive on Performance Management and the Interim Defence Administrative
Order and Directive (DAOD) 5006-1 provide clear instructions on how to successfully conduct
the performance management process for civilian employees at non-executive levels.
5. Information on how to have a successful year-end conversation, how to finalize ratings,

and how to make use of action plans and talent management plans (when required) can be found
on the Assistant Deputy Minister Human Resources Civilian [ADM(HR-Civ)] Intranet page at:
Performance Management Program for Employees.
Supervisors at all levels are responsible for:

a. Ensuring that employees clearly understand their work assignments, the results
expected and the criteria to be used in reviewing their accomplishments;
b. Identifying training and development requirements;
c. Meeting with employees throughout the review period to adjust the work
assignments/objectives; providing encouragement or suggesting ways to maintain,
modify or increase performance; and providing guidance to employees in arti-
culating career objectives and in planning how to achieve them;
d. Ensuring that employees are aware of the Performance Review process and the
procedures to be followed;
e. Completing an annual written Performance Review Report for each employee

whom they supervise and for the quality and timeliness of the reports;
f. Reviewing or soliciting input from previous supervisors if the employee has had
more than one supervisor during the review period; and
g. Ensuring that the requirements of the relevant collective agreements regarding
employee performance review are met.
The review level is responsible for ensuring the fairness and consistency of the perfor-
mance review report process by:
a. Being familiar with the nature of the employee’s work;
b. Ensuring that the report is fair and equitable and that Treasury Board and
departmental policies have been correctly applied, including the requirement for
the completion of an annual written Performance Review Report.
c. Ensuring that work assignments/objectives established for the next review period
are consistent with the strategic and operational direction of the Unit;
d. Ensuring that the training and development recommendations made are justified
and realistic and are consistent with operational departmental human resource
objectives; and
e. If needed, making changes to the report following consultation with the person
who completed it.
Employees are responsible for:

a. Being aware of what is expected of them and of the criteria by which their
achievements will be reviewed;
b. Discussing with their supervisor their performance and responding to guidance
or coaching;
c. Discussing possible training needs and developmental assignments;
d. Communicating with the review level about their Performance Review Report, if
needed; and
e. Becoming familiar with the departmental performance management and review
policy and process.

5.4.3 Work Environment
5.4.3.1 Labour-Management Consultation Committee (LMCC,

DAOD 5008-2, Civilian Labour-Management Consultation)
9. A minimum of three (3) LMCC meetings should be held annually or ideally monthly
meetings because they provide a forum where management and employee representatives can
meet on a regular basis for the free and frank exchange of information on any matter or subject.
Discussions may include matters of policy, conditions of employment, new programs, and other
topics of mutual interest and concern. Management should discuss with employee representatives
planned changes in programs that have an impact on employees. Employee representatives must
be provided the opportunity to express their views on any subject of importance to them. Food
Svcs Os/Managers are reminded that they reserve the right to manage and LMCC meetings are
for the purposes of discussion only and should not become a decision-making or management
consultation workgroup.
10. The functions of LMCCs can be outlined as follows:

a. To provide a forum for frank, open discussion, and to establish a two-way
communications system between management and employee representatives to
examine and discuss areas of disagreement;
b. To provide a continual, constructive relationship between union and management
and to enable each party to understand the area of responsibility of the other;
c. To improve working conditions, safety, and operational efficiency; and
d. To maintain good morale, and to alleviate fears and prejudice often created
by rumours.
Matters that cannot be resolved locally may be referred to a higher level in each
organization through the regular chain of command.
5.4.3.2 Grievance
11. Supervisors and Managers are required to be very familiar with the Agreement between
the Treasury Board and the Public Service Alliance of Canada as they relate to civilian Food
Svcs employees (this is the Collective Agreement). Without this knowledge, they cannot fully
understand the rights and terms of employment of their employees, and they may inadvertently
make a decision that gives cause for grievance. Food Svcs Os/Managers and their Chain of
Command are required to contact their local Human Resources Manager (HRM) to discuss
grievances to ensure resolution stays within Treasury Board policies and negotiated collective
agreements. More information can be obtained through the National Joint Council (NJC)
website.

5.4.3.3 Compensation
12. As of December 2015, all L1 civilian accounts are to be handled by the Pay Centre in
Miramichi (PWGSC). Compensation implies total compensation and covers cash and non-cash
remuneration provided to an employee for services rendered, and includes, but is not limited to:
a. wages, salaries and other cash compensation (i.e. performance awards);
b. pensions and insurances benefits;
c. paid time off;
d. allowances; and
e. programs that compensate employees for the costs of serving in difficult
environments (i.e. Isolated Posts & Foreign Service Directives).
13. For more information consult PWGSC’s http://www.tpsgc-pwgsc.gc.ca/remuneration-

compensation/collectivite-community/index-eng.html or your local HR practitioners who will
know the relevant policies, regulations, and directives to ensure that the organization is
compliant with the requirements regarding compensation.
Consult the Compensation Enquiry System and a representative will answer your
question.

5.5 Personal and Professional Development

1. The training mandate of the CAF is to prepare its military personnel to meet the
minimum requirements of their occupation. However, it is an objective of CF/DND Food Svcs to
encourage every employee, civilian and military to develop professional and personal skills
beyond the minimum requirement. Food Svcs Os/Mgrs should be committed to providing access
to activities that help employees to increase their knowledge and to learn and practice new work-
related skills. The rewards of such programs are long lasting for the participants in terms of
morale, skill enhancement, and confidence building, depending on the nature of the activities.
The benefit for the Food Svcs operation could result in improved service, food quality, and
interaction with customers. The list that follows provides a sample of activities that bases/wings
may offer or encourage their personnel to participate in:
a. Culinary Competitions – attending, organizing and/or participating;
b. Subscriptions to Food Svcs publications for circulation to all employees;
c. Product (food and equipment) demonstrations such as flambé, special pastry, cake
decorating, Dim Sum, Mongolian BBQ (and any other ethnic food preparations);
d. Attendance at trade shows such as CFRA Food Show (Toronto), Foodservice
Expo (Vancouver), ApEx (Moncton), The Food and Beverage Show (Toronto),
ARFEX (Calgary), Salon Rest-Hôte (Québec), OHFEX (Ottawa), Hospitality
Expo (Saskatoon), etc.;
e. Memberships and active participation in trade organizations such as Restaurants
Canada (previously known as the Canadian Restaurant and Food service
Association (CRFA)), Canadian Association of Foodservice Professionals
(CAFP), Canadian Culinary Federation of Chefs and Cooks (CCFCC). Holding
executive positions on committees, hosting events at CAF facilities, speaking to
groups about military Food Svcs, field and shipboard feeding, combat rations,
etc.;
f. Computer courses – WORD, EXCEL, DRMIS, and learning to use the Food Svcs
web site. These could be offered by a staff member who is knowledgeable about
computers, or bring in an expert from outside;
g. Field trips to restaurants, food production facilities, college and university food
services;
h. Short courses or presentations, either at Community Colleges or in your facility.
Consider sessions on table service, plating foods attractively, easy garnishes,
special foods, hospitality marketing, improving productivity, how to write a
business plan, business cases, writing PERs, POS training, etc.;
i. Writing articles for food service publications/local papers;
j. Guest speakers/teachers from other organizations;

l. Staff demonstrations – civilian and military to present personal and food safety
topics, or food preparation by staff with a special interest;
m. Secondary duties – encourage participation and allow time for SLOC holders,
stocktaking boards, safety and fire prevention committees, mess committees,
labour consultation committees, etc.

CHAPTER 5 – Human Resource Management [ANNEXES]
Kitchen Daily Required Kitchen Daily Required

Diner Strength Cooks Diner Strength Cooks
87 and below 4 2137–2176 38
88–174 5 2177–2263 39
175–210 6 2264–2350 40
211–261 7 2351–2437 41
262–348 9 2438–2524 42
349–435 10 2525–2611 43
436–522 11 2612–2617 45
523–609 12 2618–2698 46
610–691 13 2699–2785 47
692–696 14 2786–2872 48
697–783 16 2873–2960 49
784–870 17 2961–3047 50
871-957 18 3048–3098 52
958–1044 19 3099–3134 53
1045–1131 20 3135–3221 54
1132–1173 21 3222–3308 55
1174–1218 23 3309–3395 56
1219–1305 24 3396–3482 57
1306–1392 25 3483–3569 58
1393–1480 26 3570–3580 60
1481–1567 27 3581–3656 61
1568–1654 28 3657–3743 62
1655–1741 31 3744–3830 63
1742–1828 32 3831–3917 64
1829–1915 33 3918–4004 65
1916–2002 34 4005–4061 67
2003–2089 35 4062–4091 68
2090–2136 36 2264–2350 40
Note: These staffing tables are provided as a guide only and should represent average staffing
levels. Factors such as kitchen layout inefficiencies, aging facilities, equipment and dining room
layout inefficiencies will all act to increase staffing requirements in the facility.
CHAPTER 5 – HUMAN RESOURCES [ANNEXES] Page 17

Kitchen Daily Required Kitchen Daily Required

Diner Strength GS FOS – 2s Diner Strength GS FOS – 2s
46 and below 7 1667–1730 42
47–136 9 1731–1756 43
137–201 10 1757–1765 45
202–226 11 1766–1846 46
227–316 12 1847–1936 47
317–406 13 1937–1988 48
407–424 14 1989–2026 49
425–496 16 2027–2116 50
497–586 17 2117–2206 52
587–647 18 2207–2212 53
648–676 19 2213–2296 54
678–766 20 2297–2386 55
767–774 21 2387–2402 56
775–816 23 2403–2435 57
817–856 24 2436–2450 58
857–871 25 2451–2476 60
872–946 26 2477–2513 61
947–1036 27 2514–2566 62
1037–1094 28 2567–2656 63
1095–1126 29 2657–2658 64
1127–1216 31 2659–2746 65
1217–1306 32 2746–2836 67
1307–1318 33 2837–2882 68
1319–1396 34 2883–2926 69
1397–1486 35 2927–3016 70
1487–1541 36 3017–3105 71
1542–1576 38 3106–3106 72
1577–1586 39 3107–3196 74
1589–1633 40 3197–3215 75
1634–1666 41 3216–3266 76
Note: These staffing tables are provided as a guide only and should represent average staffing
levels. Factors such as kitchen layout inefficiencies, aging facilities, equipment and dining room
layout inefficiencies will all act to increase staffing requirements in the facility.

Pros and Cons of Employment Options
Description Pros Cons

FULL-TIME
INDETERMINATE
Permanent full-time
Overtime
Must be pre-approved as per
CPAO 6.21 using authoriza-
tion for overtime or holidays.
Kitchen managers to provide
Food Svcs O with cost of
overtime before receiving
approval;
- Reduce overtime cost - Managers may also choose - Inflexible, difficult to
for official functions to use Casual. change hours of work
(i.e. Mess Dinners, by - Provides a well-trained (5 days’ notice);
changing employees’ and stable work force that - Often results in over-
hours of work). For provides continuity to the staffing (high labour
example, have some operation. costs);
FOS 2’s start work at - The high cost of wage and
1530 hrs vice 1000 hrs benefits;
and have early shift - Present overtime system
personnel return (rather is expensive and slow-to-
than staying until the react to the kitchen
end of the function); manager’s needs;
- Managers also choose - Direct control of
to use Casual Public or expenditures rests with the
Casual Non-Public Funded Food Svcs O rather than
employees to save on with the kitchen manager;
over-time costs; - Supervisors may use it as a
substitute alternative for
poor planning and/or
scheduling.


Time-Off in Lieu - Employees work overtime - Any time-off in lieu not
- Employees receive time- when required; taken at the end of the FY
off in lieu for overtime - Allows employees to is paid out; funds for the
worked. accumulate leave credits pay outcome from the
and take leave during overtime budget. This
low work period. could catch a manager
i.e: Christmas and off-guard if all time-off
New Year’s period. in lieu has not been
accounted.
Zero hours of Work

- Use during slow periods. - Allows managers to
The Collective Agreement control number of
does not guarantee a 40 hr employees working.
work week. Offer the
employee the option of
taking paid leave or leave
without pay.
PART-TIME
INDETERMINATE
Part-Time Employment
- Part-time employment - Provides a well-trained - Part-time indeterminate

may consist of part-days and stable workforce that still subjected to PSEA and
or part weeks. Should be provides continuity to the Collective Agreement
considered when one of operation; regulations;
the following applies: - More flexible to meet - Difficult to convert
a. frequency or volume fluctuating workloads. positions from full-time to
of work does not part-time;
warrant a full-time High cost of wages and
person;
benefits.
b. better balance of staff
is needed to manage
workload fluctuations;


c. assistance in the
rehabilitation of an
employee from an
injury or illness will
be assisted; the adjust-
ment in lifestyle of
employees who are
close to retirement
may be facilitated; and
d. the opportunity for
employees to meet
personal responsi-
bilities may be
facilitated.
- Three types of part-time

employment:
a. Part-time Employees:
are hired under the
PSEA for a term or
indeterminate period
and are required to
work more than 1/3
but less than the
normal prescribed
hours of work;
b. Part-time Workers
(Casuals): are
appointed under the
Public Service Part-
time Exclusions Order
and may not work
more than 1/3 the
normal prescribed
hours of work. They
do not have the same
benefits and oppor-
tunities and part-time
employees;


c. Job-Sharing
(Work-sharing):
two or more part-time
employees perform the
duties of one full-time
position.
CASUAL EMPLOYEES
Casual Employment
- Hire to backfill vacant - Casual employees are not - Public Service wages are
indeterminate positions for guaranteed work; higher than the private
a period of 90 days or less - Casuals can be used to sector.
- Casual employees can be cover staff shortage vice
hired on an On-Call basis; using overtime;
- Utilize Casual employees - Casuals can be used during
weekends and use periods of increased
indeterminate employees feeding commitments;
during the week; - Employ casuals only when
- Casual employees can be required to supplement
hired for the number of shifts.
hours you require them
(i.e: 4, 5 or 6 vice 8 hrs).
TERM EMPLOYEES
Term Employment
- Hire term employees vice - Term employees do not - Public Service salary is
indeterminate; have to be employed full- high in comparison to
- Adds flexibility to your time, can be used part- the private sector.
scheduling by hiring part- time;
time vice full-time. - Hire two 4 hour employees
vice one 8 hour employee,
adds flexibility to your
scheduling;
- Terms are not guaranteed
40 hrs of work a week.

TEMPORARY
HELP SERVICES
Contract Employment
- Before one can set up - Inherent cost advantage in - The employee only
a Temp help services terms of both direct and receives minimum
contract, one must have indirect compensation wages or a lower wage
sufficient O & M funds costs. Must consider rate while the remainder
for this purpose; overall effectiveness in of the hourly rate goes
- At some Units, the Unit terms of quality of to the Temp Help Svcs
supply section is the only personnel, administrative Agency to cover their
section allowed to arrange costs and other variables; administrative charges
these service contracts. - Use during periods of (may result in less
They usually set up the fluctuating workloads, qualified workers). As a
contracts with input from personnel hired on an result, it may be difficult
the Food Svcs O/Mgr. “as required” basis to get qualified personnel
At other units; the Food - Not to be used on a full- in competitive markets;
Svcs O/Mgr is allowed to time basis to replace laid- - Increase in contracting
arrange the service off indeterminate administration;
contract. employees (potential to be - Must be vigilant in
- Once the contract is seen as “union busting”); contract management
set up either the Food - Reduces the requirement activities to ensure that
Svcs O/Mgr or a person to use overtime for the right qualification and
from the Base Manage- increased feeding skill level of personnel is
ment Services Office is commitments; provided for the job, and
appointed as the authority - Easy to identify the cost that the task is completed
between the company and for short-term feeding as required. Any non-
DND. commitments to receive compliance requires
- Food Svcs O/Manager is reimbursements from the further contracting
responsible for confirming Units; administration;
the hours of work and to - Personnel administration - There is no direct chain
confirm section 34 of the and management is of command relationship
FAA for the invoice of the transferred to the agency. with the employee.
service agency submitted
for payment.


- 10 on/4 off, two shift - the staff receive four day - high cost;
schedule) weekends (pro for the - all staff are at work on
staff only) Wednesdays;
- ten day work period is
very hard on personnel;
does not provide for
flexibility in staffing; and
- 50% of staff working
weekends
- 7 on/3 off; 3 /1 off, two - no overlap of shifts; - staff only receive every
shifts (rigid shift schedule) - two-thirds of the third weekend off
- 2 on, 2 off, 4 on, 1 off, employees are working - (con for staff only); and
3 on, 1 off, 2 on – 8 hour at all times, especially - inflexible
shifts, this shift (day on on weekends. - employees only receive
days off) can be moved - employees work for fewer a two day weekend,
around (rigid schedule) days in a row; (perceived as a con by
- 7 on/2 off; 3 on/2 off for - better distribution of staff; some employees)
indeterminate (three - employees receive every
weekends off in a 28 day second weekend off
period, staggered start - flexibility in scheduling
times). - better to react to diner
- Hire part-time or on call to attendance
fill in whenever required. - employees receive three
Weekends there are only weekends off in a 28 day
three or four 8 hr staff period;
working, the remainder - reduced labour cost (less
are on call. full-time employees)
- This is an example of 30%
indeterminate full-time
and 70% on call.
- 4 on/2 off, 6 on/2 off - reduces stress on staff - schedule has a mix of high
- requires a minimum of (10/4 is too demanding) and low staff attendance
two shifts - provides adequate rest during weekends
- 12 shifts with full staff - minimizes staff injuries (weekend premiums)
on (6) and staff sickness - shift 1 does not receive
- 16 shifts with minimum - shift 2 always has any weekends off
staff on (3) Friday off - (solution: Shift 1 and
- Days off for Shift 1 are: - shift 2 has good work life Shifts 2 personnel switch
Monday/Tuesday; balance schedules, every 28 days)
Tuesday/Wednesday - Shift 2 only receives every
second Saturday off

- Days off for Shift 2 are: - Work/life balance not as
Friday/Saturday; good as a 7/2,3/2
Thursday/Friday
- 6 on/2 off, 4 on/2 off - helps reduce stress on staff - shift 2 does not receive
- requires a minimum of (10/4 is too demanding) any weekends off
two shifts - provides adequate rest - (solution: Shift 1 and
- 12 shifts with full staff - minimizes staff sick leave Shift 2 personnel switch
on (6) and staff injuries schedules, every 28 days)
- 16 shifts with minimum - shift 1 always has - schedule has a mix of high
staff on (3) Saturday off and low staff attendance
- days off for Shift 1 are: - shift 1 has every second on weekends (weekend
Saturday/Sunday; weekend off premiums)
Friday/Saturday - shift 1 has a better work/
- days off for Shift 2 are: life balance than the 4/6,
Monday/Tuesday; 6/2
Tuesday/Wednesday
- 5 on/2 off, 5 on/2 off - weekends off - requires terms/casuals to
- days off are: Saturday - good work life balance cover all weekends
and Sunday - provides adequate rest for - schedule is restricted to
staff Monday-Friday

Food Services Manual A-85-269-001/FP-001 -
Chapter 6 – Nutrition and Special Diets
CHAPTER 6 – NUTRITION, SPECIAL DIETS AND RELIGIOUS OR SPIRITUAL

DIETARY ACCOMMODATION
6.1 Introduction
6.2 Nutrition
6.3 Special Diets
6.4 Religious or Spiritual Dietary Accommodation
6.5 Veganism
Annex A – Main Nutrients Contributed by Food Groups

Annex B – A Guide for the Retention of Nutrients
Annex C – Architectural Healthy Food Display
Annex D – Promotion of Healthy Choices- Signage
Annex E – Responsibility Table Associated with Policy on Allergies in the CAF
Annex F – Request for Vegan Accommodation
Annex G – Considerations When Accommodating a Vegan Diet
Revised 31 Jan 2020 Page 1 of 45

6.1 Introduction
1. Personnel dining in CAF Food Svcs facilities shall be offered options that allow them to
attain and maintain nutritional health. CAF Food Svcs is mandated to feed a healthy diner
population that is without clinical illnesses and that do not require specialized and/or therapeutic
nutrition intervention. The OPI for this chapter of the Food Services Manual is Strat J4 Food
Svcs 5. Questions and/or recommendations for change shall be forwarded through the unit,
area/formation, and Level One Commands.
6.2 Nutrition
6.2.1 CAF Food Svcs’ Role in Maintaining Nutritional Health

6.2.2 CAF Food Svcs’ Role in Achieving and Maintaining Healthy Body Weight
6.2.3 Canada’s Healthy Eating Strategy and Canada’s Food Guide
6.2.4 National Standard Cycle Menu, Minimum Performance Standards and Making Healthier
Choices
6.2.5 Role of Nutrients/Nutrient Contribution by Food Group
6.2.6 Main Nutrient Contents
6.2.7 Preserving Nutritional Value
6.2.8 Nutrition Education
6.2.9 Nutrition Supplements
6.2.10 Vegetarianism
6.2.1 CAF Food Svcs’ Role in Maintaining Nutritional Health
2. CAF Food Svcs must provide adequate healthy food choices to maintain the soldier’s
optimum health to meet the physical and mental demands of CAF missions, in accordance with
recommendations of Canada’s Food Guide. CAF Food Svcs personnel should also understand:
a. Canada’s Food Guide in order to enable them to to understand how this guide has
been used in the development of Food Service standards and menu;
b. The role of nutrients at Annex A – Main Nutrients Contributed by Food Groups;
c. How to preserve nutrients during food storage and preparation at Annex B – A Guide
for the Retention of Nutrients; and
d. Common food allergies and sensitivities and implications and limitations for food
service delivery to a diner.
e. Accommodating Religious and Spirtiual needs related to diets while still ensuring
adequate nutrition is provided
3. Diners are responsible for choosing foods that will maintain their nutritional health.
Health Canada offers a variety of resources on nutrition and healthy eating to assist diners in
making heathier choices. CAF Food Svcs are responsible for promoting an environment which
supports healthy eating by:

a. Ensuring healthy food and beverages are available;
b. Making the healthier choices visable and easily indentified; and
c. Providing food in the most appealing way possible that encourages healthy intake by
CAF members.
4. Healthier choices such as lower fat products or products containing healthier fats, whole
grain products, decaffeinated beverages, and products with less salt and sugar, must be available
in all CAF and contracted food service facilities.
5. Diners expect that health-oriented and/or lifestyle-oriented choices will be available; for
example, Vegetarian protein choice entrées, egg substitutes, herbal teas, artificial sweeteners,
low-calorie juice crystals/iced tea. CAF Food Svcs managers should consider diner preferences,
as well as the availablity of food items and the impact on cost, when determining if specific
foods should be offered.
6.2.2 CAF Food Svcs’ Role in Achieving and Maintaining Healthy Body Weight
6. By choosing foods based on the recommendations provided in Canada’s Food Guide,

diners can achieve and maintain a healthy weight. The CAF Food Svcs standards accommodate
safe weight reduction/management programs, which are based on choosing a variety of regular
foods wisely, limiting caloric intake, and increasing physical activity. CAF Food Svcs operations
have no obligation to provide special foods to accommodate commercial weight reduction plans.
7. Weight assessment and counselling is a medical responsibility. Informative references

produced by CFHS are available on the CFHS intranet website, at the base health clinic,
gymnasium and through the CAF Publications Depot, and these resources are recommended for
personnel who want more information about achieving and maintaining healthy body weight.
6.2.3 Canada’s Healthy Eating Strategy and Canada’s Food Guide
8. Canada’s Food Guide is based on Health Canada’s Dietary Guidelines. Canada’s Dietary
Guidelines for Health Professionals and Policy Makers states that Foods and beverages offered
in publically funded institutions should align with Canada’s Dietary Guidelines. These guidelines
are based on the best available scientific evidence that promote healthy eating and overall
nutritional well being. Canada’s dietary Guidelines for Health Professionals and Policy Makers
provides background information, tips and tools to complement each recommendation in
Canada's Food Guide. It includes information on the eating environment, a healthy eating
pattern, eating well and being active. For more information refer to the Health Canada Website.
9. Health Canada’s recommendation (Guideline 1) is based on the principle that nutritious

foods are the foundation for healthy eating and can contribute to beneficial health effects.
Healthy eating promotes health and vitality and the minimum nutrients required to reduce risk of
obesity, type 2 diabetes, heart disease, cancer and osteoporosis. Healthy foods consist of:
a. vegetables, fruit and whole grains; protein foods;

b. foods containing mostly unsaturated fats; and
c. water as the beverage of choice.
10. Plant based proteins are generally high in fiber resulting in a lower risk of cardiovascular
(heart) disease and diabetes. Because of these beneficial health effects plant based proteins
should be consumed more often then animal proteins. Choosing plant based proteins also
encourages lower intake of processed meats and saturated fats which are linked to cardiovascular
disease.
11. Health Canada’s Guideline 2 states: Processed or prepared foods and beverages that
contribute to excess sodium, free sugars, or saturated fat undermine healthy eating and should
not be consumed regularlyy.
12. Military personnel working in arduous conditions or whose activity level (energy
expenditure) is high may require larger quantities of food than Canada’s Food Guide
recommends, although the types of food required remain the same. Canada’s Food Guide can
therefore prove to be a good resource when developing menus or for general information on
maintaining a healthy lifestyle and nutrition.
6.2.4 National Standard Cycle Menu, Minimum Operational Performance Standards and Making
Healthier Choices
13. The CAF Minimum Operational Performance Standards and National Standardized Cycle
Menu (NSCM) are based on the recommendations of Canada’s Dietary Guidelines. The
Minimum Operational Performance Standards require that a wide selection of vegetables, both
fresh and cooked are made available to the diner via either the hot meal option and / or the salad
bar. In addition, at least 50% of bread products offered must be whole grain, and other whole
grain starch products (e.g. brown rice) must be provided daily. Lunch and dinner must contain a
healthier choice entrée and soup that adheres to the recommendations of Canada’s Food Guide,
and that is attractive to diners. Healthier choice entrées and soups shall be provided with
emphasis on using less fat (especially saturated), less salt, and more fibre.
14. The manner in which food is presented in CAF dining rooms will also help promote
healthier eating. The technique known as nudging, is one aspect of the architecture of choice that
changes people’s behaviour in a predictable way. The order in which the menu choices should be
placed is changed. The technique has shown promise in positively influencing the choices that
diners make. In keeping with this concept, all food displayed in CAF Food Service facilities are
to be placed in accordance with the diagrams in Annex D.
6.2.5 Role of Nutrients/Nutrient Contribution by Food Group
15. Annex A – Main Nutrients Contributed by Food Groups describes the major functions of
each nutrient and lists the food groups in which the nutrients are found. For more detailed
information on nutrition and the role of nutrients, see the Health Canada Internet web site.

2.6 Main Nutrient Contents
16. The right balance of calories at each meal is essential to maintaining a healthy body
weight. Furthermore, the right balance of calories, through a balanced distribution of protein, fats
and carbohydrates will also promote the health of all CAF members. See Annex A – Main
Nutrients Contributed by Food Groups for more information and sources of protein, fat,
carbohydrates.
Table 6.1: Macronutrient Range of the Standard Meal Entitlement

Meal Energy (Calories) Protein (% of Fat (% of Carbohydrate (% of
Calories) Calories) Calories)
Breakfast 650 - 1150 15 - 17% 15 – 45% 38 – 68%
Lunch 600 - 1350 16 – 24% 27 – 39% 45 – 51%
Dinner 650 - 1100 24 – 35% 22 – 35% 41 – 47%
Total 1900 – 3600 Calories
Relative % of Energy 100% 15 - 35% 15 - 45% 38 – 68%
6.2.7 Preserving Nutritional Value
17. To get the optimal nutritional value from food, it is essential for it to be handled and
prepared using the right techniques. Annex B – A Guide for the Retention of Nutrients describes
recommended preparation techniques to preserve nutrients in various types of food.
6.2.8 Nutrition Education
18. CAF Food Svcs Officers are encouraged to implement and/or support local programs
during Nutrition Month (March) and throughout the year. Information and resource packages on
a variety of nutrition subjects are available from Directorate Forces Health Protection (DFHP),
food products’ information groups (e.g. the Beef Information Centre), Dietitians of Canada, the
Health Canada website, and other government agencies. Food Svcs Officers may contact Strat J4
Food Svcs for advice on appropriate/reputable sources of food/nutrition information.
19. The Directorate of Force Health Protection (DFHP) is responsible for the health
education, including nutritional wellness, of CAF members through its Strengthening the Forces
initiative. DFHP staff work closely with Strat J4 Food Svcs staff on projects that will be of
benefit to the CAF members. This ensures that a common approach is taken to program
development (nutrition education) and program delivery (food services).
20. In cooperation with Strengthening the Forces (DFHP), CAF Food Svcs Officers will
work to promote healthier choices in the CAF Dining Facilities by working with local staff to use
signage to identify healthier choices. Annex E contains templates of signage to be used on the
menu and in the servery area to promote healthier entrées, soups, desserts, sandwiches, salad
items and breakfast choices. Templates used to identify Lacto-Ovo and Vegan choices are also to
be used for entrées, soups, sandwiches and salad bar items on the menu and in the servery area.

6.2.9 Nutrition Supplements
21. CAF Food Svcs is not responsible for supplying therapeutic nutrition supplements. This
is a Medical Group responsibility and CAF members should go through their local base medical
officer regarding nutrition supplement questions or concerns..
6.2.10 Vegetarianism
22. Vegetarianism is a diet based on the consumption of plant products. Varying levels of
restrictions on animal products range from a diet based solely on plant products (vegan), to the
occasional inclusion of animal products (flexitarian). The CAF Minimum Operational
Performance Standard direct that a vegetarian protein choice be made available at every meal,
including dispersed meals such as box lunches. For the purpose of CAF Food Svcs, the term
“Vegetarian” is synonomous with “Lacto-ovo Vegetarian”: a diet that includes eggs and dairy
products.
23. There are many reasons why vegetarian diets are increasing in popularity in Western
nations, including nutrition, religious/spiritual/ethical convictions, environmental considerations,
the global food shortage and an expression of conscience. Entitlement to accommadation for a
vegan diet is discussed in more detail in sec 6.4 and 6.5. The current emphasis on nutrition
makes a diet based on plant protein a good option, as it generally increases fibre and reduces
saturated fat and cholesterol. However, it is important to ensure that protein intake is adequate
and that the diet is well-balanced and nutritious. Protein is fundamental to building and keeping
muscles and red blood cells healthy. Plant protein can meet protein requirements when a variety
of plant foods are consumed and energy needs are met. Good sources of plant protein include but
are not limited to:
a. Soy and soy products, such as tofu and fortified soy drinks;
b. Meat alternatives, such as textured vegetable protein (TVP) and veggie burgers;
c. Dried beans, peas and lentils, such as kidney, black and white beans, chickpeas and
black-eyed peas and red, brown and green lentils; and
d. Grains, nuts and seeds.
24. Offering a variety of good sources of protein as part of the menu will ensure that the
protein requirements of those following a vegetarian diet are met. There are several variations of
vegetarianism:
a. Flexitarian – a diet that resembles a Lacto or Lacto-Ovo Vegetarian diet, with the
occasional inclusion of meat, poultry and/or fish;
b. Pescetarian – a diet that includes all plant products and fish and sea food, but
excludes all other meat and poultry;
c. Pesce-Pollotarian – a diet that includes all plant products, fish and poultry, or only
“white meat”;

d. Lacto-ovo Vegetarian – a diet that includes eggs and dairy products, but excludes all
other animal products;
e. Lacto Vegetarian – a diet that includes dairy products, but excludes all other animal
products;
f. Vegan (strict Vegetarian) – a diet that excludes all forms of animal products; and
g. Raw Vegan – a diet identical to a vegan diet, but one that excludes food that has been
heated above 46 degrees Celsius. This diet is attibuted to the belief that raw foods
have a significantly higher nutritional value.
6.3 Special Diets

6.3.1 Therapeutic Diets
6.3.2 Common Food Allergies and Intolerances
6.3.3 Gluten
6.3.1 Therapeutic Diets
25. The CAF Food Svcs capability is not mandated to accommodate specialized or
therapeutic diets in garrison or on deployment. Individuals with special dietary or therapeutic
requirements include those receiving care by a medical professional and may require guidance or
specialized advice from a Registered Dietitian (RD). CAF Food Service facilities do not employ
RDs. Military and civilian cooks do not receive any of the required training to enable them to
understand therapeutic diets and therefore are not in a position to prepare special/therapeutic
meals. Consequently, CAF Food Svcs cannot be compelled to cater to special/therapeutic diets,
as this could place a CAF member medically at risk and CAF Food Svcs personnel in situations
of liability for attempting to provide such professional services. This limitation also exists on
deployed operations where diners are fed by allied countries, or by a third party food services
provider. Special and therapeutic diets for CAF members are not considered compatible with
general CAF activities. If CAF Food Svcs personnel are approached with requests for
specialized/therapeutic diets, they must, through their CoC, immediately inform the unit MO (or
Physician Assistant, if applicable) of the name of the military member needing the
special/therapeutic diet. The medical authority will then review the situation concerning the
member.
6.3.2 Common Food Allergies and Intolerances
26. Due to the potential safety risk and liability issues, CAF Food Svcs shall not, at any time
or under any circumstances, cater to individual diners’ food restrictions or allergies. DND does
not have the mandate to support allergen-free feeding in garrison or on deployments.
27. CAF Food Svcs staff (civilian, military, public servants, third country nations or
contracts) do not have the training or the qualifications to assess food ingredients for allergens or
to ensure allergen-free food. As such, CAF Food Svcs are not permitted to cater to individual
diner food restrictions with regard to allergies. To do so could have serious medical implications

to the diner. CAF Food Svcs organizations should inform their diners that their facilities do not
offer allergen-free foods or food preparation conditions. Under no circumstances shall the local
CAF Food Svcs personnel be compelled to provide nutritional, including allergen-related,
information.
28. Cross contamination can happen when a small amount of a food allergen accidently gets
into another food item, and has the potential to cause an allergic reaction. In food processing,
cross contamination can occur in a shared facility, through shared production lines or be passed
on from suppliers. For example, an allergen could be transferred via a surface or cooking utensil.
French fries may be deep fried in the same cooker as fried fish. Buffet areas, such as the salad
bar and steam line, are high risk because of the possibility of diners swapping utensils and the
close proximity of foods.
29. The use of precautionary statements for food allergens may confuse and mislead Food
Svcs personnel and diners regarding the possible occurrence, levels, and risks associated with
allergens in food. Unless it can be guaranteed as 100% correct, which is almost impossible,
labelling of foods can cause a false sense of security with potential serious consequences.
Therefore signage shall not be used in the food service areas to try to identify potential allergens
(i.e. “may contains nuts”) to customers. Due to the high risk of possible cross contamination by
an allergen, it is not possible to guarantee that a food product is allergen-free. Cross
contamination by an allergen could result in a serious medical incident for the diner. The only
signage that is permitted related to allergies is to indicate the facility is not an allergen free
environment.
30. Within Canada, Health Canada requires all priority allergens (i.e. egg, milk, mustard,
peanuts, seafood, sulphites, sesame, soy, tree nuts and wheat) to be listed on the ingredient list of
domestic and imported pre-packaged foods. However, Health Canada can only encourage and
does not require manufacturers to use precautionary statements such as “may contain” or state on
their label whether a product may be cross contaminated with an allergen. See Health Canada
document on the use of precautionary allergen statements for more information.
31. Specialty products shall not be purchased for the sole purpose of catering to allergen-free
diets. Procuring specific food items cannot assure allergen-free foods due to the risk of cross
contamination within the food preparation area.
32. For individuals with food allergies, sensitivities or intolerances, avoiding specific
allergens and ingredients is an important health challenge. If a member is allergic, intolerant or
sensitive to a particular food, it is their responsibility to successfully monitor their food intake to
avoid the allergens or food ingredient.
33. If a member requests a special diet or food item (i.e. gluten-free or allergen-free meal), a
Food Svcs O or NCM IC Food Svcs shall inform the member’s Commanding Officer that Food
Svcs is unable to meet the dietary demands. The Commanding Officer is then responsible to
determine if an Administrative Review by DMCA is warranted.
34. If a CAF member has received MELs for food allergies, he is required to self-select to
avoid allergens while eating within a CAF Food Svcs facility. Should a member be a DND-

funded customer or Living-In member, it is recommended that the member seeks authorization to
de-link from rations, if necessary, in order to safely accommodate their nutritional requirements.
35. See Annex F for additional information pertaining to the responibilites associated with
the policy on allergies. Additional inquiries on this subject should be directed to Strat J4 Food
Services.
6.3.3 Gluten
36. CAF Food Svcs operations are neither qualified nor equipped to provide advice and/or
guarantee support to personnel requiring gluten-free diets, and gluten-free products shall not be
purchased for the sole purpose of catering to gluten-free diets. When a member has a
gluten intolerance (i.e. Celiac Disease), special dietary restrictions, which are not supportable in
CAF food service operations, must be followed to ensure the member consumes a gluten free
diet. Exposure to gluten in their diet can serious medical implications and long-term health
consequences.
37. The CAF Food Svcs cannot accommodate gluten-free diets due to the high possibility of
cross-contamination of products (for example, french fries cooked in oil previously used to cook
battered fish). Furthermore, due to the large number of commercially prepared products
containing gluten (e.g. soup bases, soya sauce, sandwich meats and hot chocolate), it is not
possible to support diners requiring a gluten-free diet. Gluten-free products are not readily
available during operations. As a result when members are diagnosed with Celiac disease a
Medical Employment Limitation (MEL) is required as Universality of Service may be impacted.
38. For members who choose to avoid gluten for reasons other than gluten intolerance, some
of the menu items in CAF kitchens may be acceptable. Unlike specialty products purchased to
support the religious accommodation policy, DND is not obligated to provide gluten-free
products in support of a diet/lifestyle choice and scientific evidence does not exist to support
health benefits in following a gluten free diet with the exception of individuals with Celiac
disease.
6.4 Religious or Spiritual Dietary Accommodation

39. Religious or spiritual dietary accommodation (RoSDA) refers to specific adjustments or
accommodation to standard operating procedures, routine practices, or policies to enable a CAF
member or applicant to practice their religious or spiritual beliefs. DAOD 5516-3, Religious or
Spiritual Accommodation provides guidance on the CAF’s duty to accommodate policy. All
requests for RoSDA shall be submitted in writing IAW DAOD 5516-3; this includes, but is not
limited to, requests for diets such as halal foods, kosher foods, vegetarianism, lacto-
vegetarianism, veganism (a diet that excludes all forms of animal products) etc. When a request
for a RoSDA is submitted, it is suggested that the CAF member or applicant meet with a CAF
Chaplain to explore their belief/faith and its personal meaning for them. A respectful exploration
of the faith and belief will assist in balancing the needs of the individual and the CAF. For any
questions on the policy, you can contact the Directorate of Human Rights and Diversity
(+NDHQ DHRD OTTAWA@CMP DHRD@Ottawa-Hull).

40. The Chaplains of the CAF are dedicated to ensuring the spiritual and religious welfare of
all members of the Defence team and their families and work collaboratively with CAF Food
Svcs. The Interfaith Committee on Canadian Military Chaplaincy (ICCMC) supports the Royal
Canadian Chaplain Service (RChSC) in its mission in the unique context of the CAF. The
ICCMC is the body through which the faith communities of Canada exercise their support to the
CAF, and also represents the work of the RCHSC to those faith communities. Though limited by
the denominations that are present on their team, the Chaplains of the CAF will however aid any
personnel to access their spiritual needs to the best of their ability. They support and will provide
any religious resource assistance that is required. Should questions arise about a specific faith or
belief not addressed in the CAF Food Services Religious or Spiritual Dietary Accommodation
and Veganism General Guidelines, contact your local Chaplaincy or the office of the Chaplin
General by e-mail at mailto:[email protected]
41. It is the policy of the CAF that every reasonable effort shall be made to permit the
observance of religious practices by individual members, when doing so will not impose undue
hardship on the CAF. Approval or denial of requests for religious or spiritual dietary
accommodations must be based on the circumstances of each case, taking into consideration such
factors as: operational readiness and effectiveness, and the health and safety of the member. The
approval authority is responsible for determining what constitutes “reasonable effort” and
“undue hardship.”
42. Undue hardship as defined in DAOD 5516-3, Religious or Spiritual Accommodation,

refers to the limit to which the CAF is expected to accommodate a CAF member or an applicant
in a given situation, taking into consideration the following factors:
a. The availability of alternatives to accommodate the CAF member or applicant;
b. The realistic ability of the CAF to meet the costs associated with an accommodation;
and
c. The health and safety of the public, Department of National Defence (DND)
employees, CAF members and applicants.
43. In providing advice to the approval authority for his-her discretion to approve or deny a
food related RoSDA, Food Svcs will need all relevant information contained in form DND 2983,
Request for Religious or Spiritual Accommodation. This information will guide Food Svcs to
better evaluate possible provisions of service that could be offered to accommodate the needs of
the CAF member or applicant.
44. A range of alternative courses of action should be considered in meeting a RoSDA

constraint as there could be limitations that affect the COAs for consideration (i.e. high diner
activity, geographical location, limited raw materials, labour, availability of pre-prepared meals
etc.). For example, in order to minimize costs of a provision of a RoSDA service, the available
alternatives may be:
a. the provision of vegetarian choices from the National Standardized Cycle Menu
(NSCM);

b. the provision of alternate food commodities to meet the RoSDA needs;
c. the provision of hot packs and condiment boxes;
d. the provision of specialized box lunches;
e. opening of the static dining facility earlier if numbers support or closing later; and
f. procurement of pre-prepared meals from accredited/faith approved industry sources.
45. Some religious groups or faiths have beliefs that prohibit the consumption of specific
foods and/or prescribe special preparation and/or times when food will not be consumed.
Examples are as follows:
a. Ramadan: The holy month of Ramadan is observed by Muslims worldwide as a

period of fasting. This annual observance is regarded as one of the Five Pillars of
Islam. The month lasts 28–30 days based on the visual sightings of the crescent
moon, or the astronomical calculation base to determine Islamic Lunar calendar days.
Strict adherents abstain from eating food each day between sunrise/pre-dawn
(SUHOOR) and sunset-fasting break (IFTAR). While fasting from dawn until sunset,
Muslims refrain from consuming food. Food and drinks are served before dawn and
after sunset. Arrangements must be made to accommodate their food requirements
during this time.
b. Judaism (Days of Fasting): There are two categories of days of fasting in Judaism.
(1) MAJOR Fasts: A period of 25 hours of long fasting from sunset on the
previous day to 45 minutes past sundown on the day of fasting:
a) Yom Kippur, the Day of Atonement (autumn); and
b) The 9th of Av (late summer).
(2) MINOR Fasts: A day where one traditionally does not eat or drink from
sunrise to sunset on the day of fasting:
a) The fast of Gedaliah (autumn);
b) The 10th of Tevet (winter);
c) The fast of Esther (spring); and
d) The 17th of Tamouz (mid-summer).
Note that other than abstinence from food, there are no other accommodations required
regarding Minor Fast days. In either type of fast, fasting normally ends with a light non-
meat meal. The RCChS can provide the exact dates for these fasts to Food Svcs as
requested.
Information pertaining to Jewish holy days, their observances and suggested religious
accommodation is outlined in a Briefing Note (BN) written and to be updated yearly by the
RCChS, entitled Jewish Religious Accommodation Guidelines vers 2019 and contains all
relevant and approved information pertaining to Jewish Holy days. It can be found in the

CAF Food Services, Religious or Spiritual Dietary Accommodation and Veganism,

General Guidelines, Appendix 1.
46. Should a CAF member or applicant’s religion, faith or spiritual belief prescribe “stringent
requirements” for the preparation and service of food: (i.e. Kösher- IAW Kashrut- Jewish dietary
law states that meat (including poultry) and dairy products cannot be cooked, served or eaten
together and that utensils used for the preparation and serving of non-kosher food may not be
used for kosher food or vegetables) consideration should be given to the procurement of
commercially prepared meals from a recognized/accredited supplier when feasible. CAF Food
Svcs equipment/ utensils are used daily for the preparation and serving of non-kösher food and
therefore cannot be used for kösher food or vegetables despite having been properly cleaned and
sanitized IAW the Food Safety and Food Defense Program (FSDP). Alternatively, the member
could de-link to be self-sufficient, if authorized, in accordance with the de-linking policy at the
unit. For deployed operations, when troops must subsist on Individual Meal Packs (IMP) Combat
Ration, reasonable efforts shall be made to provide a member with alternative meal packs, which
satisfy vegetarian, halal and kosher requirements. This type of combat ration has a very limited
food selection and no alternative feeding capability exists if the procurement source becomes
exhausted.
47. Strat J4 Food Services Religious or Spiritual Dietary Accommodation & Veganism –
General Guidelines reflect the efforts made by Strat J4 Food Svcs to address the evident need for
more comprehensive resources WRT faith entailed RoSDA obligations and/or prohibitions. This
document should be used as a reference guide only and will continue to be updated by Strat J4
Food Svcs. It must also be clearly understood that in order to provide effective, timely support,
the ability to verify specific requests (including vegan) and to ensure greater consistency of
service Pan CAF for requests related to RoSDA, it is essential that the requesting processes be
adhered to as defined in:
a. This Chapter of the Food Services Manual (A–85–269–001/FP–001); and
b. DAOD 5516-3, Religious or Spiritual Accommodation.
48. Refer to DAOD 5516-3 to identify the appropriate approval authority levels for the
RoSDA request form DND 2983-E Request for Religious or Spiritual Accommodation
Deployed Operational  grants or denies religious or spiritual accommodation requests

Commander submitted by CAF members pertaining or directly related to
operational issues.
Base or Wing  grants or denies religious or spiritual accommodation requests

Commander submitted by CAF members pertaining to base or wing matters.
Commanding Officer  grants or denies religious or spiritual accommodation requests

submitted by CAF members pertaining to personnel issues not
regulated by another level of command.
49. Depending on the nature of the request, the CO maybe the appropriate approval authority.
If the CO is not the approval authority, the CO must forward the request to the appropriate

approval authority. The approval authority may seek clarification or amplification from the CAF
member or applicant and other sources including local Food Svcs and Chaplaincy. The approval
authority should be familiar with DAOD 5516-3 and the CAF Food Services Religious or
Spiritual Dietary Accommodation and Veganism; General Guidelines prior to rendering a
decision. The Level One (L1) Food Svcs O should be consulted in the event that a request for
religious or spiritual food services accommodation cannot be resolved at the local level. Director
Human Rights and Diversity (DHRD) is the OPI for DAOD 5516-3 and should be consulted in
circumstances where accommodation requests cannot be resolved with the assistance of the L1
Food Svcs O. The Food Svcs O is not a recognized approval authority IAW the DAOD for RoSA
but may authorize support to a request for a vegan diet using the same criterion (of
demonstrating sincerity and consistency of practice).
50. DAOD 5516-3, Religious or Spiritual Accommodation, provides specific details on the
processes, approvals or denials and areas of responsibility. Should a RoSDA be requested, the
requesting member shall:
a. Identify and communicate clearly to their chain of command, in a timely manner,

their service-related religious or spiritual accommodation needs and work
constructively-cooperatively with authorities of command in devising reasonable and
workable solutions to their religious or spiritual needs;
b. Complete Part 1 of DND 2983-E - Request for Religious or Spiritual

Accommodation which can be found on the DHRD intranet site-Defence Form
Catalogue and identify clearly and with as much detail as possible, in part 1 (b and
c), the exact nature of the religious or spiritual belief or observance which requires an
accommodation and state the accommodation being requested;
c. Member then signs and dates the form and provides to their course staff- CoC-
Designated Recruiting Authority;
d. Course staff-Recruiting Center-Unit will process the request through their CoC;
e. On receipt of the request, the Appropriate Approval Authority will contact local
Food Svcs and/or local Chaplaincy to validate and confirm if the request can be
supported (either internally or procured through the local economy from
recognized/accredited sources). If a request for Vegan meals is received, CAF
Chaplaincy may-may not need to be engaged);
f. If supported by the Appropriate Approval Authority, as defined in DAOD 5516-3, it

is signed, dated and sent to the designate supporting Food Svcs for action ( the
member requesting the accommodation shall be advised at this time if the request is
approved or denied);
g. Upon receipt of the DND 2983 Request for Religious or Spiritual Accommodation,
Food Svcs shall verify the requirement IAW CAF Food Services Religious or
Spiritual Dietary Accommodation & Veganism; General Guidelines and contact
both the local Chaplaincy and the CAF member or applicant with regard to their
request if there are concerns or if lacking details;

Responsibility for Reaching an Agreement:
51. The responsibility for reaching a mutually acceptable agreement rests with both Food
Svcs and the CAF member or applicant. Both are expected to demonstrate good will and
flexibility. Food Svcs shall review possible options to meet the fundamental requirements of the
religion, spirituality or faith, not merely customs or traditions, which will permit the CAF
member or applicant to engage in the religious dietary practice requested. Similarly, the CAF
member or applicant must recognize the legitimate constraints and operational demands of the
CAF and make every reasonable effort to assist in identifying a solution which is acceptable to
the organization. This shared responsibly implies remaining flexible and taking ownership of the
process. The CAF member or applicant must understand that they are as accountable for the
planning and follow through to support their accommodation, as are CAF Food Svcs.
52. Once a course of action is selected, the CAF member or applicant will sign the document
with local Food Svcs who shall then advise the kitchen staff of the provision of service and
ensure it is actioned appropriately throughout to its conclusion.
Follow up and Keep Records:
53. Where possible, efforts should be made to follow up with member and modify the
accommodation. Should the CAF member or applicant encounter issues with the provision of the
meals as agreed upon, they are to contact Food Svcs through their CoC to discuss immediately;
giving Food Svcs first right to address-rectify any short comings, errors or omissions. Document
any changes and provide pertinent information to the organizational contact(s) identified on a
timely basis.
54. The signed DND 2983-E Request for Religious or Spiritual Accommodation shall be sent
to DHRD once finalized and all services provided. A copy shall be retained on the Food Svcs
file.
55. An approved RoSDA may be suspended or revoked by a CO whenever changes to the

unit mission alter the circumstances upon which the approval was based. Similarly, when a CAF
member or applicant is employed in or posted to another unit, approval for RoSA must be
requested through the new CO as the circumstances particular to that unit maybe different.
Approved RoSDA requests shall be retained on the CAF member or applicant’s pers file as
permanent record.
56. The duty to accommodate is not about personal preferences; it is about removing barriers
to enable CAF personnel to perform and contribute to the institution. Non-compliance with
DAOD 5516-3 may have consequences for the CAF as an institution, CAF members as
individuals and CAF Food Svcs. Suspected non-compliance will be investigated by DHRD. The
nature of the consequences resulting from actual non-compliance will be commensurate with the
circumstances of the non-compliance. CAF Food Svcs are committed to applying serious,
conscientious and genuine efforts to ensure that the duty to accommodate a request for Religious
or Spiritual Dietary Accommodation is fulfilled to the fullest extent possible.

6.5 Veganism (Expression of Conscience)
57. Veganism is founded on a belief that consumption of animal, animal by products or their
derivatives, is morally wrong. Motivation for practicing veganism may vary; its underlying belief
system may be related to a religious or spiritual faith or considered an expression of conscience
as expressed in the Canadian Charter of Rights and Freedoms.
58. Accommodating a request for a vegan diet imposes no greater burden on the institution
than that already in place for the provision of a RoSDA. CAF Food Svcs National Standardized
Cycle Menu (NSCM) includes the provision of both healthy and lacto-ovo vegetarian choices (a
diet that includes eggs and dairy products, but excludes all other animal products) during all
meals.
59. In the case of a CAF member or applicant seeking vegan meals under a religious or
spiritual belief, the member or applicant shall follow the processes as provided in DAOD 5516-3
and Section 6.4 of this chapter.
60. A CAF member or applicant seeking a vegan accommodation based on an underlying

belief system falling under an expression of conscience, not religion or spirituality, shall be
advised to submit a memo to their CO through their CoC, identifying clearly and with as much
detail as is required, their vegan needs so further evaluation can be made. If the request is found
to be based on expression of conscience, it should be supported.
61. Should the CO identify limitations for denying a request that is either under a religious,
spiritual, or conscientious reasoning, DHRD should then be consulted to ensure consistent
application of the DOAD/Policy.
62. When there is no indication of religious, spiritual, or conscientious reasoning indicated-

attached to the request, that it is found to be based instead on dietary choice or lifestyle, then the
CAF does not have a legal obligation to accommodate. It will be up to the CO to determine the
appropriate response, considering many factors, such as operational settings, health, promotion
of diversity and inclusion, CAF retention, resources, etc. The following link is provided to assist
COs in receipt of a request for a vegan accommodation: Considerations for Accommodating
Vegan Diets in the CAF.
63. Given that expression of conscience is a fundamental right, if the request is approved by
the appropriate approval authority, Food Svcs must take positive measures to facilitate the
provision of support, to the point of undue hardship. In such cases, a request for a vegan
accommodation shall be processed using the approval memo attached to Annex G.
a. Upon receipt of the approval memo as signed/dated by the CO or appropriate

approval authority, Food Svcs shall contact the CAF member or applicant with
regard to their request (for concerns/ if lacking details/ formulate a plan and manage
expectations). Together they shall complete the form at Annex G, Request for Vegan
Accommodation, parts 1, 2, 4 and 5 of the form as an administrative reporting/
process and tracking mechanism. Food Svcs shall verify the requirement IAW CAF
Food Services Religious or Spiritual Dietary Accommodation & Veganism; General
Guidelines, Sec 4.7, Veganism

Responsibility for Reaching an Agreement:
64. The responsibility for reaching a mutually acceptable agreement rests with both Food
Svcs and the CAF member or applicant. Both are expected to demonstrate good will and
flexibility. Food Svcs shall review possible options to meet the fundamental requirements of the
religion, spirituality or faith, not merely customs or traditions which will permit the CAF
member or applicant to engage in the religious dietary practice requested. Similarly, the CAF
member or applicant must recognize the legitimate constraints and operational demands of the
CAF and make every reasonable to assist in identifying a solution which is acceptable to the
organization. This shared responsibly implies remaining flexible and taking ownership; where
the CAF member or applicant must understand they are as accountable for the devised plan and
follow through to support their accommodation as Food Svcs are.
65. Once a course of action is selected, the CAF member or applicant must be made aware of
the advisement at part 3 and shall sign at part 4 indicating that they understand and have been
advised. A copy of the form shall be provided to the CAF member or applicant for their own
records. Food Svcs shall then advise the kitchen staff of the provision of service and ensure it is
monitored and actioned appropriately throughout to its conclusion;
Follow up and Keep Records:
66. Where possible, efforts should be made to follow up with the member and modify the
accommodation. Should the CAF member or applicant encounter issues with the provision of the
meals as agreed upon, they are to contact Food Svcs through their CoC to discuss immediately;
giving Food Svcs first right to address-rectify any short comings, errors or omissions. Document
any changes in part 5 of the member’s application form and provide pertinent information to the
organizational contact(s) identified on a timely basis; and
67. Once finalized and all services provided, the approval memo & form Annex G as signed
by the Food Svcs O or delegated authority shall be sent to DHRD. A copy is to be retained on the
Food Svcs file.

Annex A – Main Nutrients Contributed by Food Groups
Nutrient Major Functions Milk and Grain Vegetables Meat and

Alternatives Products and Fruit Alternatives
Supplies energy
Assists in the utilization
of fats
Carbohydrate * * *
Spares protein
Fuels central nervous
system
Supplies energy
Aids in the absorption of
fat-soluble vitamins.
Helps protect vital organs * *
Fat
Promotes cell growth and
storage of energy
Provides essential fatty
acids
Builds and repairs body
tissues
Builds antibodies to fight
infection
Essential component of
many enzymes and
hormones
Protein * * *
Helps with body
processes such as water
balancing, nutrient
transport and muscle
contractions
Maintain healthy skin,
hair and nails
Fibre Physiological effect * *

throughout the


gastrointestinal tract
Helps satisfy appetite
Regulates cholesterol in
the blood
Prevents hunger and
constipation
Helps control blood
sugars for those with
diabetes
Aids normal bone and
tooth development
Maintains the health of
the skin, hair, tissues and
lining membranes
Vitamin A * * *
Needed for new cell
growth
Facilitates good vision in
dim light.
Antioxidant
B Vitamins
Releases energy from

carbohydrates
Aids normal growth and
- Thiamin appetite * ~
Aids with the proper
functioning of the
nervous system
Maintains normal
function of the nervous
system and
gastrointestinal tract.
- Riboflavin * * ~ *
Aids for energy
metabolism, body
growth/development &
red cell production


Helps maintain good
vision and build tissue
Aids normal growth and

development.
Needed for energy
metabolism
- Niacin Maintains normal * *
function of the nervous
system and
gastrointestinal tract.
Promotes adequate
digestion
Helps use protein to build
body tissue and aids in
Vitamin B 6 the metabolism of fat. * *
Needed for cell growth

Aids in forming red blood
cells and in building
genetic material.
Vitamin B12 Helps in the function of * *
the nervous system and
metabolism of protein
and fat.
Aids red blood cell
formation.
Folic Acid * * *
Promotes normal
digestion
Maintains healthy teeth
and gums.
Formation of collagen to
Vitamin C hold cells together *
Maintains strong blood
vessel walls.
Improves resistance to


infections & iron
absorption
Antioxidant
Enhances calcium and
phosphorus utilization in
Vitamin D the formation and * ~
maintenance of healthy
bones and teeth
Aids in the formation and
maintenance of strong
bones and teeth.
Calcium * ~
Permits healthy nerve
function and normal
blood clotting
An essential part of
haemoglobin, the red
Iron blood cell constituent that * ~ *
transports oxygen and
carbon dioxide
Role in the formation of
protein.
Assists in wound healing,
blood formation, and
Zinc * * *
growth and maintenance
of tissues
Role in the reproduction
system
Essential for bone & teeth
development and growth
An essential part of
muscle contraction, the
Magnesium * * * *
functioning of nerve cells
and in regulating body
temperature
Aids energy metabolism
Potassium Regulates water balance * * * *

and acid-base balance in


the blood and tissues. It
helps generate muscle
contractions and regulates
the heartbeat.
Regulates nerve impulse
functions

Annex B – A Guide for the Retention of Nutrients
Food Nutrient Method of Cooking Reason

Content Preparation
Complete
protein, iron,
BEEF
B vitamins,
phosphorus
Use dry heat and low Small amount of connective tissue; no need to
temperature. Cook to tenderize. High heat toughens protein,
Tender Cuts rare, medium, well- increases moisture losses, reduces flavour,
done as specified can result in unpalatable, dry product that is
difficult to digest.
Use moist heat and low Connective tissue is tenderized by moisture,

temperature. Keep making meat easier to digest. Keep covered to
cooking container minimize loss of water.
Less tender cuts covered and use short
cooking time just to
desired degree of
doneness.
Use moist heat and low As for less-tender cuts. Mechanical

temperature. Tenderize tenderizing breaks down connective tissue.
mechanically if desired. Over-manipulation of ground meat toughens
Keep cooking container it. Overcooking dries, making an unpalatable
Tough cuts
covered and use short product that is difficult to digest. Connective
cooking time just to tissue in shank meat is not tenderized by
desired degree of cooking.
doneness
Complete
protein, B-
VEAL
vitamins,
phosphorus
Use dry heat and cook The connective tissue is not developed due to
uncovered with pieces its young age; it is therefore tender meat. But
of fat; season halfway because fat content is low, cook at moderate
through cooking; cook heat to prevent toughness. Pieces of fat
Leg and loin
to well-done stage but tenderize. High heat toughens the protein
not dry at a moderate content. Early seasoning draws out moisture
temperature resulting in a dry, unpalatable, hard-to-digest
product.


Content Preparation
Use moist heat and Lacks marbling fat to help tenderize so

Other
long cooking time. requires moisture to soften connective tissue.
Complete
protein, B
PORK
vitamins,
phosphorus
Use dry heat and No need to tenderize with moist cooking as

moderate temperature. fat is well dispersed in meat. High heat causes
For low fat cuts (e.g. moisture loss, toughening, and loss of
Fresh tenderloin) sear surface minerals and water-soluble vitamins into the
quickly then reduce cooking liquid. Moderate heat reduces
heat to finish. shrinkage. Product is more palatable and
digestible. Searing helps seal in moisture.
Use dry heat and Product tenderized to varying degrees during

uncovered container. the curing process, therefore no need to
Cured and May be simmered for tenderize. Excessive heat causes shrinkage,
smoked variety. Do not loss of minerals and water soluble vitamins as
overcook. Pan-fry or well as fat-soluble vitamins. Overcooked
broil. sausages are dry and unpalatable.
Slice 1/2-inch thick. The best thickness to retain juices is 1/2 inch.
Complete
Use dry heat and cook Retaining the juices keeps liver tender and
protein, iron,
to medium. For older, minimizes nutrient losses with the juices.
LIVER B-vitamins,
tougher liver, braise or Overcooking toughens protein, making liver
Vitamin A,
grind for liver loaf hard, unappetizing and difficult to digest.
minerals
(scald first).
Complete Use moist heat methods A muscular organ. Its protein is tenderized by
HEART protein, iron, and long cooking time. moist heat. Use liquid for gravy as it contains
B-vitamins vitamins and minerals from the meat
Soak in salted water. Makes the flavour milder. Overcooking

Cook in fresh water to toughens protein making it difficult to digest
Complete
well done stage but do and unpalatable. Does not require connective
protein, B-
KIDNEY not overcook. Use dry tissue to be tenderized by longer cooking, as
vitamins,
heat or moist heat. it is not a muscular organ. Longer cooking
Vitamin A.
toughens the protein that it requires moisture
to tenderize.


Content Preparation
Use moderate heat, dry No need to tenderize (young animal). Avoid

heat. Do not overcook. shrinkage by cooking at moderate
Complete
Serve very hot. temperature. Overcooking results in dry,
LAMB protein, B-
indigestible product. Fat hardens at fairly high
vitamins, iron
temperature making product unpalatable if
not served hot.
Use dry heat and Very little connective tissue. Fish protein
moderate to high cooks quickly and is easily dried out by long
Complete
temperatures for cooking and low temperature. It retains its
protein, iodine,
FISH cooking. Do not form better if cooked from frozen state.
minerals,
overcook. Keep moist.
vitamins.
Do not thaw frozen fish
before cooking.
Cook at moderate High heat and long cooking time toughens

temperature using dry poultry, dries it out making it unpalatable and
heat for young tender indigestible. When using moist heat always
Complete
birds, moist heat for use juices, which contain minerals and
POULTRY protein, B-
old, less tender birds. vitamins, from the meat for the gravy. Breast
vitamins.
Cook breast side up. is the meatiest part of the bird and requires
Baste often with fats direct heat; however, it contains lowest
and juices. amount of fat, so baste often.
Complete
EGGS protein, iron,
and vitamins.
Use low temperature. High heat and overcooking toughen protein

Simmer only until done making it more difficult to digest. Low
(15 minutes) and put temperature helps prevent overcooking.
Hard-cooked immediately into cold Quick cooling prevents the development of a
water. dark ring around the yolk, and makes the egg
easier to peel by shrinking the egg quickly
within the shell.
Prepare and cook to Freshly prepared mixture gives best quality.

Scrambled order. Cook only until Eggs will continue to cook even when
set and still shiny. removed from grill.
Use moderate heat; High heat browns the egg white. Excess fat
Fried
grease the grill lightly. on the egg is unappetizing.
Add salt to water. Do Salt hastens setting of egg white, giving egg
not boil; simmer gently. more uniform shape. Boiling water can break
Poached
up the egg. Too high heat toughens the
protein.


Content Preparation
Use low heat and short High heat makes cheese tough and stringy
Complete cooking time. Finely breaking the emulsion and separating the fat.
protein, fat, grate cheese prior to The protein strands shrink making the product
CHEESE
minerals, melting. indigestible or curdled. Grating increases
Vitamin A. surface area and reduces time required to melt
the cheese.
Carbohydrates,
complete
proteins,
VEGETABLES vitamins,
minerals, bulk
(cellulose) and
water
a. Do not overcook a. Overcooking results in loss of colour and

flavour, loss of Vitamin C, minerals and
sugar.
b. Start vegetables in b. Vitamins, minerals, protein and sugar,

boiling water. which are water-soluble, will have less
chance of escaping.
c. Use small amounts c. Develops and maintains good flavour and

of salt firmer texture. Use one to two teaspoons
per liter of water.
d. Use skins of carrots d. Much of the food value of vegetables is

and potatoes for just below the surface of the skin.
stocks and cooking Peelings should be used so these nutrients
General
roasts are utilized.
e. Save water used to e. These liquids contain the water-soluble

cook vegetables for vitamins and minerals.
soups, sauces and
gravies
f. Prepare vegetables f. Vitamin C is destroyed by exposure.
as close to serving Water-soluble vitamins are leached out
time as possible. Do into the water and lost.
not soak overnight
g. Allow diners to add
own butter/sauce g. Vegetables are low-calorie until the
butter/sauce is added.


Content Preparation
Cook only until tender. Tend to become grey and unattractive if

Use small amounts of overcooked. Using small amounts of water
water or steamer. For cuts down on leaching of vitamins and
White
onions, use a large minerals. Using large amounts of water
amount of water. assists in the release of objectionable
compounds and odours from onions.
Use minimum amount Prevents destruction of cell structure and

of salted boiling water. retains colour in chlorophyll-rich foods.
Cook uncovered for as Overcooking results in unattractive olive
Green
little time as possible. green colour. By cooking uncovered acids are
allowed to escape; acid has negative effect on
green colour.
Cook covered. Cook covered to retain acids, which help

retain red colour. Cooking red cabbage
Red cabbage is an uncovered assists in the release of sulphur,
Red exception and should which can be responsible for a strong flavor.
be cooked uncovered. A small amount of acid may be added to red
cabbage to enhance the red colour.
Boil or steam but do Overcooking destroys some nutrients,

not overcook. decomposes the vegetable allowing nutrients
Yellow
to escape into the water, and makes it
unattractive.
Cook from frozen, Spinach, etc. should be thawed so that leaves

applying the same may be separated to ensure even cooking. The
principles of cooking as blanching and freezing process may allow
for fresh. Spinach, rapid multiplication of bacteria and can result
other leafy greens and in food contamination. Once vegetable has
Frozen
corn on the cob should thawed, cook and use as quickly as possible.
be thawed before
cooking. Do not
refreeze once
vegetables have thawed
Are fully cooked and Use liquid of vegetable to reduce loss of

require only reheating flavour and nutrients. Heating in large
in their own liquid. Do quantities causes breaking up and further
Canned not overcook or heat in nutritional deterioration. Heating liquid
large quantities. Heat separately also prevents "mashing" of
liquid separately and vegetables causing them to look unappetizing.
add to vegetables. Use vegetable liquids in soups and stocks.


Content Preparation
Use in pasta, rice dishes Soaking replaces the water lost in ripening
for complete vegetarian and drying. Discard the soaking water and
protein. Legumes cook in fresh water; this reduces the gas-
require soaking prior to producing effect. Split peas and lentils do not
use (except split peas require soaking because they cook very
and lentils) and they quickly. Legumes may toughen if boiled
Dried legumes
absorb their own instead of simmered.
weight in water.
Change water before
cooking; do not cook in
the soaking liquid.
Simmer, do not boil.
Do not soak vegetables Soaking causes leaching of water-soluble

that will be used for vitamins into the water. Advance preparation
salads. Prepare salads of salads causes the nutrients (especially
Salads
as closely to serving Vitamin C) to be destroyed by exposure to
time as possible. air. Wilted vegetables are unattractive and
unusable as fresh.
Leave unpeeled if Fruit loses much of its nutritional value when

appropriate. Use the cooked; therefore, serve raw as often as
Carbohydrate, water that dried fruits possible. Leave unpeeled if possible because
minerals, were soaked in to cook nutrients are concentrated immediately below
FRUIT
vitamins, bulk them. Fruit may also be skin. Retain and use soaking and cooking
and water poached, baked, broiled liquid so that water-soluble minerals and
or stewed. Reserve and vitamins are not lost.
use the cooking liquid.
Chill well. Open only A significant amount of the Vitamin C in

as much as is required juices is destroyed by exposure to air in only
for one meal. If an hour or two. Product is of higher quality,
concentrated dilute more like fresh juice, if juices are prepared
with specified measure from frozen.
Fruit juice As for fruit
of water as close to
serving time as
possible. Do not thaw
frozen juices before
preparation.
GRAIN
PRODUCTS


Content Preparation
Add gradually to Due to the high starch content, proportions of

Carbohydrates, boiling salted water in water and cereal must be correct or texture
incomplete proportions will be unacceptable, i.e. too runny or too
proteins, B- recommended in recipe. solid. Adding slowly to boiling water and
Breakfast vitamins and Stir occasionally while stirring ensure the division of the cereal
Cereals iron (natural or cooking. Cook at boil particles, thereby preventing the formation of
enriched until thickened, reduce a mass. Water is necessary to replace the
during heat and continue over water lost during drying and to soften
processing) low heat until starch is cellulose to make it edible.
thoroughly cooked.
Cook in boiling salted Pasta started in cold water will produce a

water until pieces are sticky mass due to the action of water on
Pasta Carbohydrates, tender but firm. Rinse starch. Overcooking will cause a limp product
macaroni, incomplete well in hot or cold that falls apart. Stirring while cooking
spaghetti, protein, some water. Stir gently prevents the pasta from sticking. Rinse after
noodles, etc. minerals during cooking, cooking to remove starch and prevent
especially until it sticking, or add a little fat or sauce to prevent
returns to the boil. sticking.
Rinse well in cold Rinse as long as necessary to remove excess

water prior to cooking. starch. Start cooking in boiling water to
Carbohydrates,
Add rice to boiling prevent the product from forming a mass.
incomplete
water and cook at low Rinsing after cooking will remove excess
Rice – white and proteins, B-
heat. Rinse under starch but may not be necessary.
brown vitamins,
running hot water if
phosphorus
necessary, depending
potassium
on recipe. Serve
immediately.
Carbohydrates, Use mainly in soups.

incomplete Has a thickening effect.
Barley protein,
minerals, B-
vitamins

Annex C – Architectural Healthy Food Display






Annex D
Promotion of Healthier Choices Signage

Annex E
Responsibility Table Associated with Policy on Allergies in the CAF
The... Is responsible for...

D Med Pol  Developing and promulgating direction to CFHS
personnel regarding the impact of allergies on MELs and
Universality of Service.
B/W Surgeon  Ensuring the assignment of appropriate MELs to
members with food allergies;
 Ensuring clinicians within their area of responsibility
are familiar with the details of this Policy.
Strat J4 Food Services  Developing and promulgating direction of Food
Services policy to CAF personnel and CAF organizations;
 Reviewing and updating this Policy and associated
policies as required.
 Providing guidance to CAF Food Svcs organizations
regarding Food Services policy.
Environment Food Services  Ensuring CAF Food Svcs organizations within their
areas of responsibility are familiar with the details of this
Policy and associated policies
Base/Wing Food Services  Implementation of Food Services policy as per
direction of Strat J4 Food Services and their Environmental
Food Services
CAF Members and Users of CAF  Seek medical assessment and education regarding the
Food Svcs Facilities diagnosis and education regarding the diagnosis and
management of possible food allergies.
 Self-selecting food items to avoid allergens and food
sensitivities while eating within a CAF Food Service facility

Annex F – Request for Vegan Accommodation




Annex G
Considerations for Accommodating Vegan diets in the CAF
“Conscience is about living in alignment with our moral judgments, regardless of where they
come from…. conscience touches on core moral commitments that sustain our identity and
integrity — who I am and what I stand for….. we should not place fellow citizens in a crisis of
conscience unless there is a compelling justification for doing so.”1
1. As indicated in a recent ruling vegan requests based on an expression of conscience

should be evaluated on a case by case basis and should be granted as long as it does not cause
undue hardship to the CAF considering cost, health of the individual and others, and safety of the
member, the public, or the CAF. IAW Director Human Rights and Diversity (DHRD), the CO
must also proportionately consider operation settings, promotion of diversity and inclusion, CAF
retention, resources etc.
2. When considering whether to accommodate a vegan diet the CO or appropriate approval

authority making the decision should consider the following factors:
Universality of Service
3. Accommodation of a vegan diet on deployment will present challenges that are not
commensurable to the feeding standards available in CAF static kitchen facilities in Canada. The
difficulty in accommodating vegan diets on deployment should be considered when
accommodating in garrison as this has the very real potential to impact Universality of Service.
Consideration should also be given as to whether a member who follows a Vegan diet can
sustain adequate nutrition and health while on deployment. The member must also be able to
perform their duties as required, i.e. following a vegan diet should have no impact on their
performance.
4. The following are some of the limitations to accommodating a vegan diet on deployment.
a. Combat Rations
(1) For deployed operations, when troops must subsist on combat rations (IMPs-
individual meal packs), efforts are made to provide a member with alternative
IMP options, which satisfy Lacto-Ovo vegetarian, Halal and Kosher
requirements. This type of combat ration has a very limited food selection
which could result in menu fatigue with no alternative feeding capability
existing if the procurement source becomes exhausted.
(2) Currently there are no Vegan combat ration options available through the
NCRP, therefore this will have an impact on the ability to accommodate vegan
diets during training and on deployments where combat rations are utilized in
the feeding plan.
1
https://policyoptions.irpp.org/magazines/august-2017/understanding-freedom-of-conscience/

(3) At this time there is no process underway to provide for vegan combat rations.
The turnaround time to produce a new vegan IMP menu would be a minimal 3-
5years. Other priorities for development of rations for specific CAF
environmental conditions would further impact the ability to develop these
rations in a timely manner.
(4) There is currently no hard data on the number of vegetarian or vegans in the
CAF making it difficult to forecast production numbers. This data has been
requested many times with nil returns.
(5) Other allied nations do not accommodate for vegan diets in their rations. The
US military has indicated; “it is unlikely that there will be in the near future…..
we simply cannot accommodate all of the many dietary preferences we find in
our society”.
(6) Some countries have Vegan Humanitarian rations which are not classified as
vegan as they may contain dairy products.
b. Fresh Feeding on Deployment
(1) With an increase in the use of Host Nation and Allied Nation feeding, not only
is there difficulty meeting our current Minimum Operational Performance
Feeding Standard for Domestic and Deployed operations but there have been
challenges in meeting the Lacto-Ovo Vegetarian Accommodations. This has an
impact on meeting the nutritional needs of CAF members.
(2) Host nation feeding has been lacking in general in fruits and vegetables.
Requests for host nations to procure plant based proteins have had varying
success.
Nutritional Considerations2
5. A well planned lacto-ovo vegetarian and vegan diet appear to be adequate in meeting
nutrient requirements of athletes. However in the civilian literature, there is a link between
vegetarianism and poor iron status, which is linked to aerobic performance. There are links to
other micronutrients deficiencies as well. There is no known literature linking vegan diets to
performance in the (US) military literature. There have been very few studies that have
investigated the nutritional intakes of vegetarian athletes and the effect of vegetarian diet on
performance. Small studies have shown; no difference in aerobic and anaerobic capabilities; no
difference in maximal O2 uptake; no difference in performance by endurance athletes and no
change in immune function, strength, muscle glycogen, and hormone levels between vegetarians
and non-vegetarians. Because these were small studies the results are inconclusive and more
research is necessary.
2
Burke, L and Deakin, V; Clinical Sports Nutrition, 5 th Edition, McGraw-Hill, 2017

a. Advantages of a Vegan Diet
(1) Decrease in blood pressure
(2) Decrease in cholesterol
(3) Decrease in body mass
(4) Decrease in Heart Disease
(5) Decrease in risk of Type 2 Diabetes
(6) Decrease in risk of Metabolic Syndrome
(7) (Other lifestyle factors also partially explained the health differences.)
(8) Higher in nutrient rich carbohydrates (CHO), antioxidants and phytochemical

which are conducive to enhancing muscle refuelling and maintaining health
and well-being.
It should be noted that these health benefits can also be achieved by following a
healthy omnivore diet that limits saturated fats, sodium (salt) and sugars and
promotes an intake of fruits and vegetables, lean proteins, and whole grain foods.
b. Disadvantages of a Vegan Diet
(1) The diet needs to be appropriately planned to support performance and health
(there are no Clinical Registered Dietitians (RD’S) in the CAF and limited
numbers of RD’s within PSP that can provide guidance to CAF members on
appropriately planning a vegan diet as part of the health promotion program.
While RD’s are employed at Strat J4 Food Svcs they do not provide one on one
counselling with CAF members. Services of a Clinical Dietitian are available
to CAF members only through a contracted service with RD’s who may not be
familiar with military operations;
(2) There are higher requirements for Zinc, Iron and possibly Calcium to adjust for
lower availability of these nutrients in food in a vegan diet;
(3) Those engaged in heavy endurance training have difficulty meeting energy
requirements on a vegan diet. Lacto-Ovo vegetarian diet provides more
accessible food options to increase energy density of diet then a vegan diet
does;
(4) Most Lacto-Ovo vegetarians meet their needs for protein. Vegans are at risk of
inadequate intake of all essential amino acids (the building blocks for protein)
from the lower quality plant based vegetarian diets. This could result in
potentially compromised muscle protein synthesis. Because of this vegans must

have a variety of plant protein daily and post exercise to ensure their diet is
adequate in complete proteins;
(5) Requirement for iron is 1.8X that of non-vegetarians and may be 3X higher for
females due to bioavailability;
(6) Plant based iron (non-heme iron) is not utilized as effectively as animal based
iron (heme iron);
(7) There is a risk of B12 deficiency as no B12 is found naturally in plant foods.
Requirement to consume B12 fortified foods or supplements;
(8) Calcium- Vegan females have lower calcium intake than Lacto-Ovo
vegetarians due to bioavailability of calcium in plant foods. Lacto-Ovo
vegetarian diet provides calcium from dairy products. Both Calcium and Vit D
are important in the prevention of stress fractures and overall bone health; and
(9) Although higher in fiber, a vegan diet can be lower in energy, complete
proteins and essential amino acids, fat, B12, riboflavin, Vit D, Calcium and has
a lower bioavailability of iron and zinc. This increases the risk of nutrient
inadequacy and potential effects of suboptimal nutrient status on performance.
6. These potential impacts should be considered when deciding on accommodating the

request for a vegan diet. Potential concerns are: the ability to provide nutritionally adequate
feeding on deployment and thus the impact on Universality of Service; knowledge of nutrient
requirement by the members; the nutritional status of the member and thus the potential impact
on the member being able to perform their job; and the potential for health issues on deployment.
Financial and Resource Limitations
7. No increase in food cost of vegan entre choices would be anticipated as plant proteins are
generally less costly then meat proteins. Accommodation on a case by case bases via a formal
process where the CAF static kitchens are aware of the number of vegan options required would
assist in reducing waste and cost.
Food Service Staff Resources and Knowledge
8. With every requirement to accommodate for dietary limitations there is a potential to

impact on the human resources required to support at the units. Currently the National
Standardized Cycle Menu (NSCM) provides lacto-ovo vegetarian options at every meal. Only
30% of the current menu options are vegan. Strat J4 Food Svcs is currently working on
increasing the vegan options available as part of the NSCM. Lacto-ovo vegetarian however will
remain the standard used on the NSCM. Resources are lacking to provide both a lacto-ovo choice
and a vegan choice at every meal.
9. Provision of vegan diets requires knowledge of the cooks on cooking methods for plant
based proteins to ensure acceptable quality products are produced and that are acceptable to
diners.. Additionally cooks may not have the knowledge as to which foods may or may not be

considered vegan necessitating the review of ingredient lists on all commercial products to
ensure there are no non-vegan additives introduced into them. For example most non vegans may
not be aware that the following items may not be considered vegan depending on the method of
production and additives used: orange juice, white and brown sugar, Worcestershire sauce,
sweets containing red color, margarine, figs, some bread products, some dry pastas, packaged
peanuts, sweet and sour sauce, some crackers, refried beans, non-dairy creamers, soya based
yogurt and cheese products, avocados and bananas. Animal based products may be used in the
production of some of these products which most non-vegans would not be aware of. Not all
vegans would necessarily avoid all these products (such as avocados and bananas) but some may
depending on the strength of their conscience belief.
Would this set a precedent?
10. Accommodation of a vegan diet may well set a precedent for accommodation of other
diets based on conscience, or diets that are followed because of a specific belief, one that is often
personal in choice or lacks conscientious reasoning. Each diet will have its own debatable
benefits and risks but it comes down very much to what the individual chooses to follow for their
own personal reasons. Diets that individuals choose to follow are often based on a belief system,
based on faith and emotional attachments rather than on scientific evidence.
11. In conclusion there are many factors that should be considered when a decision is made
to accommodate a vegan diet in the CAF, the most important being the ability of the member to
sustain adequate intake on deployment and the impact inadequate intake of various nutrients may
have on their overall health and their ability to perform their job in the CAF as well as the safety
of others who rely on them to be able to do their job. Additionally CAF Food Svcs do not
provide nutritional supplements including but not limited vitamins/ protein powders or nutrient
fortified specialty foods.

CHAPTER 7 – FOOD SAFETY AND FOOD DEFENCE PROGRAMME –
Version 1.4 (14 Jan 2020)
Table of Contents
7.1 Food Safety and Food Defence System 3

7.2 Food Safety Practices 4
7.3 Prerequisite Programs (PRPs) 6
PRP 1 – Internal and External Premise 7
PRP 2 – Purchasing/Receiving, Storage, Packaging and Transportation 11
PRP 3 – Equipment and Utensils 15
PRP 4 – Personnel 16
PRP 5 – Sanitation (includes cleaning) 18
PRP 6 – Pest Control 19
PRP 7 – Response to Food borne issues 20
PRP 8 – Food Defence 21
7.4 HACCP Based Programs (HBPs) 24
HBP 1 – Thawing 24
HBP 2 – Cold Holding 25
HBP 3 – Cooking 25
HBP 4 – Hot Holding 26
HBP 5 – Cooling 26
HBP 6 – Service 27
HBP 7 – Reheating 27
HBP 8 – Prevention of Cross-Contamination 27
7.5 Food Safety and Food Defence Monitoring and Verification 29
7.6 Training 34
Annexes
Annex A – Common Foodborne Diseases
Annex B – Food Premise Receiving Record
Annex C – Monthly Refrigeration/Freezer Log
Annex D – Dispersed Feeding Record
Annex E – Thermometer Calibration Log
Chapter 7 – Food Safety and Food Defence Program V 1.4 Page 1

Annexes (Continued)
Annex F – Food Handler Orientation Briefing

Annex G – Facility Cleaning and Sanitizing Guide
Annex H – Three Sink Dishwashing Method
Annex I – Cold Holding Temperature Log
Annex J – Cooking/Reheating Temperature Record
Annex K – Hot Holding Temperature Log
Annex L – Daily Cooling Log
Annex M – Assessment of Potential Cross-contamination Issues
Annex N – Level 1 Verification – Food Safety Check
Annex O – Level 2 Verification – Food Safety Inspection
Annex P – Level 3 Verification – Base/Unit Food Safety Audits
Annex Q – Level 4 Verification – Environmental Food Safety Audits
Annex R – Monitoring and Verification Matrix
Annex S – ATP-B Sample Tests, Sanitation Assessment

7.1 Introduction – Food Safety and Food Defence System

1. The five main elements of the Canadian Armed Forces (CAF) Food Safety and Food Defence
System (FSFDS) are Food Safety Policy, Food Safety Practices, Food Safety Training, Food
Safety within Food Svcs operations, and Continuous Improvement. Chapter 7 outlines the Food
Safety Practices covered within the FSFDS. Thus, this chapter is intended to serve as a companion
to the FSFDS and not as a standalone publication.
2. The food safety practices outlined within this chapter are based on the Canadian Food
Inspection Agency (CFIA) Food Safety Enhancement Program (FSEP), which was adjusted for
CAF Food Svcs operations. In addition, the Canadian Restaurant and Food Services Association
(CRFA) Food Safety Code of Practice for Canada’s Food service Industry is a good companion
publication to this program document. However, the material contained within this chapter and the
FSFDS – the parent publication to this document – will take precedence over the CRFA Code
should there be conflicting information between the two publications.

7.1 Food Safety and Food Defence System
7.2 Food Safety Practices

3. Food safety practices are those operations that are conducted by CAF members/DND Food
Svcs employees to produce safe food, thereby decreasing the risk of foodborne disease to CAF
diners. Each practice has a standard that must be obtained. CAF Food Safety practices are broken
down into two main components: Prerequisite Programs (PRPs), which consist of basic food safety
programs that must be placed before receiving, preparing, producing or serving food; and Hazard
Analysis Critical Control Point (HACCP)-based programs (HBPs), which decrease food safety
hazards during food production and service activities. The PRPs and HBPs within the FSFDS are
presented herein.
7.2.1 Prerequisite Programs (PRPs)
4. PRPs are basic conditions and activities that are necessary in order to maintain a hygienic
environment throughout Food Svcs facilities. The eight CAF PRPs illustrated in the table below
will be described later in this publication.
Table 7.1 – CAF PRPs
CAF PRPs
1. Internal and External Premises
2. Purchasing/Receiving, Storage, Packaging and Transportation
3. Equipment and Utensils
4. Personnel
5. Sanitation and Housekeeping
6. Pest Control
7. Response to Foodborne Issues
8. Food Defence
7.2.2 Hazard Analysis Critical Control Point (HACCP) Based Programs [HBPs]
5. HACCP-based programs identify and assess hazards and risks associated with food
production and service operations. The goal of HACCP-based programs is to decrease or eliminate
food hazards (chemical, biological, physical) to a safe level for consumption.

6. The following food safety production and services practices will be monitored and recorded.
Table 7.2 – CAF Food Safety Production and Service Practices
CAF Food Safety Production and Service Practices

1. Thawing
2. Cold Holding
3. Cooking
4. Hot Holding
5. Cooling
6. Service (cold or hot)
7. Reheating
8. Prevention of Cross-contamination

7.3 Prerequisite Programs (PRPs)

7. PRPs are the basic conditions and activities that are necessary in order to maintain a hygienic
environment throughout Food Svcs facilities. The implementation of these PRPs within CAF/DND
Food Svcs operations will mitigate the risk of introducing food safety hazards through either the
work environment or operational practices.
8. The PRPs outlined in this section reflect the current work environment and operational
practices within CAF Food Svcs. PRPs must be maintained to their appropriate standards before
foodservices preparation, production and/or service activities can commence. Although PRPs are
simple programs that set conditions for producing safe food, if their standards are not maintained
the likelihood of food contamination occurrence is high.
9. The eight PRPs identified below must be implemented within CAF Food Svcs operations to
ensure that diners are served safe food and that the standards specified by SJS/D Foods Svcs are
in place and practiced.
10. The above PRPs are further divided into sub-sections in the following Table.
Table 7.3 – PRPs for CAF Food Svcs operations
Programs Sub-Programs
PRP 1 – Internal and External PRP 1.1 – External Premises
Premises PRP 1.2 – Building (or Dining Facility)
PRP 1.3 – Lighting
PRP 1.4 – Ventilation
PRP 1.5 – Waste and Inedible Food Waste Disposal
PRP 1.6 – Sanitary Facilities
PRP 1.7 – Water/Ice/Steam Quality
PRP 1.8 – Plumbing and Sewage
PRP 2 – Purchasing/Receiving, PRP 2.1 – Purchasing/Receiving

Storage, Packaging and PRP 2.2 – Storage
Transportation PRP 2.3 – Packaging
PRP 2.4 – Transportation/Distribution
PRP 3 – Equipment and Utensils PRP 3.1 – Equipment

PRP 3.2 – Utensils
PRP 4 – Personnel PRP 4.1 – Illness and Injury

PRP 4.2 – Personal Hygiene
PRP 4.3 – Visitors
PRP 5 – Sanitation and PRP 5.1 – Equipment Cleaning and Sanitizing

Housekeeping PRP 5.2 – Utensil/Container Cleaning and Sanitizing
PRP 5.3 – Internal and External Cleaning and Sanitizing
PRP 6 – Pest Control PRP 6.1 – Pest Control Program

Programs Sub-Programs
PRP 7 – Response to Foodborne PRP 7.1 – Food Recall from Supplier
Issues PRP 7.2 – Response to Suspected Foodborne Incident
PRP 8 – Food Defence PRP 8.1 – Food Defence – Low Threat

PRP 8.2 – Food Defence – High Threat
PRP 1 – INTERNAL AND EXTERNAL PREMISES

11. This PRP is broken down into the following sub-PRPs:
PRP 1.1 – External Premises;
PRP 1.2 – Building (or feeding facility);
PRP 1.3 – Lighting;
PRP 1.4 – Ventilation;
PRP 1.5 – Waste and Inedible Food Waste Disposal;
PRP 1.6 – Sanitary Facilities;
PRP 1.7 – Water/Ice/Steam Quality;
PRP 1.8 – Plumbing and Sewage.
PRP 1.1 – External Premises
Standards
PRP 1.1.1 – Building facilities are located away from or protected against potential sources of
external contaminants such as excessive dust, odours and pest infestation that may compromise
the safety of food.
PRP 1.1.2 – Surroundings/roadways are free of debris and refuse, adequately drained and
maintained to minimize environmental hazards.
PRP 1.2 – Building (or feeding facility)
Standards
Outside Walls/Perimeter of Building (or Dining Facility/area)
PRP 1.2.1 – Roof, air intakes, foundation, walls, doors and windows must be constructed and
maintained in a manner which guards against leakage and entry of contaminants and pests.
Inside Building or Dining Facility
PRP 1.2.2 – The interior of a building or dining facility must be designed:
a. To effectively separate incompatible operations, for example, in a feeding facility, the
packaging or serving of cooked/ready-to-eat products should be performed separately
from the cutting of raw meat (poultry, beef, etc);
b. To provide hygienic operations by means of a regulated flow from point of entry of
the premises to the final product or service of food;
c. To effectively prevent cross-contamination due to employee traffic pattern, food
product flow and equipment;

d. To ensure living quarters and areas where live animals are held remain separated from
and do not open directly into food preparation and production areas;
e. To ensure incoming materials (e.g., food, non-food, and packaging) are received in an
area separate from food production areas;
f. To ensure washrooms, lunchrooms and change rooms are separated from and do not
open directly into Food Svcs preparation or production areas;
g. To ensure separate and adequate facilities are provided for the storage of waste and
inedible products, cleaning/sanitizing equipment and cleaning/sanitizing chemicals;
h. To ensure drainage and sewage systems are equipped with functional traps and vents;
i. To ensure floors permit liquids to drain to trapped outlets; and
j. To ensure floors, walls, doors, windows, ceilings, overheads and other structures in
rooms or areas where food is produced, stored, packaged, received or shipped are
cleanable, prevent contamination, prohibit deterioration, are suitable for the activities
in each area and are free of any noxious gases.
Note 1: Food Svcs operations contemplating building construction or major renovations
must advise Strat J4 Food Svcs 4 – Facilities and Equipment who will ensure that the
requirements outlined in these PRPs are taken into consideration.
Note 2: A consult with CAF Health Services (Preventive Medicine) is also advised prior to
any construction or renovations to ensure that existing Health Regulations will be adhered
to.
PRP 1.3 – Lighting
Standards
PRP 1.3.1 – Lighting is appropriate such that food colour is not altered and that production and
inspection activities can be effectively conducted.
PRP 1.3.2 – Light bulbs and fixtures located in areas where there is exposed food or packaging
materials are either shielded or shatterproof to ensure food and food contact surfaces are protected
from broken glass.
PRP 1.4 – Ventilation
Standards
PRP 1.4.1 – Filters are cleaned or replaced when required.
PRP 1.4.2 – Ventilation systems must be constructed and maintained in a manner that ensures that
air does not flow from the most contaminated areas to the least contaminated areas.
PRP 1.4.3 – Where required, ambient air, compressed air or gases utilized in processing equipment
that contact either food products or food packaging are appropriately sourced and treated to
minimize contamination of product and packaging.
PRP 1.5 – Waste and Inedible Food Waste Disposal
Standards
PRP 1.5.1 – Food Svcs operations must have in place:

a. An identification system for utensils and containers used for the collection and holding
of waste and inedible/food waste materials;
b. An established frequency of removal of inedible/food waste products during
operations;
c. If applicable, established procedures for storage of waste and inedible/food waste
products;
d. An established frequency of removal of inedible/food waste products from the
establishment; and
e. Procedures for maintenance of waste and inedible/food waste equipment (equipment
must be leak proof and where appropriate, covered).
PRP 1.6 – Sanitary Facilities
Standards
Employee Facilities
PRP 1.6.1 – Washrooms have hot and cold potable running water, soap dispensers, liquid soap,
sanitary hand drying equipment and supplies as well as cleanable waste receptacles.
PRP 1.6.2 – Hand washing notices are posted in appropriate areas (e.g. inside staff washrooms
and change areas and at hand washing sinks).
PRP 1.6.3 – Washrooms, lunch rooms and change rooms are maintained in a manner to prevent
contamination.
Hand Washing Stations
PRP 1.6.4 – Food Svcs operations must contain an adequate number of conveniently located hand
washing stations with trapped waste pipes leading to drains. Hand washing stations must be
properly maintained and supplied with hot and cold potable running water, soap dispensers, soap,
sanitary hand drying equipment (e.g. air dryer or paper towel) and cleanable waste receptacles.
PRP 1.6.5 – Hand washing notices and procedures are clearly visible at hand wash stations.
PRP 1.7 – Water/Ice/Steam Quality
Standards
PRP 1.7.1 – Food Svcs must ensure that water and ice meet the potability requirements of the
appropriate regulatory authority. The local medical unit must be consulted regarding the frequency
of water testing and Food Svcs staff must ensure this testing takes place at the required intervals
by medical personnel (i.e. Preventive Medicine Technicians) or an authorized contractor in
consultation with medical services.
PRP 1.7.2 – Where required, hoses, and faucets or other similar sources of possible contamination
are designed to prevent back-flow. Base/Wing CE can be consulted to assist with this assessment.
PRP 1.7.3 – Where filters must be used they are to be kept in good working order and maintained
in a sanitary manner.
PRP 1.7.4 – The volume, temperature and pressure of potable water/steam are adequate for all
operational and cleanup demands.

PRP 1.7.5 – Where it is necessary to store water or ice, storage facilities are adequately designed,
constructed and maintained to prevent contamination.
PRP 1.8 – Plumbing and Sewage
Standards
Plumbing
PRP 1.8.1 – A plumbing system must have:
a. Where required, hoses, taps or other similar sources of possible contamination must
be designed to prevent back-flow;
b. Backflow prevention devices:
(1) Must be maintained regularly and be accessible;
(2) Must be designed to handle liquid volume requirements of Food Svcs operations;
and
(3) Must not be exposed near/open to food preparation and service areas.
Sewage
PRP 1.8.2 – A sewage system must:
a. Prevent back-up of raw sewage. If back-up of raw sewage does occur, the affected
area(s) must be closed until the issue is fixed and the area is adequately cleaned and
sanitized;
b. Prevent cross-contamination:
(1) Between human waste and production drainage wastes in the establishments;
(2) Between water lines and non-potable water supply systems; and
(3) By ensuring non-potable re-circulated/reused/recycled water has a separate
distribution system which is readily identifiable in the facility.
c. Ensure that the sewage and the waste effluent systems do not pass directly over or
through production areas unless they are controlled to prevent contamination; and
d. Must have grease traps that are cleaned and flushed regularly.

PRP 2 – PURCHASING/RECEIVING, STORAGE, PACKAGING AND

TRANSPORTATION
12. This PRP consists of four sub-PRPs:
PRP 2.1 – Purchasing/Receiving
PRP 2.2 – Storage
PRP 2.3 – Packaging
PRP 2.1 – Purchasing/Receiving
Standards
PRP 2.1.1 – Food Svcs operations must have documented purchasing procedures in place to ensure
that:
a. Ingredients are ordered from suppliers/sources as per existing procurement direction
(review the procurement direction in: Chapter 3) and, Food Quality Specifications
(FQSs) [available at link]: FQS and
b. The required information on ingredients is maintained on file (e.g., specifications,
letters of guarantee, and certificate of analysis).
PRP 2.1.2 – Upon receiving food from suppliers, Food Svcs operations must:
a. Assess incoming ingredients, products and materials to ensure that their conditions are
satisfactory and that the purchasing specifications have been met; and
b. Ensure returned, defective or suspect products are clearly identified and isolated in a
designated storage area, pending assessment to determine the appropriate disposition.
Monitoring/Corrective Actions/Record Keeping
PRP 2.1.2.1 – Visual Monitoring of Receiving Area.
Before receiving any food visually check receiving area and equipment for cleanliness – free of
any hazards, this includes(but is not limited to) dirt, food, cleaning supplies. If sanitation
deficiencies are observed, ensure area and/or equipment are cleaned prior to food deliveries.
Record results as per Annex B.
PRP 2.1.2.2 – Visual Monitoring of Delivery
Vehicle. Before receiving any food receiving staff will visually check the food supplier’s vehicle
storage areas and delivery equipment for cleanliness – free of any hazards, this includes (but is not
limited to) dirt, food, cleaning supplies. If delivery vehicle and/or delivery equipment is not
sanitary and as a result may have caused contamination to food, do not accept delivery from
supplier, inform supervisor and document the reason for return of supplies. Record results as per
Annex B.
PRP 2.1.2.3 – Temperature of Food Received.
Receiving staff will assess each pallet of food with calibrated temperature thermometer or
calibrated temperature gun to ensure delivery temperatures are: Refrigerated Food: 4°C (40°F) or
lower; and Frozen Food: -18°C (0°F) or lower. If measured temperature does not reach the

standard, do not accept food from supplier, inform supervisor and document the reason for return
of supplies. Record results (temperatures as per Annex B.)
PRP 2.1.2.4 – Visual Monitoring of Food.
When food is received, staff will visually check that all food is not damaged or expired, and that
the food has not been tampered with. If food is damaged or expired, do not accept food from
supplier, inform supervisor and document the reason for return of supplies. If food has been
tampered with inform supervisor immediately who must call security elements (Military Police).
Record all results as per Annex B.
PRP 2.2 – Storage
Standards
PRP 2.2.1 – Temperatures of storage areas, processing areas, refrigeration units/coolers and
freezers must meet the following requirements:
a. Refrigerated Food. All refrigerated food must be received and stored in a room/
area that is 4°C (40°F) or less. Other requirements are as follows:
(1) One hanging thermometer shall be placed in the front by the door and one at the
back of the fridge;
(2) Fridges must never be overloaded and food items must be stored six inches off
the floor;
(3) Wire type shelves should be used as they allow for proper airflow. Never line
shelving with packaging material as it may prevent proper airflow;
(4) All food must be wrapped properly or kept in closed containers which should be
clearly marked with dates and contents; and
(5) Meat/fish/poultry/pork products must be stored away from vegetables, fruit and
ready-to-eat products. The order of storing meat-like products from top to
bottom is the following:
(a) Fish;
(b) Whole cuts of pork;
(c) Whole cuts of beef;
(d) Ground beef or pork; and
(e) Poultry.
(6) Regularly Scheduled cleaning of fridges, during which food items are transferred
to another refrigeration unit; and
(7) Always use first in/first out (FIFO) method.
b. Frozen Foods. All frozen food must be stored in a room/area that is -18°C (0°F) or
less. Other requirements are as follows:
(1) Always use the FIFO method; and

(2) Defrost and clean freezer regularly. During cleaning ensure that food items are
transferred to another freezer unit that is able to hold food at the temperatures
noted at para b.
c. Dry Food. Food items that do not require refrigerated or frozen storage must
in kept in a clean, ventilated room(s) with adequate lighting. Humidity must be
controlled to deter spoilage. Other requirements are as follows:
(1) Dry storage rooms should be maintained at an ambient temperature of between
10°C (50°F) and 21°C (70°F) with a relative humidity between 50% and 55%;
(2) Food should be kept away from direct sunlight;
(3) Food should be stored at a minimum of 15 cm (6 inches) from the ground;
(4) Food should be kept in its original packaging as much as possible. When this is
not possible, food should be wrapped or stored in an air tight container to reduce
spoilage and prevent pest access (e.g. insects and rodents) from contaminating
food. Labels with dates must be included; and
(5) Dry storage areas are regularly cleaned (regularly scheduled cleaning) by
moving food to other areas during the process.
PRP 2.2.1.1 – Storage Temperatures.
Refrigerator and freezer charts must be completed during every shift. If it is determined that
refrigerator or freezer units are not maintaining the required temperature standards, an assessment
must be made to determine if the food has entered the temperature danger zone (above 4°C [40°F]).
If food has entered the temperature danger zone, hold food for disposal in a separate location until
authorized disposal (PMED TECH) – Label food – DO NOT USE – FOOD SAFETY ISSUE.
Record all results as per Annex C.
PRP 2.2.1.2 – Visual Monitoring of Storage Areas.
The cleanliness of refrigerator and freezer units and dry storage areas must be assessed during
every shift. If these areas are identified as unsanitary, or if there has been a possible cross-
contamination event, an additional assessment should occur. If it is determined that food items
may have been contaminated, the following should occur: hold contaminated food for disposal in
separate location until authorized disposal (PMED TECH) – Label food – DO NOT USE – FOOD
SAFETY ISSUE. Rectify the possible contamination issues by cleaning the affected area and/or
eliminating the possible cross-contamination issue. Record all results as per Annex C.
PRP 2.2.2 – Ingredients, finished products and packaging materials are handled and stored in a
manner which will prevent damage, deterioration and contamination.
Chemical storage:
PRP 2.2.3 – Non-food chemicals are stored in a dry, adequately ventilated area where there is no
possibility for cross-contamination of food, packaging materials or food contact surfaces.
PRP 2.2.4 – When required for ongoing use in food handling areas, non-food chemicals are stored
in a manner that prevents the contamination of food, food contact surfaces or packaging material.

PRP 2.2.5 – Non-food chemicals are mixed in clean, correctly WHMIS labelled containers
(in accordance with WHMIS requirements) and dispensed and handled only by authorized
and properly trained personnel (they must have the required WHMIS training).
PRP 2.3 – Packaging
(Products leaving CAF Food Svcs facilities i.e., box lunches, hayboxes, other dispersed meals)
Standard
PRP 2.3.1 – Packaging must protect against intentional or unintentional contamination and
deterioration prior to leaving a Food Svcs operation. Only use packaging material (food grade)
that is fit for in a foodservice facility.
Standards
PRP 2.4.1 – Carriers used for the transport of food must be designed, constructed, maintained and
kept clean to prevent contamination, damage, and deterioration of the food product. They must be
also equipped, where applicable, to maintain food products in a refrigerated or frozen state.
PRP 2.4.2 – Carriers that usually transport materials or substances that might contaminate food
products (e.g. petroleum) must not be used.
PRP 2.4.3 – Carriers must be loaded, arranged and unloaded in a manner that prevents outside
contaminants from entering the establishment. Also, Food Svcs operations must prevent damage
and contamination of the finished product, ingredients, and incoming materials that come in
contact with the product or are used in preparing the product.
PRP 2.4.4 – During transport, all food is to be covered in appropriate containers. With
the exception of those hazardous materials identified in PRP 2.4.2, where conveyers and/or
containers have been used for transporting anything other than food, there must be effective
cleaning/disinfecting of conveyers and/or containers between loads to avoid the risk of
contamination. High-risk foods (e.g., raw poultry) must be kept separate from other food items to
reduce the potential for cross-contamination.
PRP 2.4.5 – Food that is being transported must be kept out of the temperature danger zone
[ 4°to 60°C (40°to 140°F) ]. Cold food that is being transported must be kept at 4°C (40°F) or
lower, and hot food must be kept at 60°C (140°F) higher. Food that is being transported must be
consumed within two hours from time of departure from the Food Svcs operation to time of
service. The two exceptions to this rule are: boxed lunches – may be held under refrigeration for
up to four hours; and hayboxes – may be held for up to four hours if charged (pre-heated).
PRP 2.4.5.1 – Transporting Time and Temperature. If food that is being transported is not
consumed in the allowable time, hold food for disposal in separate location until authorized
disposal (PMED TECH) – Label food – DO NOT USE – FOOD SAFETY ISSUE. Annex D must
be filled out for each type of food that is distributed from CAF Kitchens. Half of the Annex is kept
by the kitchen distribution staff and half goes with the food that is being transported.
PRP 2.4.5.2 – Visual Monitoring of Transportation Vehicle. Kitchen distribution staff must
inspect the vehicle (or transportation method) that will be transporting food. Upon inspection, the
storage area of the vehicle must be clean and free of contaminants. If there is a risk of food
contamination during transport due to possible contamination from a transportation vehicle,
kitchen distribution staff should not allow the food to be transported. Annex D must be filled out
for each type of food that is distributed from CAF Kitchens. Half of the Annex is kept by the
kitchen distribution staff and half goes with the food that is being transported.
PRP 3 – EQUIPMENT AND UTENSILS
13. This PRP consists of two sub-PRPs:
PRP 3.1 – Equipment
PRP 3.1 – Equipment
Standards
PRP 3.1.1 – Major equipment is designed, constructed and installed to ensure that:
a. It meets Canadian regulatory standards;
b. It is capable of delivering the requirements of the sanitation program;
c. It is accessible for staff or contractors to clean, sanitize, maintain and inspect and easily
disassemble for those purposes;
d. Contamination of the product and food contact surfaces is prevented during operations;
e. It permits proper drainage and where appropriate, it is connected directly to drains;
and
f. It is smooth, non-corrosive, non-absorbent, non-toxic and free from pitting, cracks and
crevices (food contact surfaces).
PRP 3.1.2 – To minimize risk of contamination from minor equipment such as pots and pans:
a. Do not cook or store food for long periods of time in aluminum cookware as it becomes
warped and/or pitted;
b. Do not use scratched or uncoated copper cookware to cook or store food;
c. Do not store foods that are highly acidic, such as stewed rhubarb or stewed tomatoes,
in stainless steel or aluminum containers;
d. Do not use plastic bowls or wrap in the microwave unless they are labelled as
microwave safe;
e. Avoid visibly damaged, stained or unpleasant smelling plastics and containers. Never
heat or store food in plastic containers that were not intended for food; and
f. Do not use silicone cookware at temperatures above 220°C (428°F) as it will melt if
exposed to high temperatures. Use caution when removing hot foods from flexible
silicone cookware, as the food may slide.
PRP 3.1.3 – Food Svcs operations must implement a documented Preventative Equipment
Maintenance Program which includes:
a. A list of equipment that may impact on food safety requiring regular maintenance;
b. A preventative maintenance schedule or frequency of preventative maintenance

activities;
c. The maintenance procedures to perform each preventative maintenance task; and
d. Using the Canadian Forces Food Services Equipment Inventory and Maintenance
Database in both static and operational environments to track equipment inventory and
maintenance throughout its life cycle. This program must be downloaded on a
computer. The Canadian Forces Food Services Equipment Inventory and Maintenance
Database can be found at the following link: CAF Food Svcs Equipment Inventory &
Maintenance Database (ACCDB, 2.3 MB)
PRP 3.1.4 – Food Svcs operations must implement a documented Equipment Calibration Program
which includes:
a. A list of equipment monitoring (like temperature probes) and controlling devices that
require regular calibration;
b. A calibration schedule or frequency of calibration activities;
c. The calibration procedures to perform for each calibration task. Calibration procedures
can be found in the Food Safety Code of Practice for Canada’s Foodservice Industry;
and
d. Records demonstrating that the calibration tasks have been completed.
Standards
PRP 3.2.1 – Utensils must be constructed of non-toxic materials, must not present a foreign
material hazard that could contaminate the food, must be easy to clean and sanitize, and be
dishwasher safe.
PRP 4 – PERSONNEL
14. This PRP consists of three sub-PRPs:
PRP 4.1 – Illness and Injury
PRP 4.1 – Illness and Injuries
Standards
PRP 4.1.1 – Personnel Health Status
a. Food Svcs personnel must advise management when known to be suffering from a
disease that is likely to be transmitted through food;
b. No person is permitted to work in a food handling area when he or she is known to be
suffering from or is a carrier of a disease likely to be transmitted through food;
c. Food Svcs Mgr have both the right and an obligation to remove food handlers from
their work area if they show signs of illness and/or injury that may contaminate food

(for civilian workers, their specific collective agreement should be reviewed before
taking action); and
d. Employees with open cuts or wounds must not handle food or food contact surfaces
unless the injury is completely protected by a secure waterproof covering and will not
contaminate the food.
Standards
PRP 4.2.1 – Food Svcs operations must have a documented Food Handler Hygiene Program that
is briefed to all Food Svcs personnel which includes, but is not limited to:
a. The correct hand washing/sanitizing method;
b. Correct use of clean protective clothing, hair coverings, gloves, footwear. Protective
clothing used in Food Svcs operations must not be worn to or from work;
c. Prohibited practices at the establishment such as wearing jewellery, except alliances
rings (example – wedding rings) and medical alert bracelets, during work and no
communication devices in production and service areas;
d. Correct use of utensils and equipment;
e. Appropriate storage of personal effects to prevent cross-contamination;
f. Where required, restricted access to areas of the facilities by specific employees to
prevent cross-contamination (example – flight feeding areas);
g. When required, procedures to prevent contamination due to the process flow,
employee flow, product flow, equipment or incompatible operations; and
h. When required, procedures to prevent cross-contamination during production. For
example: Glass control and breakage procedures, procedures to follow when a product
falls on the floor or when a product is exposed to dripping condensation.
Note: A draft Food Handler Orientation Briefing can be found at Annex F.
PRP 4.2.2 – Hand washing must occur:
a. Immediately before handling food, ingredients, packaging materials and/or touching
food contact surfaces;
b. After using the toilet;
c. After coughing; sneezing; blowing or wiping the nose; touching ears, nose, eyes,
mouth, hair, the face, or infected cuts, boils or pimples;
d. After each absence from the work station for breaks and eating;
e. After handling incompatible food products, raw materials, potentially hazardous
materials such as garbage or cleaning chemicals or touching non-food contact surfaces
such as light or control switches;
f. After picking up objects off the floor;
g. After smoking;
h. After handling money;

i. Any other time hands become soiled or contaminated; and
j. When the Food Svcs Management deems it necessary
Standard
PRP 4.3.1 – Hygienic practices for visitors and contractors must be communicated and enforced.
Visitors and contractors must be made aware of all restricted access areas within the Food Svcs
production area as applicable. All visitors must first report to the designated Food Svcs supervisor
or manager before entering the operational areas of the kitchen. The Food Svcs supervisor or
manager should then explain the pertinent food safety rules to all visitors.
PRP 5 – SANITATION (includes cleaning)
15. This PRP consists of two sub-PRPs:
PRP 5.1 – Equipment Cleaning and Sanitizing
PRP 5.2 – Utensil/Container/Cutting Board Cleaning and Sanitizing
PRP 5.1 – Equipment and Building (Food Svcs Operation) Cleaning and Sanitizing
Standards
PRP 5.1.1 – A cleaning program is important in ensuring that high standards of cleanliness in all
food areas are achieved and maintained. This can be achieved by adhering to a written cleaning
schedule. This must include:
a. The Cleaning Schedule for the Area or for specific pieces of equipment – Instructions
for cleaning specific areas or pieces of equipment which includes the following
information relative to the task:
(1) Job description;
(2) Cleaning materials and chemicals to be used (in accordance with manufacturer’s
instruction); and
(3) Safety precautions.
b. The cleaning schedule is to state how often a specific area or piece of equipment is to
be cleaned and who is responsible for checking that all cleaning tasks have been
completed to a satisfactory standard. General information concerning the cleaning of
food equipment, surfaces and the material structures, including a list of cleaning
equipment and agents used in food areas/kitchens/galleys/mess can be found at Annex
G.
c. Food Svcs Mgr are to implement a cleaning schedule that relates to all food areas
within their department. A schedule detailing the frequency of routine cleaning tasks
must be produced for each facility. The cleaning schedule is to be contained within
Food Svcs Standing Operating Procedures (SOPs) and communicated to all personnel
(e.g. by displaying the schedule on a notice board).
A matrix showing the frequency, details of the task, type of cleaning required and a

signature block is considered the most useful layout and should be readily available
for Food Svcs workers to follow and sign off. A signature block should also be
included for a supervisory check.
PRP 5.1.2 – Deep Cleaning of Food Svcs and Protective Equipment. All galleys/kitchens
and associated areas are to be deep cleaned. Food Svcs Mgr are to ensure that deep cleaning
contracts are adequate to meet the tasks required. Examples of equipment requiring deep cleaning
contracts includes: fire suppression systems, fridge/freezer cooling systems, air filter systems, etc.
The frequency of cleaning will be dependent upon the pace of operations and the relevant
equipment’s Operation and Maintenance (O&M) manual, and is determined by the Food Svcs
Manager with input from Base RPOps/PSPC as necessary.
PRP 5.2 – Utensil/Container/Cutting Board Cleaning and Sanitizing
Standards
PRP 5.2.1 – Utensils and containers must be cleaned and sanitized after each use, either via a
dishwasher or the three sink method (See Annex H). It is suggested that all utensils and containers
be cleaned and sanitized using an industrial dishwasher if available. Also, prep knives and cutting
boards should be put through a dishwasher as these items have a greater chance of contaminating
large amounts of food. Lastly, slicers must be thoroughly cleaned in-place as per manufacturer’s
instructions after each use.
PRP 5.2.2 – Single use utensils and containers must be disposed of after initial use, reuse is strictly
prohibited.
PRP 6 – PEST CONTROL
PRP 6.1 – Pest Control Program
PRP 6.1 – Pest Control Program
Standards
PRP 6.1.1 – Food Svcs operations must have a documented Pest Control Program in place which
includes, but is not limited to:
a. Where applicable, the name of the pest control company or the name of the person
contracted for the pest control program;
b. The name of the person at the establishment assigned responsibility for pest control;
c. A schedule or frequency of pest control activities; and
d. If pest control is not provided by a contractor or other agency, pest control
procedures for the exterior and interior of the establishment must include:
(1) The pest control activities to be performed;
(2) The chemicals required for the effective implementation of the pest control
program;
(3) The methods for proper handling and application of pest control chemicals;
(4) The type and location of pest control devices;

(5) Corrective actions to be taken for non-compliant situations observed during pest
control activities; and
(6) Records to be kept by the CAF Food Svcs organization.
PRP 6.1.2 – Food that is contaminated by pests must be disposed of. Preventive Medicine must
be alerted to any contamination of food by pests, and approve disposal when required.
PRP 7 – RESPONSE TO FOODBORNE ISSUES
PRP 7.1 – Food Recall from Supplier
PRP 7.2 – Response to Suspected Foodborne Incident
PRP 7.1 – Food Recall from Supplier
Standards
PRP 7.1.1 – All staff employed in Receiving must subscribe to recalls from the Canadian
Food Inspection Agency (CFIA). To obtain the necessary email recall notifications from CFIA
apply online at: Email Notification Services: Food Recall Warnings
In addition, Base/Wing Food Svcs O, D/Food Svcs O, and Kitchen/Galley Managers should
receive CFIA Recall updates and ensure that staff take the necessary actions when a recall occurs.
Upon receipt of a recall, receiving personnel (or others in the chain of command if receiving
personnel are not available) must:
a. Investigate if food supply has been affected by the recall. This requires receiving staff
to check all storage areas and recent food orders;
b. If recalled food is found in any area in the kitchen (storage production, prep, and
service areas) it must be immediately removed and held for investigation, returned to
the supplier or disposed of as directed. Before any disposal of food, any questionable
food must be approved for disposal by Preventive Medicine;
c. If recalled food is not disposed of, it must be held in a separate area away from the
production/service or storage areas to avoid cross-contamination. The recalled items
must be covered and labelled: RECALLED FOOD – NOT FOR USE;
d. Determine whether any of the affected food has been used in dispersed and flight
meals, and advise applicable units immediately; and
e. Write a report immediately of any recalled product that was found stating its type,
amount, lot number, and location. This report must be sent to the Food Svcs Manager,
Kitchen Manager, and others as directed.
PRP 7.2 – Response to Reported Suspected Foodborne Incident
Standards
PRP 7.2.1 – The Kitchen/Galley Manager must record the suspected foodborne complaint(s) from
the diner(s). The following details must be recorded:
a. Name, Rank, Initials, Unit, Address and Phone Number of person;
b. What food item(s) the person(s) suspects that made them ill;

c. Why the person(s) suspects that food from the CAF location made them sick;
d. When they consumed the suspect food (s) and started feeling ill; and
e. Any symptoms of illness.
The Manager/Supervisor must then advise the diner to go to the closest medical facility. The
Kitchen Manager should send the above information to the closest CAF Medical Services Unit.
The Kitchen Manager should inform their Chain of Command and the closest CAF Medical
Services Unit about the suspected incident. Lastly, the Kitchen/Production Manager should follow
up with the CAF Medical Services to see if new information is available in relation to the suspected
foodborne complaint.
PRP 8 – FOOD DEFENCE
PRP 8.1 – Food Defence Measures Based on Threat Levels
Food Defence
Explanation of Food Defence – Food defence involves the precautions taken to prevent
intentional contamination of food or the food supply by individuals, groups or organizations that
want to cause harm to the CAF. It differs from general food safety in that food safety relates to the
unintentional contamination of food. Although food defence is a separate concept from food safety,
food defence measures need to be incorporated into the CAF FSFDS to ensure they are practiced
by CAF Food Svcs personnel.
Components of Food Defence
There are four different areas that a Food Svcs organization must focus upon to ensure adequate
food defence measures are in place. These are:
a. Food Supply – This includes the origin of food (example – food suppliers) used in
Food Svcs operations. This also includes receiving of food during resupply activities;
b. Personnel – Personnel that work directly in the Food Svcs operations (Food Svcs staff)
must be trustworthy to ensure that they will not intentionally contaminate food.
Therefore, proper security clearances must be obtained to work in a Food Svcs
operation including contracted personnel;
c. Physical Security – There must be adequate physical security within Food Svcs
buildings and Food Svcs areas so that unfriendly individuals or groups are not able to
gain access. Areas that are not constantly observed must be secured; and
d. Visitors – Visitors include individuals who do not work directly for the Food Svcs
operations, such as other Base/Unit personnel, contractors, etc. Extra measures must
be established to ensure adequate security levels are obtained or the requisite
supervision is established.
PRP 8.1 – Food Defence Measures Based on Threat Levels
CAF has two food defence levels, Level 2 Low-threat and Level 1 High-threat.
8.1.1 – Food Defence Level 2 – Low Threat

When there is no known or potential threat to Food Svcs, its operations will adopt Food Defence
Level Two.
Standards
PRP 8.1.1 – Food Defence Level 2 – Low Threat: A Food Svcs operation, at a minimum, must
always have the following food defence measures in place:
a. Food Supply – In Canada, food suppliers should provide assurances that they have
adequate food defence measures in place. When receiving deliveries from food
suppliers, Food Svcs operations must observe all unloading activities. This means
watching the food supplier during the entire delivery process. In addition, receiving
personnel must inspect all food deliveries for any signs of tampering or adulteration of
food. If tampering or adulteration is suspected, military security elements (Military
Police) must be alerted immediately;
b. Personnel – All personnel working in Food Svcs operations must have a minimum of
an Enhanced Reliability check performed. If they do not have this security clearance
they cannot work in Food Svcs operations;
c. Physical Security – A Physical Security Survey of all Food Svcs locations must be
requested from local Military Police. They will be able to provide specific security
measures that should be put in place. At a minimum, doors to the production areas
should always be locked to prevent access by individuals that do not work for the Food
Svcs operation. Controlled access to the production areas must be maintained. In
addition, all storage areas should be under constant observation. When constant
observation is not obtainable, storage areas must be locked. There must be controlled
access for diners to the serving and seating areas. Dining room hours should dictate
when the doors (access for diners) are open; outside of dining room hours, these doors
should be locked. During dining room hours, diners must show a valid ration card or
military/civilian identification to Food Svcs staff before entering the service and
seating areas; and
d. Visitors – All visitors, when entering the operational areas, must first report to a Food
Svcs Manager/Supervisor. All visitors must have adequate security clearance to travel
into or work within the Food Svcs operational areas or must be escorted and observed
by Food Svcs staff for the duration of their visit.
8.2.1 – Food Defence Level 1 – High Threat
When there has been an incident or heightened awareness to potential threats, following discussing
with the Chain of Command and CAF security elements (Military Police, Intelligence, Base
Defence Force, etc.), Food Svcs operations must adopt Food Defence Level 1.
Standards
PRP 8.2.1 – Food Defence Level 1 – High Threat: The first action during high threat situations is
to discuss the issue with the Chain of Command and speak with local security elements. A food
defence plan should be agreed upon by all of the above parties and put in place as soon as possible.
Technical Guide 188 – The US Army Food and Water Vulnerability Assessment Guide from the
US Army Center for Health Promotion and Preventive Medicine should be considered when

developing a Food Defence Plan. This is a NATO controlled document (NATO Restricted);
therefore, its content will not be discussed in this manual. This manual can be obtained from Strat
J4 Food Svcs 5 upon request if required.

7.4 HACCP Based Programs (HBPs)

16. HACCP Based Programs (HBPs). After employing adequate Prerequisite Programs
(PRPs), HACCP Based Programs (HBPs) will further decrease the risk of food hazards during
productions, and service activities. Like PRPs, these activities will be verified (checked, inspected,
audited), but also monitored. HBPs will be monitored by frontline workers who will conduct tests
to ensure that the food safety practices that have been put in place are working correctly.
17. CAF HBPs. There are 8 CAF Food Svcs HBPs. Like PRPs, HBPs have a similar numbering
system as they are divided into programs and standards (Monitoring/Corrective Actions/Record
Keeping) that must be achieved (Table 4).
Table 7.4 – CAF HBPs
CAF Food Safety Production and Service Practices HBPs

HBP 1. Thawing
HBP 2. Cold Holding
HBP 3. Cooking
HBP 4. Hot Holding
HBP 5. Cooling
HBP 6. Service (Cold or Hot)
HBP 7. Reheating
HBP 8. Prevention of Cross-contamination
HBP 1 – THAWING
When thawing food, attention must be given to the thawing method that is being utilized.
Contamination when thawing can occur through contact with surrounding environment, Food Svcs
staff, or from other food. In addition, proper thawing methods ensure that food is thawed so that it
does not increase microbial growth to an unsafe level. When thawing, food handlers must ensure
that food is kept out of the temperature danger zone and covered to prevent contamination.
Standards (Monitoring/Corrective Actions/Record Keeping)
The four approved methods of thawing food are:
1. Thawing in a Refrigerator at 4°C (40°F) or lower (this is the best method);
2. Thawing under Cold Water – Product being thawed must be completely submerged in
potable water that is moving (cold running water);
3. Thawing as a Part of the Cooking Process – Product being thawed must be cooked so
that it reaches the proper internal temperature (See HBP 3 – Cooking); and
4. Thawing using a Microwave – When food is thawed using this method it must be
cooked immediately to the correct internal temperature (See HBP 3 – Cooking).

HBP 1.1 – Critical Control Point 1 – Thawing Temperature: During the thawing process the food
that being thawed must not go above 4°C (40°F) at any time. The shift supervisor will take
temperatures with a hand thermometer while food is being thawed. If the food goes above 4°C
(40°F) hold food for disposal in separate location until authorized disposal (PMED TECH) – Label
food – DO NOT USE – FOOD SAFETY ISSUE. Record all results as Annex N.
HPB 1.2 – Visual Monitoring of Thawing Processes: The shift supervisor will visually monitor
thawing operations to ensure that one of the approved methods of thawing is being used, and that
the food being thawed is covered and free of contaminants. If food has been contaminated, hold
contaminated food for disposal in separate location until authorized disposal (PMED TECH) –
Label food – DO NOT USE – FOOD SAFETY ISSUE. Record all results as per Annex N.
HBP 2 – COLD HOLDING
HBP 2.1 – Critical Control Point 2 – Cold Holding Temperature: Using a hand thermometer Food
Svcs staff must monitor cold food being held to ensure that it is kept at 4°C (40°F) or lower and it
is held no longer than two hours. If food that is being held goes above 4°C (40°F) or is held longer
than two hours, hold food for disposal in separate location until authorized disposal (PMED
TECH) – Label food – DO NOT USE – FOOD SAFETY ISSUE. Record all results as per Annex
I.
HBP 2.2 – Visual Monitoring of Holding Processes: Food Svcs personnel must visually ensure
that food is being held at a cold temperature so that there is no possibility of cross-contamination
via other types of food, the environment and personnel (food handlers and diners). If food has been
contaminated, hold contaminated food for disposal in separate location until authorized disposal
(PMED TECH) – Label food – DO NOT USE – FOOD SAFETY ISSUE. Record all results as per
Annex I.
HBP 3 – COOKING
HPB 3.1 – Critical Control Point 3 – Cooking Temperature: Using a hand thermometer, Food Svcs
staff must measure internal temperatures for every batch of food that is being cooked. The
following internal temperatures must be reached1:
a. Poultry:
(1) Poultry pieces: 74°C (165°F)
(2) Whole poultry: 85°C (185°F)
(3) Ground poultry: 74°C (165°F)
b. Mixed Food (casseroles, meals with gravy, eggs, mayonnaise, milk): 74°C (165°F) or
higher;
c. Whole Cuts (Beef, Lamb, Pork) and Fish: 70°C (158°F) or higher;
1
These are the CFIA recommended internal temperatures at time of writing. As these temperatures may change
with new scientific evidence or technology, food service workers are encouraged to remain current with the
recommended Government of Canada (e.g., CFIA) internal food temperatures.

d. Ground meats and meat mixtures (Beef, Pork, Fish): 71°C (160°F) or higher; and
e. Eggs: 63°C (145°F) or higher.
Note: After measuring, if the correct internal temperatures are not reached, continue
cooking until correct internal temperature is obtained. Record all results as per Annex J.
HPB 3.2 – Visual Monitoring of Cooking Processes: Food Svcs personnel must visually check
food being cooked to ensure that there is no possibility of cross-contamination from other types of
food, the environment, and personnel (food handlers and diners). If food has been contaminated,
hold contaminated food for disposal in separate location until authorized disposal (PMED TECH)
– Label food – DO NOT USE – FOOD SAFETY ISSUE. Record all results as per Annex J.
HBP 4 – HOT HOLDING
HBP 4.1 – Critical Control Point 4 – Hot Holding Temperature: Using a hand thermometer, Food
Svcs staff must verify the temperature of hot food that is being held to ensure that it is kept over
60°C (140°F) and that it is held for no longer than two hours. If food that is being held goes below
60°C (140°F) or is held longer than two hours, hold food for disposal in separate location until
authorized disposal (PMED TECH) – Label food – DO NOT USE – FOOD SAFETY ISSUE.
Record all results as per Annex K.
HBP 4.2 – Visual Monitoring of Holding Processes (hot, cold, room temperature): Food Svcs
personnel must visually check the hot food being held so that there is no possibility of cross-
contamination from other types of food, the environment, and personnel (food handlers and
diners). If food has been contaminated, hold contaminated food for disposal in separate location
until authorized disposal (PMED TECH) – Label food – DO NOT USE – FOOD SAFETY ISSUE.
Record all results as per Annex K.
HBP 5 – COOLING
HPB 5.1 – Critical Control Point 5 – Cooling Temperature and Time: During the cooling process
and using a hand thermometer, Food Svcs staff must measure internal temperatures for all food
that is being cooled. The following temperatures must be obtained in the specified time:
a. Food must be cooled from 60°C (140°F) to 20°C (68°F) within two hours; and
b. Cooled from 20°C (68°F) to 4°C (40°F) within four hours.
Note: If food that is being cooled goes above the proper cooling temperatures and/or it takes
longer than the specified time, hold food for disposal in separate location until authorized
disposal (PMED TECH) – Label food – DO NOT USE – FOOD SAFETY ISSUE. Record all
results as per Annex L.
HPB 5.2 – Visual Monitoring of Cooling Processes: Food Svcs personnel must visually ensure the
food that is being cooled there is no possibility of cross-contamination from other types of food,
the environment, and personnel (food handlers and diners). If food has been contaminated, hold
Label food – DO NOT USE – FOOD SAFETY ISSUE. Record all results as per Annex L.

HBP 6 – SERVICE
HBP 6.1 – Critical Control Point 6 – Holding (Cold, Hot) Temperatures: Food handlers serving
food must take and record food temperatures when food has been put on the line or in the buffet
area. Food served or being served must be measured with a thermometer at least twice during
serving hours. If food has entered the temperature danger zone (between 4°C (40°F) and 60°C
(140°F), hold contaminated food for disposal in separate location until authorized disposal
(PMED TECH) – Label food – DO NOT USE – FOOD SAFETY ISSUE. Record all results as per
Annex I (Cold Holding – CCP 2) and Annex K (Hot Holding – CCP 4).
HBP 6.2 – Visual Monitoring of Serving Processes: Shift supervisor must check service operations
at least twice each meal hour to ensure that food is being refreshed as required
and there are no cross-contamination issues occurring. If food has been contaminated, hold
Label food – DO NOT USE – FOOD SAFETY ISSUE and Shift IC must record any deviations in
Annex N [FSFDS: Pp. 135].
HBP 7 – REHEATING
Note: If surplus (leftover) food will be stored for future service, it must first be cooled (see
HBP 5 – Cooling) then stored at the proper temperature (see HBP 2 – Cold Holding).
HBP 7.1 – Critical Control Point 7 – Reheating Temperature: After reheating, food handlers must
use a hand thermometer to measure internal temperatures for every batch of food that is being
reheated. For reheated foods, an internal temperature of 74°C (165°F) or higher must be reached
within two hours of taking the food from storage. After measuring, if the correct internal
temperatures are not reached, continue cooking until the correct internal temperature is obtained.
Record all results as per Annex J.
HBP 7.2 – Visual Monitoring of Leftover/Reheating: Surplus (leftover) food that is reused must
be consumed within 24 hours. Therefore, surpluses must be labelled according to when they were
first used. When using surpluses, Shift Supervisors and Food Svcs personnel must visually check
that the surplus food is used within 24 hours (from original use) and that there has been no
contamination of surpluses during the cooling, storing, and reheating processes. If it is suspected
that surplus food has been contaminated then this food must be held in separate location so
PMED TECH has access and may conduct laboratory testing in the case of a suspected foodborne
incident. The food should not be disposed of until PMED TECH has conducted any necessary
laboratory testing and authorized disposal – Label food – DO NOT USE – FOOD SAFETY
ISSUE. Record all results as per Annex J.
HBP 8 – PREVENTION OF CROSS-CONTAMINATION
Standard (Monitoring/Corrective Actions/Record Keeping)
HP 8.1 – Food Svcs Mgr, Supervisors, and staff must assess each of their kitchens or Food Svcs
operations for cross-contamination risk areas. This assessment must be conducted when opening
a new kitchen and/or feeding operation and should be re-assessed on a monthly basis. Any of the

assessed cross-contamination issues within each kitchen should be mitigated with preventive
measures. Examples of some prevention measures are:
a. Separate raw from finished or ready to eat (RTE) products;
b. Use structural segregation – physical barriers, walls or separate buildings;
c. Use access controls and include requirements to change into required work wear; and
d. Establish traffic patterns or equipment segregation – people, materials, equipment and
tools (including use of dedicated tools). Initial assessments should be conducted of all
kitchens and Food Svcs operations as per Annex M. After each assessment, mitigation
prevention strategies must be put in place. Each month kitchen facilities or Food Svcs
operations should be reassessed for cross-contamination issues and Annex M updated.

7.5 Food Safety and Food Defence Monitoring and Verification
18. Monitoring and verification activities include checks, inspections, and audits to ensure that
the FSFDS in place is working properly. Therefore, monitoring and verification activities will
confirm that the food safety policies, procedures, and standards are being followed and practiced
by Food Svcs workers from the receiving of food to disposal. More fulsome information regarding
monitoring and verification activities can be found in the CAF FSFDS document.
Monitoring
19. Food safety monitoring serves to verify and validate food safety practices by using planned
observations or measurements to determine if the food safety practices in place are within food
safety standards. For example, verifying the internal temperature of cooked foods to ensure
the recommended internal temperature to decrease or eliminate pathogens has been reached. The
FSFDS-mandated monitoring activities (and their respective template forms) are covered in great
detail within the FSFDS; readers are encouraged to refer to the FSFDS document for additional
information.
Table 7.5 – Monitoring Activities
What is Monitored/ Who Conducts When the Activity Results

Activity Check/Verified the Activity is Conducted Recorded
Monitoring Activities – Annex and page in FSFDS
Receiving 1. Visual Monitoring Receiving 1. Before each delivery Annex B
of Receiving Area staff
2. Before unloading food
2. Visual Monitoring
3. Each pallet
of Delivery Vehicle
frozen/refrigerated food
3. Measure (or part of)
Temperature
4. All incoming food and
of Food Received
non-food
4. Visual Monitoring of
Food
Storage 1. Measure Storage Measuring – One every shift Annex C

Temperatures frontline staff
2. Visual Monitoring Shift supervisor
of Storage Areas or designate
Transport of 1. Measure Kitchen food Every time food leaves Annex D

Food Transporting Time and distribution the Food Svcs operation
Temperature (dispersed or
catering) staff
Transportation Vehicle

7.5 Food Safety and Defence Monitoring and Verification)

Thawing 1. Measure Thawing Shift supervisor During thawing Annex N
Temperature or designate procedures
of Thawing Processes
Cold Holding 1. Measure Cold Frontline When conducting cold Annex I

Holding Temperature. cooks holding procedures
of Holding Processes.
Cooking 1. Measure Cooking Frontline Measure/monitor every Annex J

Temperatures. cooks batch of food being
cooked
of Cooking Processes.
Hot Holding 1. Measure Hot Frontline When conducting hot Annex K

Holding Temperature. cooks holding procedures
of Holding Processes.
Cooling 1. Measure Cooling Frontline During cooling Annex L

Temperature and Time. cooks processes
of Cooling Processes.
Service 1. Measure Holding Civilian Measure cold and hot Annex I

(Cold or Hot) (Cold, Hot) supervisor, products twice every for Cold
Temperatures. military meal hour.
Annex K for
supervisor
2. Visual Monitoring Shift supervisor must Hot
or designate
of Serving Processes. check service operations
Annex N
at least twice each meal.
Reheating 1. Measure Reheating Frontline Measure and visual Annex J

Temperature. cooks monitor the reheating of
surpluss
2. Visual
Monitoring of
Surplus/Reheating.


Prevention 1. Monitor and Frontline Initial Annex M
of Cross- Assess Possible Cross- supervisors, Monitoring/Assessment
contamination contamination Issues Kitchen of each Food Svcs
Supervisors and operation.
Base/Unit Food
Reassessment required
Svcs
on monthly basis.
Management
Verification
20. In addition to monitoring, food safety verification involves activities like food safety
checks, inspections and audits, all of which serve to ensure that the food safety system in place is
working correctly. While monitoring is usually completed by front line staff/supervisors,
verification is typically completed by the leadership at various levels or by specially trained
individuals/teams. There are five levels of food safety verification within CAF Food Svcs. Along
with Preventive Medicine Inspections from CAF Health Services (which provides another level of
food safety assurances), verification activities by Food Svcs personnel or outside agencies are
required at various frequencies to ensure the food safety system is working correctly. The five
levels of verification (along with Preventive Medicine Inspections and the auditing of Food
Supplier/Manufacturer) are outlined in Table 6. The FSFDS provides extensive information (to
include template forms) on the mandated-verification activities.
Table 7.6 – CAF Food Services Food Safety Verification Levels
Results
Recorded
Annex &
Conducted Page in
By Type of Audit Method Frequency Reviewed By FSFDS
Shift Level 1 Quick Checks Every Shift Kitchen Annex N
Supervisor Verification – (inspection) Supervisors
Food Safety
Checks
(Internal First
Party)
Kitchen Level 2 Full Inspection Once per Base Food Annex O

Supervisor Verification – and ATP-B month Svcs Mgr
Food Safety
Inspections
(Internal First
Party)

Results
Recorded
Annex &
Conducted Page in
By Type of Audit Method Frequency Reviewed By FSFDS
Base Food Level 3 Full Audit Every three Environmental Annex P
Svcs Mgr Verification – months Commanders
Food Safety or Strategic
Audits Level
(Internal First
Party)
Environmental Level 4 Full Audit and Every one Third Party Annex Q
Command or Verification – ATP-B to two years Auditors
Strategic External Food
Level Safety Audits
(External Second
Party)
Organizations Level 5 Food Safety Every Strategic

outside DND Verification – System Audit five years Level
External Third
Party
Adenosine Triphosphate-Bioluminescence (ATP-B) Testing

21. Adenosine Triphosphate-Bioluminescence (ATP-B) testing is an effective method for
verifying sanitation procedures. The presence of Adenosine Triphosphate (ATP) on surfaces
indicates the presence of biological organisms such as bacteria or viruses that may pose a risk and
contaminate food. ATP-B Testing is required to verify that sanitation procedures are effective.
Visual inspection of surfaces is an inaccurate measurement of whether food contact surfaces are
truly sanitary as a surface may appear clean even though biological organisms are present.
Microorganisms that may contaminate a surface cannot be detected usually visual observation.
Therefore an alternate method of detecting possible contaminants is required.
22. It is important that both proper cleaning and sanitization of food contact surfaces occur in
CAF kitchens. Cleaning removes visible dirt or food residue from surfaces so that the sanitizing
agent can adequately come in contact with the food contact surface and properly sanitize.
Sanitation reduces the presence of biological organisms such as bacteria or viruses to an acceptable
level, so as to no longer pose a food safety risk.
23. ATP-B testing should be done on a continuous basis to ensure personnel are practicing
cleaning and sanitation in accordance with protocols, identify problem areas, and that no errors are
being made. For these reasons it is important that sampling locations are rotated each testing
period. Testing of the same locations should not be repeated twice in a row, unless the area was a
critical fail during the previous testing period. Testing should be done a minimum of every two
months but can be performed more frequently if management deems it appropriate and necessary.

Potential problem areas include areas that are hard to reach or clean such as irregular surfaces, and
should be included in the samples taken. A list of possible problem areas is included below.
Possible Problem Area Examples
Equipment storage  Knife rack or knife blocks
 Containers or drawers for holding
clean utensils
Frequent contact surfaces  Fridge or freezer handles
 Sink taps
 Handles on production equipment
Cutting or preparation surfaces  Metal or wood prep tables
 Cutting boards
Equipment  Knives
 Meat slicers
 Pans
Hard to clean surfaces  Mixers
 Rounded surfaces
 Corner notches
 Joint locations
 Irregular (textured or rigid surfaces)
24. ATP-B tests should be recorded on Annex S and should be done both during and after
shifts. During shifts locations sampled should be where staff have cleaned as per the cleaning
schedule. Do not test areas/equipment/utensils that are in process of being used. Tests performed
after shifts should be done at the end of the day or before the food service operation begins.
25. Pass/Fail Criteria. Pass rates for ATP-B testing are set at less than 301 Relative Light
Units (RLU). Critical failures are set at above 1000 RLU. The critical failure rate assessment
(Column 4, Critical Fails %) is used to further emphasize areas that require more attention in
relation to sanitation measures. Immediate action should be taken to correct all critical failures.
When further cleaning and sanitation does not rectify the issue further investigation may be
warranted. The issue may be due to other factors such as ineffective cleaning and sanitation
procedures or inadequate use or mixing of chemicals.
26. Testing Method. Testing should be completed according to the manufacturer’s directions.
Sufficient pressure should be applied so that the shaft of the swab flexes slightly. While rotating
the swab, swab a 10X10cm surface using a zigzag pattern from east to west, and then north to
south. Place the swab in the collection tube after swabbing, mix the swab with reagents, and then
shake. The whole collection tube is then placed in the luminometer for measurement

7.5 Training
27. Personnel involved within the food supply, production and service chain, regardless of their
rank or if they are military or civilian Food Svcs workers must undertake food safety training in
order to ensure a minimum competency to decrease the risk of food contamination. The level of
training must relate to the actual job of the individual and the type of food they handle. The training
requirement must therefore be based upon assessed risk. Consequently, all food handlers and
others working in Food Svcs must obtain a minimal acceptable level of training.
28. All food handlers, including new Food Svcs Mgr, must have a basic knowledge of food
safety. Within the FSFDS, basic food safety training will also include yearly refresher training,
and for military personnel, basic food monitoring activities will be provided. Thus, basic food
safety training is the minimum accepted level of food safety training for CAF/DND Food Svcs
personnel.

7.6 Training)
AnnexA
Common Foodborne Diseases
PATHOGENIC MICRO-ORGANISMS
Salmonella
PATHOGEN enterica. spp. Shigella spp. Campylobacter spp.
DISEASE Salmonellosis Shigellosis Campylobacteriosis
INCUBATION 6 to 72 hours 12 to 36 hours 2 to 5 days

PERIOD
DURATION 1-2 days 3 to 14 days 7 to 10 days

OF ILLNESS (may last longer) (relapses common)
SYMPTOMS Abdominal pain, nausea, Diarrhea (sometimes Diarrhea (watery

vomiting, fever, diarrhea bloody), abdominal or bloody), fever, nausea,
pain, fever, vomiting, abdominal pain, headache,
chills, lassitude, muscle pain
dehydration
SOURCE Domestic and wild animals, Humans (intestinal Domestic and wild animals
humans (intestinal tract) – tract), flies (intestinal tract)
especially as carriers
FOODS Poultry and poultry salads, Salads (potato, tuna, Unpasteurized milk and
INVOLVED meat and meat products, fish, shrimp, chicken, dairy products, poultry,
shrimp, sliced melons, sliced macaroni), lettuce, pork, beef, lamb, non-
tomatoes, milk, shell eggs, raw vegetables, milk, chlorinated water
egg custards and sauces, and and dairy products,
other protein foods poultry, moist and
mixed foods
PREVENTION Avoid cross-contamination, Avoid cross- Thoroughly cook

refrigerate food, thoroughly contamination, avoid food to minimum
cook fecal contamination safe internal temperatures,
poultry to at least 85C from food handlers by avoid cross-contamination.
(185F), rapidly cool cooked practicing good
meats and personal hygiene, use
meat products, avoid sanitary food and
contamination from food water sources, control
handlers by practicing good flies and rapidly cool
personal hygiene foods
Escherichia coli O26-O103- Listeria

PATHOGEN O111-O145-O157 monocytogenes Yersinia enterocolitica
DISEASE EHEC infection Listeriosis Yersinosis
INCUBATION 2 to 9 days 2 to 30 days 3 to 5 days

PERIOD
DURATION OF 8 days Indefinite, depends on Weeks

ILLNESS treatment; high
fatality rate in
immuno-compromised
individuals

Annex A Common Foodborne Diseases
Salmonella
SYMPTOMS Diarrhea (watery, Nausea, vomiting, Abdominal pain, nausea,
could become bloody), severe diarrhea, headache, vomiting, moderate fever,
abdominal cramps and pain, persistent fever, chills, mild diarrhea and
vomiting, occasional low- backache, meningitis, increased risk for reactive
grade fever abortion. arthritis
SOURCE Animals, particularly cattle, Soil, water, mud, Swine

humans (intestinal tract) humans, domestic and
wild animals, fowl,
damp environments
FOODS Raw or undercooked ground Unpasteurized Pork meat and feces

INVOLVED beef, imported cheeses, milk and cheese, contaminated drinking
unpasteurized milk, roast ice cream, raw water
beef, dry salami, apple cider, vegetables, poultry
commercial mayonnaise and meats, seafood,
and prepared, chilled,
RTE foods
PREVENTION Thoroughly cook ground Use only pasteurized Thoroughly cook pork
meat to at least 74°C (165°F), milk/dairy products, meat to at least 74°C
avoid cross-contamination cook foods to proper (165°F) avoid cross-
from food handlers by internal temperatures; contamination of other
practicing good personal avoid cross- food while handling
hygiene contamination, clean raw meat from swine.
and sanitize surfaces;
avoid pooling water
PATHOGEN Vibrio parahemolyticus Vibrio cholerae Clostridium perfringens

DISEASE Vibrio parahemolyticus Cholera Clostridium perfringens
gastroenteritis gastroenteritis
INCUBATION 8 to 24 hours 2 to 5 days 8 to 24 hours

PERIOD
DURATION OF 3 to 5 days 4 to 6 days 48 hours (may last

ILLNESS 1-2 weeks)
SYMPTOMS Abdominal pain nausea, Abdominal Abdominal pain, diarrhea,

vomiting, headache mild pain, acute diarrhea, dehydration
fever, mild self-limiting severe dehydration
diarrhea and symptoms caused
by dehydration.
Without treatment a
mortality of 60%
SOURCE Seafood, crustaceans and Humans (intestinal Humans (intestinal tract),

filter-feeders tract) animals, soil
FOODS Raw and insufficient heated Feces contaminated Cooked meat, meat
INVOLVED seafood or cross- drinking water, products, poultry, gravy,
contamination from these contamination by beans that have been
products foodhandlers cooled slowly
and seafood
(crustaceans, filter-
feeders)

Salmonella
PREVENTION Sufficient heat treatment Avoid fecal Use careful time and
of seafood or avoid cross- contamination, health temperature control in
contamination surveillance of food cooling, hold hot foods at
handlers, practicing 60°C (140°F) and
good personal reheating cooked meat,
hygiene, thoroughly poultry and bean dishes
cook foods to a and products to 74°C
minimum (165°F) for at least
safe internal 15 seconds within
temperature, use two hours
chlorinated water
PATHOGEN Clostridium botulinum Bacillus cereus Staphylococcus aureus

DISEASE Botulism intoxication Bacillus cereus Staphylococcus
gastroenteritis/ intoxication
intoxication
INCUBATION 18 to 36 hours (may vary ½ to 6 hours (emetic ½ to 6 hours

PERIOD from 4 hours to 8 days) type); 6 to 15 hours
(diarrheal type)
DURATION OF Several days – a year Less than 24 hours 2 to 3 days

ILLNESS (emetic); 24 hour
(diarrheal)
SYMPTOMS Lassitude, weakness, Nausea and vomiting, Nausea, vomiting,

vertigo, double vision, occasional abdominal abdominal cramps,
difficulty speaking and cramps and/or diarrhea, in more severe cases,
swallowing, constipation abdominal cramps, pain, headache, muscle
nausea (diarrheal) cramping, changes in
blood pressure and pulse
rate
SOURCE Soil, water Soil and dust Humans (skin, hair, nose,
throat, infected sores),
animals
FOODS Improperly processed Rice products, starchy Ham and other meats,
INVOLVED canned low acid foods, foods (potato, pasta, and poultry, warmed-over
garlic-in-oil products, grilled cheese products), foods, egg products, milk
sautéed onions in butter sauces, puddings, soups, and dairy products,
sauce, surplus baked casseroles, pastries, custards, potato salads,
potatoes, stews, salads (emetic); meats, cream-filled pastries,
meat/poultry loaves milk, vegetables, fish protein products
(diarrheal)

PATHOGEN Clostridium botulinum Bacillus cereus Staphylococcus aureus

PREVENTION Do not use home-canned Use careful time and Avoid cross-
products, use careful time temperature control and contamination from
and temperature control for quick-chilling methods bare hands, practice good
sous vide items and all large to cool foods, hold hot personal hygiene, exclude
bulky foods, purchase garlic foods at 60°C (140°F) food handlers with skin
and oil mixtures in small or higher; reheat infections from food
quantities for immediate use surpluses to 74°C preparation, properly
and keep refrigerated, cook (165°F) for at least refrigerate food, rapidly
sautéed onions on request, 15 seconds within two cool prepared food
rapidly cool surplus hours
Norwalk and Puumala/

PATHOGEN Norwalk-like viral agents Hepatitis A/E virus Hanta virus
DISEASE Norwalk Virus Gastroenteritis Viral hepatitis Hemorrhagic fever with
renal syndrome
INCUBATION 24 to 48 hours 2 to 6 weeks 2 to 4 weeks

PERIOD
DURATION OF 24 to 60 hours Weeks- months Weeks- months

ILLNESS
SYMPTOMS Nausea, vomiting, diarrhea, Nausea, vomiting, Nausea, vomiting,

abdominal pain, headache, abdominal pain, diarrhea, headache,
low grade fever headache, low fever, persistent fever, chills and
icterus renal failure
SOURCE Humans Humans (intestinal Rodents

(intestinal tract) tract)
FOODS Raw shellfish, raw vegetables, Indirect fecal oral Food, water contaminated
INVOLVED salads, water contaminated route or raw food, with excretes from rodents
from human feces water contaminated
from human feces
PREVENTION Obtain shellfish from Avoid fecal Pest control, sufficient

approved, certified sources, contamination, health field hygiene, use
avoid fecal contamination surveillance of food chlorinated water
from food handlers by handlers, practicing
practicing good personal good personal
hygiene, thoroughly cook hygiene, thoroughly
foods to a minimum safe cook foods to a
internal temperature, use minimum
chlorinated water safe internal
temperature, use
chlorinated water

Annex B
Food Premise Receiving Record
FOOD PREMISE RECEIVING RECORD
Food Premise:
Receiving Area
Condition
clean and free of Temp of food
of Delivery Vehicle
hazard Food Item(s) on Visual Check of Food items received
Acceptable (Y/N)
(Y/N) Supplier Pallet (Acceptable [Y/N]) (°C) Corrective Actions Initials
Yes Sysco Foods Yes – clean Fresh produce Yes – all appears in 4°C None required JS
good condition
Yes Burnbrae Farms Yes – clean Eggs Looks good 4°C None required JS
Yes Mapleleaf Foods No – Meat and meat No – raw meat in 4°C Shipment rejected. Driver has JS
potential cross- products contact contacted Supplier; a new
contamination issues with ready-to-eat shipment
products will be delivered later today.

Annex B Food Premise Receiving Record
Delivery Standards
Refrigerated food: 4°C (40°F) or less Visual Inspection Date: Signature:
 Food items/packaging in good condition 2 Feb 15 J Smith
Frozen food: -18°C (0°F) or less
 No expired products
 No evidence of pest infestation
 No evidence of tampering

Annex B Food Premise Receiving Record
Annex C
Monthly Refrigeration/Freezer Log
Food Premise Year Month Refrigerator/Freezer

AM Mid-Day PM
Date Time Temp Initials Time Temp Initials Time Temp Initials
Standards – Refrigerators: 4°C (40°F) or less; Freezers: -18°C (0°F) or less

Annex C Monthly Refrigeration Log/Freezer Log
Annex D
Dispersed Feeding Record
Boxed Lunch/ Temp when

Haybox/ food Time when food Unit Supervisor
Date Other departs departs Picking-Up Initials Comments
Oct 31 Haybox 70°C 0630h 2 RCR MW
Nov 1 Haybox 68°C 0700h 2 RHCA JS Food picked

up late
Nov 1 Box Lunch 3°C 6100h 2 Svcs Bn MW
(Standards – hot holding temp is 60°C or greater and cold holding temp is 4°C (40°F) or below)

Annex D Dispersed Feeding Record
Annex E
Thermometer Calibration Log
Thermometer Calibration Log

Instructions: Food Svc employees will record the calibration temperature and corrective action taken, if applicable, on the Thermometer Calibration Log each time a thermometer
is calibrated. The Food Svcs Mgr will verify that employees are using and calibrating thermometers properly by making visual observations of employee activities during all hours
of operation. The Food Svcs Mgr will review and initial the log daily. Maintain this log for a minimum of 1 year.
Calibration instructions can be found on rear of form]
Thermometer Calibration Temperature

Date Being Calibrated Method Reading Corrective Action Initials Manager Initials/Date
2 Feb 15 Stem thermometer Ice Method 0°C None Required JS MW/2 Feb 15
7 Feb 15 Stem thermometer Ice Method 4°C Adjustment wrench used to JS MW/7 Feb 15
adjust thermometer to 0°C

Annex E Thermometer Calibration Log
Thermometer Calibration Instructions
Thermometer Calibration 0°C (32°F) Method (Ice Method)
1. Fill a glass with crushed ice then water. Mix until slurry consistency is reached.
2. Put tip of thermometer into slurry without touching the side or bottom of the glass. Wait at least 30 seconds and take reading.
3. Keeping the tip of the thermometer in the slurry, if reading is not 0 C° (32°F) adjust thermometer with adjustment tool or wrench until it reads 0°C (32°F). For electronic
powered thermometers, hit reset button to 0°C (32°F) (CRFA, 2013).
Thermometer Calibration 100 C° (212 F°) Method (Boiling Water Method)*
1. Fill glass with boiling water and insert tip of thermometer without touching the side or bottom of the glass. Wait at least 30 seconds and take reading.
2. Keeping the tip of the thermometer in the boiling water, if the reading is not 100°C (212°F°) adjust thermometer with adjustment tool or wrench until it reads
100°C (212°F). For electronic powered thermometers, hit reset button to adjust to 100°C (212°F).
3. *Note: This method should only be used if ice is not available as it may be less accurate due to different atmospheric pressures.

Annex E Thermometer Calibration Log
Annex F
Food Handler Orientation Briefing

Provided to: Provided by:
Date: Food Premise:
Food Handler and Supervisor are to initial applicable
column to identify if topic was covered during
briefing.
Topic*
If no, provide rationale as to why not.
Yes No
When and how to wash hands
— to include demo
Proper clothing
Wearing of jewelry
Hair coverings
Use of gloves and oven mitts
Prohibited practices
Correct use of utensils and equipment
Storage of personal effects
Restricted access to areas of the facilities
by specific employees
Glass control and breakage procedures
Procedures to follow when product falls on
the floor
Required Signatures after Briefing
I,___________________, (signature of person who received
briefing) received the above briefing from _______________ (briefer’s signature)
on _______________ (date).
One copy is provided to the person who received briefing and the original must be kept on file.
*Note: Supplemental Topic briefing notes can be found in Appendix 1 to Annex F.

Annex F Food Handler Orientation Briefing
APPENDIX TO ANNEX F
Supplemental Briefing Notes
Purpose: The purpose of these Supplemental Briefing Notes is to expand upon the topics
covered in the Food Handler Orientation Briefing (Annex F). While not all Food Svcs
operations will have the same personnel orientation requirements, it is anticipated that the
information contained within this Appendix, is broad enough to allow each operation to
tailor this briefing to their own unique operational requirements.
Notes:
1. Handwashing Procedures
Handwashing must occur:
a) Immediately before handling food, ingredients, packaging materials and/or
touching food contact surfaces;
b) After using the toilet;
c) After coughing; sneezing; blowing or wiping the nose; touching ears, nose,
eyes, mouth, hair, the face, or infected cuts, boils or pimples;
d) After each absence from the work station for breaks and eating;
e) After handling incompatible food products, raw materials, potentially
hazardous materials such as garbage or cleaning chemicals or touching non-
food contact surfaces such as light or control switches;
f) After picking up objects off the floor;
g) Any other time hands become soiled or contaminated;
h) After smoking;
i) After handling money; and
j) When the Food Svcs management deems it necessary (OMAFRA, 2006).
2. Hand washing Technique
The person giving the briefing will demonstrate the correct hand washing technique (as per
below). The person receiving the briefing will then demonstrate the proper hand-washing
technique. The briefer will ensure the new person can correctly demonstrate the proper
hand washing technique. The correct hand washing technique is summarized as follows:
a) Remove hand jewellery;
b) Roll up sleeves far enough so that wrists are exposed and sleeves do not get
wet during washing;
c) Wet hands and wrists under warm water (38ºC to 43ºC);
d) Apply 3-5 ml of liquid soap;
e) Lather soap and scrub hands well, palm to palm. Scrub in between and
around fingers. Scrub back of each hand with palm of other hand. Scrub
fingertips of each hand in opposite palm. Scrub each hand clasped in
opposite hand. Scrub each wrist clasped in opposite hand. Alternately, use
a fingernail brush to produce lather on fingertips, hands and arms. In either
instance, scrubbing must last for a minimum of 20 seconds;
f) Rinse hands and wrists thoroughly under warm running water of sufficient
volume to wash off the dirt that may have been loosened by handwashing;

Appendix to Annex F
g) Dry hands well with a single-use paper towel; and

h) To avoid recontamination, turn off water tap using the paper towel
(if taps are not hands free). Never dry hands on clothes or aprons
(OMAFRA, 2006).
3. Proper Clothing
When working in Food Svcs operations clothing/uniforms must be clean. Changing of

aprons must occur when moving from one area of the Food Svcsoperation to the other
(example moving from cooking area to salad prep area). Clothes that are worn
when travelling to and from work must not be worn when working in Food Svcs operations,
this includes outer garment such as sweaters. Shoes must be clean and only worn in Food
Svcs. Aprons must be removed before entering washrooms and lunchrooms/break areas.
4. Jewellery
Wearing jewellery, except alliances rings (example wedding rings) and medical alert
bracelets, is strictly prohibited when working in Food Svcs operations.
5. Hair coverings
Hair must be covered at all times. A disposable white paper hat or black pillbox style chef
hat must be worn that covers all hair or hairnet must be worn to cover all hair. Long hair
should be tied up. Beards must be covered by netting.
6. Use of gloves and oven mitts
When disposable gloves are used they must be changed as when hand washing activities
are required. Hands must be clean before using oven mitts. Disposable gloves should not
be used with oven mitts.
7. Prohibited practices
The following practices are strictly prohibited within the Food Svcs operation:
a) Personal communication/electronic devices in preparation, production or
service areas unless operationally required;
b) Smoking;
c) Wearing false nails or nail polish;
d) Spitting; and
e) Horseplay
Correct use of utensils and equipment
When handling utensils ensure that utensils are only grasped from the handle and
not from any part that will come in contact with food. For equipment, equipment should
not touch areas that are used in the production and service of food (contact with food).
8. Storage of personal effects
All personal effects, including footwear and clothing worn to and from work, must be
stored away from the production, service and seating areas.
9. Restricted access to areas of the facilities by specific employees
Example – Flight Feeding – Authorized personnel only

Appendix to Annex F
10. Glass control and breakage procedures
Ingredients and products that have glass packages must be kept to a minimum. If glass
breaks all operations must stop in the affected area until all glass fragments are properly
cleaned and disposed. Any food that has been contaminated by the breakage of glass must
be thrown.
11. When a product falls on the floor
When a product falls on the floor anywhere in the Food Svcs operation it must be thrown
out.

Appendix to Annex F
Annex G
Facility Cleaning and Sanitizing Guide
FACILITY CLEANING AND SANITIZING GUIDE
After each use
Periodically
Weekly
Daily
Cleaning
Area/Equipment Agent Cleaning Routine
Ceiling/Overheads X X Detergent Wash with hot water and detergent, rinse.
Detergent +
Clean as you go, at end of day wash surfaces with hot water and detergent, rinse, use proprietary cleaner
Cooking Range X Proprietary
as necessary.
Cleaner
Doors X Detergent Wash with hot water and detergent, rinse.
Crockery/Utensils X Detergent Clean in dishwasher or three sink method using hot water and detergent, rinse.
Floor/Deck X Detergent Clean all spills immediately. At end of day, sweep and wash with hot water and detergent, rinse.
Food Mixer X Detergent Clean with hot water and detergent, rinse.
Detergent +
Gravity Feed Slicer X Wash with hot water and detergent. Rinse with hot water, follow up with sanitizer.
Sanitizer
Kitchen/Galley/Utensils X Detergent Clean in dishwasher or three sink method using hot water and detergent.

Annex G Facility Cleaning and Sanitizing Guide
After each use
Periodically
Weekly
Daily
Cleaning
Microwave Oven X Detergent Clean all spills immediately. Wash with hot water and detergent, rinse.
Detergent +
Oven X Oven Wash with hot water and detergent, rinse. Follow up with proprietary cleaner on all surfaces.
Cleaner
Pots and Pans X Detergent Clean in dishwasher or three sink method using hot water and detergent, rinse.
Vegetable Prep Machine X Detergent Clean with hot water and detergent, rinse.
Detergent + Clean as you go, at end of each day wash all surfaces with hot water and detergent. Rinse with clean hot
Refrigerator/Freezer units X
Sanitizer water and apply sanitizer.
Detergent + Clean as you go, at end of each day scour and wash with hot water and detergent, rinse. Where sinks
Sinks X X
Sanitizer are used for food, equipment, and hand washing, they must be cleaned and disinfected between uses.
Detergent + Clean all spills immediately. Wash with hot water and detergent. If used for both cooked and uncooked
Storage/Display Units X
Sanitizer food, wash with hot water and detergent, rinse and apply sanitizer.
Walls/Bulkhead – behind work Detergent + Clean as you go. Before preparing ready-to-eat food and at the end of each day, wash all surfaces with
X
surfaces Sanitizer hot water and detergent, rinse with hot water and apply sanitizer.
Walls/Bulkhead – high and low

X Detergent Wash with hot water and detergent, rinse.
level

After each use
Periodically
Weekly
Daily
Cleaning
Waste Compactor X Detergent Clean with hot water and detergent, rinse.
Waste Containers X Detergent Clean with hot water and detergent, rinse.
Waste Disposal Unit X Detergent Clean with hot water and detergent, rinse.
Windows X Detergent Clean with hot water and detergent, rinse.
Sterilizing Preferably use disposable cloths. If not, change cloths frequently, when not in used, clothes should be
Wiping Cloths X
Solution kept in a sanitizing solution. Boil or soak in sterilizing solutions at end of each day
Detergent + Clean as you go. Before preparing ready-to-eat food and at the end of each day, wash all surfaces with
Work Surfaces X X
Sanitizer hot water and detergent, rinse with clean hot water and apply sanitizer
Dining Tables X Detergent Clean with hot water and detergent and clean with wiping cloths
Supplemental Notes:
 All food spills must be removed and areas cleaned and sanitized in a timely fashion. Do not let food spills accumulate.
 When sanitizers are used, ensure that the necessary contact period is achieved.
 Cleaning of Ceiling/Overheads may be contracted out.
 Periodically means ‘as necessary’.
 JOSH Risk Assessments must be conducted prior to use of substances that are classified as toxic, harmful, corrosive, irritant, or very toxic. Prior to use, staff must be trained in the safe use
of cleaning chemicals, any personal protective equipment required, and effective cleaning procedures.

Annex H
Three Sink Dishwashing Method
1. Scrape
2. Wash – Detergent and Water: 45°C
3. Rinse – Clean Water: 45°C
4. Sanitize* – Hot Water or Chemical
Solution
5. Air Dry
Minimum
Sanitizer* Concentration Contact Time Temperature
Hot Water N/A 2 minutes 77°C
Chlorine
100 ppm 2 minutes 45°C
Solution
Quaternary
As specified by
Ammonium 200 ppm 2 minutes
manufacturer
Solution
Iodine
25 ppm 2 minutes 45°C
Solution

Annex H Three Sink Washing Method
Annex I
Cold Holding Temperature Log
Cold Holding Temperature Log

Product Name Supervisor’s
Start-up Temp Product Review
and Time Date Time Temp Initials Location Corrective Action (Initial)
10:30 AM Temp Good.
4°C JS
AM Sandwich
Chicken Salad 2 Feb Afternoon temp too high.
refrigerator on MW
6°C at 0900h 15 Adjusted thermostat. Checked
cook line
2:30 PM 7°C JS product after 1 hour, temp ok.
AM
PM
AM
PM
AM
PM
AM
PM
Accepted cold holding temperature is 4°C (40°F) or below

Annex I Cold Holding Temperature Log
Annex J
Cooking/Reheating Temperature Record
COOKING/REHEATING TEMPERATURE RECORD
Base/Unit Name: Location:

Instructions: Record product name, time, internal temperature/time, and any corrective action taken.
The Food Svc manager will verify that Food Svc employees have taken the required cooking
temperatures by visually monitoring employees and preparation procedures during the shift and
reviewing, initialing, and dating this log daily.
Maintain this log for a minimum of 1 year
Date Internal Verified
and Time FOOD ITEM Temp/Time Corrective Action Initials By/Date
2 Feb 1130h Lamb Chops 71°C/ None required. Meets JS MW –
1145h temp standard 2 Feb 15
2 Feb 1140h Beef Casserole 72°C/ Continue reheating until JS MW –
1150h meets temp std of 74°C 2 Feb 15
Minimum core temperature for different food types:

Poultry Pieces and Ground Poultry: 74°C (165°F)
Whole Poultry: 85°C (185°F)
Mixed Food (casseroles, meals with gravy, mayonnaise, milk): 74°C (165°F) or higher
Whole Cuts (Beef, Lamb, Pork) and Fish: 70°C (158°F) or higher
Ground Meats (Beef, Pork) and Fish: 71°C (158°F) or higher
Eggs -63°C (145°F) or higher
Reheating of Surpluses: 74°C (165°F) or higher
Chapter 7 – Food Safety and Food Defence Page 54

Program V 1.4
Annex J Cooking/Reheating Temperature Record
Annex K
Hot Holding Temperature Log
Hot Holding Temperature Log

Product Name
Start-up Temp Product Supervisor’s
and Time Date Time* Temp Initials Location Corrective Action Review (Initial)
10:30 Start-up temp of 52°C
Chili Beans AM 74°C JS Steam table at
2 Feb 15 too low. Reheated chili
58°C at 0930h wait station
to 74°C as required.
2:30 PM 65°C JS
AM
PM
AM
PM
AM
PM
AM
PM
Accepted hot holding temperature is 60°C or greater. Reheated food items must reach internal temp of 74°C for 15 seconds.
*It is only necessary to assess hot holding temperature twice if the product remains in hot holding for a prolonged period (as indicated in
example)

Annex K Hot Holding Temperature Log
Annex L
Daily Cooling Log
Daily Cooling Log

Time/Food Temperature*
Method of Chilling Corrective Action*
Time Temp Temp
Food [e.g., blast cooling after after [If item doesn’t meet
Date Item chiller, ice bath] began Temp 2 hours 4 hours time/temp standards] Initials
2 Feb 15 Roast Ice Bath 1330h 68°C 20°C 4°C None required JS
Beef
2 Feb 15 Chili Blast Chiller 1400h 66°C 22°C* 4°C *Product transferred into JS
shallow pans. After
10 minutes internal
temp was 19°C
*Food items must be cooled from 60°C (140°F) to 20°C (68°F) within two hours and from 20°C (68°F) to 4°C (40°F) within four hours.

Annex L Daily Cooling Log
Annex M
Assessment of Potential Cross-Contamination Issues
Instructions
Develop the following for each kitchen (Food Svcs operation):

1. Using a kitchen floor plan, construct a flow diagram of flow of food from receiving to service or distribution;
2. On the flow diagram, label where each process/step takes place;
3. Circle areas where cross-contamination may occur; and
4. Assess strategies to minimize likely contamination areas that have been identified such as:
a. Separation of raw from finished or ready to eat (RTE) products;
b. Use of structural segregation – physical barriers, walls or separate buildings;
c. Use of access controls, including requirements to change into necessary work wear; and
d. Establish traffic patterns or equipment segregation – people, materials, equipment and tools (including use of
dedicated tools).
5. Reassess flow diagram on a monthly basis.
NOTE: when determining potential for cross-contamination issues, assessor must use floor plan and applicable staff to conduct
assessment within the kitchen or Food Svcs operation. Each area must be visited during the assessment.
An example of Assessment of Potential Cross-contamination Issues is illustrated on the next few pages.
Example of Assessment of Potential Cross-contamination Issues

Step 1 – Construct a flow diagram to show flow of food from receiving to service or distribution.

Annex M – Assesment of Potential Cross Contamination Issues
Legend
Food Flow
Step 2 – Over the flow diagram, label where each process step is taking place.

Legend
Food Flow
Process Steps
CH – Cold Holding
CK – Cooking
CL – Cooling
FP– Food Prep
HH – Hot Holding
RE – Reheating
CH CH RF – Receipt of
SE Food
SE – Service
CH/SE ST – Storage
FP TR – Transport
ST HH/SE HH/SE TW – Thawing
FP
ST CL
FP CK ?
CK CK
TR
FP
ST ST/TW
RF
E
Step 3 – Circle areas where cross-contamination may occur.

Legend
Food Flow
Process Steps
CH – Cold Holding
CK – Cooking
CL – Cooling
FP – Food Prep
HH – Hot Holding
RE – Reheating
RF – Receipt of
CH CH Food
SE SE – Service
ST – Storage
CH/SE TR – Transport
FP TW – Thawing
ST HH/SE HH/SE Areas where Cross-
FP
contamination may
ST CL occur
FP CK ?
CK CK
TR
FP
ST ST/TW
RE
Step 4 – Assess strategies to minimize likely contamination areas that have been identified.

Assessment – Overall, process areas are separated adequately and flow of food generally moves in one direction. In reviewing the
assessment of the floorplan, there are two areas where cross-contamination may occur. The two potential problem areas requiring
mitigation are as follows:
1. Potential Problem – Meat prep area and cooking area are situated very close to each other. As insertion of a barrier is not possible,
strategies to prevent cross-contamination include ensuring that both human traffic and food always flow from the meat prep area
to the cooking area and not in reverse.
2. Potential Problem – Vegetable prep and salad prep areas are located in the same room. Strategies to prevent cross-contamination
include the physical separation of the two operations. If a physical barrier is not possible, have staff work in either vegetable prep
or salad area, but not in both.

Annex N
Level 1 Verification – Food Safety Check
Name and Rank of Shift Supervisor Time of Shift Date
Issue If Yes, Corrective

Items to Check During Shift Yes or No Identify Issue(s) Action Taken
Conduct a thorough walk around of the Food Premise and answer the following
Any issues with cleanliness of Premises?
(Utensils and equipment, lighting (clean/adequate), □ Yes □ No
waste receptacles, staff change rooms/all washrooms
Are there any security issues?

(All entries to premise, all storage areas are locked
□ Yes □ No
or under observation and visitor) have the required
authorization to enter operational areas
Are there any storage areas issues?

(Storage areas are maintained at the right temperature, □ Yes □ No
clean and well-maintain and no cross-contamination)
Are there any issues with Food Svcs workers?

(washing their hands when required, in correct □ Yes □ No
uniforms in compliance with hair requirements)

Issue If Yes, Corrective

Items to Check During Shift Yes or No Identify Issue(s) Action Taken
Conduct a thorough walk around of the Food Premise and answer the following
Are there any issues with temperature Any Issues with
verifications/record keeping?
 Appropriate thawing methods being used □ Yes □ No
 Cooking temperatures monitored and records kept □ Yes □ No
 Cooling temperatures monitored and records kept □ Yes □ No
 Hot/Cold holding temp monitored and record kept □ Yes □ No
 Reheating procedures monitored and record kept □ Yes □ No
 During meal times: service area was clean and □ Yes □ No
temperature monitored and record kept
Additional Observations
Signature of Shift Supervisor Date
Signature Kitchen Second in Command or Unit Second in Command Date

Appendix 1 to Annex N
Supplementary Instructions for Level 1 Verification – Food Safety Check form.
1. This form must be filled out by the shift supervisor once a day (if shifts overlap both
supervisors should conduct the check together).
2. Upon completion, the form must be reviewed by the kitchen manager or his/her designate.
Key Columns:
Items to Check Issue? If Yes, Corrective

During Shift (Y/N) Identify Issue(s) Action Taken
(1) (2) (3) (4)
Instructions for completion
(1) This column identifies the areas of assessment for the shift supervisor and the related
PRP or HPB, thereby facilitating ready access to the relevant reference.
(2) In this column the shift supervisor will indicate if a food safety issue is present in the
area of assessment through indicating Yes or No
(3) If the shift supervisor has indicated in column 2 that a food safety issue is present, in
this column, s/he will provide specific information regarding the issue, For example,
thermometer inside refrigeration unit #2 indicates the internal temperature of the
refrigerator is 9°C.
(4) In this column the shift supervisor will indicate what s/he did to mitigate the issue
identified in column 3. For example, service call placed to have refrigeration unit
fixed, in the interim, food items in refrigeration unit #2 have been moved to
refrigeration unit #3.
(5) In the block labelled Additional Observations, the shift supervisor will identify any
other food safety issues or concerns and what actions were taken to mitigate these
issues/concerns. Once complete, s/he will sign and date form, thereby indicating
review and concurrence with the contents.
(6) In the block labelled Review Comments, the Kitchen or Unit second in command will
add any additional comments/concerns. Once complete, s/he will sign and date form,
thereby indicating review and concurrence with the contents.

Appendix to Annex N
Annex O
Level 2 Verification – Food Safety Inspections
Level 2 Verification Monthly Activities (3-parts)
Note: Supplementary instructions can be found in Appendix 1 to this Annex
PART 1 – Inspection of Prerequisite Programs

PART 2 – Observation of Monitoring and Personnel Hygiene Activities
PART 1 – INSPECTION OF PREREQUISITE PROGRAMS AND RECORDS
Name and Rank of Kitchen Manager or Second in Command Date
Food Safety
Issue(s)?
Inspection Areas If Yes, Corrective Action
(PRP references in brackets) (Y/N) Identify Issue(s) Taken/Required
PRP 1 – Internal and External Premises
1.1 External Premises

a. Perform an external walk around of feeding □ Yes □ No
facility to identify any external hazards that may
potentially contaminate the interior of the food
service operation (PRP 1.1)
b. Visually assess exterior walls of facility. □ Yes □ No

Can rodents or pests gain entry? (PRP 1.2.1)

Annex O – Level 2 Vewrification – Food Safewty Inspection
Food Safety
Issue(s)?
1.2 Internal Premises
□ Yes □ No
a. Does the interior of the facility have dedicated
areas for different operations (e.g. meat prep area
separate from veggie prep area)? [PRP 1.2.2.a.]
b. Confirm that food and personnel traffic flow □ Yes □ No
patterns will not facilitate cross-contamination
of food items. (PRP 1.2.2. b. c.)
c. Ensure that the production area is separate □ Yes □ No
from non-food areas (e.g. accommodation
areas or livestock holding areas) [PRP 1.2.2.d.]
d. Verify that food is received in a separate area □ Yes □ No
(e.g. away from production/service areas)
[PRP 1.2.2.e.]
e. Ensure that washrooms and change rooms are □ Yes □ No
separated from production and service areas
(PRP 1.2.2.f.)
f. Verify that waste (garbage) is appropriately □ Yes □ No
stored (e.g. will not facilitate cross-
contamination of food) [PRP 1.2.2.f.]
g. Confirm that there is adequate floor drainage to □ Yes □ No
remove pooled water from Food Svcs areas.
(PRP 1.2.2.h.)

h. Verify that ceiling and walls are clean and □ Yes □ No

in good repair (PRP 1.2.2.i.)
Food Safety
Issue(s)?
1.3 Lighting
a. Confirm that lighting levels are adequate for □ Yes □ No
work and the inspection of food. (PRP 1.3.1)
b. Ensure that all overhead lighting is clean and □ Yes □ No
covered to prevent breakage (PRP 1.3.2)
1.4 Ventilation
a. Visually assess air filters for cleanliness □ Yes □ No
(PRPs 1.4.1, 1.4.2)
b. Ask staff if they have any air quality concerns □ Yes □ No
(with respect to Food Svcs operational areas)
[PRP 1.4.3]
1.5 Garbage and Waste Disposal
a. Verify that easily identifiable and specific □ Yes □ No
containers and utensils are used in garbage/
waste disposal (PRP 1.5.1.a.)
b. Confirm frequency and adequacy of scheduled □ Yes □ No
waste removal services throughout facility
(PRP 1.5.1.b., d.)
c. Ensure the facility has written garbage/waste □ Yes □ No
procedures (PRP 1.5.1.c.)

d. Assess maintenance of garbage/waste equipment. □ Yes □ No

(PRP 1.5.1.e.)
1.6 Sanitary Facilities

a. Verify that all washrooms are clean and □ Yes □ No
adequately stocked (PRP 1.6.1)
b. Ensure that hand washing notices are posted □ Yes □ No
(to include hand washing directions) [PRP 1.6.2]
c. Confirm that all washrooms, lunchroom and □ Yes □ No
change rooms are clean and well maintained
(PRP 1.6.3)
1.7 Water/Ice/Steam Quality
a. Ensure that water testing occurs at the □ Yes □ No
appropriate frequency (liaise with PMED TECH
to determine frequency) [PRP 1.7.1]
b. Verify that hoses and taps throughout the facility □ Yes □ No
prevent backflow (faucets should have backflow
prevention devices installed, to prevent back
siphonage hoses should not be left attached to
the faucet and in the sink) [PRP 1.7.2]
c. Confirm that if used, water filters are changed □ Yes □ No
and maintained properly (PRP 1.7.3)
d. Verify water pressure/temperature is adequate □ Yes □ No
for cleaning (PRP 1.7.4)
e. Confirm that water and ice storage areas are □ Yes □ No
clean and not a potential source of cross-
contamination (PRP 1.7.5)

1.8 Plumbing and Sewage

a. Plumbing hoses and taps are preventing □ Yes □ No
backflow (PRP 1.8.1)
b. Identify if a sewage system backed-up occurred □ Yes □ No
since the last inspection. If yes, were the affected
areas closed until thorough cleaning and
sanitizing occurred? (PRP 1.8.1.a.)
c. Visually assess if the sewage system is designed □ Yes □ No
to prevent cross-contamination between sewage
and production waste and potable water
(e.g. lines do not cross) [PRP 1.8.1.b.c.].
d. Confirm that grease traps are cleaned and □ Yes □ No
flushed regularly (PRP 1.8.1.b.)
PRP 2 – Purchasing/Receiving, Storage, Packaging
and Transportation
2.1 Purchase/Receiving
a. Confirm that ingredients are ordered from □ Yes □ No
approved suppliers/sources as per Chap 2,
FSM (PRP2.1.1)
b. Verify that food orders are maintained on file □ Yes □ No
(PRP 2.12)
2.2 Storage of Food and non-food
a. Inspect all storage units to ensure they are clean □ Yes □ No
and free of contaminates (PRP 2.2)

b. Inspect all refrigerators ensuring the following: □ Yes □ No

 Adequate number of thermometers are present
 Fridges are not overloaded
 Food is well ventilated
 Food is wrapped and dated as required
 Food is correctly stored as per type and
no cross-contamination issues are observed
 Fridges are cleaned regularly
 First in First out method is being used
 Fridge charts are filled out during each shift
(PRP 2.2.1.a., PRP 2.2.1.1, PRP 2.2.1.2)
c. Inspect all freezers ensuring the following: □ Yes □ No
 First in First out method is being used
 Freezers are defrosted and cleaned regularly
 Freezer charts are filled out during each shift
 Note any additional issues (PRP 2.2.1.b,
PRP 2.2.1.1-2)
d. Inspect all dry storage areas ensuring the □ Yes □ No
following:
 Humidity is not within recommended range.
 Food is not exposed to direct sunlight
 Food is stored off the ground (minimum 15 cm)
 Food items are kept in original packaging
 Dry Storage areas are clean
 Regular cleaning occurs (PRP 2.2.1.c)
2.3 Chemical Storage

a. Confirm that chemicals are stored in dry,

□ Yes □ No
well ventilated areas, with no possibility of
contaminating food items (PRPs 2.2.3, 2.2.4)
b. Verify that mixing of chemicals is only □ Yes □ No
conducted by authorized and properly trained
personnel (PRP 2.2.5)
2.4 Packaging
All packaging material must be of food grade quality □ Yes □ No
and be used to prevent the contamination of food
(PRP 2.3.1)
2.5 Transportation/Distribution
Food distribution areas must be clean with no cross- □ Yes □ No
contamination issues present (PRP 2.4)
PRP 3 – Equipment and Utensils
3.1 Major equipment

Ensure all major Food Svcs equipment is cleanable, easy □ Yes □ No
to inspect, does not contaminate food, and permits
proper drainage. Note any major equipment issues
(PRP 3.1.1 a.-f.)
3.2 Minor Equipment

Ensure minor equipment is not a source of cross-

□ Yes □ No
contamination for food. Possible signs of minor
equipment problems include damaged, scratched or
discoloured equipment. Note any minor equipment
issues (PRP 3.1.2 a.-g.)
3.3 Preventive Maintenance

a. Ensure there is a list of Food Svcs equipment with □ Yes □ No
a preventive maintenance schedule indicating
when and how maintenance tasks must be
conducted (PRP 3.1.3 a. -c.)
b. Ensure that the Canadian Forces Food Services □ Yes □ No
Equipment and Maintenance Database are being
used correctly (PRP 3.1.4.c.)
3.4 Equipment Calibration

a. Ensure that there is Master list of monitoring □ Yes □ No
devices (such as temperature probes)
[PRP 3.1.4.a.-d.]
b. Verify that calibration records for all measuring □ Yes □ No
devices are completed regularly and correctly
(PRP 3.1.4.a.-d.)
3.5 Utensils
Ensure utensils are clean and do not cross contaminate □ Yes □ No
food (assess for presences of tears, scratches or
discolouration) [PRP 3.2.1]

PRP 4 – Personnel
4.1 Personal Hygiene
Ensure that all food service personnel have received □ Yes □ No
the Food Handler Hygiene Brief (PRP 4.2.1, Annex F)
PRP 5 – Sanitation
5.1 Cleaning and Sanitizing

Visually inspect all Food Svcs areas and major/minor □ Yes □ No
equipment for cleanliness. (PRP 5.1)
5.2 Cleaning Schedule

Ensure there is a Facility Cleaning Schedule in place □ Yes □ No
and in use (to include specific job task, cleaning
materials, safety precautions and frequency of cleaning)
[PRP 5.1.1 a.-b. Annex G]
5.3 Deep Cleaning
Inspect areas requiring deep cleaning and/or servicing □ Yes □ No
by contractors/RPOps (e.g. fire suppression systems,
fridge/freezer cooling systems, air filter systems). Is
regular cleaning and servicing occurring? [PRP 5.1.2]
5.4 Utensils/Containers/Cutting Boards

Visual inspect all utensils. Confirm items are cleaned

□ Yes □ No
and sanitized either via 3-sink method or industrial
dishwasher (PRP5.2.1, 5.2.2 Annex G)
PRP 6 – Pest Control
6.1 Pest Control Program

a. Perform a walkthrough of the Food Svcs □ Yes □ No
operation; are there any indications of a
pest/rodent infestation? (PRP 6.1.1)
b. Visually assess food items for signs of pest □ Yes □ No
contamination (PRP 6.1.2)
c. Review pest control operator records for the □ Yes □ No
facility. Is there any indication of pest issues?
If yes, is the action taken clearly identified?
(PRP 6.1.1 d.(6))
PRP 7 – Response to Foodborne Issues
7.1 Food Recalls

a. Confirm that all personnel in receiving and □ Yes □ No
the kitchen manager subscribe to the Recall
Notifications from CFIA (PRP 7.1.1)
b. If there has been recalled food since the last
□ Yes □ No
inspection, were the appropriate procedures
followed and was there a report produced?
PRP 7.1.2
7.2 Response to Suspected Foodborne Illness
incidents

Review records of complaints from diners. Do the

□ Yes □ No
records document all the pertinent information and
the action that was taken? (PRP 7.2.1)
PRP 8 – Food Defence
8.1 Food Supply

□ Yes □ No
a. Confirm that all food items are received from
an approved supplier (PRP 8.1 a.)
b. Confirm whether there has been any incidents □ Yes □ No
where food was (or may have been) tampered
with?
8.2 Personnel
Verify that all workers in the Food Svcs operation have □ Yes □ No
an enhanced reliability check (PRP 8.1 b.)
8.3 Physical Security
a. Verify that a Physical Security Survey has been □ Yes □ No
conducted for the Food Svcs operation (PRP 8.1
c.)

b. Confirm that access to the kitchen is adequately □ Yes □ No

controlled (e.g. doors locked to diners/visitors
outside of meal hours, storage areas locked or
constantly observed, exterior doors [e.g. back
doors for staff] locked and access controlled)
[PRP 8.1 c.]
8.4 Visitors
a. Verify facility ‘Visitor procedure’ (e.g. when □ Yes □ No
visitors enter the kitchen, do they report to a
kitchen supervisor first? Do visitors have the
proper security clearance? If not, are they
supervised by Food Svcs personnel for
the duration of their visit?) [PRP 8.1 d]
Signature of Kitchen Manager or Second in Command Date:
Additional Comments by Base/Unit Food Svcs O or Brigade Chief Cook:
Signature of Base/Unit Food Svcs O or Brigade Chief Cook Date:

PART 2 – OBSERVATION OF MONITORING AND PERSONNEL HYGIENE ACTIVITIES
The intent of Part 2 of this inspection process is twofold: to verify that the Monitoring Records are being filled out correctly; and to
observe Food Svcs staff during their work routine to assess compliance with both monitoring and personal hygiene practices (e.g. hand
washing).
Note: Supplementary instructions can be found in Appendix 1 to this Annex
Review Level 1 Verification – Food Safety Check Records. Review five random samples of Level 1 Verification – Food Safety
Check reports (Annex N) completed during the last month.
Identify below the five top issues noted in the records reviewed.
1. Issue:
2. Issue:
3. Issue:
4. Issue:
5. Issue:

Inspection Areas
(PRP references in brackets)
Observe Personnel Hygiene Practices: Observe staff
in all Food Svcs operational areas (production, food prep,
Food Safety If Yes, Identify Corrective Action
receiving and service areas) and verify the following:
Issue(s)? (Y/N) Issue(s) Taken/ Required
a. Staff appeared healthy with no visible injuries □ Yes □ No
(PRP 4.1.1)
b. Staff washed their hands correctly and when □ Yes □ No
required (PRP 4.2.1 a.)
c. Staff wore cleaning clothing and no prohibited □ Yes □ No
jewellery (PRP 4.2.1 b. and c.)
d. Staff handled utensils and equipment in a manner □ Yes □ No
that prevents cross-contamination. (PRP 4.2.1 d.)
e. Personal effects (e.g. cell phones) were stored away □ Yes □ No
from work areas [PRP 4.2.1 e.]
f. When required, personnel were restricted from □ Yes □ No
specific areas (e.g. flight feeding) [PRP 4.2.1 f.]
g. Both food and personnel flow in the kitchen were
adequate to prevent cross-contamination □ Yes □ No
(PRP 4.2.1 g.)
h. Visitors reported to the designated supervisor □ Yes □ No
before entering operational areas (PRP 4.3.1)
i. Authorized visitors followed the facility food safety
□ Yes □ No
rules when in operational areas (PRP 4.3.1)

Inspection Areas
Receiving of Food – Observe monitoring practices Food Safety If Yes, Identify Corrective Action
in Food Receiving Area Issue(s)? (Y/N) Issue(s) Taken/ Required
Records: Review five random samples of Receiving
Records (Annex B) completed during the last month.
Ensure records for receiving food from suppliers are □ Yes □ No
complete and correct. [PRP 2.1.1.1 to 2.1.1.1.4, Annex B]
Observe Receiving Activities: Observe food being received during a delivery* and verify the following:
*Note: The delivery(ies) being observed should include temperature sensitive food (refrigerated and frozen food), dry food and
non-food products.
a. The Receiving Area was clean when food was □ Yes □ No

received (PRP 2.1.1.1)
b. The Receiving staff performed a visual check of
the interior of the vehicle to assess the presence □ Yes □ No
of food hazards (PRP 2.1.1.2)
c. The Receiving staff checked the temperature of □ Yes □ No
each pallet that was delivered (PRP 2.1.1.3)
d. The Receiving staff inspected the incoming food
for damage, expiration and signs of tampering □ Yes □ No
(PRP 2.1.1.4)
e. Staff recorded the above activities (c.-a.-d.)
□ Yes □ No
[PRP 2.1.1]

Inspection Areas
Transport/Distribution of Food – Observe Food Safety If Yes, Identify Corrective Action
monitoring practices in Distribution/Dispersed Area Issue(s)? (Y/N) Issue(s) Taken/ Required
Records: Review five random samples of Dispersed
Feeding Records (Annex D) completed during the last
□ Yes □ No
month. Ensure records for dispersed feeding were
complete and correct. (PRP 2.4.1.1, 2.4.1.2, Annex D)
Observe Issuing Activities: Observe food being received during dispersed activities and verify the following:
a. Staff completed the Dispersed Feeding Record

(Annex D) when food was issued (PRP 2.4, □ Yes □ No
Annex D)
b. The dispersed feeding staff checked the
cleanliness/condition of the vehicle used □ Yes □ No
to transfer the food (PRP 2.4, Annex D)
Observe Thawing Activities: Observe thawing activities*

conducted on the production floor and verify the following:
Corrective Action
*Note: If no thawing activities are taking place in
Food Safety If Yes, Identify Taken/
production area, check fridge(s) that is/are used for thawing
Issue(s)? (Y/N) Issue(s) Required
One of the four approved methods of thawing was being
used (e.g., food that is being thawed never goes above 4°C) □ Yes □ No
[HBP 1.1]
When food is being thawed, it is covered and protected

□ Yes □ No
from possible contamination (HBP 1.2)

Inspection Areas
Cold Holding of Food – Observe Cold Holding Food Safety If Yes, Identify Corrective Action
Activities Issue(s)? (Y/N) Issue(s) Taken/ Required
Records: Review five random samples of cold holding
records (Annex I) completed during the last month.
□ Yes □ No
Ensure records were complete and correct. (HPB 2.1
and 2.2 Annex I)
Observe Cold Holding Activities: Observe cold holding activities, in all areas but the serving areas.
a. Cold food was held at 4°C or less and for not longer □ Yes □ No
than two hours (HPB 2.1)
b. Cold holding activities being conducted ensured
that food was not exposed to potential cross- □ Yes □ No
contamination (HPB 2.2)
c. The above activities were recorded (HPB 2.1
□ Yes □ No
and 2.2)
Cooking and Reheating of Food – Observe Cooking Food Safety If Yes, Identify Corrective Action
Activities Issue(s)? (Y/N) Issue(s) Taken/ Required
Records: Review five random samples of cooking/
reheating records (Annex J) completed during the last
□ Yes □ No
month. Ensure records were complete and correct.
(HBP 3.1, 3.2, 7.1, 7.2 Annex J)

Inspection Areas
Observe Cooking and Reheating Activities: Observe cooking activities in the production area.
a. Production staff verified the internal temperature

of each batch of food that was being cooked or □ Yes □ No
reheated (HPB 3.1, 7.1)
b. When food was being cooked or reheated it was □ Yes □ No
not at risk of cross-contamination (HPB 3.2, 7.2)
c. The above activities were recorded
(HPB 3.1, 3.2, 7.1, 7.2)
Hot Holding of Food – Observe Hot Holding Activities
Records: Review five random samples of Hot Holding

Records (Annex K) completed during the last month.
□ Yes □ No
Ensure records were complete and correct. (HPB 4.1
and 4.2 Annex K)
Observe Hot Holding Activities. Observe hot holding activities, in all areas but the serving area.
a. Was hot food being held above 60°C and not □ Yes □ No
held longer than two hours? (HPB 4.1)
b. When hot holding activities were conducted, the
food was not exposed to the risk of cross- □ Yes □ No
contamination (HPB 4.2)
c. The above activities were recorded (HPB 4.1
□ Yes □ No
and 4.2)

Inspection Areas
Cooling of Food – Observe Cooling Activities
Records: Review five random samples of cooling records

(Annex L) that were completed during the last month.
□ Yes □ No
Ensure records for cooling were complete and correct.
(HBP 5.1, 5.2 Annex L)
Observe Cooling Activities: Observe cooling activities in production.
a. Production staff both verified the temperature of

each batch of food being cooled and monitored the □ Yes □ No
time in each temperature zone (HPB 5.1)
b. Food being cooled was not exposed to potential □ Yes □ No
contaminants (HPB 5.2)
c. The above activities were recorded (HPB 5.1, 5.2) □ Yes □ No
Service of Food – Observe Service Activities
Records. Review five random samples of service records

(Annex I and K) that were completed during the last
□ Yes □ No
month. Ensure records for service are complete and correct.
(HBP 6.1, 6.2 Annexes I and K)

Inspection Areas
Observe Service Activities. Observe service activities in serving areas.
a. Hot food was being held above 60°C and not □ Yes □ No
held for longer than two hours (HBP 6.1)
b. Cold food was being held at 4°C or less and not □ Yes □ No
for longer than two hours (HBP 6.1)
c. During service there was not a possibility of cross-
contamination in food being held at cold, hot and □ Yes □ No
room temperature (HBP 6.2)
d. The above activities were recorded (HPB 6.1, 6.2) □ Yes □ No
Check Prevention of Cross-contamination Assessment
Was there a completed Prevention of Cross-contamination

Assessment for your food service location? If not, conduct
an assessment with management staff. If an assessment has □ Yes □ No
been conducted, reassesses with management staff and
update if needed (HBP 8.1 Annex M

PART 2 – OBSERVATION OF MONITORING AND PERSONNEL HYGIENE ACTIVITIES (Continued)
Other Observations by Kitchen Manager or Second in Command
Additional Comments by Base/Unit Food Svcs O or Brigade Chief Cook
Signature of Base/Unit Food Svcs O or Brigade Chief Cook Date:

Appendix 1 to Annex O
PART 1 Instructions for completion of Level 2 Verification – Food Safety Inspections form
PART 2 Instructions for completion of the Observation of Monitoring and Personnel Hygiene Activities Form
PART 1
Instructions for completion of Level 2 Verification – Food Safety Inspections form
1. This form must be completed monthly by the Kitchen Manager or Second in Command.
2. This form must be reviewed by the Base/Unit Food Svcs Officer or Bde Chief Cook.
3. Firstly, the Kitchen Manager or Second in Command must fill in his his/her name and date
4. Completion of Table:
Inspection Areas Food Safety If Yes, Identify Corrective Action

Issue(s)? Issue(s) Taken/Required
(Y/N)
(1) (2) (3) (4)
a. Column (1) – This column indicates key inspection areas.

b. Column (2) – In this column, the Kitchen Manager or Second in Command will identify whether a food safety issue
exists in this area.
c. Column (3) – In this column, the Kitchen Manager or Second in Command supervisor will identify the specific food
safety issue.
d. Column (4) – In this column, the Kitchen Manager or Second in Command will identify the corrective action taken to
mitigate the food safety issue.
5. The final block allows the Kitchen Manager or Second in Command to identify any additional food safety concerns observed
during the inspection [to include corrective action taken].

Appendix to Annex O
6. Upon completion, the Kitchen Manager or Second in Command will sign the inspection report, indicating completion, and pass
it on to the Base/Unit Food Svcs Officer or Bde Chief Cook for their review.
7. The Base/Unit Food Svcs Officer or Bde Chief Cook will then review the inspection report and identify any additional concerns,
or simply provide comment.
8. The Base/Unit Food Svcs Officer or Bde Chief Cook will then sign/date to indicate review of the inspection report.
PART 2
Instructions for completion of the Observation of Monitoring and Personnel Hygiene Activities Form
2. This form must be reviewed by the Base/Unit Food Svcs Officer or Bde Chief Cook.
3. Firstly, the Kitchen Manager or Second in Command must fill in his/her name and date
4. Completion of Table:
Inspection Areas Food Safety If Yes, Identify Corrective Action
Issue(s)? Issue(s) Taken/Required
(Y/N)
(1) (2) (3) (4)
a. Column (1) – This column indicates key inspection areas.

b. Column (3) – In this column, the Kitchen Manager or Second in Command will identify whether a food safety issue
exists in this area.
c. Column (4) – In this column, the Kitchen Manager or Second in Command supervisor will identify the specific food
safety issue.

Appendix to Annex O
d. Column (4) – In this column, the Kitchen Manager or Second in Command will identify the corrective action taken to
mitigate the food safety issue.
5. The final block allows the Kitchen Manager or Second in Command to identify any additional food safety concerns observed
during the inspection [to include corrective action taken].
6. Upon completion, the Kitchen Manager or Second in Command will sign the inspection report, indicating completion, and pass
it on to the Base/Unit Food Svcs Officer or Bde Chief Cook for their review.
7. The Base/Unit Food Svcs Officer or Bde Chief Cook will then review the Observation of Monitoring and Personnel Hygiene
Activities report and identify any additional concerns, or simply provide comment.
8. The Base/Unit Food Svcs Officer or Bde Chief Cook will then sign/date to indicate review of the Observation of Monitoring and
Personnel Hygiene Activities report.

Appendix to Annex O
ANNEX P
Level 3 Verification
Level 3 Verification – Base/Unit Food Safety Audits

Level 3 Verification – Quarterly Activities (2-parts)
Note – Supplementary instructions can be found in Appendix 1 to this Annex
Part 1 – Review of Level 2 Verification (Food Safety Inspections)
Part 2 – Audit of Prerequisite Programs
Part 3 – Assessment of Sanitation Procedures
Part 1 – Review Level 2 Verification – Food Safety Inspections
Base/Unit Base/Unit and or Deputy Food Svc Officer Date
Review Level 2 Verification. Review five random samples of Level 2 Verification – Food Safety Inspections (Annex O) that were completed
during the last three months. Note below the five top issues that have been noted from the reviewed records.
1. Issue –
2. Issue –
3. Issue –
4. Issue –
5. Issue –
Comment if Level 2 Verification is occurring and if Food Safety Inspections are generally complete and correct.

Annex P – Level 3 Verification
Part 2 – Audit Prerequisite Programs
Food Safety Compliance Issue Coding
Critical (C) – Major errors in the food safety system were detected: Product(s) contamination is likely. Address issue(s)
immediately.
Major (M) – Errors in the food safety system were detected. Product(s) contamination is possible. Address issue(s) promptly.
Satisfactory (S) – No observed issues.
Observation (O) – Comments provided to improve the system.
Issue
Complianc Environmental
Items to Check During Quarterly e Code Identify Corrective Food Svcs Officer
Audit (one every three months) Refs [C,M,S,O] Issue(s) Action Taken Comments
Prerequisite Programs. Conduct a walkthrough of all kitchen/Food Svcs operation areas [to include building exterior].
Note any areas of non-compliance and the corrective action(s) taken.
1. External Premises: Perform an external walk PRP 1.1

around of the facility to identify any external
hazards that may potentially contaminate the
interior of the food service operation. Visually
assess exterior walls of the facility for potential
pest access areas and/or potential sources of
contamination

Issue
Complia
nce Code Environmental
Items to Check During Quarterly [C,M,S, Identify Corrective Food Svcs Officer
Audit (one every three months) Refs O] Issue(s) Action Taken Comments
2. Internal Premises: Conduct a thorough PRP 1.2
walkthrough of the Food Svcs operation. to PRP 1.8
Note any internal issue(s) and in particular the
following:
a. Confirm that work flow and personnel PRP 1.2
traffic flow patterns do not facilitate a.-c.
cross-contamination of food items.
b. Ensure walls, floor, ceilings are intact and PRP 1.2
clean so not to aide in cross- d.-i.
contamination.
c. Ensure lighting is adequate and light PRP 1.3
sources (e.g. bulbs) are shatterproof or
shielded.
d. Ensure the ventilation system is working PRP 1.4
and filters are changed when required.
Note as filter change outs are a RPOpsCE
function this may require contacting
RPOps.
e. Check that garbage and waste disposal PRP 1.5
(internal and contracted) occur at the
necessary frequency. Assess the flow of
garbage in the facility and ensure there are
no opportunities for cross-contamination
with non-waste food items.

f. Verify that washrooms, lunchrooms and PRP 1.6

change rooms are clean and adequately
stocked.
Issue
Complia
nce Code Environmental
Items to Check During Quarterly [C,M,S, Identify Corrective Food Svcs Officer
Audit (one every three months) Refs O] Issue(s) Action Taken Comments
g. Ensure that water, ice and steam do not PRP 1.7
present potential sources of contamination
to food items, that the supply is adequate
(hot and cold) and that there is adequate
water pressure.
h. Verify if there have been any reported PRP 1.8
plumbing issues during the reporting
period. If yes, what actions were taken
and what actions will be taken to prevent
reoccurrence.
PRP 2 – Purchasing/Receiving/Storage/Packaging Transport (this will be covered in the next section)
1. Equipment: PRP 3.1
a. Ensure all major and minor equipment is PRP 3.1.1, 3.1.2

clean, well maintained and not a source of
contamination for food items.
b. Ensure maintenance program is in place PRP 3.1.3
and that the CAF Food Services
Equipment and Maintenances Database is
being used correctly.

Issue
Complian
ce Code Environmental
Items to Check During Quarterly [C,M,S,O Identify Corrective Food Svcs Officer
Audit (one every three months) Refs ] Issue(s) Action Taken Comments
c. Review calibration records for PRP 3.1.4
completeness and correctness.
d. Ensure utensils will not contaminate food PRP 3.1.4
through either structural or maintenance
deficiencies.
PRP 4 – Personnel
1. Personnel Hygiene Records: PRP 4.2.1

Review a sample of the Personnel Hygiene Annex F
Records (Annex F) to ensure they are being
completed. Have all Food Svcs staff received
the briefing?
1. Cleaning Schedule: 5.1.1

Ensure that an adequate cleaning schedule is
in place.
1. Pest Control Records: PRP 6.1.1 d. (6)

Review pest control records to identify if there
have been any pest issues since last reporting
period.

Issue
Complian
ce Code Environmental
Items to Check During Quarterly [C,M,S,O Identify Corrective Food Svcs Officer
Audit (one every three months) Refs ] Issue(s) Action Taken Comments
PRP 7 – Response to Foodborne Illness
1. Foodborne Illness: 7.1.3

Check if there have been any reports from
diners who suspected that food from your
location made them sick. If yes, what action(s)
were taken by Food Svcs staff?
1. Verify that all Food Svcs worker have a PRP 8.1 b.

minimum enhanced reliability check
2. Confirm whether a Physical Security Survey PRP 8.2

been conducted for the Food Svcs operation
HACCP-Based Programs (includes some PRP areas).

Walk the route from where food is received within the Food Svcs operation to where it is finally served, disposed of and/or dispersed.
1. Personnel Hygiene Practices: PRP 4.2.1

While conducting audit activities observe if
correct personal hygiene practices are being
followed, this includes, but is not limited to, the
following:
a. Proper handwashing. PRP4.2.1 a.

b. Clean work clothing, hair is covered. PRP4.2.1 b.

Issue
c. Prohibited jewellery not being worn. PRP4.2.1c
d. Correct use of utensils and equipment. PRP4.2.1d
e. Personal effects not being used PRP4.2.1e
(e.g., phones).
f. Human traffic flow and the flow of PRP4.2.1g
food is not a potential source of cross-
contamination for food items.
g. Unauthorized visitors are not present PRP 4.3.1
in the Food Svcs operational or prohibited
area. If visitors are authorized, ensure they
follow all food safety rules.
h. Observe staff for any signs of illness or PRP 4.1.1
uncovered open cuts/wounds.
2. Receiving:
Perform a walkthrough of the receiving area and
verify the following:
a. Check the exterior areas outside of the PRP 2.1.1

receiving area for cleanliness and presence
of potential hazards to food or personnel.
b. Verify that the receiving area is clean and PRP 2.1.1
there are no possible contamination issues.

Issue
c. Review a sample of the receiving records PRP 2.1.1
for the past three months (suggest two
records from each month). Confirm that
they are both complete and correct.
d. Confirm that receiving staff are receiving PRP 7.1.1
CFIA food recalls. Verify that staff are
aware of actions to take in the event of a
recall to include recording procedures.
3. Storage: PRP 2.2.1
Follow the food flow from receiving to
storage areas. Check all refrigerated, frozen
and dry storage areas.
a. Verify refrigerator storage areas are clean, PRP 2.2.1

temperature monitoring charts are present
and complete and that there is no potential
for cross-contamination.
b. Verify freezer storage areas are clean, PRP 2.2.1
temperature monitoring charts are present
and complete and that there is no potential

Issue
c. Verify dry storage areas are clean, PRP 2.2.1
humidity is within acceptable parameters,
food items are stored at least 15 cm off
the floor and that there is no potential
d. Verify that cleaning supplies are separated PRP 5.1.1
from food and non-food items to ensure
no potential for cross-contamination.
4. Prep Areas:
Follow the flow of food from the storage areas to
the prep areas (pre-production).
a. Ensure that prep areas are clean and that PRP 3.1.1
they are cleaned on a regular basis IAW
the Food Svcs operation’s cleaning
schedule.
b. Check that there are no potential cross- PRP 2.2.5
contamination issues in prep areas.

Issue
Items to Check During Quarterly e Code Identify Corrective Food Svcs
Audit (one every three months) Refs [C,M,S,O] Issue(s) Action Taken OComments
5. Production Area:
Follow food flow from the prep areas to the
production areas.
a. Ensure all major and minor equipment is PRP 5.1.1.

clean, well maintained and not a source
of contamination for food items.
b. Verify that temperature monitoring charts PRP 2.1.1
are present (and in use) on the production
refrigerators. Perform a visual assessment
of the refrigeration units to evaluate the
potential for contamination of food items.
c. Verify that there are no cross- PPR 8.1
contamination issues occurring in the
Production Area.
d. Cooking/Reheating: Confirm that HPB 3.1, 3.2
cooking/reheating records (Annex J) are Annex J
complete and correct. Verify that staff are
taking temperatures at the right time and
that no cross-contamination issues are
occurring.
e. Cold and Hot Holding: Confirm that hot HBPs 2.1, 2.2,
and cold holding records (Annex I and K) 4.1, 4.2
are complete and correct. Ensure that
Annex I and K
there are no cross-contamination issues
occurring during holding operations.

Issue
Items to Check During Quarterly e Code Identify Corrective Food Svcs O
f. Thawing: Observe thawing activities to HPBs 1.1. 1.2
verify that one of the four approved
methods of thawing is being used. If no
thawing activities are occurring, ask shift
supervisor to describe how thawing is
normally accomplished and to identify the
area where thawing activities generally
occur (most likely in thawing or
production fridge).
g. Cooling Activities: Observe cooling HPBs 5.1, 5.2
activities to verify the proper cooling Annex L
methods are being used. Ensure the food
being cooled does not enter the
temperature danger zone and food is
covered to prevent cross-contamination.
Check cooling records (Annex L).
6. Service Area:
Follow food from the production area to the
services area(s).
a. Ensure that hot and cold records are HPB 6.1

complete and correct (Annex I and K). Annex I, K
b. Observe staff during meal service. Verify HBP 6.2
that there are no cross-contaminations or
temperature abuse situations occurring
during service and that personal hygiene
infractions are not occurring.

Issue
7. Transportation/Distribution Areas:
Follow the flow of food from the production area
to the distribution/transport area (i.e., the area
where food items, (e.g. hayboxes) leave the
kitchen to be sent to another location). This
includes dispersed areas of the Food Svcs
operation.
a. Verify that the distribution area is clean PRP 2.4

and that there are no cross-contamination
issues are occurring.
b. Confirm that appropriate packing material PRP 2.3.1
is used to prevent cross-contamination.
c. Ensure that dispersed feeding records PRP 2.4.1
(Annex D) are complete and correct. Annex D
Issue
8. Waste/Garbage Disposal:
Follow the flow of food from the production and
service areas to the waste and/or garbage disposal
area.
a. Confirm that waste and garbage is PRP 1.5.1

disposed of in a timely manner from the
Food Svcs operational areas IOT reduce
potential for contamination of food.
b. Confirm that waste and garbage is stored PRP 1.5.1
correctly before being picked up from the
Food Svcs operation. Ensure that it is
stored in an appropriate area and at the
right temperature to prevent cross-
contamination of food, non-food,
equipment, utensils and/or the facility
itself
9. Prevention of Cross-contamination HBP 8.1
Assessment: Annex M
Review your Prevention of Cross-contamination

Assessment. If the assessment is not relevant or
there has been change in the Food Svcs operation,
reassess the Prevention of Cross-contamination
Assessment.
a. Confirm the assessment is still relevant.

Identify whether the Food Svcs operation
has changed since the last
Level 3 Audit.
10. Handwashing: PRP 4.2.2

During a staff coffee or meal break observe
staff washing their hands. Comment on the total
percentage of staff that you observe washing their
hands after meal or break time.
Part 3 – Assessment of Sanitation Procedures
Issue
11. ATP-B Testing
Review kitchen ATP-B testing records for testing
frequency, critical fails, and diversity of sample
locations.
a. Confirm that ATP-B testing has been

conducted a minimum of every two
months.
b. Review records from the last 6 months
and confirm:
i. Whether there have been any
critical fails and if they have been
rectified; and
ii. That sample locations have varied
from month-to-month.
Additional Observations by Base/Unit and or Deputy Food Service Officer:
Name of Base/Unit and or Deputy Food Service Officer: Date:
Additional Comments by Environmental Food Services Officer:
Name of Environmental Food Services Officer Date:
Food Services Manual
APPENDIX 1 TO ANNEX P
Supplementary Instructions for Level 3 Verification – Food Safety Check form.
1. This form must be completed quarterly by the by Base/Unit and/or Deputy Food Svcs O.
2. Upon completion, this form must be submitted to the Environmental Command Food Svcs O
for his/her review and comments.
3. First, the Base/Unit and or Deputy Food Svcs O must enter his/her name and the date.
4. The Base/Unit and/or Deputy Food Svcs O must first review the last three Level 2
Verifications – Food Safety Inspection reports. S/he must identify the top five issues within
the three reports and provide a general comment about the completeness and correctness of
the Level 2 Verification activities.
5. Following this record review, the Base/Unit and/or Deputy Food Svcs O can commence Part 2
– Audit Prerequisite Program review.
6. Instructions for completion of Part 2 – Audit Prerequisite Program review form:
Key Columns:
(1) (2) (3) (4) (5) (6)
Items to Check During Refs Issue Compliance Identify Corrective Environmental
Quarterly Audit (one Code [C,M,S,O] Issue(s) Action Food Services
every three months) Taken Officer
Comments
Instructions for completion
a. Column (1) – This column provides questions on what is to be assessed by the

Base/Unit and or Deputy Food Services Officer.
b. Column (2) – This column provides the reference of what is being assessed.
c. Column (3) – The Base/Unit and or Deputy Food Svcs O determines the level of
compliance reached (critical, major, satisfactory or observation) for each item.
d. Column (4) – The Base/Unit and or Deputy Food Svcs O explains the food safety
issue(s) found.
e. Column (5) – The Base/Unit and or Deputy Food Svcs O states what he or she did to
solve the food safety issue or what future action needs be conducted.
f. Column (6) – The Environmental Food Svcs O will insert his/her comments here.
7. Following Part 2, the Base/Unit and/or Deputy Food Svcs O must review ATP-B records
from the last 6 months to ensure sanitation is being properly verified. Items to look for
include:
Appendix to Annex P – Level 3 Verification
a. That ATP-B tests have been completed a minimum of every two months. Tests may
be taken more frequently if the local Chain of Command deems it necessary;
b. The sample locations are not repetitive. Kitchens must vary the locations tested to
ensure areas of concern are not missed; and
c. Look for critical fails or high Relative Light Unit (RLU) readings. Is there a pattern?
Has the area been retested to ensure it is properly being sanitized?
Upon completion, the Kitchen Manager or Second in Command will identify any other food safety
issues observed and the corrective actions taken.
8. Once the inspection is complete, the Base/Unit and or Deputy Food Svcs O will email the
Level 3 Verification report to their respective Environmental Food Services Officer.
9. Upon receipt, the Environmental Command Food Services will review the completed form
and provide comments on critical and major issues found by the Base/Unit and or Deputy
Food Svcs O in Column (6) of the form.
10. In addition, the Environmental Food Svcs O will provide any additional comments at the end
of the audit and return it to the Base/Unit and or Deputy Food Svcs O for filing.
Appendix to Annex P – Level 3 Verification
ANNEX Q
Level 4 Verification
Level 4 Verification – Environmental or Strategic Food Safety Audits (3-parts)

Note – Supplementary instructions can be found in Appendix 1 to this Annex
Part 1 – Review of Level 3 Verification (Base/Unit Food Safety Audits)

Part 2 – Assessment of Sanitation Procedures and ATP-B testing
Part 3 – Review of Audit Prerequisite and HACCP Based Programs
Part 1 – Review of Level 3 Verification – Base/Unit Food Safety Audits
Base/Unit Date
Review Level 3 Verification: Review the Level 3 Verification audits completed during the last year (Annex P).
Note below the five top issues from the reviewed records.
1. Issue –
2. Issue –
3. Issue –
4. Issue –
5. Issue –
Comment if Level 3 Verification is occurring and whether the audits are generally complete and correct.
Annex Q – Level 4 Verification
Part 2 – Review Sanitation Verification Records
Review Level 3 Review of Sanitation (ATP-B) Records
1. Have ATP-B Records been reviewed each quarter?

Has testing been completed a minimum of every two months?
2. Are there any critical fail areas that have not been addressed?
3. Are test locations varied each time so that they provide a good
representation of the kitchens sanitation procedures?
For example: different equipment, areas of the kitchen,
various surfaces, hard to clean areas, etc.
Part 3 – Audit Prerequisite and HACCP Based Programs
Food Safety Compliance Issue Coding
Critical (C) – Major errors in the food safety system were detected: Product(s) contamination is likely. Address issue(s) immediately.
Major (M) –Errors in the food safety system were detected: Product(s) contamination is possible. Address issue(s) promptly.
Satisfactory (S) –No observed issues.
Observation (O) –Comments provided to improve the system.
Issue Environmental
Compliance or Strategic Food Base/Unit
Items to Check During Quarterly Code Identify Services Officer Corrective
Audit (one every three months) Refs [C,M,S,O] Issue(s) Comments Action(s) Taken
Prerequisite Programs. Conduct a walkthrough of all kitchen/Food Svcs operation areas (to include building exterior).
Note any areas of non-compliance and the corrective action(s) taken.
1. External Premises. Perform an external PRP 1.1

walk around of the facility to identify
any external hazards that may
potentially contaminate the interior of
the food service operation. Visually
assess exterior walls of the facility for
potential pest access areas and/or
potential sources
of contamination
Issue Environmental
2. Internal Premises Conduct a thorough PRP 1.2
walk through of the Food Svcs
operation. Note any internal issue(s)
and in particular the following:
- work flow and personnel traffic
flow patterns do not facilitate cross-
contamination of food items
- walls, floor, ceilings are intact and
clean so not to aide in cross-
contamination
- Lighting is adequate and light sources
(e.g. bulbs) are shatterproof or
shielded
Issue Environmental
- Ventilation system is working and
filters are changed when required.
- Check that garbage and waste
disposal (internal and contracted)
occur at the necessary frequency
- Verify that washrooms, lunchrooms
and change rooms are clean and
adequately stocked
- Ensure that water, ice and steam do
not present potential sources of
contamination to food items, that the
supply is adequate (hot and cold) and
that there is adequate water pressure
- Verify if there have been any
reported plumbing issues during the
reporting period. If yes, what actions
were taken and what actions will be
taken to prevent reoccurrence
PRP 2 – This will be covered in the next section
Issue Environmental
Check major and minor equipment for PRP 2
wear and cleanliness. Ensure equipment
maintenance program is in place and the
CAF Food Services Equipment and
Maintenance Database is being used.
Check calibration records. Check utensils
for wear/cleanliness.
PRP 4 – Personnel
Verify that Personal Hygiene Records PRP 4

have been filled out correctly. Compare
the number filled out to the number of staff
employed in the kitchen / Food Svcs
operation.
Ensure that an adequate cleaning schedule PRP 5

is in place.
Issue Environmental
Check pest control records to see if there PRP 6
have been any pest issues since last
reporting period. Is there an adequate pest
contactor in place? If no contractor is used,
review pest control written procedures.
PRP 7 – Response to Foodborne Illness
Ask the kitchen manager if there have PRP 7

been any diner reports of foodborne illness
suspected as a result of consuming food
from the Food Svcs operation. If yes, what
action was taken by the Food
Svcs staff? Was it appropriate in
the circumstance?
1. Verify all Food Svcs workers have PRP 8

minimum ‘enhanced reliability’
2. Has a Physical Security Survey been
conducted for the food services
operation?
HACCP-Based Programs (includes some PRP areas). Walk the route from where food is received within the Food Services
operation to where it is prepared, served, disposed of and/or dispersed.
Issue Environmental
1. Personnel Hygiene Practices
While conducting audit activities observe PRP 4

that staff are conducting the correct
personal hygiene practices to mitigate the
risk of contaminating food items.
2. Receiving
a. Check the exterior areas outside of PRPs 2.1

the area outside building of the and 7.
receiving area for cleanliness and HBP 8
presence of potential hazards to
food or personnel Check that
receiving records are complete.
Verify with receiving
staff if they are receiving CFIA
recall notifications. Confirm that
receiving staff are receiving CFIA
food recalls. Verify that staff are
aware of actions to take in the event
of a recall to include recording
procedures
Check recall records.
b. If time permits, observe food PRPs 2.1.
being received and comment
on procedures.
Issue Environmental
3. Storage
Check all refrigerated, frozen and dry PRP 2.2,

storage areas that fridge charts are HBP 8
complete for every shift that all storage
areas are clean, and there are no cross-
contamination issues occurring.
4. Prep Areas
Check that prep areas are clean or are PRP 5,

cleaned when required and no cross- HBP 8
contamination issues are occurring.
5. Production Area
a. Review five (5) samples of the HBPs 2–5,

following temperature charts from Annexes I–L
the past year and ensure that they
are complete and correct.
- Hot and Cold Holding
- Cooking/Reheating and Cooling
Issue Environmental
b. Verify that there are no cross- HBPs 2,3,4,5
contamination issues occurring in and 8
the Production Area and that the
production area is cleaned when
required.
c. Thawing: Observe thawing activities HPBs 1
to verify that one of the four and 8
approved methods of thawing is
being used.
If no thawing activities are observed,
ask shift supervisor to show where
thawing activities are occurring.
d. Observe production area activities HBPs 1,
during the production activities. 2,3,4,5
Comment on any food safety and 8
compliance issues.
6. Service Area
a. Ensure that hot and cold records are HPB 6

complete and correct.
Issue Environmental
b. Observe staff during meal hour. HBP 6 and 8
Verify that there are no cross-
contaminations or temperature abuse
situations (e.g. as a result of food left
unattended) occurring during the
meal hour. Verify that personal
hygiene infractions are not occurring.
7. Transportation/Distribution Areas
a. Verify that distribution areas are PRP 2.4

clean and that there are no cross- HPB 8
contamination issues occurring. Annex D
Check that dispersed feeding
records are complete and correct.
b. Verify that proper packing material is PRP 2.3
used to prevent cross-contamination. HBP 8
c. Observe dispersed meal or catering PRP 2.4
pick-up activities, comment on any
compliance issues.
8. Waste/Garbage Disposal
Issue Environmental
Is waste and garbage disposed of PRP 1.5.
from operational areas in a timely manner,
thereby ensuring it does
not contaminate food, non-food,
equipment, utensils or the facility? Check
area where garbage or waste
is picked up from the Food Svcs operation.
9. Prevention of cross-contamination assessment
Review Prevention of Cross-contamination

Assessment. Is it complete and correct?
10. Hand washing
During a break or a meal time observe

staff washing their hands. Comment on the
percentage of staff that are washing their
hands after meal or break time.
11. Food Safety Training
a. Check training records. Have all staff

receive Basic Food Safety Training
(Level 1 Food Safety Training)?
b. In addition to basic Level 1 training,
have the military staff received the
necessary level of food safety
training for their current positions.
Other Part 1 Observations by Environmental or Strategic Headquarters Food Service Officer
Signature:
Date:
APPENDIX 1 TO ANNEX Q
Supplementary Instructions for Level 4 Verification – Environmental Food Safety Audits Instructions
Step 1
The auditor (either the Environmental or Strategic Food Svcs O) will complete Part 1 and Part 2 of the audit. Informal audit results
should be provided to the audited Base or Unit prior to departing.
Step 2
Once the Level 4 Audit is complete, it will be sent formally from the Environmental or Strategic Food Svcs O (the one who completed
the audit) through the Chain of Command to the Base/Unit.
Step 3
The Base/Unit that that was audited must then fill in Column 6 Base/Unit Comments (corrective action(s) taken) within Part 1 for any
Critical or Major food safety issues found during audit. Actions that have rectified, or will rectify, critical or major compliance issues
must be noted by the Base or Unit Food Svcs O. In addition, Base/Unit Food Svcs O must comment in area provided in Part 3 (ATP-
B Summary Results) regarding the ATP-B results and their action(s) to rectify any identified sanitation issues or gaps.
Step 4
The Base/Units Food Svcs O must return their comments (Step 3) to the Command or Strategic Food Svcs O who initially conducted
the audit through their Chain of Command within 60 days from when the formal audit was signed by auditor.
Appendix to Annex Q
ANNEX R
Monitoring and Verification Matrix
This document summarizes who and when Food Svcs personnel or other organizations need to complete monitoring and verification
activities.
What is Monitored/ Who Conducts When the Activity Where are the
Activity Check/Verified the Activity is Conducted results Record
Monitoring Activities
Receiving 1. Visual Monitoring of Receiving staff 1. Before each delivery. Annex B

Receiving Area 2. Before unloading food.
2. Visual Monitoring of 3. Each pallet
Delivery Vehicle frozen/refrigerated
3. Measure Temperature of food (or part of).
Food Received 4. All incoming food and
4. Visual Monitoring of non-food.
Food
Storage 1. Measure Storage Measuring – One every shift Annex C

Temperatures frontline staff
2. Visual Monitoring of Shift supervisor
Storage Areas or designate
Transport 1. Measure Transporting Kitchen food Every time food leaves the Annex D
of Food Time and Temperature distribution Food Services operation
(dispersed or
catering) staff
Transportation Vehicle
Thawing 1. Measure Thawing Shift supervisor During thawing procedures Annex N
Temperature or designate
Thawing Processes
Cold Holding 1. Measure Frontline cooks When conducting cold holding Annex I
Cold Holding procedures
Temperature
Holding Processes
Cooking 1. Measure Cooking Frontline cooks Measure/monitor every batch Annex J

Temperatures of food being cooked
Cooking Processes
Hot Holding 1. Measure Frontline cooks When conducting hot holding Annex K
Hot Holding Temperature procedures
Holding Processes
Cooling 1. Measure Cooling Frontline cooks During cooling processes. Annex L

Temperature and Time
Cooling Processes
Service 1. Measure Holding (Cold, Civilian Measure cold and hot products Annex I
(Cold or Hot) Hot) Temperatures supervisor, military twice every meal hour. for Cold
supervisor or
2. Visual Monitoring of Shift supervisor must check Annex K
designate
Serving Processes service operations at least for Hot
twice each meal. Annex N
(for supervisor)
Reheating 1. Measure Reheating Frontline cooks Measure and visual monitor Annex J
Temperature the reheating of surpluses.
Surplus/
Reheating
Prevention 1. Monitor and Assess Frontline Initial Monitoring/Assessment Annex M

of Cross- Possible Cross- supervisors, of each Food Services
contamination contamination Issues Kitchen operation.
Supervisors and Reassessment required on
Base/Unit Food monthly basis.
Services
Management
Verification Activities
Level 1 Verification Quick Assessment of Shift Supervisor Once every shift Annex N
– Food Safety Prerequisite Programs,
Checks Monitoring Activities
Level 2 Verification All PRPs will be inspected Kitchen Manger Once a month Annex O
– Food Safety along will all monitoring or his/her Second
Inspections records. in Command
Sanitation verified by visual
observation and ATP-B.
Food safety practices
observed
such personal hygiene and
monitoring activities.
Level 3 – Quick inspection of facilities Base Food Quarterly (four/year) Annex P

Verification – and equipment and Food Services Officers
Base/Unit Food Services records. Observe and Deputy Food
Safety Audits. food safety practices that Services
performed by
kitchen staff.
Level 4 – All PRPs and HACCP-Based Food Services Once every one to two years. Annex Q
Verification – Programs (HBPs) will be Environmental
Environmental/ audited. ATP-B will also be or Strategic Level
Strategic Food used. Food Services
Safety Audits
Level 5 – Third Party auditors help Third Party Once every five years N/A
Verification – Third determine if the food safety Auditors
Party Auditors system is working correct and
are meeting food safety needs
of the CAF.
Preventive Inspection of Food Services PMED TECH/ Once every month (Health PMED TECH
Medicine (PMed) operation in relation to Health Services Services to determine) Formal Report
Inspections possible health issues.
Food Supplier/ Audits of Food Supplier/ Veterinarians or As required on domestic and NATO AMedP 4.5
Manufacturer persons with international operations. of
Manufacture
Audits meaningful STANAG 2556
amounts of
academic training
in food safety
and quality
management
systems, as well
as sufficient
experience doing
food safety audits.
ANNEX S
ATP-B Sample Tests – Sanitation Assessment
Conduct 50 ATP-B Tests (smaller Bases/Wing 25 ATP-B tests/month) at the following times:
1. During a Shift Testing – Conduct 25 ATP-B Tests during a shift. The areas tested should be in locations where staff should
have cleaned as per the cleaning schedule. Do not test areas/equipment/utensils that are in process of being used. Suggested areas where
to test are included below in the ATP-B Rapid Test Results Talley Sheet. Other areas could be tested based on suspected problems
areas.
2. After Shift Testing Period – Conduct 25 ATP-B Tests after a shift (preferable at the end of the day or before the food service
operation begins). Suggested areas where to test are included below in the ATP-B Rapid Test Results Talley Sheet. Other areas could
be tested based on suspected problems areas.
ATP-B Rapid Test Results Tally Sheet
Base: Date:
Name/Rank of Kitchen Manager/Second in Command: Time:
Description of Relative Light

Sample Time/Date Area visually Equipment or Units (RLU)
Number Equipment or Area Tested of Test clean? (Y/N) Location Tested Recorded
1 Food Prep Area/Sinks
Annex S – ATP-B Sample Tests – Sanitation Assessments

11 Cutting boards, knives or slicers
20 Dining tables
21 Dining tables
22 Dining tables
Description of Relative Light
Sample Time/Date Area visually Equipment or Units (RLU)
Number Equipment or Area Tested of Test clean? (Y/N) Location Tested Recorded
23 Dining tables
24 Dining tables
25 Dining tables
26 Dining tables
27 Dining tables
28 Dining tables
29 Production equipment
37 Pots, Plates or Serving Trays
44 Fridges/Freezers (coils and handles)
Step 2 – After the 50 Tests are taken the test results should be summarized in the table below:
Summary of ATP-B Rapid Test Results
Number of Critical Average RLU per Highest Recorded Values

Category Samples Taken Pass Rate (%) Fails (%) Category (RLU) in each Category (RLU)
Food Prep
Areas
Cutting
Boards,
Knives and
Slicers
Dining Room
Tables
Production
Equipment
Pots, Plates
or Serving
Trays
Fridges/Freez
ers Handles
and Fan
Vents
All
Categories
Overall
Totals
PART 2 – OBSERVATION OF MONITORING AND PERSONNEL HYGIENE ACTIVITIES (Continued)
General Comments from Kitchen Manager or Second in Command (use Summary of Results to identify problem areas)
Signature of Kitchen Manager or Second in Command

Date:
Trend Analysis by Kitchen Manager or Second in Command: (Compare the current ATP-B results with those obtained
during the last three months. Are there differences between months? Are there any negative or positive trends, if so why?)
Additional Comments by Base/Unit Food Services Officer or Brigade Chief Cook
Signature of Base/Unit Food Services Officer or Brigade Chief Cook Date:
PART 3
Instructions for completion of the ATP-B assessment forms

2. This form must be reviewed by the Base/Unit Food Services Officer or Bde Chief Cook.
3. First, the Kitchen Manager or Second in Command must fill in his/her name and date.
4. Completion of Rapid Test Results Tally Sheet:
(1) (2) (3) (4) (5) (6)
Area visually Description of

clean? Equipment Relative Light
Sample Equipment or Time/Date or Location Units (RLU)
Number Area Tested of Test (Y/N) Tested Recorded
a. Column (1) – This signifies the sample number you will assign to the sample e.g., Food
Prep Area (FPA) 1, FPA 2, FPA 3… etc.;
b. Column (2) – This identifies the category being assessed. Category and equipment of
areas tested may be changed by management;
c. Column (3) – Enter the date and time of each test;
d. Column (4) – Indicate if the specific equipment or area is visually clean, yes (Y) or no
(N);
e. Column (5) – Describe the equipment or area being tested; and
f. Column (6) – Record the Relative Light Units (RLU) from the measured area.
5. Using the information from the ATP-B Rapid Test Results Talley Sheet the Kitchen Manager
or Second in Command must complete the Summary of ATP-B Rapid Test Results as follows:
(1) (2) (3) (4) (5) (6)
Highest
Recorded
Number of Critical Average RLU RLU in each
Category Samples Taken Pass Rate (%) Fails (%) per Category Category
a. Column (1) – This signifies the category that was being evaluated;
b. Column (2) – State the number of samples taken as per the category;
c. Column (3) – Take the number of passes (less than 301 RLU) per each specific category
and divide by the number of total test for the same category and multiply by 100, which
will give the pass rate percentage;
d. Column (4) – Take the number of critical fails (more than 1000 RLU) per each specific
category and divide by the number of total test for the same category and multiple by
100 which will the give the critical fail rate percentage;
e. Column (5) – Add all RLU results for each specific category together and divide by the
number of tests from the same category. This will provide the average RLU per category
(RLU).
f. Column (6) – Provide the highest RLU result for each category.
6. The Kitchen Manager or Second in Command will provide comment regarding trouble areas
that were identified in the Summary of ATP-B Rapid Test Results and note any action taken or action
that needs to be taken.
7. The Kitchen Manager or Second in Command will provide comment comparing the current
results with the last three months’ ATP-B results and identify/explain any trends or continued problem
areas.
8. Once the ATP-B Result with comment are completed, the Kitchen Manager or Second in
Command will sign to indicate Annex S – ATP-B Sample Tests, Sanitation Assessment has been
completed.
9. The Base/Unit Food Svcs O and/or Brigade Chief Cook will review ATP records during the
Level 3 Verification and record their observations and actions that were taken. Lastly, the Base/Unit
Food Svcs O or Brigade Chief Cook will sign/date that they have review the Sanitation Measurement
(using ATP-B) form during their verification.
Chapter 8 – GENERAL SAFETY
8.1 Overview
8.2 Safety Inspections
8.3 Accident Investigation
8.4 Safety Practices
8.5 Training
8.6 Hazardous Material and WHMIS
8.7 Fire Safety and Prevention
8.8 Return to Work – Return to Service
Annex A – Weekly Safety Inspection Checklist

Annex B – Monthly Safety Inspection Checklist
Appendix B – Monthly Food Svcs Safety Report
Annex C – Equipment Safety Procedures
Annex D – General Safety Indoctrination Briefing
Annex E – Employee Safety Indoctrination Certificate
CHAPTER 8 – GENERAL SAFETY Page 1

8.1–Overview
8.1.1 Responsibilities
8.1.2 B/W/F Food Svcs O
8.1.3 Supervisors
8.1.4 Employees
1. The department has established a comprehensive General Safety Program that
encompasses occupational health and safety policies and guidelines aimed at:
a. protecting the safety of personnel;
b. preventing civilian occupational illness;
c. preventing accidents in operations as well as training and support activities; and
d. returning injured civilian personnel to work as quickly as possible through the
Civilian Return to Work Program.
2. In addition to the General Safety Program established by the Department, Strat J4 Food
Svcs, in consultation with DG Safe has adopted the publication titled as Food Service Worker
Safety Guide. This Guide with respect to safety practices within food services establishments
should be incorporated into Food Services unit General Safety Programs.
3. CAF Food Services shall provide safe working and dining conditions for its personnel
and its customers, consistent with the Canada Labour Part II and DND General Safety Program
Volume 1 (A-GG-040-001/AG-001). Safety responsibilities for food services personnel shall be
included in the Terms of Reference and Statement of Duties for each appointment.
8.1.2 B/W/F Food Svcs O
4. The B/W/F Food Svcs O is responsible for:
a implementing the commander’s occupational health and safety policy and
establishing a continuing effort to carry out the policy;
b integrating occupational health and safety and accident prevention considerations
and practices into all operations, contracts and activities for which they are
functionally responsible;
c. providing or arranging action to detect and eliminate or control unsafe acts and
hazardous conditions in work environments, materiel, works and buildings under
their control;
d. determining the needs and arranging for education and training of subordinate
personnel in occupational health and safety supervision and safe habits, skills and
practices (see A-GG-040-003/AG-001 General Safety Program Volume 1);
e. ensuring all hazard occurrences in all areas under their functional control are
properly investigated and reported and that adequate corrective action is arranged
in a timely manner;
f. being knowledgeable of, and ensuring adherence to, established occupational
health and safety standards applicable to personnel, operations, materiel,

functional control (C-02-040-009/AG-001 DND General Safety Standards and C-

02-040-007/TS-001 General Safety Precautions);
g. conducting monthly occupational health and safety inspections of all areas under
their functional control and treating operating errors and unsafe conditions as
matters requiring special attention and effort;
h establishing an occupational health and safety committee commensurate with
requirements to review and advise on occupational health and safety problems in
their areas of functional control (A-GG-040-003/AG-001 General Safety Program
Volume 1, Chapter 3); and
i. ensuring that occupational health and safety indoctrination and hazardous material
(WHMIS) training is provided to all new personnel assigned under their
functional control (see A-GG-040-003/AG-001 General Safety Program Volume
1 and A-GG-040-004/AG-001 General Safety Program Volume 4 Hazardous
Materials Safety).
8.1.3 Supervisors
5. Specifically supervisors shall:
a. be knowledgeable of and enforce at all times occupational health and safety
policies, regulations, standards and procedures pertaining to activities, personnel,
materiel, works and buildings for which they are directly responsible;
b. conduct occupational health and safety indoctrination and hazardous material
(WHMIS) training to newly assigned personnel and give weekly five minute
safety talks to all subordinates or when new equipment or operating procedures
are implemented;
c. ensure personnel are adequately trained, qualified and fit to perform their assigned tasks
in a safe manner;
d. conduct weekly unplanned and planned occupational health and safety inspections of
activities and materiel in all areas under their functional control to identify and rectify (or
report) personnel operating errors or unsafe conditions for corrective action;
e. investigate and report all hazard occurrences that occur in all areas under their functional
control;
f. make occupational health and safety training educational and motivational material
available to all personnel under their control and promote occupational health and safety
and accident prevention on a continuing basis;
g. determine and report special occupational health and safety training requirements for
personnel under their control;
h. review accident experience, incidents, near misses, first aid injury occurrences, etc., to
identify potential accident causes or trends for corrective measures;
i. report unsafe situations beyond their capability to resolve to the appropriate authority and
develop interim measures to protect personnel and materiel;
j. ensure all personnel are made aware of workplace hazards and are trained on appropriate
safety precautions;

k. stop work immediately whenever they observe an unsafe condition on a job site which in
their opinion is a serious danger or hazard to workers, and initiate positive action to
ensure that no personnel, other than those required to rectify the hazard, enter the unsafe
area until the hazard has been controlled; and
l, display an exemplary occupational health and safety attitude which will inspire
subordinates to embrace.
8.1.4 Employees
6. Ultimately every employee who is responsible for a task is accountable for the safe
performance of that task. Specifically each employee shall:
a. use any safety materials, equipment, devices and clothing that are intended for the
employee’s protection and furnished to the employee by the employer or that are
prescribed;
b. follow prescribed procedures with respect to the health and safety of employees;
c. take all reasonable and necessary precautions to ensure the health and safety of
the employee, the other employees and any person likely to be affected by the
employee's acts or omissions;
d. comply with all instructions concerning the health and safety of employees;
e. cooperate with any person carrying out a duty imposed under the Code;
f. cooperate with the policy and work place committees or the health and safety
representative;
g. report to his/her supervisor anything that is likely to be hazardous to the health or
safety of the employee, or that of the other employees or other persons granted
access to the work place;
h. report every accident or other occurrence arising in the course of or in connection
with the employee's work that has caused injury to the employee or to any other
person;
i. comply with every oral or written direction of the Minister’s delegate and appeals
officer concerning the health and safety of employees; and
j. report to the employer any situation that the employee believes to be a
contravention of the General Safety Program by the employer, another employee
or any other person.

8.2 Safety Inspections

8.2.1 Overview
8.2.2 Types of Inspections
8.2.3 Frequency of Inspections
8.2.1 Overview
7. An effective self-monitoring system in order to keep abreast of problems that could
adversely affect the efficiency of an organization is required. One of the most effective methods
used in DND has been through systematic and regularly conducted safety inspections.
Properly planned and executed safety inspections will not only detect hazardous conditions and
unsafe practices, but will assist in determining defects in the systems that contribute to their
existence thus helping to prevent injury, occupational illness, damage or loss before they can
occur. They offer the most positive and constructive means of implementing preventive action,
rather than post-accident curative action, through the control of vital resources
8.2.2 Types of inspections
8. Safety inspections are either scheduled or unscheduled.
a. unscheduled inspections – conducted as part of the normal daily activities by all
members of the food services staff including the Food Svcs O, section safety
officer, kitchen supervisor, shift supervisors and cooks. This provides a system of
constant vigilance for unsafe conditions, personnel operating errors and hazards in
general. When problems are detected, local action should be implemented
immediately to correct them; and
b. scheduled inspections – formally arranged and conducted regularly by
commanders at all levels, line organization officers, supervisory level personnel
and by the Unit General Safety O. Their purpose is normally very broad, intended
to cover major sections of the organization but they can be utilized to cover
specific work places.
8.2.3. Frequency and format of inspections
9. Safety inspections shall be carried out:
a. daily or at commencement of shift by personnel in their respective work areas;
b. weekly by the kitchen supervisor, while work is in progress, using Annex A -
Weekly Safety Inspection Checklist;
c. monthly by the Food Svcs O/section safety officer, using Annex B - Monthly
Safety Inspection Checklist:
10. During any inspection, if a problem that presents an imminent danger to personnel,
material or facilities is detected, action should be taken immediately to stop work or correct the
problem.
11. A copy of each inspection checklist shall be maintained and follow-up action shall be
recorded. If higher authority is required to address a perceived safety hazard, the following
information shall be collected and submitted to all offices of primary and related interest that
should be aware of the problem and can influence corrective action:

a. location of the hazard or problem;

b. full description of the inadequate situation;
c. the accident potential the hazard presents including its potential for severity of
injury and its probability of recurrence; and
d. recommendations for corrective action, including the need for and type of
temporary measures that must be implemented if permanent correction cannot be
immediately instituted.
8.3 Accident Investigation
8.3.1 Accident Investigation
8.3.3 Tracking of Accidents
8.3.1 Accident Investigation
12. A system of accident investigation and reporting shall be established by each unit in
accordance with DND General Safety Program. The B/W/F Food Svcs O and the Food Services
OSH Committee shall analyze and compare food services accident reports and statistics.
Emphasis on accident prevention training and procedures shall be prioritized accordingly.
13. Accident investigation is a fact finding, not a fault finding exercise. The information
gathered during these investigations is privileged and shall not, in any case, be used for other
purposes. Persons assigned to investigate and report accidents shall not be under the supervisory
control of the individual(s) directly involved in the accident. Procedures must be standardized,
otherwise inaccurate coding, analysis and conclusions may result and statistical data will not be
valid, useful, or have the necessary credibility to achieve the accident prevention goals.
14. Personnel who witnessed or are knowledgeable about an accident or incident shall ensure
it is reported to their superior. Local unit procedures for recording such reports should be
developed.
15. B/W/F Food Svcs Os shall ensure that all accidents, incidents and hazards are
investigated and reported by qualified persons, usually the direct supervisor, in compliance with
the standardized procedures found in the DND General Safety Program.
16. Accidents requiring first aid treatment shall be recorded in the First Aid Attendant’s
Treatment Record Book (7530-21-852-9254) which should be included with the First Aid Kit, or
recorded by such other method as may be prescribed locally. For civilian employees, an
Employer’s Report of Accidental Injury or Industrial Disease in compliance with the Worker’s
Compensation Board, (regulations that will vary by province) may be required.
8.3.3 Tracking of Accidents
17. The section safety officer shall complete a Monthly Food Services Safety Report. This
report provides a summary of accidents that occurred and the training provided for the section.
The Food Svcs O shall review and evaluate the monthly food services safety report to determine
trends in accidents and evaluate the section safety program. It is kept on file for review during
command inspections or forwarded as directed by the BGSO.

8.4 Safety Practices

18. A new publication titled Food Service Worker Safety Guide which is available on the
Defence Forms Catalogue (DFC) site by inserting this NDID number (C-85-011-010/FP-001)
has been added as a guidance manual and the practices described in this guide shall be
incorporated into the General Safety Program of all food services establishments. The accident
report and return to work policies in the Food Service Worker Safety Guide is not applicable to
DND/CAF as we have our own policies governing those process.
8.5 Training
8.5.1 Safety Training
8.5.2 First aid training
8.5.1 Safety Training
19. General Safety training is a major element of the General Safety Program. General Safety
training conducted throughout all echelons in DND falls into several categories such as
classification/trades training, centralized training, environmental training and local training. The
General Safety training program is outlined in A-GG-040-003/AG-001, General Safety Program,
and General Safety Training Manual and is summarized in Annex A to this chapter.
20. It is the responsibility of the B/W/F Food Svcs O to ensure that all personnel are trained
and qualified to perform their assigned tasks in a safe manner. A comprehensive training
program should incorporate two parts:
a. safety indoctrination training for all new or transferred employees which should
be given on the first working day in the section, and
b. continuing safety training that provides all employees with new and updated
information on safety in a series of scheduled briefings.
21. An integral step in the planning of a section safety training program is the
implementation of safety indoctrination training for all new employees. An example of a General
Safety Indoctrination Briefing is provided at Annex D. Kitchen supervisors shall ensure that an
Annex E - Employee’s Safety Indoctrination Certificate is completed for all new military and
civilian food services personnel (permanent and temporary positions). A copy is given to the
employee and the original is placed on the personnel file. All new and transferred personnel must
be briefed on safety in their specific area of employment in addition to the general rules.
22. Regular, scheduled safety meetings that involve all personnel are an excellent method of
promoting teamwork and safety awareness within the section. Weekly and monthly briefings
scheduled by the kitchen supervisor in consultation with the section general safety officer are a
minimum.
8.5.2 First aid training
23. First Aid Training is the responsibility of the Unit Training Officer. Food services
personnel shall maintain current qualifications as food services facilities are high risk zones for
hazardous conditions and accidents. At least one qualified first aider shall be present on each
shift in case of incidents or accidents that may occur.

8.6 Hazardous Materials and WHMIS

24. All legislation governing hazardous material is based on the notion that the safety and
health of the worker and the general public must be protected. Workplace Hazardous Material
Information System (WHMIS) requirements are detailed in DND General Safety program,
Volume 4 (A-GG-040-004/AG-001).
8.7 Fire Safety and Prevention
25. All DND employees and CAF members shall comply with DAODs and Standards
released or published by the Canadian Forces Fire Marshal under ADM(IE)’s functional
authority for fire and respiratory protection. Further information regarding authorities,
responsibilities, fire prevention, training requirements can be found in A-GG-005-000/AG-001
Fire Protection Program.
26. The B/W/F Food Svcs O is responsible, in consultation with the local Chief Fire Marshal
to ensure compliance with the Fire Protection Program.
8.8 Return to Work – Return to Service
27. The DND Return to Work (Civilians) Program and the CAF Return to Service (Military)
Program are sub-components of the DND / CAF General Safety Program. Like safety, ensuring
disabled workers have a program by which they may return to work after an injury or illness, on
modified duties, shortened workdays, or by some other flexible work arrangements (part time,
telework), is a line management responsibility.
28. B/W/F Food Svcs O are to ensure that they participate in the Return to Work Program
and keep the local Human Resource Officers and B/W GSO’s informed of civilian employees for
whom the Return to Work Program is applicable.


Table A-1: Fire Protection
Table A-2: General Housekeeping
Table A-3: Equipment
Table A-4: First Aid
Table A-5: Miscellaneous
WEEKLY SAFETY INSPECTION CHECKLIST
Date: Unit:
Kitchen:
Conducted by:
Note: Check Yes [] or No []. If No, write in Comments column follow-up action recommended.
Comments/
Table A-1: Fire Protection Yes [] No [] Recommended
Action
1. Fire Protection
a. Are dates on fire extinguishing equipment updated?
b. Are exits and stairs free from obstruction and clearly passable?
c. Are emergency exit signs visible?
d. Are inflammable materials stored properly?
e. Are fire evacuation procedures posted?
f. Are proper extinguisher type used and located in the appropriate
place?
g. Are sprinkler in functioning order?
Comments/
Table A-2: General Housekeeping Yes [] No [] Recommended
Action
2. General Housekeeping
a. Are aisles, stairs, and floors clean, in good repair and free from
debris?
b. Are flammable materials stored properly?
c. Are washrooms and locker areas clean and tidy?
d. Is lighting and ventilation adequate in all areas?
e. Are proper procedures being followed for waste disposal?

WEEKLY SAFETY INSPECTION CHECKLIST (cont.)

Comments/
Table A-3: Equipment Yes [] No [] Recommended
Action
3. Equipment
a. Is equipment in good working order?
b. Are safety devices and protective equipment used?
c. Is equipment operated safely?
d. Is equipment stored correctly?
e. Is equipment clean?
f. Are safety guards used (slicer, grinder & mixer)?
g. Are proper manual lifting method use?
h. Are knifes/knifes rack properly clean?
I. Are vent hood clean and free of spills?
Comments/
Table A-4: First Aid Yes [] No [] Recommended
Action
4. First Aid
a. Are First Aid kits available and replenished?
b. Is the First Aid Attendance Book available and filled in properly?
c. Are eyewash stations available, replenished and dated?
d. Are General Safety Accident Prevention Report Forms (CF 663)
available and completed promptly?
Comments/
Table A-5: Miscellaneous Yes [] No [] Recommended
Action
5. Miscellaneous
a. Are emergency numbers posted by all telephones?
b. Are safety posters displayed?
c. Are personnel on duty following safe working procedures?
d. Are ladders/scaffolds been use safely?
e. Are equipment electrical cords/outlets in good order?
f. Is Personal Protective Equipment being used properly?
1. Eye/face protection
2. Footwear with cap for storeroom
3. Footwear in the kitchen and dining room
4. Bib Apron
5. Rubber apron pot room
6. Glove for pot room
7. Oven Mitts
WEEKLY SAFETY INSPECTION CHECKLIST

Reviewed by
Signature:
Position:
Date:


Table B-1: Receiving Area
Table B-2: Storage Areas
Table B-3: Food Production Area
Table B-4: Walk-in Coolers & Freezers
Table B-5: Servery Area
Table B-6: Dishwashing & Pot-washing Areas
Table B-7: Dining Areas
Table B-8: Garbage Area
Table B-9: Electrical Connections & Equipment
Appendix B: Monthly Food Svcs Safety Report
MONTHLY SAFETY INSPECTION CHECKLIST
Date: Unit:
Inspected by:
Comments/
Table B-1: Receiving Area Yes [] No [] Recommended
Action
1. Receiving Area
a. Are loading dock, entryway floors and stairs free from holes,
obstructions, ice and snow?
b. Are the loading dock and receiving area free from accumulated
trash?
c. Are trash cans leak-proof and adequate in number and size?
d. Are the loading dock and the receiving area adequately lighted?
e. Are the hand trucks, carts, dollies and other equipment in good
condition?
f. Are chocks used to keep hand trucks and dollies from rolling
during loading & unloading?
g. Is care taken not to overload hand trucks and dollies?
h. Are loaded hand trucks and dollies removed promptly from the
receiving point to the storage areas?
i. Are employees following the correct handling methods for the
various containers received?
j. Are elevators and lifting devices in safe and working order?
k. Are proper tools available and used for opening crates, cartons,
barrels, etc.?
l. Are crate, carton and barre1 opening carried out away from open
containers of food?
MONTHLY SAFETY INSPECTION CHECKLIST (cont.)

Date: Unit:
Inspected by:
Comments/
Table B-2: Storage Areas Yes [] No [] Recommended
Action
2. Storage Areas
a. Are floors clean and dry?
b. Are entrance ramps dry and non- skid?
CHAPTER 8 – GENERAL SAFETY [ANNEXES] Page 11


Date: Unit:
Inspected by:
c. Are aisles clean?
d. Are shelved items within easy reach?
e. Are step-stools or ladders used for reaching shelved items above
shoulder level?
f. Are heavier items stored on pallets or shelves near the floor?
g. Are shelves adequate to bear the weight of items stored?
h. Are cartons piled to safe heights?
i. Are items cross-stacked to avoid tipping or tumbling?
j. Are shipping cartons intact?
k. Are blower fans properly guarded in refrigerated areas?
l. Are the emergency door latches from the low temperature storage
areas in good working condition?
m. Is lighting adequate?
n. Are light fixtures guarded and provided with two feet (minimum)
clearance from stored items?
o. Are all chemicals, solvents, caustics, pesticides, etc. labeled,
tightly-covered, and properly stored away from food?
p. Is there a fire extinguisher located at the door?
q. Is there adequate ventilation?
r. Are employees practicing safe lifting and handling techniques?


Date: Unit:
Inspected by:
Comments/
Table B-3: Food Production Area Yes [] No [] Recommended
Action
3. Food Production Area
a. Is electrical equipment properly grounded?
b. Is electrical equipment inspected regularly by an electrician?
c. Are the switches located so that they can be reached readily in the
event of an emergency?
d. Are floors regularly and adequately maintained (mopped daily
and covered with non-skid surface where necessary and are
defective tiles replaced)?
e. Do employees pick up or clean up all dropped items and spillage?
f. Are electrical switches located to avoid employees contacting
metal equipment when using them?
g. Are employees instructed in the proper operation of machines?
h. Are only authorized and trained employees operating equipment?
i. Are machines properly guarded?
j. Are guards always used by all employees?
k. Is a pusher or tamper provided for use with the grinders?
l. Are mixers in safe operating condition?
m. Are the mixer beaters properly maintained to avoid injury from
broken metal parts and foreign particles in food?
n. Is a First Aid kit readily accessible and clearly marked for
emergency use?
o. Does the First Aid kit meet the quantity and quality
requirements?
p. Are all accidents and injuries reported immediately?
q. Are portable signs used to indicate wet floors or other temporary
hazards?
r. When were microwave ovens last checked by P Med Tech?
s. When were thermostats last inspected by an authorized
maintenance person or contractor?
t. Is ventilation adequate?
u. Are aisles clean?
v. Are floors clear, clean and dry?
w. Is lighting adequate?
Comments/
Table B-4: Walk-in Coolers & Freezers Yes [] No [] Recommended
Action
4. Walk-in Coolers & Freezers
a. Are floors in good condition and covered with slip-proof
materials? Are they mopped daily?
b. Are portable storage racks and stationary racks in safe condition
(free from broken and bent shelves and set on solid legs)?
c. Are blower fans properly guarded?
d. Is there a by-pass system on the door to permit exit if an
employee is locked in?
e. Is adequate aisle space provided?
f. Are employees placing hands properly for movement of portable
racks to avoid hand injuries?

Date: Unit:
Inspected by:
g. Are heavy items stored on lower shelves and lighter items on
higher shelves?
h. Are shelves adequately spaced to prevent pinched hands?
i. Is the refrigerant in the refrigerator non-toxic (Check with CE)?
j. Is there adequate lighting?
k. Is there adequate ventilation?
l. Are outside doors and handles clean and free of spills?
Comments/
Table B-5: Servery Area Yes [] No [] Recommended
Action
5. Servery Area
a. Are serving tables cleaned daily and regularly maintained?
b. Is safety valve equipment operative?
c. Are serving counters, tables and carts free of broken parts and
wooden or metal slivers and burrs?
d. Is other serving equipment in good condition?
e. Do you have regular inspections of:
Glassware, dinnerware, flatware and serving ware?
f. Are hot liquids and serving containers, steam and heat lamps
handled safely?
g. Are tray rails adequate and set to prevent trays from slipping or
falling off at the end or the corners?
h. Are floors and/or ramps in good condition (covered with non-
skid material and free from broken tiles)?
i. Are these areas mopped daily?
j. Is the traffic flow set so that patrons or workers do not collide
while carrying trays or obtaining food?
k. Is lighting adequate?
l. Is ventilation adequate?
Comments/
Table B-6: Dishwashing & Pot-washing Areas Yes [] No [] Recommended
Action
6. Dishwashing & Pot-washing Areas
a. Are floors reasonably free of excessive water and spillage?
b. Are floor tiles properly maintained and in safe condition (free
from worn and broken areas)?
c. Are all electrical units properly grounded?
d. Are switches located to permit rapid shutdown in the event of an
emergency?
e. Can employees reach switches without touching or leaning
against metal units such as tables and counters?
f. Are switches readily accessible?
g. Are cleaning compounds and drying agents used correctly?
h. Are glassware, china, flatware and plastic equipment free from
cracks, chips and defects, and are defective items correctly disposed
of?
i. Are adequate rubber gloves provided?
j. Where controls are in passageway, are they recessed or guarded to
prevent breakage or accidental starting?
k. Are dish racks in safe condition (if metal, are they free of sharp

Date: Unit:
Inspected by:
corners that could cause cuts)?
l. Are these racks kept off the floor to prevent tripping?
m. Is there adequate drain board or other drying area so that
employees do not have to pile pots and pans on the floor before and
after washing them?
n. If dishes are removed on portable racks or bus trucks, are these
units in safe operating condition (all wheels or castors working, all
shelves firm)?
o. Is lighting/ventilation adequate?
Comments/
Table B-7: Dining Areas Yes [] No [] Recommended
Action
7. Dining Areas
a. Are portable signs used to indicate wet floors or other temporary
hazards?
b. Is floor/carpeting in good condition?
c. Are chairs and tables in good condition?
d. Are wall decorations and window and ceiling treatments securely
fastened?
e. Are trays and carts overloaded?
f. Are the doors to and from the serving area clearly marked?
g. Are floors policed for cleaning up spillage or other materials?
h. Is special attention paid to the floor adjacent to water, ice cream,
or milk stations?
i. If patrons clear their own trays prior to return to dishwashing
area, are the floors kept clean of garbage, dropped flatware, and/or
broken glass or china?
j. If trays with used dishes are placed on conveyer units, are the
edges guarded to keep diners from catching fingers or clothing?


Date: Unit:
Inspected by:
Comments/
Table B-8: Garbage Area Yes [] No [] Recommended
Action
8. Garbage Area
a. Are dumpsters easily accessible?
b. Is disposa1 area clear and clean?
c. Are there sufficient garbage containers?
d. Are garbage containers kept covered when not in use?
e. Are dollies or hand trucks used to transport garbage containers?
f. Are jets or steam hoses used safely?
g. Are gloves used when handling garbage and garbage cans?
h. Are compactors used safely?
i. Is inflammable material removed from the building and properly
discarded?
j. Is lighting in area adequate?
Comments/
Table B-9: Electrical Connections & Equipment Yes [] No [] Recommended
Action
9. Electrical Connections & Equipment
a. Are all electrical cords in good condition and correctly used?
b. Are extension cords and multiple plugs used?
c. Are switches for electrical equipment easy to reach, in the event
of an emergency?
d. Are safety switches used to prevent inadvertent or accidental
starting?
e. Are electrical contacts and receptacles kept free of spattered fat
or grease?
f. Is adequate lighting provided throughout the facility, especially at
stairs and other hazardous areas?
g. Are sockets and switches in good condition?

Reviewed by
Signature:
Position:

Appendix B: Monthly Food Svcs Safety Report
MONTHLY FOOD SVCS SAFETY REPORT

Base/Station: Month:
Completed by: Date:
1. Report all accidents during the reporting period (use a separate sheet if necessary).
Type of accident:
Type of injury:
Work time lost:
Cause of accident:
Corrective action taken:
2. Were any films, visual aids, posters, guest speakers, etc. used in the reporting period? [List title of
session or film and number of personnel attending the session]
Yes [] No []
3. What was the date of the last formal inspection by the Base and Section Safe Os?
4. Were meetings held with all personnel to assess all minor and major accidents, which occurred in the
previous month? [Discussions should have included how and why it happened, and what corrective action(s)
should or will be taken]
Meeting date/s:
Number of personnel in attendance:
5. List any areas of concern pertaining to safety in your Section. [Suggest corrective measures that can
be taken by base, command, or NDHQ authorities]

Appendix B-1 – Monthly Food Svcs Inspection Report
Annex C – Equipment Safety Procedures

Table C-1: Deep Fat Fryer (Gas)
Table C-2: Electric Meat Slicer
Table C-3: Dishwasher
Table C-1: Deep Fat Fryer (Gas)
Yes [] No []
a. Ensure fryer is properly lit and flame is burning cleanly. If not lit get authorized
person to light it.
b. Remove fat from storage container into fryer basin, ensuring there are no spills or
splashes. Fill only to the proper fil1 line. Never overfill a fryer.
c. Heat fat to required temperature ensuring it never overheats.
d. Ensure food is properly drained, place gently in fryer with slotted spoon or basket,
use long handled implements to avoid splatters when frying, and drain foods well
before taking away from fryer basin.
e. Make sure any grease spills on the floor are cleaned up immediately to avoid
slipping and falling.
f. After use completely shut fryer off ensuring all valves are fully closed. Let cool
and then drain and strain fat into approved containers. Ensure all grease is cleaned
from all parts of the fryer and that no water remains in the basin or drain of the fryer.
Table C-2: Electric Meat Slicer Yes [] No []
a. Ensure meat slicer is shut off and unplugged. Check that it is properly assembled,
ensuring you do not touch the cutting blade.
b. Plug in the machine and carefully turn on slowly to ensure it is working properly.
Shut off.
c. Adjust to desired thickness for cutting, place food to be sliced on the tray with
holder firmly in place. Do not place fingers or hands near moving parts. The guide
handle shall be used.
d. Do not adjust the blade size while the power is turned on. Never remove caught
meat from the blade while the machine is on or the blade not completely stopped.
e. When finished, before touching dangerous parts, turn off and disconnect plug,
allow the blade to stop completely, and disassemble.
f. Never leave a machine on when it is not in use.
g. Use extreme caution when cleaning the blade. Never leave it in a sink or on a
counter for someone else to clean. Never put water on electric motors, plugs, or
wiring during cleaning. When dry, reassemble the machine immediately.
h. Cords shall be checked for damage after each use and the machine left unplugged
and turned off with blade set at zero.
Table C-3: Dishwasher Yes [] No []
a. Check that the machine is properly assembled. Turn on all valves and switches.
b. Check to ensure dishwashing chemicals are at required levels. If filling is
required, use care to prevent splashes or strains (from improper lifting).
c. Check temperature gauges to ensure machine stays within safe operating ranges.
d. Do not open access or inspection doors while machine is in operation.
e. Use care when handling dishes from the dishwasher as they may be sufficiently
hot to burn hands.
f. Wipe up all water spills immediately, to prevent slips and falls.

Annex C: Equipment Safety Procedures
1. It is DND policy to reduce and keep minimum accidental losses of manpower, material,
works and buildings. This is to ensure more efficient use of resources, and to provide the safest
possible environment for its people.
2. The Commander, branch, and Section heads fully support this policy and the supervisors
go along with it. No matter how hard we try, we cannot keep accidents and injuries to a
minimum without your interest, participation, and effort.
3. We believe that accidents do not just happen. They are caused: by unsafe acts or unsafe
conditions. DND accident statistics reveal that personnel operating errors account for over 90%
of accidents that result in personal injuries or property damage. We will do all we can to help
you to do your job safely and make work conditions safe; however, it is up to you to learn to
always do your job safely (for your sake and for others).
4. DAOD 2007-1, General Safety Program states the responsibilities of every DND
individual. These standards - which set out proper operating and maintenance procedures and
control measures and design criteria - are essential for the safe performance of our jobs, and must
be complied with. In fact, minimum safety requirements have become more stringent in some of
our jobs. [Have employee read applicable references].
5. DND safety standards are based on common sense, and are the result of long experience.
Here are some general safety rules, which apply to any operation:
a. A machine can be a booby trap if you do not know how to operate it. Never try to
run any electrical equipment, unless you are authorized, or properly instructed.
Guards have been placed on machinery wherever possible. Make sure you use
them. If a guard is missing or not working properly, fix it (if you are qualified and
authorized to do so); otherwise report it to myself or your supervisor immediately;
b. Housekeeping and hazard removal get first attention around here. A clean and
orderly work place is the mark of a careful and good worker. We pick up utensils,
materials, and similar things from the floor and make sure they are in their proper
place. We keep an eye out for slipping and tripping hazards. They can cause
painful injuries. Remove the hazards or report them to myself or your supervisor;
c. We do not want to be burned out either, so we practice good housekeeping to help
prevent fires. Another good reason we want an orderly arrangement is to ensure
access to and from fire-fighting equipment if we do have a fire;
d. Individual Protection Equipment (IPE) is designed and provided to prevent
injuries on jobs where hazards cannot be eliminated. I will point out these special
hazards and what equipment I want you to use, where, and when. This equipment
must be worn where required. Remember, a moment’s thoughtlessness in this
regard can cause you weeks of pain, or even a permanent disability;

e. First aid is important because minor injuries (e.g. cuts) can have serious results if
neglected. We try to avoid accidents, but should one happen (and no matter how
trivial it may seem) get first aid straightaway;
f. If a fellow worker is seriously injured, he may have interna1 injuries so do not try
to move him. Make him comfortable, give reassurance and get help quickly;
g. Many of the safety measures around here have come from people like yourselves.
You are a member of this team now, so be alert! If you can think of any changes
or additions that can make our safety program better, please tell me about them;
h. I will have more to say on these and other safety matters from time to time but for
now, seriously consider the things I have said and please remember these points:
(1) let’s all work together for a safe and efficient operation;
(2) learn and follow our safety rules;
(3) report all hazards and accidents immediately;
(4) do not use equipment (unless authorized and instructed to do so) and make
sure all the guards are fitted and in good working order;
(5) use the required PPE, no matter how small or short the task;
(6) be a good housekeeper and keep your area safe; and
(7) finally (and this cannot be repeated too often), before you start any job, get
into the habit of checking your work area, equipment (utensils) and protective
devices for safety and hazards. This is a good rule to follow for off-the-job
tasks as well. This is the last line of defence against an injury.
7. Walk around the area pointing out all potential hazards, eye-wash facilities, fire
extinguishers, escape routes, housekeeping details, exhaust systems and controls, lighting
controls, garbage containers, etc.
8. Finally, re-emphasize safety and motivate each person to create the habit of taking a
minute or two (prior to each work assignment) to perform an inspection to check the work area,
facilities, equipment and material for hazards. Most injuries are caused by slips and falls, striking
against or being struck by something or being caught between objects. Taking stock of hazards
and correcting them or being alert, if they can be corrected can, in most cases, prevent injury or
damage to persons or damage to property.
9. Throughout the briefing, try to create a climate in which personnel are encouraged to
seek help when they encounter problems. On the job, be approachable when they become aware
of a hazard or need help. They will participate more fully if supervisors are sincere in wanting
(and encouraging) their participation.

EMPLOYEE SAFETY INDOCTRINATION CERTIFICATE

I am aware of the requirements for fire safety and general safety
within the Food Svcs section and will comply at all times.
Yes [] No []
1. The rules covered in Annex D – General Safety Indoctrination Briefing (given by
the supervisor) are to be followed at all times. Employees are also responsible for
following the general safety rules specific to their work area (e.g. butcher shop or
salad room).
2. Wearing of loose rings, bracelets, necklaces, dangling earrings, etc. are not
permitted.
3. Hair and beard shall be suitably controlled or covered.
4. Only approved or supplied clothing may be worn. It must conform to all standing
orders and safety standards.
5. Employees shall wear comfortable, non-skid sole, fully-closed, leather shoes.
Safety footwear is strongly recommended for persona1 safety and must be worn in
designated areas.
6. Protective clothing, designed for the task performed, shall be worn (e.g. hard hat,
mesh gloves, goggles, and rubber gloves).
7. Horseplay (fooling around) is forbidden and will not be tolerated.
8. Work areas must be kept clean and tidy. All food products and equipment shall be
put away immediately after use and garbage shall be placed in designated containers
and areas.
9. Spills shall be wiped up from work areas and floors as they occur, to avoid
slipping and falling accidents.
10. Equipment shall be adjusted or repaired only by personnel authorized to do so.
All safety measures relating to equipment (including the use of safety devices such
as guards) shall be followed. Employees shall report any unsafe or insecure pieces of
equipment to supervisors immediately before attempting to repair.
11. Equipment shall be operated only by authorized personnel who are familiar with
all the safety procedures and related operating procedures.
12. Equipment shall be turned off and unplugged before it is repaired, lubricated,
adjusted, or cleaned. This will prevent accidental starting.
13. Hands shall be kept clear of any moving parts of a machine when it is in
operation.
15. Appropriate safety procedures shall be used when floors are washed, including
warning signs for slippery floors.
16. Personnel shall be aware of the nearest fire exit in each work area.

EMPLOYEE SAFETY INDOCTRINATION CERTIFICATE (cont.)

I am aware of the requirements for fire safety and general safety
within the Food Svcs section and will comply at all times.
Yes [] No []
17. All personnel shall know the location of the nearest fire extinguishers and how to
use them.
18. All personnel shall read and understand the Fire Orders available in the Food
Svcs section.
19. All personnel shall know the location of first aid equipment, emergency shower,
water fountain, safety blankets, eye baths, etc.
20. All personnel shall know the location of the first aid box and be familiar with its
contents.
21. The correct equipment, appropriate to the task, shall be used. If you are unsure or
do not know, ask the supervisor.
22. All injuries, minor or major, shall be reported immediately to a supervisor.
23. Near-misses and any possible conditions or hazards (which may lead to accident
or injury) shall be reported to a supervisor.
I have read and understand the content and been given a copy of this document.
Employee Name: Date:
Employee Signature: Date:
Supervisor Name: Date:
Supervisor Signature: Date:

CHAPTER 9 – EQUIPMENT AND FACILITIES

9.1 Overview
9.2 Managing Food Services Equipment
9.3 Occupational Uniform Standards
9.4 Food Services Publications and Forms
9.5 Planning of Major Renovations and New Construction
Annex A – Major and Minor Equipment by Work Section

Annex B – NMSO Procurement Form for Food Services (Food Svcs) Equipment
Annex C – Statement of Requirement Service, Inspection, Preventive and Corrective Maintenance
and Repairs of Kitchen Equipment
CHAPTER 9 – EQUIPMENT AND FACILITIES Page 1

Amended 11 Mar 2020
9.1 Overview
9.1.1 Introduction
9.1.2 Aim
9.1.1 Introduction
1. The intent of this chapter of the Food Services Manual is to offer guidance to Food Svcs
Mgrs at every location IOT establish a common framework for equipment and facilities. Strat J4
Food Svcs 4 is the DND/CAF Food Analyst Infrastructure and Equipment within this area.
Consequently, any questions or requirements deviating from the guidelines provided in this chapter
must be addressed to that office.
2. The information and guidelines in this chapter will enable Food Svcs Mgrs to perform their
duties competently WRT major renovations, new construction, equipment acquisition, and
equipment replacement. It contains information and guidance concerning food services equipment
and facilities, as well as and a brief description of the various processes and how they relate to
each other. The information provided will also assist Mgrs to better articulate needs to their CoC.
3. In an environment of devolution of responsibilities and delegated authorities, clear
guidance and direction regarding needs assessment, and modifications of current food services
equipment and facilities is crucial in ensuring that the DND/CAF meet government policy
objectives.
4. This chapter is a single-source reference that has been developed by simplification and
collation of information from multiple sources. It includes a brief overview of such material
and provides references or hyperlinks. It is arranged in sub-sections, each of which includes
several topics that focus on ensuring the efficiency and effectiveness of a DND/CAF Food Svcs
establishment.
5. The OPI for this section is Strat J4 FOOD SVCS 4 : +FOOD SVCS EQUIPMENT SJS STRAT 4 -
SVC ALIM EQUIPEMENT EMIS J4 STRAT@SJS D LOG PROG@OTTAWA-HULL
9.1.2 Aim
6. The aim of this chapter is to formulate standardized procedures into one, single document
and to standardize guidelines and procedures for equipment replacement and/or addition. Food
services personnel at all levels are to use chapter 9 of this manual as a tool to increase their
awareness of DND/CAFs various planning processes, and to seek further information and
guidance.
9.1 Overview Page 2

Amended 11 Mar 2020
9.2 Managing Food Services Equipment

9.2.1 Scales of Issues
9.2.2 Types of Food Services Equipment
9.2.3 Equipment Operating Manual
9.2.4 Responsibilities of Other Base/Wing Organizations
9.2.5 Maintenance Database
9.2.6 Reporting Equipment Shortcomings
9.2.7 RP Ops Work Request
9.2.8 Preventive Maintenance Plan
9.2.9 Life Cycle Management (LCM)
9.2.10 Equipment Replacement
9.2.11 Equipment Procurement
9.2.12 Rejecting Unsuitable Equipment
9.2.13 Disposal of Food Services Equipment
9.2.1 Scales of Issues
7. Scales of issues are material management tools that ensure organizations have the right
equipment entitlement to meet their mandate. A scale of issue is a Materiel Authorization (MA)
document that has been approved by the Director Supply Chain Operations (DSCO) and issued on
the authority of the Chief of the Defence Staff (CDS). In the event an organization requires
additions, amendments or if there are queries regarding a scale of issue (presented below), they are
to direct them to Strat J4 FOOD SVCS 4.
a. Scale D01-403CFS: Special Purpose Clothing - Food Handlers
b. Scale D09-136CFS: Food Services (Food Svcs) Equipment
c. Scale D02-102CFS: Dining Rooms - All Ranks – Regular Force
8. To facilitate each organization gaining a visual understanding of the scale of issue which
applies to the management of Food Svcs operations, Strat J4 Food Svcs 4 has produced the
following documents with pictures for the most common scales:
a. Scale D01-403CFS: Special Purpose Clothing - Food Handlers [Pictures]
b. Scale D09-136: Food Services (Food Svcs) Equipment [Pictures]
c. Scale D02-102CFS: Dining Rooms – All Ranks – Regular Force [Pictures]
Note: IAW the directive on Crested Kitchen Ware Strat J4 Food Svcs has assessed and deemed
that the ordering of crested flatware, silverware and dinnerware for use in dining rooms exceeds
the Minimum Military Requirement (MMR). The procurement of these items cannot be done
using the NMSO. They are to be ordered locally and must be authorized by the CoC and are to be
procured with non-public funds.
9.2 Managing Food Services Equipment Page 3

Amended 11 Mar 2020
9.2.2 Types of Food Services Equipment

9. Food Svcs Mgrs must understand the different categories of food services equipment.
The main two categories are identified as major and minor food services equipment.
10. Major food services equipment items are costly and can be obtained, provided an
entitlement has been established. These items are referred to as accountable, “B” items and must
be listed on a customer account. They often require connection to a permanent utility such as
steam, electrical, gas, water, and/or sewer lines. There are two types of major kitchen equipment:
fitted and installed equipment.
a. Fitted is considered when it can easily be disconnected and relocated should the
building’s function change. Examples of fitted kitchen equipment include (but are not
limited to) dishwashers, steam tables, oven-grills, vegetable peelers, sinks, refrigerated
salad units and prefabricated freezers/refrigerators; and
b. Installed is considered any item which (once affixed) becomes part of that building
structure and remains even if the building’s function changes. Examples of
major/installed kitchen equipment include heating, ventilation, lighting, and plumbing
system.
11. In general, major kitchen equipment items are catalogued under the following individual
stock code designators in the Canadian Government Cataloguing System (CGCS):
a. Stock Code 4110: Refrigeration Equipment;
b. Stock Code 6670: Scales Weighing (Food Svcs only);
c. Stock Code 7125: Racks Storage (Food Svcs only); and
d. Stock Codes 7310 & 7320: Food Preparation and Service Equipment.
12. Minor food services equipment includes items known as “tools of the trade”. Examples
of minor equipment include cooking and serving utensils, cutting boards, knives, flatware,
and crockery.
13. These items are normally on an “as required” basis and are referred to as accountable, “C”
class items. Food Svcs organizations are to ensure that minimal inventory level is maintained and
that unauthorized users do not use (or have access to) this equipment. Generally, minor equipment
items are catalogued in the CGCS, under the following class designators:
a. Stock Code 3920: Truck hand/platform & dolly;
b. Stock Code 7330: Small food preparation and service equipment;

c. Stock Code 7340: Flatware and cutting knives;
d. Stock Code 7350: Table crockery, hollowware and serving dishes; and
e. Stock Code 8415: Safety equipment (wire mesh gloves).
14. Consumable stores items include cleaning materials, packaging items, and disposable
tableware. These items are normally demanded on an “as required” basis under the
following guidance:

Amended 11 Mar 2020
a. Items that are consumed or expended in use; and
b. Items that are not to be quantity-tracked.
15. Supply discipline shall be considered in order to control major and minor consumable
stores. Items may be issued (subject to local restrictions as determined by the Supply Officer (Sup
O) within each area. Some major and minor equipment items may be manually controlled or
issued/replaced on a one-for-one basis.
9.2.3 Equipment Operating Manual
16. Equipment operation and maintenance shall be performed IAW the original equipment
manufacturer (OEM) manual and operating procedures. These manufacturer manuals and
operating procedures shall be available either attached to (or placed nearby) the equipment.
17. Food Svcs Mgrs need to ensure that employees follow manufacturers’ recommendations
WRT to cleaning techniques IOT maximize equipment life expectancy. Personnel shall be trained
to safely operate equipment to prevent unsafe practices and damage to equipment and personnel.
9.2.4 Responsibilities of Other Base/Wing Organizations
18. Proper kitchen equipment installation, operation, maintenance and cleaning are
essential. The life expectancy of all equipment must be maximized. To accomplish this, the
cooperation and joint efforts of the Real Property Operations (RP Ops) organization and Food Svcs
organization are essential. The following describes who is responsible for specific kitchen
equipment and services:
a. RP Ops is responsible for all maintenance and repairs of installed kitchen equipment,
as well as the periodic cleaning of:
(1) kitchen canopies;
(2) canopy filters;
(3) motors;
(4) fans; and
(5) grease traps.
b. Food Svcs is responsible for the periodic cleaning of:
(1) canopies and canopy filters (from a safe standing reach);
(2) daily and weekly cleaning of kitchen equipment;
(3) regular de-scaling of coffee urns, steam tables, dishwashers and combi ovens;
and
(4) by ensuring that a Preventive Maintenance Program is in place for all major food
services equipment IAW the OEMs.
9.2.5 Maintenance Database
19. The CAF Food Svcs Equipment Inventory and Maintenance Database is the national food
services tool to assist bases/wings/formations, and units in the management of the major equipment
assets under their control. It is a stand-alone, Microsoft Access file that requires downloading. It

Amended 11 Mar 2020
must be used to log all maintenance and repairs of the equipment throughout its life. This database
can be used to justify the replacement of equipment (based on serviceability, lack of frequency of
breakages, down time, associated costs, etc.).
20. The stand-alone database and help file are available on the Strat J4 Food Svcs Website.
9.2.6 Reporting Equipment Shortcomings
21. The Unsatisfactory Condition Report (UCR) - CF 777 is the formal document used to
describe problems with materiel/equipment. UCRs are to be identified using the Unsatisfactory
Condition Reporting System (UCRS). UCR-CFTO [C-02-015-001/AG-000] and UCRS User
Guide provide detailed information on the use and procedures for completion of this document.
22. Examples of UCRs that may be encountered in food services include:
a. Potential safety hazards;
b. Recurring failures of equipment (due to inadequate repair service);
c. Equipment that is defective, obsolete or unable to meet sanitation standards; and
d. Insufficient capacity to meet production demands or changes in production standards.
23. A RP Ops Work Request (CF 141) shall be used for work defined as construction,
betterment, or engineering maintenance repair. This form is to be used for critical work, routine
small repair, or projects. The form is available only in hard copy through the CE Office. The RP
Ops Work Request must indicate the nature of the work required and its justification. It can then
be submitted either by phone, email, written form, or in person depending on local procedures. RP
Ops Reception desk will advise the caller of the immediate remedial action to be taken (in order
to avoid further consequences of incidents that are related to safety and/or security).
9.2.8 Preventive Maintenance Plan
24. The Preventive Maintenance Plan must be IAW manufacturers’ operating manual.
Equipment shall not operate in unsafe conditions. Preventive Maintenance Plans not only extend
the longevity and performance of equipment, but they can also assist in detecting potential
problems, before they occur. Preventive Maintenance Plans should be scheduled during periods of
lower activity IOT minimize impacts on operations and prevent reactive actions during peak
periods (when all equipment is highly solicited).
25. Rigorous documentation and file-keeping of all maintenance reports is essential. These
records/files provide a good indication of kitchen/equipment condition. Some equipment requires
more stringent attention, particularly those utilizing water (i.e. steamers, icemakers, and combi
ovens). Food Svcs is responsible for the writing of the Preventive Maintenance Plan. The
execution, however, is done either through RP Ops resources or contracts. RP Ops should review
input in the draft Preventive Maintenance Plan.
9.2.9 Life Cycle Management (LCM)
26. LCM is paramount in budget planning. Most food services equipment has a life expectancy
of 10 to 12 years. Consequently, a multi-year plan must be defined to ensure financial forecasting
for timely replacement. Kitchen equipment should be evaluated periodically (ideally, every six (6)
months) to assess its reliability, maintenance cost, and also to determine if the expected wear life

Amended 11 Mar 2020
remains accurate. A number of factors can alter prescribed life expectancy (i.e. water hardness,
production demands, preventive maintenance plan, and the care taken by operators). Based on data
from the industry, spare parts are generally available for up to 15 years after production has ceased.
9.2.10 Equipment Replacement
27. Food services equipment should be considered for replacement when:
a. it’s at the end of its scheduled life expectancy;
b. it has become unreliable, due to frequent unserviceability or no longer performs
adequately (e.g. fails to hold temperature);
c. visible signs of deterioration (e.g. rust, water damage, loose coils and gaskets);
d. it’s Beyond Economical Repair (BER); and
e. it can no longer perform the function satisfactorily for which it was intended (due to
changes in feeding strength, menu and energy availability).
Note: Equipment is BER when the maintenance cost reaches 50% of the original acquisition cost.
28. The replacement of equipment represents an opportunity to review current operations and
the process can take on a myriad of considerations, such as:
a. current and/or planned feeding strengths (volume of activity);
b. current and evolving concept of operations (CONOPS) for meal production
and service;
c. production flow and space requirement;
d. opportunity to replace a suite of equipment for one that is multi-use;
e. limitation in power source, ventilation capacity, fuel source (i.e. natural gas, propane,
etc.), and plumbing; and
f. technology and energy-saving features (cost-effective).
29. Advancement and development of new technologies must also be taken into consideration.
New models of the same generic family (e.g. combi ovens with integrated induction cooker) should
be considered to ensure that CAF Food Svcs remains harmonized with changes in the food services
that remain cost-effective or positively impacts their operation and maintenance cost. Newer tech
equipment offers better control and enables consistent production with lesser staff oversight.
30. Based on the LCM plan and actual equipment status, the equipment requirement must be
identified (by order of priority) in the yearly business plan. All or limited equipment will be
approved for procurement, based on cost and allocated funds. The equipment that is identified (but
not procured early in the FY) should be identified as on ramp for future FY procurement. Items
that cannot be purchased within the identified FY are to be reported to the subsequent one and
identified as high priority.
31. Equipment identified BER must be condemned by RP Ops IAW Canadian Forces
Technical Order (CFTO) C-04-025-002/AG-000 MANAGEMENT PROCEDURES AND
GUIDELINES - CONDEMNATION OF LAND TECHNICAL EQUIPMENT BY
BASE/STATION LAND MAINTENANCE SECTIONS AND MAINTENANCE COMPANIES.

Amended 11 Mar 2020
32. The equipment requirement found at Annex B – Major and Minor Equipment by Work
Section provides basic equipment needs for new and/or operational kitchens. Entitlement is as per
Scale D09-136CFS: Food Services (Food Svcs) Equipment. Not all items listed are required in
every kitchen, nor should this list be considered exhaustive.
9.2.11 Equipment Procurement
33. When equipment is to be procured (added capability or replacement), the following actions
are to be taken:
a. review the requirements IAW section 9.2.10;
b. use the Scale D09-136CFS: Food Services (Food Svcs) Equipment (document
authority), the Unitrak Non-food Catalogue and the National Commercial Kitchen
Equipment SO to select the equipment;
c. liaise with RP Ops. By doing this, RP Ops certifies that the requested equipment is
compatible with:
(1) power source and plumbing;
(2) ventilation capability, as required;
(3) space layout and dimensions; and
(4) equipment configuration, as applicable.
d. complete the Purchase Order (PO) in Unitrak;
e. follow-up on every material request and (upon delivery of the equipment), verify that
the equipment received meets the physical characteristics and specifications requested;
and
f. Surplus Capacity activities shall only use regular entitled dinner wares and equipment
as per Scale of Issue D09136 (Food Svcs Equipment Scale) and D02102 (Dining Room
- All Ranks - Regular Force). If additional equipment is required for surplus capacity
such as Official and non- Official Functions, Mess Diner or others, Public Funds shall
not be used unless authorized by your commanding officer.
g. Employees lunch room in each dining facility should be furnished with a fridge,
microwave, tables, chairs, sink with soap dispenser for general purpose and hand
sink.
9.2.11.1Procurement Tool
34. All food services equipment must be performed ensuring consistency and best value when
using public funds. Unitrak shall be used IOT generate POs and allow reporting of expenditures.
In addition, the use of a Standing Offer (SO) shall be the approach to meet recurring needs and
shall be used IAW guidelines presented below.
35. A National Commercial Kitchen Equipment SO was developed by Strat J4 Food Svcs 4,
which shall be used for the procurement of standard commercial kitchen equipment. The
equipment listed in the National SO reflects the production needs of the Choice & Quantity
Standards and Scale of Issues. The requesting officer must have a valid Delegation of Authority
(DOA) to execute a call-up against a SO. It is also DND policy that contracting authorities are to
use a SO where one exists for the goods or services required and to consider the initiation of one
Amended 11 Mar 2020
to satisfy repetitive requirements (where it is cost effective to do so). Refer to the Delegation of
Authorities for Financial Administration for DND and the CAF.
36. Clothing items, cleaning materiel and furniture (including dining room furniture),
are not to be procured using the National Commercial Kitchen Equipment SO. Procurement
and acquisition of all Food Svcs equipment (that is not specified or listed in the SO) requires
Strat J4 Food Svcs 4 approval.
37. Strat J4 Food Svcs 4 (in collaboration with PSPC) is responsible for the management and
establishment of the SO. The base/wing Food Svcs organization (with adequate DOA) can issue
call-ups against the SO. The maximum call-up for food services equipment is limited to $400K
(GST/HST included) for pricing “A” items. Pricing “B” maximum call-ups are also limited to
$400K (GST/HST included). Pricing “A” consists of pre-negotiated line items listed in the SO;
and Pricing “B” are off-list items or line items which were not listed in the Request for a Standing
Offer (RFSO) (yet remain within the intent of the SO) as being food services equipment that can
be warranted to meet the CAF Food Svcs mandate and still be procured through the SO using the
National Unitrak Non-food Catalogue.
38. Within Unitrak, the equipment is divided into the following GL categories:
a. GL09171 - Mess and galley equipment;
b. GL09233 - Acquisition of other small kitchen equipment and parts; and
c. GL07229 - Mess and galley utensils, cutlery, and glassware.
Note: Other items with specific GL will be properly addressed in Unitrak. Furthermore, it must be
understood that only GL 07309, 07208, 07229 and 07243 will affect the performance summary
report.
39. All conditions and provisions WRT the scope, price, and fees of the goods within the SO
must be adhered to. No contract exists until the requestor issues a call-up against the SO. Each
call-up indicates offer acceptance by PSPC.
9.2.11.2 Procurement Process
40. The process described below must be followed in order to proceed with a call-up. This
process enables base/wing Food Svcs to procure equipment directly using the SO. This ensures
timely delivery and installation of the adequate equipment in support of the National Standardized
Cycle Menu and does not require extensive local contracting expertise.
41. The use of a SO or other contract vehicles that offer, “supply and installation” services for
new kitchen equipment shall be referred to the RP Ops as the technical authority (due to the
infrastructure considerations that must be first assessed). Under no circumstances shall the
installation of new equipment (that requires modification to any utility or building system) be
initiated, directed, approved, overseen, or undertaken by unauthorized personnel.
42. When there is a requirement for pricing “B” (off list) items from the National commercial
kitchen equipment (small wares), Units are to refer to the items in the Unitrak Non-food Catalogue
first. Thereafter, if the required item cannot be found, Units may proceed by consulting the
Supplier Product Catalogue. When a required item cannot be found in the Unitrak Non-food
Catalogue and you wish to procure it, please complete Annex C - NMSO Procurement Form and

Amended 11 Mar 2020
send it by email to +FOOD SVCS EQUIPMENT SJS STRAT 4 - SVC ALIM EQUIPEMENT EMIS J4
STRAT@SJS D LOG PROG@OTTAWA-HULL. This process allows the SO Mgr to validate and add
items to the National Unitrak Catalogue.
Note: HMC Ships shall process all purchase orders for fitted galley equipment requiring power
and/or plumbing through liaison with coastal Base Logistics personnel and the Life Cycle
Material Manager. Due to operational requirements, if the NMSO cannot meet the required
delivery timeframe before leaving homeport (not caused by untimely planning), HMC Ships are
authorized to access local suppliers for necessary non-fitted small wares.
43. Each call-up against the National Commercial Kitchen Equipment SO (exceeding $5K,
including taxes) or for major or minor equipment that are not included in the SO must get prior
approval from Strat J4 Food Svcs 4in order to proceed with the procurement process. Once the
Procurement form has been completed, organizations should complete the call-up using the
Unitrak PO Non-food Module (similar to the Food PO process). All requests for approval must be
completed with the following information:
a. Generic Call-up Annex C - NMSO Procurement Form (for the use of SOs);
(1) Approval to issue a call-up over $5K (including GST/HST) is given when the
end-user has sought approval through email using the NMSO Procurement Form
to Strat J4 FOOD SVCS 4 representative; and
(2) The unit must also include the PO reflecting the NMSO Procurement Form IOT
gain approval.
44. Once the requesting unit has gained approval, they must complete the call-up process by
signing, scanning and email directly to the Supplier (your Unitrak PO).
9.2.12 Rejecting Unsuitable Equipment
45. The delivery of unsuitable equipment may occur as a result of human error, the issue of a
substitute from local stock surplus re-assignment, or the re-issue of equipment (which was repaired
but no longer meets operational demands). If an unsuitable item is issued, do not accept its delivery
nor allow its installation. Prepare a memorandum stating the reasons for rejecting the item and
initiate an Unsatisfactory Condition Report (UCR) Form CF 777; submit to the B/W RP Ops O
onward to B/W Sup O. Upon receipt of the documentation, the B/W Sup O can make the necessary
arrangements for disposal of the unsuitable item and for acquisition of the required equipment.
46. Should a need occur to take action with the above procedure, an immediate report stating
the pertinent details shall be submitted through the appropriate channels to the respective
Environmental Command to inform Strat J4 Food Svcs 4.
9.2.13 Disposal of Food Services Equipment
47. Public Service and Procurement Canada (PSPC) is the sole authority responsible under the
Surplus Crown Assets Act (R.S.C., 1985, c. S-27) for disposal of all surplus materiel.
48. When food services equipment has been deemed as surplus IAW Treasury Board
directives, Food Svcs must consider a gratuitous transfer to another organization within

Amended 11 Mar 2020
DND/CAF. If no requirement exists, the item may be transferred to another federal organization1.
If all transfer options fail then the item is to be posted on GCSurplus (the federal government
agency responsible for the sales of surplus federal goods).
49. This directive (effective since 01 Nov 2006) applies to all departments as defined in
section 2 of the Financial Administration Act (R.S.C., 1985, c. F-11) (with the exception of
paragraph 2(c) thereof) unless specific acts or regulations override it. The Treasury Board (TB)
Policy on Management of Materiel provides direction for the management of departmental
materiel assets throughout their life cycle, and, WRT disposal, requires that deputy heads ensure
that:
a. The disposal of surplus materiel assets is concluded as effectively as possible (soon
after they become surplus to the requirements of program delivery) and in a manner
that obtains the highest net value for the Crown, and in compliance with the TB
Directive on Disposal of Surplus Materiel;
b. This directive sets out additional and more specific requirements that departments must
meet during the disposal phase of the life cycle of their materiel assets. This directive
is issued pursuant to the Financial Administration Act (R.S.C., 1985, c. F-11),
subsections 7(1), 9(2) and 62, and the Surplus Crown Assets Act (R.S.C., 1985, c. S-
27), subsection 3(1)(b).
50. Effective 01 Apr 2015, PSPC has a similar management web-based tool referred to as
GCTransfer available to all departments to post their assets to become available to all levels of
government prior to being disposed to GCSurplus for final sales/disposal.
51. GCTransfer enables materiel managers to post, view and transfer surplus assets (at net
book value) within government, prior to donating or selling them externally. GCTransfer is a web-
based tool, embedded in the GCSurplus Client Interface (GCSci) module that is currently used by
the materiel management community. This functionality allows materiel managers to keep track
of items offered for transfer and their status.
52. Assets can be declared for transfer by using the GCTransfer component of the GCSurplus
Client Interface (GCSci).
1
GCTransfer, a PSPC web tool, is available to all departments to post their assets for view by all federal
organizations prior to being disposed to GCSurplus for final sales/disposal.

Amended 11 Mar 2020
9.3 Occupational Uniform Standards

9.3.1 Uniform Policy and Directive
9.3.2 Occupational Clothing Entitlement
9.3.3 Laundering of Uniforms at Crown Expense
9.3.4 Care and Maintenance of Occupational Uniforms
9.3.5 Safety Footwear for Civilian Personal
9.3.1 Uniform Policy and Directive
53. IAW QR&O 17.0, personnel shall wear their uniform, which includes the occupational
dress for all food services military and civilian personnel working within DND/CAF-operated
facilities/organizations. If an item is not listed in the Canadian Forces Dress Instructions [A-
DH-265-000/AG-001], it is not authorized.
54. Occupational Dress means clothing worn by those working in unique occupations
(i.e. nurses, cooks, fire fighters, chaplains, and individuals requiring safety clothing and equipment
to carry out their tasks).
55. Personal Loan Clothing means scaled public clothing and equipment (which is retained for
the duration of a member’s service, or until the requirement ceases). This clothing and equipment
is issued and maintained at public expense.
56. Temporary Loan Clothing means scaled public clothing and equipment issued from a
Distribution Account (SLOC) to an individual, military or civilian (because of his/her temporary
employment or location) and returned upon termination of the special circumstances. This clothing
and equipment is issued and maintained at public expense.
57. Alterations and Modifications means clothing items shall not be altered or modified (except
to obtain a reasonable fit).
9.3.2 Occupational Clothing Entitlement
58. Clothing entitlement for food services personnel is IAW the work performed and defined
in the appropriate Scale of Issues (refer to section 9.2.1). The Scale of Issues lists the items and
quantity to be issued to each individual, and who can draw the allocation.
9.3.2.1 Cooks (Military and Civilian)
59. Cook occupational dress is a black and gray uniform worn in lieu of service dress on duty
in CAF kitchens and dining rooms. It consists of:
a. coat, chef cook, black and gray;
b. Under-shirt, Navy black, short-sleeved;
c. trousers, cook black and gray stripe;
d. cap paper white, cooks, black cloth pillbox, or turban;
e. Bib apron, Cook and food handlers, black chalk stripe; and
f. name/rank tags identification, environmental designation, Velcro six inches, black
thread on white background.
9.3.2.2 Kitchen Helper
9.3 Occupational Uniform Standards Page 12

Amended 11 Mar 2020
60. GS FOS 02 and GS FOS 03 C categories (administration/supervisory roles) occupational

dress is a black uniform, worn for duties in CAF kitchens and dining rooms. It consists of:
a. unisex trousers, black;
b. black, unisex, short-sleeved shirt with side grey airy material (for added ventilation);
c. Bib apron, Cook and food handlers, black chalk stripe; and
d. Sweater black.
9.3.2.3 Occupational Maternity Dress
61. Pregnant women are entitled to a personal loan/issue of shirts and slacks as per Scale D01-
403CFS: Special Purpose Clothing - Food Handlers. It consists of:
a. Chef coat, black and gray for Military and Civilian Cook;
b. Maternity shirt, black and gray for Kitchen Helper;
c. Unisex trousers, black for Military Cook and Kitchen Helper.
9.3.2.4 Health, Safety and Occupational Dress Policy
62. Safety and occupational dress items are intended (and authorized) for work wear in the
work place during the execution of associated duties. These items can be worn by all entitled food
services personnel.
63. For hygiene and sanitation reasons, military members shall wear their standard orders of
dress when travelling to and from the place of duty IAW local instructions (CADPAT, DEU, etc.).
Civilian personal must travel in civilian attire and are not permitted to wear their issued
occupational uniform.
9.3.3 Laundering of Uniforms at Crown Expense
64. The bib type apron, which is considered Individual Protective Equipment (IPE), shall be
issued and loaned to all types of employees working in DND/CAF dining facilities to include:
military, civilian, Personal Support Program (PSP) and contract employees. Funding for the
procurement and laundering is a local responsibility. The remaining items as per Scale D01-
403CFS: Special Purpose Clothing - Food Handlers (Chef Jacket, shirt and pants) shall be
laundered by employees at their own expense. If work clothes become contaminated by hazardous
substances excluding food dirt, local organizations are to provide arrangements for the cleaning of
those specific items. The policy can be found in the Supply Administration Manual (SAM).
9.3.4 Care and Maintenance of Occupational Uniforms
65. The occupational uniform (with the exception of the bib type apron) should be laundered
by the employee, using the following recommendations:
a. wash in lukewarm water, delicate cycle;
b. do not bleach;
c. tumble dry and place on hanger; and
d. iron at medium setting (only the chef jacket and only if necessary).
9.3.5 Safety Footwear for Civilian Personal

Amended 11 Mar 2020
66. IAW the Collective Agreement between the Treasury Board and the Public Service
Alliance of Canada, the safety footwear is supplied to employees as per the employer’s policy, or
where the employer has identified positions where the wearing of safety footwear is mandatory.
Employees who are in receipt of the safety footwear shall wear the clothing and safety footwear
whenever they are on duty, IAW departmental regulations.
67. Further to the agreement, safety footwear is also subject to the SAM, where it refers to the
Directorate of General Safety (D Safe G), as well to the SAM, Volume 3, Chapter 13.
68. The following are the basic requirements for safety shoes for all employees, regardless of
status, who work in a food services facility:
a. Employees working in storeroom and/or their duties consist of moving heavy
boxes on a regular basis should have safety shoes with toe impact protection and
a non-slip sole or equivalent (Footwear with blue rectangular label);
b. Employees working in any other areas of a dining/kitchen facilities should have
safety shoes with toe impact protection and a non-slip sole. Good tread pattern
and a flexible sole is important. Choose a shoe with a well-defined tread pattern,
the more edges, the firmer the grip (see below for some examples of a well-
defined tread pattern).

Amended 11 Mar 2020
9.4 Food Services Forms and Publications

9.4.1 Forms and Publications
69. Strat J4 Food Svcs 4 is responsible for the forms and publications listed below. When a
policy or a directive would have an impact on these forms, Strat J4 Food Svcs 4 is to ensure the
forms are amended accordingly:
a. Food Safety Code of Practice for Canada’s Foodservice Industry;
b. Foodservice Workers Safety Guide;
c. Flight Meal Demand, Issue and Return Voucher (CF 455);
d. Between Meal Supplement Demand Issue and Control Voucher (DND 711);
e. Casual Meal Authorization (CF 1380);
f. DND Ration Card (DND 412);and
g. Requisition and/or Voucher for Rations (CF 1009).
70. To access any of the above-listed forms, refer to the Strat J4 FOOD SVCS 4 website via
the “Policies, Publications, Tools & Resoures (Food Svcs)” page, or refer to the Defence Forms
Catalogue (DFC). Requests for changes/amendments must be forwarded to +FOOD SVCS
EQUIPMENT SJS STRAT 4 - SVC ALIM EQUIPEMENT EMIS J4 STRAT@SJS D LOG PROG@OTTAWA-
HULL.
71. Organizations requiring a publication must comply with Directorate Services Contracting
(D Svc C). For more details, refer to the Procurement Administration Manual. A good example is
the Food Safety Code of Practice.
9.4 Food Services Forms and Publications Page 15

Amended 11 Mar 2020
9.5 Planning of Major Renovations and New Construction

9.5.1 Evaluation of Facilities
9.5.3 Facility Design/Renovation-Construction Project Process
9.5.4 Project Identification
9.5.5 Project Prioritization
9.5.6 Project Process Flow
9.5.7 Statement of Operational Requirements (SOR)
9.5.8 Initial Development of SOR
9.5.9 SOR Review/Approval
9.5.10 Outline of a SOR for a Food Services Facility
9.5.11 Functional Analysis
9.5.12 Option Analysis
9.5.13 Analysis Criteria
9.5.14 Option Analysis Proposal
9.5.15 Conclusion
9.5.16 Recommendation
9.5.17 References for Section 9.5
9.5.1 Evaluation of Facilities
72. Food Svcs Mgrs must critically assess their Food Svcs facility/facilities on an on-going
basis. Repairs and/or renovations required subsequent to Preventive Maintenance Inspections
must be requested through appropriate, valid documentation.
73. The primary RP Ops document used for the authorization and expenditure of resources is
the RP Ops Work Request Form (CF 141).
74. The first step taken when initiating a facility design/construction/renovation process is to
raise a RP Ops Work Request (CF 141). The initiation of a Food Svcs facility project requires a
great deal of detail, both in identifying the work required and justifying its importance in providing
the appropriate standard of food services to DND/CAF-funded personnel and to the Base/Wing
population. Food Svcs Mgrs must be prepared to actively participate in identifying work
requirements and in providing statistical input on the types and volume of activity that justifies RP
Ops work requirements. The Food Svcs Mgr must also be prepared to assist the RP Ops Project
Manager (PM) in completing all related documents that support the project initiation
(identification phase).
9.5 Planning of Major Renovations and New Construction Page 16

Amended 11 Mar 2020
9.5.3 Facility Design/Renovation-Construction Project Process

75. Major renovations, new construction, and/or replacement of a facility may be necessary,
should any of the following conditions apply:
a. the facility has become inadequate because of changes in base role and/or base
establishment or training strength;
b. the facility has become functionally unsuitable for its required occupancy; and/or
c. the facility has deteriorated BER.
76. There are several steps involved in a facility design/construction/renovation project, which
is why the complete process normally takes a minimum of 5 to 7 years.
9.5.4 Project Identification
77. Upon receipt of the RP Ops Work Request (CAF 141), the CE will assess the request for
technical feasibility and provide a preliminary cost estimate. Major projects are typically referred
to the Real Property Coordination Committee (RPCC). The RPCC is a site-level committee,
comprised of senior officers, and co-chaired by the RP Ops and Base/Wing Commander. The
RPCC assesses all requests for construction/renovation projects and determines:
a. whether or not they recommend the project;
b. the program year for which the project is recommended;
c. suggested project priority, relative to other approved projects; and
d. reasons for not recommending projects.
78. Projects endorsed by the RPCC are generally included in the RP Ops business plan for the
following year. Projects must then be prioritized at the regional level (Real Property Steering
Committee (RPSC)) and at the national level (Real Property Operations Committee (RPOC))
before any funding decision can be made.
9.5.5 Project Prioritization
79. The RPCC will consider the project in relation to the Base/Wings’ Master Realty
Property Development Plan (MRPDP) in its prioritization exercise. Together with the site-level
committee, he will establish the priority of individual projects within his area of responsibility.
80. The MRPDP is a key guidance document for decisions relating to projects that involve the
renovation or construction.

Amended 11 Mar 2020
9.5.6 Project Process Flow

81. All realty assets projects generally follow the same process flow phases. The project
process flow for a dining facility construction project would include the following four phases:
a. Identification: This phase starts with project initiation and ends when the project is
entered into the Capital Construction Program;
Note: This step requires a CF141 with a Synopsis Sheet (SS).

b. Development: This phase starts with the Capital Construction Program Review to
determine the project priority and ends when funds are approved for the project
definition phase, following the Preliminary Project Approval (PPA);
(1) Statement of Operational Requirements (SOR);
(2) Option Analysis; and
(3) Business Case and a SS/PPA.
c. Definition: This phase starts with the selection of a contracting agent to contract for
design services (conceptual design) of the construction solution and ends when funds
are approved for construction following the Effective Project Approval (EPA). The
definition phase includes:
(1) Drawings and specifications; and
(2) SOW drafted by ADM (IE) in line with the SOR.
d. Implementation: This phase starts with the selection of a contractor for the
construction phases and ends when the construction is completed and has met the
capability requirements implementation phase (construction, consultant, inspection,
possession, staff cleaning and training):
(1) Construction/Renovation begins; and
(2) Users to remain involved during the implementation phase.
9.5.7 Statement of Operational Requirements (SOR)
82. The SOR is a mandatory project document that defines the capability deficiency to be
addressed, and to define the project requirements in broad terms. It communicates the
characteristics of the operational requirement to technical and procurement staffs. In addition, it
contains the critical performance criteria necessary for evaluating technical options, assisting in
the post-project completion, and evaluation of the performance of the new (or renovated) facility
against the stated functional objectives and performance criteria.
83. The SOR is created by the Project Sponsor and normally written by their appointed Project
Director (PD). The Project Sponsor is the Base/Wing Commander for locally managed projects.
For nationally managed projects, the applicable Environmental Chief of Staff is the Project
Sponsor. The Sponsor has functional responsibility for its development, staffing, and approval. It
is the responsibility of the PD to work in conjunction with the PM to obtain agreement on the SOR.
84. For a locally-managed food services facility renovation project, the Project Sponsor may
appoint the Food Svcs O as PD, while the PM will be the RP Ops officer. For major food services

Amended 11 Mar 2020
facility construction projects, the PD (appointed by the applicable Land, Air, or Navy ECS) will
be a representative in the respective requirement directorate. For example, the PD for a major
construction project sponsored by the Chief of Land Staff (CLS) would be the Director of Land
Forces Requirements (DLFR). Every Environmental Command project also has a Team Leader
(PD) and a PM. Within the Directorate Construction Projects and Engineering Policy (DCPEP),
the position DCPEP 4 represents the Army Team Leader and the position DCPEP 5 represents the
Air/Navy Team Leader. Within each respective element, an appointed PM will be responsible to
manage project activities and serve as a resource manager (within the limits of the project scope).
9.5.8 Initial Development of SOR
85. The initial development and staffing of the SOR should ideally occur during the
development phase of the project. The PD has the responsibility for preparing the SOR to the
satisfaction of the sponsoring Level One (L1 Mgr).
86. In principle, the SOR for a major renovation or construction project is a pure statement of
the characteristics that must be delivered in the construction solution, in order for it to satisfy fully
the validated capability deficiency.
9.5.9 SOR Review/Approval
87. In order to help expedite the process, Strat J4 Food Svcs 4 shall review the SOR prior to
being submitted to the PM. Strat J4 Food Svcs 4 is the DND/CAF Food Svcs SME WRT facilities
and equipment. They can make important recommendations that may have been omitted, or bring
forth suggestions to facilitate the acceptance of the SOR.
9.5.10 Outline of a SOR for a Food Services Facility
88. A key element in the development of the SOR for a food services facility is to identify all
the functional requirements. Well-researched and presented supporting documents greatly increase
a SORs chances for approval. All statements must be substantiated with details and facts.
Justification must be valid and be credible. Nothing is to be assumed or exaggerated. The outline
of a SOR includes an executive summary, and usually five (5) sections. These five sections provide
an introduction, describe the facility requirements, evaluate the existing facilities, analyze the
feasible options, and provide recommendations on the preferred option that would satisfy the
requirements identified in the SOR. When Food Svcs organizations are required to draft their SOR,
a standardized template for a SOR (with description of what is to be included) is available on the
Strat J4 FOOD SVCS 4 website via the “Policies, Publications, Tools & Resources (Food Svcs)”
page.
89. In order to assist each Food Svcs organization, this section will touch on critical factors
that should be considered to ensure best the end state that meets the overall requirements.
9.5.10.1 Layout Design Principles and Components
90. Food Svcs Mgrs may find themselves thinking and searching for better ways to maximize
their kitchen space. They may also be interested in adopting new, trendy concepts of preparation
and service. Food Svcs equipment firms tend to aggressively market a large selection of
preparation, cooking, holding, and serving equipment, gadgets and space savers. All of those may
be tempting, but if a Mgr does not plan and ensure the design of a good functional kitchen layout,
they may be wasting public funds. Careful space and layout planning gives the best possible
functional environment, work, and traffic flow to accomplish the food preparation and service

Amended 11 Mar 2020
tasks and workload that respond to the CONOPS. All of the above must align with DAOD 3012-
1, Provision and Sale of Food Services by having the service and amenities, which is one cafeteria-
style dining facility with separate dining areas for officers, senior non-commissioned members
(NCMs) and junior NCMs.
91. Layout design refers to the overall space planning. It defines the size, shape, style and
decor of the space and equipment in a kitchen and dining room.
92. Kitchen layout is the detailed arrangement of work centers into sections, groups of
sections into functional areas, and groups of functional areas into an entire layout. As such, a
kitchen layout is composed of four distinct parts as follows:
a. Work Centre is the basic component of a layout. It is where a worker performs one
or a few specific tasks. When a job or task is highly specialized, it normally requires
a separate work center. In a small dining facility, the same work center may be used
repeatedly for different tasks that require similar equipment, work surfaces, and
proximity to storage areas. It measures approximately 1.4 to 2 m² (15 to 20 sq. ft.) in
space depending on the production needs. A work center should permit a worker to
do a given task without having to walk away from the work center. A work center
should include the required equipment and tools to do a task. It should also be as
compact as possible to reduce travel and minimize time and energy.
b. Work Section is made of several work centers grouped together and is where workers
perform closely related tasks. For example, the vegetable preparation work section
would include the following work centers:
(1) sorting, cleaning, washing, and soaking;
(2) cutting; and
(3) portioning, packaging (for immediate use by other work sections or for
temporary storage), and storage.
c. Functional Area is a group of work sections where workers perform a specific
function. For example, the food preparation area would include the following work
sections:
(1) meat preparation;
(2) vegetable preparation;
(3) salad preparation;
(4) sandwich preparation; and
(5) dispersed meal preparation.
d. Typically, a kitchen will include functional areas such as receiving and issuing,
storage, food preparation, baking, food production, dispersed meal preparation and
assembly, serving, ware washing (dishwashing and pot washing), and waste disposal;
e. Layout represents all the functional areas joined together into a logical arrangement.
This provides efficient proximity to storage and internal dependencies, facilitate
common equipment sharing, and provide for a logical flow of goods, products and
workers.

Amended 11 Mar 2020
93. Placement of the kitchen in the building (whether a mess or a dedicated Food Svcs facility)
is the first critical step. The kitchen is like the “heart” of the house, and as such, it delivers service
and products to other functional parts of the building. Kitchen placement will affect the quality of
the food, the delivery of the food, the number of diners who can dine at any particular time of day,
the utility costs, and the atmosphere of the dining area.
94. Today, the average functional lifespan of a commercial/institutional kitchen is between 20
and 25 years before major re-modeling or renovation is necessary. The food service industry
evolves with time and cost-saving equipment, innovative and efficient production, and service
concepts that better fit the concept of operation (CONOPS) of internal dependencies. Refer to
those work sections that must service each other during the meal production process. For example,
the vegetable preparation section would produce prepared vegetables for the main cooking section,
the salad preparation section, and the dispersed meal section. The main cooking section would
produce meal items for the dispersed meal section, the sandwich preparation section, and the
serving area.
95. Unfortunately, the natural tendency in kitchen design is to try to fit the required equipment
into the space available, instead of making the space work to fit the specific needs of the operation.
The other most common oversight is the lack of flexibility in the layout to accommodate change
in equipment, functional sections and areas, and in the type and volume of activity. Consequently,
a flexible kitchen design could significantly prolong the functional lifespan of the food services
facility; however, a flexible kitchen design does not mean allocating extra space “in case of”. Such
design decision would likely compete with the need to optimize worker productivity and to
minimize operating and maintenance costs.
96. A poorly designed kitchen can make food preparation and service more difficult than it
should be, and it can even undermine the morale of the staff. Planning thoroughly WRT the
location and design of the kitchen is critical to ensure successful results. Productivity in a
manufacturing plant is highest when the assembly lines and machinery are arranged in a logical,
sequential order to put the components together. In food services, this includes everything from
bringing ingredients from the storage areas, transforming them into prepared products; to setting
and replenishing the serving area for an efficient product and diner flow that enhances the
opportunity for a satisfying meal experience.
9.5.10.2 Space Allocation
97. Allocating space for all food services functions is a significant challenge. Food Svcs Mgrs
often face the following dilemma: planning for space allocation that provides for optimal operation
versus space allocation that must be accommodated within existing buildings or are constrained
by site restrictions and construction services cost restraints. When identifying the requirements for
renovation to a food services facility, Food Svcs Mgrs must be prepared to propose options to
optimize available space and to minimize additional space requirements. For example, often Food
Svcs Mgrs do not take into consideration the availability of supply of raw food items and overstate
the requirement for temperature-controlled storage. Perhaps a smaller refrigeration unit can be
utilized with more frequent delivery of raw food product. They must justify the space requirements
when initiating a requirement for a major renovation or a new construction project. If the facility
must provide flight meals refer to the Aircraft Commander’s meal policy.
98. A facility that includes a centralized production kitchen will require more space for storage,
production, receiving, and issuing than a facility producing for its own dining room capacity.

Amended 11 Mar 2020
Therefore, it is critical that the capacity requirements of the kitchen be fully-identified in relation
to the number of diners fed in the dining room (the number and type of dispersed meals issued).
Hay-box meals, box lunches, flight feeding meals, the different impact on the storage, and
preparation/production areas must also be considered. Also consider the number and type of
regular catering activities held during regular meal hours.
9.5.10.3 Flow Type and Flow Pattern
99. Product and traffic flows are the two types of flow to consider in a layout design. The
product flow is the movement of all food items from their arrival at the receiving area to the meal
service to diners. Traffic flow is the movement of employees through the food services facility as
they go about their duties. Minimizing backtracking and crossover is one of the essential objectives
of an effective layout design and to ensure Food Safety.
100. There are three (3) basic flow patterns in a Food Svcs operation, which are as follows:
a. Back-to-front-to-back flow pattern WRT product flow. The raw materials used to
create each dish arrive at the “back” of the kitchen (where they are stored). Then, the
materials progress towards the “front” for preparation and cooking, and then directly
to the “front” for meal service. Finally, the non-reusable surplus return to the “back”
again, as waste;
b. Section-specific flow pattern WRT employee flow. There is usually a unique flow
to each work section. It could be a pattern of steps a cook takes in the cooking section
to cook one (or a variety) of products. It could also be the methodical way the
dishwashers scrape, sort, load on trays, wash and dry dishes, and dispose of waste;
and
c. Service staff flow pattern that differs according to the type of service
system provided. For example, for limited table service, the service staff replenishes
the various service stations in the serving and dining room areas, and clears the tables.
For full table service used in formal functions, the service staff picks up the food in
the main serving area, delivers at the diner’s table, and clears the tables.
9.5.10.4 Flow Plan
101. For food preparation, there are two basic flow plans and their variations are as follows:
a. Straight line (also called assembly line flow) moves the food from one process to
another, in a straight line. It is simple and minimizes preparation time. It is well
adapted to work sections that can be located against a wall in small facilities, or in the
center of a functional area in large facilities.
b. Parallel flow This flow is well-suited where space is limited or to take full advantage
of available space. The parallel flow has four variations as follows:
(1) Back-to-back. Equipment is arranged in a long, central counter or island in two
straight lines and centralizes plumbing and utilities;
(2) Face-to-face. A central aisle separates two straight lines of equipment on either
side of the room. This is good for high volume feeding, but does not take
advantage of single source utilities;

Amended 11 Mar 2020
(3) L-shape. Well-suited to access several groups of equipment. This gives you the
ability to place more equipment in a smaller space. Adaptable for table service
style feeding; and
(4) U-shape. Although this arrangement is seldom used, it is ideal for a small space
with one or two employees (such as salad preparation or pantry area).
102. For cafeteria dining facilities, the following three flow plans are typically considered:
a. Straight line. The slowest moving arrangement in terms of flow, and the most
common in commercial cafeterias. They take up the least space, and the average diner
is comfortable with this arrangement;
b. Shopping center system. This arrangement is a variation of the straight line flow,
instead of being straight; sections of the line are indented. This, in turn, keeps things
moving and makes it easier for diners to bypass one section; and
c. Free-flow system. This arrangement offers fast service and minimal waiting, and is
designed so that diners can go directly to the areas they are interested in. They are most
likely found in industrial cafeterias.
9.5.10.5 Functional Relationship Diagram (Bubble Diagram)
103. A basic flow pattern for a facility may be illustrated on a plan by using:
a. Arrows to indicate direction of flow;
b. Colored lines (to indicate flow of different materials);
c. At the outset, the diagram may be a rough sketch on a graph paper plan and it will
indicate the relationships between sections (refer to function analysis); and
d. Later, these sections may be allocated a specific amount of space, with thought given
to structural features that may contribute to desirable flow.
104. The joining of work centers into sections, and sections into functional areas should follow
certain rules relating to flow of work. Eight (8) basic rules apply in establishing the flow between
work centers, sections, functional areas, and the entire layout:
a. Functions should proceed in proper sequence directly, with a minimum of
crisscrossing and backtracking;
b. Smooth, rapid production, and service should be sought, with minimum expenditure
of worker time and energy;
c. Delay and storage of materials in processing and serving should be eliminated as
much as possible;
d. Workers and materials should travel minimum distances;
e. Materials and tools should receive minimum handling;
f. Maximum utilization of space and equipment should be achieved;
g. Quality control must be facilitated at all critical points; and
h. Minimum cost of production should be sought.

Amended 11 Mar 2020
105. The flow most suitable for one operation will differ from others according to the manner in
which it meets the individual needs of the facility. Changes and adjustments are often necessary
to adapt a good flow to the specific structural requirements and building shape. A good flow plan
is seldom achieved without compromise. The need to make choices may stimulate extra care and
thought that will lead to finding a better plan. The flow pattern should follow the functional
relationship of work.
106. The functional type flow plan is the preferred flow diagram because it shows the functional
relationship between work centers and sections. Frequently, food items are processed to a semi-
finished point and allowed to accumulate, with storage occurring until a sufficient quantity is
obtained for transfer to another processing work center. Food is often cooked to order and
preparation must await demand. The wide varieties of product that are made in the food services
facilities are well-suited to the functional type flow plan and layout.
107. The plan for the flow of work can be traced, like the traffic patterns of roads leading into
and out of a city. Some activities may vary slightly from others but the most used path will be
found by following the greatest number of activities.
108. Begin the plan for the flow of work with a study of:
a. The interrelationships of equipment;
b. Storage; and
c. Work sections.
109. The aim is to eliminate excess of travel, time, energy consuming, crisscrossing,
backtracking, and to obtain as direct a line of flow as possible.
110. Having materials and tools within easy reach and essential equipment available (and in
good condition) helps to greatly reduce excess steps, and speed the flow of work. Flexibility is
necessary to allow for changes in flow necessitated by change of activities. Mobile equipment
increases flexibility. Mobile equipment, where used, should move in and out of a work center
easily and permit sufficient space to work around it.
111. In work centers where a variety of related tasks are done, special study is required to
promote smooth progress of work and to prevent confusion. Attention must be directed to work
flow within a center and to the flow between it and related centers. This, then, makes up that
functional section. Flow must also be considered when locating sections in a finished layout. A
smooth and direct flow should be sought between storage of materials to assemble for preparation,
to baking, cooking, or other treatment, to service.
112. Templates of work centers can be used to arrange their best flow with similar use of section
templates to make up the final layout with the best possible flow. Compromises must always be
made. Structural elements often interfere with achieving the most desirable results. One cannot
remove a supporting wall to favor a desirable flow.
113. A good way to begin the design process for a food services facility is to create a Bubble
Diagram. Each work section shall be represented as a circle or “bubble” (drawn in pencil in the
location you determined is the most logical for that function). If two different work sections would
be sharing some equipment, the sides of their circles should intersect slightly. This is to indicate
where the shared equipment might best be located. The finished diagram will seem abstract, but
the exercise allows you to visualize each work center and think about its needs in relation to the

Amended 11 Mar 2020
other centers. The Bubble Diagram can help determine an appropriate layout by sharing the
interrelationships among the functional areas within the facility.
9.5.10.6 Functional Relationship Matrix
114. Complementary to the bubble diagram exercise, proceed by listing each work center
(followed by a list of any other work centers that should be placed adjacent, at close proximity, or
with no relationship to it). For example, it is probably not a good idea to have the icemaker and
ice storage bin adjacent to the frying and grilling centers. The Functional Relationship Matrix can
also be useful in figuring out all required adjacencies and proximities.
9.5.11 Functional Analysis
115. Since there are numerous details involved in the planning of a food services facility, it is
easy to overlook significant items. Therefore, a checklist is helpful to have. To conduct an accurate
assessment of the current operation’s ability to fulfill its role, a Food Svcs Mgr must complete a
Functional Analysis. This analysis then compares space, architectural, equipment requirements, as
defined by applicable scales, codes and standards to the existing conditions of the food services
facility.
116. Current Capabilities: It is important to make a clear assessment of the capability of the
current facility to effectively support or enable the CONOPS.
117. The following capabilities, deficiencies, and points should be considered in this section:
a. Significant functional deficiencies such as production capacity, service capacity
shortfalls or excesses that impact directly on space requirements, equipment shortfalls
that cannot be addressed because of lack of space or unchangeable layout, food safety
issues caused by lack of preparation space, insufficient or poorly located temperature-
controlled storage, or dysfunctional layout that increase the risk of cross-
contamination (include Preventive Medicine (P Med)) reports as applicable;
b. The labor-intensiveness of current working conditions (a potential saving of human
resources will normally enhance a project’s presentation);
c. The age, state of repair, and O&M costs of the building (usually available from RP
Ops). Include energy efficiency issues that incur significant waste in energy
consumption. Describe building conditions that increase unreasonably the cleaning
time and maintenance efforts, cause significant and repeated pest control interventions
without lasting solutions, or that seriously impact on occupational health and safety
(include pertinent reports from General Safety and P Med);
d. Changes that may have contributed to its inability to fulfill its function such as changes
in the facility’s role, sanitation/health, and safety standards or governing policies; and
e. Recent government decisions that may prevent the facility from efficiently fulfilling
its role. Such examples are the addition of a battalion, consolidation of several
squadrons of aircraft at one Wing (which would create or increase the need for flight
feeding), and conversely, a significant reduction in the number of supported units that
would cause excessive and unaffordable surplus capacity.
118. It is essential that the deficiencies statement not be exaggerated and that every
statement/concern is fully substantiated.

Amended 11 Mar 2020
119. To clearly and concisely identify the building capabilities deficiencies, the following
Functional Analysis tables will assist in identifying requirements and deficiencies:
a. Net Area Requirements Table
b. Summary of Architectural Deficiencies Table
c. Summary of Equipment Requirements Table
d. Major and Minor Equipment by Work Station
9.5.12 Option Analysis
120. The purpose of the option analysis is to compare financial and non-financial factors
amongst relevant options. This is to determine which option would best resolve the stated
infrastructure deficiencies, so as to meet the CONOPS. In the analysis, each option will describe
the advantages and disadvantages that impact on the stated criteria.
9.5.13 Analysis Criteria
121. The criteria used in the analysis of each option must be identified and described in the
context of the analysis objectives. Essential and desirable criteria should be identified. An essential
criterion directly addresses a stated deficiency or a stated constraint. Therefore, to be acceptable;
an option must meet all essential criteria and be capable to sustain the CONOPS. A desirable
criterion does not impact on deficiencies or constraints, but enhances the value of an acceptable
option in relation to the others. Therefore a desirable criterion may provide sufficient additional
benefits to an option to have it assessed as the “preferred option”.
122. Essential criteria might include the following:
a. Cost effectiveness;
b. Adequate production capacity;
c. Adequate service capacity; and
d. Conformity to CAF standards (including CAF Food Svcs standards, security, OH&S
and fire safety).
9.5.14 Option Analysis Proposal
123. The following options should be proposed in the SOR:
a. Maintain the status quo;
b. Relocate the operation in alternate existing facilities;
c. Renovate/upgrade the existing facility through minor construction; and/or
d. Construct a new facility.
9.5.15 Conclusion
124. Each of the options presented must be rated against the stated criteria, and a conclusion of
the process enunciating the advantages and disadvantages.
9.5.16 Recommendation

Amended 11 Mar 2020
125. The option that best meets the stated criteria should be recommended. To gain support and
approval, the selected option should clearly satisfy all essential criteria and provide the best
cost/benefit ratio to support the CONOPS.
9.5.17 References for Section 9.5
126. For information and guidance in relation to the above section, consult the following:
a. DAOD 4001-0, Management of Realty Assets;
b. DAOD 4001-1, Realty Asset Life Cycle Management;
c. Realty Asset Management Manual (RAMM);
d. Foodservice Planning: Layout Design and Equipment 4th Edition 2000, Barbara A.
Almanza, Lendal H. Kotschevar, Margaret E. Terrell Food Service Planning (Fourth
Edition) ISBN 0-13- 096446-8;
e. Manual of Equipment and Design for the Foodservice Industry 2nd Edition 2000, James
W. Stevens, Carl R. Scriven ISBN 0-966712-2-1;
f. Restaurants and Foodservice: A Management View, Costas Katsigris and Chris
Thomas 2009, ISBN 978-471-76248-5; and
g. Foodservice Consultants Society International (FCSI), Professional Kitchens
(Planning Design and Equipment), Version 2013.

Amended 11 Mar 2020
1. Refer to the Functional Analysis table: Overview, major and minor equipment by
workstation.
CHAPTER 9 – EQUIPMENT AND FACILITIES [ANNEXES] Page 28

Amended 11 Mar 2020
Annex B – NMSO Procurement Form for Food Svcs Equipment
Unitrak Purchase Order # Unitrak Account #
1. After determining that a procurement requirement for major food service equipment
exists; a generic Call-up Checklist is required (for the use of Standing Offers (SOs)).
2. A Call-up Checklist is a document to be completed by the user to gain supporting
authority by Strat J4 FOOD SVCS 4 for issuing a Call-up against the NMSO for any
requirements that exceed $5K (including GST/HST) for Pricing “A” items or for any
Pricing “B” items WRT major food service equipment. Equipment procurement must be
completed via Unitrak.
3. The organization must be cognizant of contract regulations specifically WRT splitting
requirements. When seeking the approval of Strat J4 FOOD SVCS 4, the following info
(including the Unitrak PO) must be forwarded by email to: +FOOD SVCS EQUIPMENT SJS
STRAT 4 - SVC ALIM EQUIPEMENT EMIS J4 STRAT@SJS D LOG PROG@OTTAWA-HULL.
a. Food Services Officer (Food Svcs O) or delegated representative;
b. The SO Terms of Reference have been reviewed;
c. The goods fit within the scope of the SO and respect the Scale of Issue;
d. The call-up will not exceed Pricing “A” or Pricing “B” limitation (incl.
provincial fees);
e. Appropriate funding authority is available for the goods and services;
f. Have the appropriate signing/spending authority; and
g. Equipment Installation and/or removal must be factored in the call-up limitation,
therefore, through CE, it has been determined that equipment installation and/or
removal will be completed by CE or Contractor (strike one).
Signature Print Name Position Date

Amended 11 Mar 2020
CE Representative or Equivalent Authority
1. CE/Real Property Manager has authorized replacement or acquisition project authority to

move forward. This is only after assessing space allocation, utilities required current HVAC
capacity, and have signed and approved the OEM manufacturer specification sheet of each
requested item.
Signature Print Name Position Date
Note: HMC Ships shall process all purchase orders for fitted galley equipment requiring power and/or
plumbing through liaison with coastal Base Logistics personnel and the Life Cycle Material Manager.
Due to operational requirements, if the NMSO cannot meet the required delivery timeframe before
leaving homeport (not caused by untimely planning), HMC Ships are authorized to access local
suppliers for necessary non-fitted small wares.

Amended 11 Mar 2020
Annex C – Statement of Requirement Service, Inspection, Preventive and Corrective.

Maintenance and Repairs of Kitchen Equipment
STATEMENT OF REQUIREMENT
SERVICE, INSPECTION, PREVENTIVE AND
CORRECTIVE MAINTENANCE AND
REPAIRS OF KITCHEN EQUIPMENT
Standardized Task Authorization Template
Insert Base/Wing:

Annex C – Service, Inspection, Preventive and Corrective Maintenance and Repairs of
Kitchen Equipment
Amended 11 Mar 2020
TABLE OF CONTENTS
1. Background
2. Objective
3. Scope
4. Kitchen Equipment
5. Task Description
6. References
7. Certifications
8. Emergency and Regular Service Response Times
9. Deliverables
10. Progress
11. Authorization of work
12. Supplementary Information’s

Kitchen Equipment
Amended 11 Mar 2020
STATEMENT OF REQUIREMENT
1. Background:
Real Properties Operations/Construction Engineering _Insert location_ is responsible for all of
the maintenance, inspection, service and repair of all Industrial Kitchen Equipment and Wash-
down Canopies at _Insert location_. In the performance of this responsibility, there exists a
requirement for a service, inspection, preventive and corrective maintenance as well as repair
program, specifically, a qualified company to execute all Task Authorizations (DND626) on a
Service Contract in support of _Insert location_.
2. Objective:
The contractor must be responsible to perform monthly, quarterly and semi-annual service as
well as minor maintenance and to affect repairs, on as and when requested, strictly adhering to
the rules, codes and standards listed in the references.
3. Scope
3.1 All repairs to Kitchen equipment must be accepted by the Project Authority (PA) and
the Unit Representative.
3.2 All work must be performed by qualified personnel, recognized by Provincial
Ministry of Labour.
3.3 Workers must be able to produce certification of qualification upon request at any
time during the period of this contract.
3.4 Any deviation from the specifications, drawings, directions or references must be
approved prior to installation by the PA, updated and forwarded to CE contracts.
3.5 Wash-down Canopies
3.5.1 Contractor must supply all labour, equipment, materials and transportation
to provide repairs, and on an as and when requested basis of Wash-down Canopies, _Insert
location(s) _,
3.5.2 Base Food Services:
Insert Bldg and type of canopies for each location(s).
3.6 All lubricants and cleaning materials must be provided by Contractor at no cost to
the DND.
3.6.1 A complete service inspection, as and when requested must include:
Tightening of all fittings
Cleaning of detergent thanks
Cleaning of foot valves
Kitchen Equipment
Amended 11 Mar 2020
Cleaning of all spray nozzles if required

3.6.2 Building access and work timings must be coordinated with the Project
Authority (PA).
4. Kitchen Equipment:
4.1 All kitchen equipment in buildings listed below will be covered under the terms and
conditions of this Service Contract:
_Insert all kitchen location (s)
4.2 Buildings kitchen equipment may be added or deleted at any time during the duration
of this contract.
4.3 All repairs to gas fired kitchen equipment and all other kitchen equipment must be
done on an as requested basis complete with a generated DND626 by the PA.
4.4 All materials and parts used by the Contractor must be those specified by the
manufacturer of the equipment.
4.5 Regular working hours shall be defined as 8 A.M. to 6 P.M. (Monday to Friday
inclusive, excluding statutory holidays).
4.6 Kitchen equipment included in this Statement of Requirement is as follow but not
limited as during the course of the SO period, new equipment can be added.
5. Task Description
5.1 Monthly Serving of Oilers on the shredder of Garburator Systems at _Insert location
(s) _ if applicable.
5.2 Monthly servicing and testing of fuses on Pot Machines at _Insert location (s) _ if
applicable.
5.3 Monthly servicing of dishwashers at _Insert location (s) _. Check for wear and tear,
leaks, broken or damaged parts, clean out unit drains and screens. Tighten all loose hoses,
fittings, and like items. Report any issues with units that require repair and provide broken
down estimate to repair.
5.4 Every 2 months do a Vacuum filter change on Garburator Systems at _Insert location
(s) _ if applicable;
5.5 Every 2 months, inspect service and report on, Deep Fryers at _Insert location (s)
_.Check for wear and tear, leaks, broken or damaged parts, clean out unit drains and screens.
Tighten all loose hoses, fittings, and like items. Report any issues with units that require repair
and provide broken down estimate to repair.
5.6 Quarterly Inspection of all combi ovens; which includes complete descaling,
Steamers and Steam Jacket Kettles at _Insert location (s) _ and provide broken down estimate
of any finding needing repair;
5.7 Quarterly Odour filter change on Garburator Systems at _Insert location (s) _ if
applicable.

Kitchen Equipment
Amended 11 Mar 2020
5.8 Semi-annual inspection of Clam Shell Cookers, Mixers and Potato Peelers at _Insert
location (s) _ if applicable for functionality as per manufacturer’s specifications and provide
broken down estimate do any necessary repairs found during inspections.
5.9 Semi-Annual Calibration of all ovens, Steamers and Steam Jacket Kettles at _Insert
location (s) _ and provide broken down estimate of any finding needing repair. These
Calibrations must be completed prior to the onset of Festive Season Programs and Dinners on
Base.
5.10 All other repairs will be done on an “as and when requested” basis.
6. References
6.1 All work must be performed in accordance with the latest editions of the following
references:
 CAN/CSA C22.1-06 Canadian Electrical Code, Part 1 and all Local Amendments.
 Ontario Electrical Safety Code (OESC).
 Natural Gas and Propane Installation Code B149.1-10 x National Building Code.
 _Insert location (s)_ Security Orders
 All other applicable _Insert location (s)_ Orders and industry codes and standards.
7. Certifications
7.1 All bidders’ technicians must hold valid G-1 and G-2 gas technicians trade certification
and must be Commercial Food Equipment Service Association (CFESA www.cfesa.com) and
must be able to produce said certification upon request.
7.2 All bidders technicians must be factory trained in all makes and models of commercial
equipment, and be factory trained to service all wash-down Canopies.
7.3 All bidders’ must have a minimum of two technicians that are valid licensed
refrigeration mechanics in the Province of Ontario.
8. Emergency and Regular Service Response Times:
8.1 Contractor must be responsible to provide service on a 24-hour basis.
8.2 In an emergency situation, the Contractor must, upon verbal authorization from the
PA proceed with work within four (4) hours. A DND626 will be issued as soon as it is practical
for the PA to do so.
8.3 The contractor must not refuse any call for service and must begin work within twelve
(12) hours upon contact from the PA.
8.4 All repairs of units in this scope of work must be done at the various buildings where
the units are located.
9. Deliverables
9.1 Every repair must be professionally installed to the specifications, drawings, directions
listed references.
9.2 Every repair must be tested and results provided to the PA and must meet or exceed
the requirements and standards given in the references.
Kitchen Equipment
Amended 11 Mar 2020
9.3 Contractor must be responsible for all reports, certifications, permits and TSSA/ESA
inspections of all equipment covered by this contract.
10. Progress
Provision of a detailed Quote for any repairs pre-determined as major, by the contractor and
PA must be submitted to the PA for approval, before any repairs are to commence.
11. Authorization of Work:
The Contractor, on receipt of the acceptance of this Contract will be advised by the PA of the
names of persons authorized to request service. Work undertaken at the request of others will
be entirely at the contractors risk with regards to payment.
12. Supplementary Information`s
12.1 PSPC will normally add all the required clauses in the Statement of Work (SOW).
12.2 Examples of a RFP for kitchen Maintenance:
https://buyandsell.gc.ca/procurement-data/search/site/Kitchen%2520Maintenance

Kitchen Equipment
Amended 11 Mar 2020
CHAPTER 10 – UNIT CERTIFICATION PROGRAM
10.1 Overview of the Unit Certification Program

10.2 Alternative to Procure Fresh Rations – Non-Certified Units
Annex A – Application for Certification of Food Services Support Capability

Annex B – Field Kitchen Inspection Report
Annex C – Static Kitchen Inspection Report
Annex D – Equipment and Facilities Checklist
Annex E – Continuation Request for Certification of Food Services Support Capability
Annex F – Sample Letter from CO to SO Food Svcs
Annex G – Sample Letter from SO Food Svcs to CO Re Change
Annex H – Sample Letter from SO Food Svcs to CO
Annex I – Request for Food Services Support – Non-Certified Units
Annex J – Food Handling Procedures Checklist
CHAPTER 10 – Unit Certification Program Page 1

10.1 Overview of the Unit Certification Program
10.1.1 Overview
10.1.2 Definitions
10.1.3 Unit Responsibilities
10.1.4 Certification of Units to Provide Food Services Support
10.1.4.1 Authority to Procure Fresh Rations – Certified Units
10.1.4.2 Application for Certification
10.1.4.3 Decertification
10.1.4.4 Evaluation of Applications for Certification
10.1.4.5 Financial Management and Accounting Procedures for Certified Units
10.1.1 Overview
1. CAF Food Svcs has the responsibility to ensure that the food served within any of its units
is procured, prepared and served with the highest degree of food safety and nutritional value
possible, IAW all current CAF Food Svcs standards. The provision of food services support
often occurs in less than ideal conditions, which underlines the importance to formally ensure
that each Regular and Reserve Force CAF Food Svcs unit is able to perform the requirements of
the capability. The mechanism that is used to ensure that CAF Food Services unit is able to meet
the CAF Food Svcs standards is the Unit Certification process. The Unit Certification Program
sets out the policy and procedures governing the certification of all Regular Force and Reserve
Force units for the provision of food services support in DND-funded food services facilities.
2. Specifically, this policy limits the issue of unprepared fresh rations only to units and
organizations certified capable of providing food services IAW DAOD 3012-0, Food Services.
The food services certification of units is the foundation for ensuring due diligence in protecting
the health and safety of CAF members and safeguarding the interest of the Public by ensuring
responsible use of public funds.
10.1.2 Definitions
3. The following definitions apply:
a. DND-Funded Customers: Diners provided meals at public expenses under
CFAO 36-14, Entitlement to Meals and Public Rations; and
b. Non-DND Funded Customers: Diners provided meals not paid by DND and
who are subject to financial recovery (Public revenues).
10.1.3 Unit Responsibilities
4. In accordance with DAOD 3012-1, the provision of food services at public expenses is to
support the mission of the DND and the CF. The primary obligation of CF Food Svcs is to DND
funded customers. Service to non-DND funded customers (i.e. catering and cash meal sales) may
be provided only if it does not compromise service to DND funded customers and costs are
recovered in accordance with DAOD 3012-1, this Food Services Manual and other applicable
departmental directions. The Supporting Unit Food Services Officer shall consider the impact of
the additional workload in determining the type of food services that can be provided.
5. In accordance with DAOD 3012-1, units providing food services are required to implement
standards, performance measurement and reporting systems to ensure cost efficient and effective
CHAPTER 10.1– Overview of the Unit Certification Program Page 2

food services that support the mission and that meet the expectations of clients as to quality,
choice, value, nutrition and service are offered. The standards that apply to all CF Food Svcs
organizations are promulgated in Chapter 2 of this Manual. The specific procedures for the
demand, issue, receipt, and control of rations and the accounting for and reporting of financial
revenue, recoveries, and expenditures are also set out in Chapter 4 of this Manual. These
standards and procedures apply to all certified units providing food services support.
6. All units subject to the provision of food services on a cost recovery basis are responsible for
budgeting for food services requirements (i.e. food, labour and other operating costs). This is
required whether food is prepared on site and consumed in a dining facility or through dispersed
meals, meals provided by a contract caterer, or meals purchased at or near a training location.
10.1.4 Certification of Units to Provide Food Services Support
10.1.4.1 Authority to Procure Fresh Rations – Certified Units
7. To be authorized to procure fresh rations and provide meals to entitled diners, both
Regular and Reserve Force CAF Food Svcs units must be certified IAW the criteria detailed in
this chapter. Non-certified units can refer to Alternative to Preparation of Fresh Rations – Non
Certified Units (further along in this chapter) for alternative food services options.
8. The following conditions, which are defined in further paragraphs, must be met to
obtain certification:
a. Units must have an adequate number of formally-trained military cooks to order food
in the appropriate quantity, receive, store, prepare, cook, and serve the food. They
must control ration accounting and report food services activities (expenditures,
recoveries, revenues, attendance, etc.) in Unitrak; and
b. Units must have the necessary equipment and facilities to safely store, transport,
prepare, cook and serve fresh rations.
10.1.4.2 Application for Certification
9. Regular and Reserve Force units may apply for Certification of Food Services Capability
using the application forms at Annex A – Application for Certification of Food Services Support
Capability, along with the Field Kitchen Inspection Report at Annex B for Field Kitchen and/or
Annex C for static units Inspection Report for field units. For static food services units,
equipment on location should be IAW the Food Services Equipment Entitlement Group Code
(EGC) No D09136 (for Regular Forces)). These scales are the reference documents for
entitlement to equipment. Completed forms are to be submitted through the chain of command to
Environmental Command/Staff Officer, Food Services (EC/SO, Food Svcs). The unit food
services personnel must also contact their EC SO Food Svcs to arrange for an on-site inspection
prior to the first time certification application. Annex B or C– Field or Static Kitchen Inspection
Report may be used for site inspections. The format for the report may be modified by the EC
SO Food Svcs to include relevant information.
10. Units that do not have a Senior Staff Officer, Food Services (SSO Food Svcs) at their
higher Command level will forward their documentation for certification to the office designated
by their CoC. This higher-level command will need to request assistance from another ECS Food
Services SME or from Strat J4 Food Svcs to confirm that the unit meets the requirement for food
services certification.

11. For Reserve Force units, certification is granted for a one-year period and expires
30 September of each year. Units wishing to remain certified must submit a Continuation
Request for Certification of Food Services Support Capability on a yearly basis using Annex E –
Continuation Request for Certification of Food Services Support Capability. In addition, Annex
D – Equipment and Facilities Checklist must be submitted to confirm that the equipment and
facilities still meet certification criteria. All forms must be submitted to EC/SO Food Svcs two
months before 1st October of each year.
12. Upon receipt of an application for certification, EC/SO Food Svcs will evaluate the unit
against established criteria, complete their portion of the form, and return it to the unit Food Svcs
POC to inform them of their successful qualification. In the event that the application is not
endorsed, EC/SO Food Svcs will annotate their portion accordingly, giving reasons for rejection
and return the form to the applicant. Annex H – Sample letter from SO Food Svcs to CO.
13. EC/SO Food Svcs will notify Strat J4 Food Svcs 2 by email of new certified units capable
of providing fresh food services support. Strat J4 Food Svcs 3 will then establish a Unitrak
account for the certified units.
14. The final decision to certify a unit and the responsibility to maintain an accurate list of
certified units rests with the appropriate EC/SO Food Svcs, who must ensure that accurate lists
are provided to Strat J4 Food Svcs 3. The EC/SO Food Svcs can delegate the on-site inspection
function to a lower level command (e.g. formation HQ, area HQ), as long as a qualified AIHN or
QL7 Cook is available to verify the certification conditions.
10.1.4.3 Decertification
15. The CO of a certified unit or his/her representative is to immediately advise the
appropriate EC staff/SO Food Svcs and the supporting base food services of any personnel or
equipment conditions that change after certification has been granted, in order to determine
whether or not the unit still meets the minimum criteria for certification. Refer to Annex F –
Sample Letter from CO to SO Food Svcs.
16. EC/SO Food Svcs will review certification of all units on a yearly basis for non-
compliance. Any non-reported changes to personnel, equipment and facilities conditions will
result in a unit immediately losing its certification. Refer to Annex G – Sample Letter from SO
Food Svcs to CO re Change. When they meet the mandatory conditions again, as specified in this
chapter, they shall reapply for certification. EC/SO Food Svcs will notify Strat J4 Food Svcs 2
and Strat J4 Food Svcs 3 of any unit that is decertified and the reason for decertification.
10.1.4.4 Evaluation of Applications for Certification
17. Specific criteria with regard to personnel, equipment and facilities will be used to assess
applications for certification of Food Svcs Capability. The following criteria apply:
a. Human Resource Requirements. The personnel requirements are:
(1) to have at least one military cook (MOSID 00164) at the rank of
MCpl/MS or above who holds a Cook QL6A qualification or Reserve
Force equivalence (Refer to DAOD 5031-8, Canadian Forces
Professional Development). Member must be trained to procure, receive
and store rations; prepare, cook, and serve complete meals; supervise
kitchen operations; input data, and report on food services activities using

Unitrak software. Sufficient qualified staff must be available to enter

activities data at least monthly in Unitrak;
(2) to have sufficient number of military cooks (MOSID 00164) who are
Regular Force QL3 qualified or Reserve Force equivalence to prepare,
cook and serve meals at a ratio following the guidelines set in
Chapter 15– Land Operations, Annex B – Field Feeding Manning
Methodology; and
(3) for safety reasons, to be able to operate food services facilities with no less
than two staff per shift, one of which is a QL5 qualified military cook.
b. Equipment and Facilities Requirements. To maintain certification, the
unit must:
(1) have the control of access, maintenance, repair and inventory over static
and/or field kitchen facilities/equipment as required by the Supply
Customer Account (SCA) holder responsibilities;
(2) ensure all facilities/equipment are maintained and inspected at least
annually by MED TECH – PMED and supporting CE section (ventilation
system, fire extinguishers etc.). The Ancillary section must inspect field
kitchens annually. Weapons Technicians (W TECH) must inspect burner
units on a yearly basis. Inspection reports are to be forwarded to the
appropriate EC/SO Food Svcs as attachments Annex E - Continuation
Request for Certification of Food Services Capability;
(3) have sufficient equipment in good repair to prepare meals that meet meal
standards IAW Chapter 2 – Food Services Standards; and
(4) have the IM/IT equipment and capability to utilize Unitrak as required.
10.1.4.5 Financial Management and Accounting Procedures for Certified Units
18. All revenues, recoveries, and expenditures applicable to the provision of food services
must be reported in the Defence Resource Management Information System (DRMIS) and in
Unitrak, IAW the procedures established for each system. Unitrak is utilized in both static and
operational environments to provide Food Svcs Os/Mgrs with a common basis upon which to
manage their resources and evaluate the performance of their operation against CAF Food Svcs
standards.
19. As a minimum, the following information must be inputted into Unitrak for all food
services activities, on a monthly basis:
a. food costs;
b. non-food costs;
c. labour cost;
d. volume of activity (dining room attendance, field feeding activities, and FSRs);
and
e. month-end inventory and end-year inventory (31 March).

20. It is recognized that not all certified units have the military personnel necessary nor the
volume of activity required IOT update the Local Catalogue list within Unitrak. Therefore, units
producing less than 100 meals per month are authorized to share the local catalogue with a
nearby supporting base. If this is not feasible, units are authorized to order fresh rations from
local suppliers without using a catalogue. These units need to input a food and non-food dollar
figure vice an actual inventory at end-month/end fiscal year. These units are also required to
contact their EC/SO Food Svcs for advice and procedures on what information must be included
in Unitrak.

10.2 Alternative to Procure Fresh Rations – Non-Certified Units
10.2.1 Introduction
10.2.2 Food Services Options – Non-certified Units
10.2.3 Exception for Cadet Training
10.2.4 Provision of Meals by Non-Food Services Qualified Personnel
10.2.1 Introduction
1. This section provides direction for the provision of food services for non-certified
food services units (e.g. non-certified Reserve Force units, Cadet Organizations, groups and
individuals, etc.). It offers food services alternatives to non-certified units where a requirement
exists to provide food services support.
10.2.2 Food Services Options – Non-certified Units
2. Units, groups and individuals who require food services, but are not certified to procure
fresh rations, may possibly be supported using one of the following options:
a. hot meals prepared, cooked and served by a certified unit at the site of production;
b. hot meals in insulated food containers (hay box) produced by a certified unit and
served away from the production kitchen;
c. individually prepared cold meals (box lunch), produced by a certified unit for
consumption away from the production kitchen;
d. Individual Meal Packs (IMP) and/or Light Meal Combat (LMC) (preauthorized
by Strat J4 Food Svcs as part of the applicable L1s training allocation is required
to establish entitlement to draw combat rations);
e. prepared hot or cold meals provided by a contract caterer at a specified location as
per chapter 13; or
f. a monetary allowance for the purchase of prepared meals at the training location
or enroute to/from the training location IAW CFAO 210-35 -- Meal
Expense -Reserve Force Members on Class "A" or Class "B" Reserve Service,
Civilian Cadet Instructors and Cadets and Compensation and Benefits
Instructions for the Canadian Forces (CBI) 210.83.
3. Food Services Requests (FSRs) shall be forwarded to the supporting unit using a
Unitrak FSR form or Annex I – Request for Food Services Support – Non-Certified Units of this
chapter for non-Unitrak users. Non-certified units that have meal requirements on a routine basis
and no access to a supporting base should use food services contracts with local caterer. Contract
agreements should be established IAW Food Services Manual (FSM Chap 13 – Contracting)
with the assistance of Public Service and Procurement Canada (PSPC)/local or EC Food Svcs
authority to ensure that adequate food services support is provided.
CHAPTER 10.2 – Alternative to Preparation of Fresh Rations – Non-certified Units Page 7

4. Non-certified unit COs should identify one or two food services representatives who
would be in charge of preparing FSRs and ensuring that food products received reflect FSRs in
terms of quantity, quality, and price. All food services related documentation shall be retained
for future planning and audit purposes.
Note: Food Services Policies (DAOD 3012-0, 3012-1) and Standards (FSM Chap 2 – Standards
and CAF Food Quality Specifications) are available on the Strat J4 Food Svcs website.
5. All requests for food services support from non-certified units shall be sent to the
supporting unit Food Svcs O/Chief Cook/Kitchen Mgr at least ten (10) working days before the
required date (or within the time frame as determined by local policies and procedures). Units
are to contact the appropriate supporting base for further information regarding the necessary
documentation required for requesting food services and for pick-up instructions. Units requiring
combat rations shall submit a CF 2227 to the appropriate local supply authority, IAW
established policies.
6. The supporting unit Food Svcs O shall consider the impact of the additional workload on
the supporting unit in determining the type of food services that can be provided. Every attempt
shall be made to satisfy the requesting unit’s requirements.
10.2.3 Exception for Cadet Training
7. An exception for provision or procurement of food for non-certified units is for cadets,
who, as a requirement of their training plan, must plan, prepare and cook a meal under the
supervision of an instructor qualified in food handling. This, however, does not give any level of
the cadet organization the authority to buy food unless it is specifically to meet this training
requirement. Further information regarding provision of food services by the Cadet organization
will be addressed in the Cadet Administrative Directives and Orders.
10.2.4. Provision of Meals by Non-Food Services Qualified Personnel
8. CAF Food Svcs is mandated to provide food services support to all entitled CAF
members. The main basis for the CAF Food Svcs operations is the application of the CAF Food
Svcs standards, which include (but are not limited to) quality, preparation, service, and assurance
of hygiene and sanitation. The CAF Food Services basic feeding concept principle is to feed
fresh food as much as possible in designated dining areas. When operational requirements
prevent the taking of meals in public permanent facilities, field-feeding operations are put into
action. It is the mandate of the CAF Food Svcs Capability to arrange for the most appropriate
means to provide food services support to satisfy the operational requirements.
9. When the circumstances do not allow (e.g. lack of resources, space, etc.) or do not justify
the setting-up of field-feeding facilities (e.g. too small number of diners to justify the resources,
minimized footprint, etc.) the following alternatives must be put in place:
a. If a certified food services unit is located in the geographic area, in order
of preference:
(1) First Option: fresh feeding through dispersed meals, either individual or
bulk. No time limitation, as variety is ensured through menus established
IAW CAF Food Svcs standards; or

(2) Second Option: contracted food services as arranged by the food services
certified unit personnel.
b. If no food services certified unit is located in the geographical area:
(1) If less than 30 consecutive days: feeding is provided by IMPs plus
supplements as applicable;
(2) If over 30 consecutive days:
i. the service of prepared hot or cold meals provided by a contract
caterer in situ; or
ii. a monetary allowance for the purchase of prepared, ready-to-eat
meals if available from local commercial suppliers in Canada or from
local commercial suppliers, approved by PMed for locations outside of
Canada.
10. If the impossibility to use IMPs or any other options detailed above is documented by a
unit, and confirmed by the Command/Operational level qualified Food Svcs SME (or Strat J4
Food Svcs in the absence of a SME as the Command level), the provision of meals by non-food
services qualified personnel could be considered as the last alternative. This exceptional means
of feeding military personnel will be limited to situations, which cannot be satisfied by any other
abovementioned options. To ensure due diligence, the CoC must make all efforts to avoid this
means of feeding, and must limit its use to exceptional bonafide operational conditions. Each
occurrence of this means of feeding must be approved by the Environmental or Operational
Commander upon the recommendation of its qualified Food Svcs SME.
11. The provision of meals by untrained personnel represents food safety risks in terms of
both Force Health Protection (i.e. individual’s health) and Force Protection (i.e. combatants’
effectiveness towards the mission objectives). Moreover, the level of risk increases with the size
of the group because of the number of combatants who could become disabled, and also because
of the physical conditions involved in the preparation and serving of larger quantities of food.
Furthermore, when food is received, handled, and stored, or meals are prepared and served by
untrained personnel, the CAF cannot ensure the implementation of or compliance to the CAF
Food Svcs standards, which are essential to promote endurance and effectiveness of the troops.
Therefore, under no circumstances (other than the one detailed above) are food services certified
units permitted to issue raw or unprepared food to untrained personnel.
12. Moreover, in all instances where a Command authority approves the provision of meals
by untrained personnel (which entails ensuring that no food services certified units can provide
the services or arrange for alternative options, and no IMPs are available) it must also ensure that
the following conditions are met:
a. Members of the group being fed by this option must be familiar with the contents
at Annex J – Food Handling Procedures Checklist;
b. Only lower risk and pre-portioned items as determined by a qualified
Food Svcs O or Senior Cook will be provided;
c. Food will only be obtained from a food services certified unit or, if possible, from
a source approved by the PMed services;

d. Transportation, storage and refrigeration of food respect the Food Safety Code of
Practice for Canada’s Foodservice Industry and the Food Services Manual
directives and regulations; and
e. Perishable food must be prepared and consumed within four (4) hours of pick-up
from the supplier if no refrigeration is available.
13. There is a need for conformity when using public funds for the provision of meals by
untrained personnel. The Basic Food Cost (BFC) plus allowances, as applicable, of the unit
located closest geographically to the place where the activity is taking place is to be used as the
monetary factor in planning of these meals. However, the short duration of the activity, location
of the unit, or other factors may make the BFC and allowances insufficient to meet the
requirement. In these cases, the Command Authority may ask the unit to submit a food basket to
Strat J4 Food Svcs to justify the requirement for an increased BFC. Strat J4 Food Svcs staff will
then determine the correct BFC, based on the information provided.
14. Reporting of expenditures cannot be done by untrained personnel through use of Unitrak.
In this case, reporting of expenditures will be done through use of GLs in DRMIS. This is to
ensure that accounting practices are followed and it is not to be construed as a performance
measure. Funds required to support this activity should be considered in the annual business plan
as part of the business planning process.
15. All expenditures in support of provision of meals by untrained personnel and validation
of the recipients to entitlement to food at public expense must be reported to the applicable
Command food services.

CHAPTER 10 – Unit Certification Program [ANNEXES]

Annex A – Application for Certification of Food Services Capability
APPLICATION FOR CERTIFICATION OF FOOD SERVICES CAPABILITY
1. Name of Unit: UIC:
Location: Command:
Area: Supporting Base:
2. Food Services Resources:

a. Personnel:
Established cook positions (position numbers, rank):
Name, rank, position number and qualifications of incumbents:
b. Facilities:
What static and/or mobile kitchen facility(ies) is (are) available to your unit on a full time/part-time basis,
including shared facilities?
Full-time Part-time/shared
1. 1.
2. 2.
3. 3.
Note: Attach a completed Equipment and Facilities Checklist (refer to Annex C) for each facility
listed above.
3. On-site inspection performed by:
Date:
Note: Attach Inspection Report.
CHAPTER 10 – Unit Certification Program [ANNEXES] Page 11

Annex A – Application for Certification of Food Services Capability (cont.)

APPLICATION FOR CERTIFICATION OF FOOD SERVICES CAPABILITY (cont.)
COMMANDING OFFICER’S COMMENTS

4. COs Comments:
Date: COs Signature:

COMMAND COMMENTS
5. Command Comments:
Certified/not certified capable of providing fresh food services support.
Date: EC/SO Food Svcs:

Note: Reference message #/email date/letter file # (where applicable).


Table B-1: General Observations
Table B-2: Hygiene and Sanitation
Table B-3: Personnel
Table B-4: Equipment
Table B-5: Rations
Table B-6: Accounting and Administrative Procedures
Table B-7: Production
FIELD KITCHEN INSPECTION REPORT

Date: Unit:
Location: I/C Food Svcs:
Number of Personnel on Unit Strength:
Date of Last Kitchen Inspection: Number of Cooks Available:
Exercises/Activities:
Table B-1: General Observations
Serial General Observations Met Standard Below Standard Comments

1 Kitchen Site
2 Cooking and Food Prep Area
3 Storage, Cold
4 Storage, Dry
5 Pot Washing and Storage
6 Dining Tent/Area
7 Beverage and
Condiment Table
8 Mess Tin Laundry
9 Garbage Disposal
10 Grey Water Disposal
11 Water Supply
12 Dedicated Latrine
13 Access to Water Trailer
14 In and Out Route

Annex B – Field Kitchen Inspection Report (cont.)
Table B-2: Hygiene and Sanitation
Serial Hygiene and Sanitation Met Standard Below Standard Comments

1 Personal Hygiene/
Food Handlers
2 Field Water Heaters
Quality and Maintenance
3 Hand Washing Area
for Staff
4 Hand Washing Area
for Diners
5 Kitchen Site
6 Traffic/Dust Control
7 Insect and Rodent Control
8 Hot Water Source
9 No Smoking Signs
10 Cleaning Material
11 Laundry
12 Showers
Table B-3: Personnel
Serial Personnel Met Standard Below Standard Comments

1 Admin Staff
2 Qualified Cooks
3 Ration Supply Personnel
4 General Duty Pers/Locally
Engaged Employees
4a Pot Washing
4b Dining Room
4c Vegetable Prep
4d Field Water Heaters and Water

Table B-4: Equipment
Serial Equipment Met Standard Below Standard Comments

1 Vehicle Quantity and
Serviceability
2 Trailer Quantity and
Serviceability
3 Minor Equipment
4 Stoves Quantity
and Serviceability
5 Unauthorized Modifications
6 Additional Canvas/
Tentage/Shelter
7 Flooring
8 Refrigeration/Freezers
9 Utilities
10 Fuel
11 Generators
Table B-5: Rations
Serial Rations Met Standard Below Standard Comments

1 Fresh Fruit and Vegetables
2 Dry Goods
3 Frozen Foods
4 Meat, Fish and Poultry
5 Dairy Products
6 Baked Products
7 Water and Ice
8 Combat Ration Storage/Rotation
9 Appropriate Use of Leftovers
10 Balance Between Prepared and
Freshly Made Items

Table B-6: Accounting and Administrative Procedures
Accounting and Administrative

Serial Met Standard Below Standard Comments
Procedures
1 Unitrak Correctly Used
2 Revenue Data Entry
2a Expenditure Data Entry
2b Feeding Activities
(FSR) Entry
2c Diner Attendance Procedures
2d Inventory
3 Forecast for Each Ex/Activity
4 Cost Per Meal Day Last Ex
5 Cost Per Meal Day Year to Date
8 SOA in Place and Used?
9 Quality & Quantity Control
Table B-7: Production
Serial Production Met Standard Below Standard Comments

1 Standardized Recipes
Used and Followed
2 Cycle Menu in Use
3 Daily Menu Posted
4 Portion Size IAW CAF Choice and
Quality Standards
5 Appropriate Cooking/
Preparation Methods
5a Salads
5b Desserts
5c Soups
5d Main Meal/Entrée

Table C-1: General Observations

Table C-2: Hygiene and Sanitation
Table C-3: Accounting and Administrative Procedures
Table C-4: Production
STATIC KITCHEN INSPECTION REPORT

Date: Unit:
Location: I/C Food Svcs:
Exercises/Activities:
Table C-1: General Observations
Serial General Observations Met Standard Below Standard Comments

1 General Condition
(Floor, Ceiling, Walls)
2 Kitchen Layout and flow
(Diners, Employees, Products)
3 Ventilation
4 Major Equipment
5 Minor Equipment
6 Storage, Cold
7 Storage, Dry
8 Pot Washing and Dish room
9 Waste Disposal (Organic and
Inorganic)
10 Dining Room Layout
(Seating Capacity, Equipment)

Annex C – Static Kitchen Inspection Report (cont.)
Table C-2: Security, Hygiene and Sanitation
Serial Hygiene and Sanitation Met Standard Below Standard Comments

1 General Safety
2 Hygiene and Sanitation
Table C-3: Accounting and Administrative Procedures
Accounting and Administrative

Serial Met Standard Below Standard Comments
Procedures
1 Unitrak Correctly Used
2 Revenue Data Entry
3 Expenditure Data Entry
4 Feeding Activities
(FSR) Entry
5 Diner Attendance Procedures
6 Inventory
7 Cost Per Meal Day Year to Date
8 SOA in Place and Used?
Table C-4: Production
Serial Production Met Standard Below Standard Comments

Used and Followed
2 Cycle Menu in Use
3 Daily Menu Posted
4 Portion Size IAW CAF Choice and
Quality Standards
5 Appropriate Cooking/
Preparation Methods
6 Salads
7 Desserts
8 Soups
9 Main Meal/Entrée

EQUIPMENT AND FACILITIES CHECKLIST

Facility Name:
Note: Submit separate annexes if unit has more than one facility at which food services
are operating.
Note: Where possible, a refrigerated vehicle (used solely for the transportation of food) should be
used for food delivery.
1. Ration delivery to training site by:
2. Refrigerated storage:
Commercial refrigerator/freezer
Household refrigerator/freezer
Camping-style cooler
Other (specify)
3. Un-refrigerated storage:
Locked room
Unlocked room
Tent
Other (specify)
4. Dishwashing:
Electric dishwasher
Mess tin laundry (diner washes
own dishes)
Disposable dinnerware
Other (specify)
Hot water available? Yes No
5. Cooking Equipment:
Field kitchen
Commercial or household-style stove
Military field burner(s)
Coleman-type camp stove
Other (specify)

Annex D – Equipment and Facilities Checklist (cont.)
EQUIPMENT AND FACILITIES CHECKLIST (cont.)

Note: Have the following been inspected prior to request for certification?
6. Inspections:
Yes No Date
Field kitchen trailers inspected by RC
EME
Burner units inspected by W Tech
Field kitchen equipment (including field
kitchen trailer, water trailer, food storage
areas, reefers, fridges, freezers, etc.)
inspected by PMed
Static kitchen equipment and fire
extinguishers inspected by CE Section/Fire
Department
Other (specify)
7. Is this IM/IT equipment available/accessible for proper use of Unitrak?
Yes No Date
Field kitchen trailers inspected by RC
EME
8. Does the unit Chief Cook have a detailed knowledge of all Food Services policies and directives
contained in the Food Services Manual, including both ss. 7 and 9?
Yes No Date
9. Are menus IAW with approved Choice and Quantity Standards for both Static and Field Feeding
Operations?
Yes No Date
10. Additional Comments:

CONTINUATION REQUEST FOR CERTIFICATION

OF FOOD SERVICES SUPPORT CAPABILITY
Location: Command:
Area: Supporting Base:
2. Have there been any changes to HR, Facility(ies), Equipment since your last report?
Yes No
Note: If yes, please note only the changes in applicable sections(s).
3. Food Services Resources:
a. Personnel:
Established cook positions (position numbers, rank):
Name, rank, position number and qualifications of incumbents:
b. Facilities:
What static and/or mobile kitchen facility(ies) is (are) available to your unit on a full time/part-time basis,
including shared facilities?
Full-time Part-time/shared
1. 1.
2. 2.
3. 3.
Note: Attach a completed Equipment and Facilities Checklist (refer to Annex C) for each facility
listed above.
4. On-site inspection performed by:
Date:
Note: Attach Inspection Report.


(cont.)
CONTINUATION REQUEST FOR CERTIFICATION OF

FOOD SERVICES SUPPORT CAPABILITY (cont.)
5. Financial Management and Accounting Procedures:
a. Note: In ensuring a proper response is provided at sub-paragraph 5 b.,
ensure that:
Total expenditures are verified against activities, as well as the number of diners fed. Explanation must be
provided for significant variances/anomalies:
Static kitchen and field activities (MKT) have been reported under separate accounts:
Unit has kept bills for audit purposes:
Respect the BFC:
b. Has Unitrak been used IAW established procedures in the past year?
Yes No Date
Field account
Static account
COMMANDING OFFICER’S COMMENTS
6. COs Comments:


(cont.)
CONTINUATION REQUEST FOR CERTIFICATION OF

FOOD SERVICES SUPPORT CAPABILITY (cont.)
COMMAND COMMENTS
7. Command Comments:
For CA Units, completion of the signature block below confirms that Area G4 Food Services (or
representative) has conducted a recent site visit to the unit presenting the application for recertification and
has verified that the unit is in full compliance with 10.1.4 para 7 – Unit Certification Program of this
manual. If there are any minor shortcomings, G4 Food Services must include specific details on when and
how these shortcomings will be resolved.
For RCN Naval Reserve Divisions, completion of the signature block below confirms that NAVRES
N4/Food Svcs personnel (or a representative) have conducted a site visit of the galley within the last two (2)
years and verifies that the Division is in full compliance with s10.1.4 para 7ction 7 – Unit Certification
Program – 10.1.4 para 7m of this manual. If there are any shortcomings, NAVRES N53/Food Svcs
personnel will include specific details on how these shortcomings will be resolved and a resolution date.
ADDITIONAL COMMENTS
Date of Site Visit:
Certified/not certified capable of providing fresh Food Services support.
Date: EC/SO Food Svcs:

Note: Reference message (where applicable).

Commanding Officer
99 Canuk Service Battalion
The Grammer Armoury
77 Sunset Rd
Smithson BC V6V 5W4
1280-1 (Adjt 99 Svc Bn)
14 November 2017
Maj I.B. Brooks

G4 Foods 2
Director Army Force Sustainment
C Army
National Defence Headquarters
101 Colonel By Drive
Ottawa, ON K1A 0K2
Reference: your email of 15 June 2017
At reference, Certification of Food Services Support Capability was granted to 99 Canuk Service
Battalion (99 Svc Bn) for a period of one year effective 1 October 2017.
The intent of this letter is to inform you that the conditions under which the certification was
granted have changed. Our QL6 qualified cook has left the unit and we no longer have the
capability neither to use Unitrak nor to ensure that our junior cooks are given the proper training
and guidance. Considering our inability to recruit and retain Cooks, there is no way that this
situation will change in the immediate future.
Please advise us, at your earliest convenience, since 99 Svc Bn no longer meets the requirements
for certification, what will happen as a result of this change of circumstances.
D.W. Smyth
Captain
for Commanding Officer

G4 Foods 2
C Army
Ottawa, ON K1A 0K2
1280-1 (G4 Foods)
30 November 2017
Commanding Officer
The Grammer Armoury
77 Sunset Rd
Smithson BC V6V 5W4
Reference: A. Staff Assistance Visit 20-24 November 2017

B. CAF Food Service Manual, Chapter 10.1
At reference A, a review of information provided to the visit team indicated that conditions in existence
when the Certification of Food Services Support Capability was granted to 99 Canuk Service Battalion
(99 Svc Bn), were no longer valid. Despite several on-site Unitrak training sessions for the Unit cooks,
the Unit is not using Unitrak to properly record the required data, one of the conditions of certification.
Reference B states that, when a Unit is not compliant with the requirements for certification, then it is the
EC/SO Food Svcs’ responsibility to review the circumstances. As a result of this review, this is to advise
you that, since 99 Canuk Service Battalion is no longer using Unitrak, the Unit is not certified to provide
Food Services. Should this situation be resolved, thus meeting the mandatory requirements, on
application, your certification could be restored.
In the interim, it is recommended that one of the options listed at reference B be used to meet the
feeding requirements of your unit. Please do not hesitate to contact the undersigned for further
information or assistance.
I.B. Brooks
Major
G4 Foods 2
For C Army
Copy to: Strategic J4 Food Services

G4 Foods 2
C Army
Ottawa, ON K1A 0K2
1280-1 (G4 Foods)
14 November 2017
Commanding Officer
The Grammer Armoury
77 Sunset Rd
Smithson BC V6V 5W4
Reference: A. your letter of 6 November 2017

B. CAF Food Service Manual, Chapter 10.2
At reference A, information was provided indicating that conditions in existence when the Certification of
Food Services Support Capability was granted to 99 Canuk Service Battalion (99 Svc Bn), i.e. a QL 6
qualified cook and adherence to all the mandatory requirements, for a period of one year effective
1 October 2017, were no longer valid.
As a result of your change in circumstances, this is to advise you that 99 Canuk Service Battalion is no
longer certified to provide Food Services. Should you be able to recruit a QL6 cook, thus meeting the
mandatory requirements, on application, your certification could be restored.
In the interim, it is recommended that one of the options listed at reference B be used to meet the feeding
requirements of your Unit. Please do not hesitate to contact the undersigned for further information or
assistance.
I.B. Brooks
Major
G4 Foods2
For C Army
Copy to: Strategic J4 Food Services

Annex I – Request for Food Services Support – Non-certified Units
REQUEST FOR FOOD SERVICES SUPPORT – NON-CERTIFIED UNITS

Training Authority:
Financial Coding:
Location of Training: # of Participants:
2. Contact Person:
Name:
Telephone:
Address:
3. I request the following Food Services Support:
Starting with:
Breakfast Lunch Supper
On:
Date:
Ending with:
Breakfast Lunch Supper
On:
Date:
Proposed Time & Date of Meal Pick-up:
4. Types of Food Services:

Hot meals prepared and served in CAF kitchen
Hot meals (hay box) for pickup from CAF kitchen
Box lunches for pickup from CAF kitchen
Combat rations (IMP or LMC – attach completed
CF 2227. Unit must already have allocation before
requesting combat rations).
I acknowledge that I am responsible for the accuracy of this request, and for the control, use, and safe disposal
of the food received.
Name, Rank: COs Signature/ Date:

Food Svcs Rep:

Annex I – Request for Food Services Support – Non-certified Units
FOOD HANDLING PROCEDURES CHECKLIST

This guideline must be read, understood, and implemented by all personnel who are not food services qualified and
are exceptionally required to handle fresh food in the absence of trained cooks.
Note: IMPROPER FOOD HANDLING may lead to FOOD BORNE ILLNESSES.
1. Personal Hygiene and Sanitation:
Always wash hands prior to touching or preparing any food and after washroom use, coughing, sneezing,
using tobacco, eating, drinking, or any other act where hands may become contaminated.
Except when washing fruits and vegetables, food handlers must not touch unwrapped, ready-to eat food with
their hands, even if wearing gloves. They must always use suitable serving utensils (such as spatulas, tongs,
or other dispensing equipment).
Disposable gloves must be worn when there is a bandage on the hands.
Never use the same gloves for the preparation of raw food and for the preparation and serving of cooked
food. Discard gloves when damaged or soiled or when moving from one task to another.
Camouflage paint or other skin coatings are poisonous, toxic materials and unstable
under heat. Therefore, they are not permissible on the hands, arms, or face when preparing or serving food.
Persons selected for food handling, cooking, or serving shall be free from any communicable disease (i.e. flu
or cold), open sores or infected wounds.
Where potable water is not available, alcohol based sanitizers shall be used to clean hands.
2. Food Receipt and Transportation:

Transport food products to remote sites in clean covered vehicles.
Ensure that when transported, foods are packaged in such a way that contamination is prevented.
Use a sturdy insulated container/cooler with ice packs to transport.
Visually inspect food supplies upon receipt, to ensure that it is in an acceptable condition.
Check the packaging of the dry goods to make sure it is intact. Packages that are crushed or ripped may have
damaged goods inside and/or may have been contaminated by rodents or other pests. Also discard dented or
swollen cans.
Inspect frozen food packaging to ensure that there are no signs or indication that the product has started to
thaw (water-stained boxes).
Verify product expiry dates.
If products are past expiry date, damaged, or partially thawed, do not accept them.
3. Food Storage:
Store non-perishable food in a well-ventilated location, free of dampness and free of pests and bugs. Do not
store food in locker rooms, rest rooms, dressing rooms, garbage rooms, and mechanical rooms, under sewer
lines that are not shielded to intercept potential drips, or under open stairwells.
Maintain the temperature of the dry storeroom between 10 °C (50 °F) and 21.1°C (70 °F)
Store all non-perishable and bulk food (i.e. sugar, flour) in tightly covered/sealed and labeled containers to

prevent outside contamination.

Products must be stored on shelves or platforms 6 inches from the floor to ensure adequate cleaning of the
storeroom/refrigerator/freezer floor and prevent contamination of food while cleaning the floor.
Manage stock on first-in-first-out (FIFO) basis by placing older stock in the front of newer stock, in order to
use older stock first.
Keeping cleaning products, poisons, and/or harmful products in a separate storage area, away from food,
dishes, utensils, and linens to prevent cross-contamination.
For protection against possible chemical poisoning, insecticide dispensers should not be within 12 feet of
exposed food, food preparation, or serving areas or food contact surfaces. This includes all food services
equipment, utensils, tables, counters, and similar articles and space used in the preparation of food and
drink.
Store perishable food at 4.4 °C (40 °F) or below for chilled items or at -17.8 °C (0 °F) for frozen items.
Maintain milk and milk products at or below 4.4 °C (40 °F) during storage, display, or service. An exception
is ultra-high temperature (UHT) milk, which may be stored between 10 °C (50 °F) and 21.1 °C (70 °F) and
then chilled prior to consumption.
Store ready-to-eat food and cooked foods covered and either in separate refrigeration units or above raw
foods.
4. Food Preparation:
Use only properly refrigerated perishable foods.
Do not expose potentially hazardous foods to temperatures between 4 °C (40 °F) and 60 °C (140 °F) for
longer than four (4) hours total accumulated time.
Cook fresh poultry, fish, ground meats, beef, veal, lamb, or pork, within two (2) days of pick-up time from
the certified unit.
Defrost frozen food in refrigerator, microwave, or by cooking - never at room temperature or in standing
water.
Wash fruits and vegetables prior to use.
Use clean and disinfected counters, cutting boards, and utensils.
Use separate preparation areas in the workspace for raw and cooked food.
Use separate knives, utensils, and cutting boards to prepare raw meats, fish, and poultry.
Wash hands, cutting boards, and utensils with hot, soapy water after handling raw meat/poultry.
Cook by heating foods at sufficient temperature to kill microorganisms, as follows:
Poultry – whole 85 °C (185 °F), pieces 77 °C (170 °F)
Ground/flaked meats (beef, pork, fish) – 70 °C (158 °F), and until pink is gone and juices are clear;
Whole cuts of meat (pork, lamb, veal, beef) – 70 °C (158 °F)
Fish – 70 °C (158 °F)
Potential for bacteria growth is greater in reheated foods than in raw. Reheat all previously cooked foods to
an internal temperature of 74 °C (165 °F) or higher, within two (2) hours.
Prepare foods as close to serving time as possible.
Never place cooked food back on the same plate or cutting board that held raw food.

5. Meal Service:
Hold cooked foods that are to be served hot at 60 °C (140 °F) or higher, for no longer than 2 hours. Use
chafing dishes, slow cookers, warming trays to keep foods hot.
Hold chilled items at 4 °C (40 °F) or less, for no longer than two (2) hours. Food items can be kept cold by
nesting dishes in bowls of ice (do not place food items directly on ice).
Do not leave perishable food at room temperature for more than 2 hours. Maximum of one hour when the
temperature is above 32 °C (90 °F).
Place ice intended for consumption in a cleaned, sanitized, and covered self-draining container. Cleaned and
sanitized scoops, tongs, or other ice-dispensing utensils are to be used – do not use glassware.
Use appropriate serving utensils (tongs, scoops or other utensils) and avoid touching ready-to-eat foods with
hands, even if wearing gloves.
Wipe jars and lids of cans with a clean wet cloth prior to opening. Do not use soapy water.
Avoid touching the food-contact surfaces of glasses, cups, plates, or tableware.
6. Cleaning:
Discard uneaten food from plates, bottles/cups immediately.
Discard disposable plates and utensils immediately.
Use clean, dry cloths for wiping food spills, and do not use for any other purpose.
Place ice intended for consumption in a cleaned, sanitized, and covered self-draining container. Cleaned and
sanitized scoops, tongs, or other ice-dispensing utensils are to be used – do not use glassware.
Discard any food that has been left at room temperature for more than two hours, or one hour when the
temperature is above 32 °C (90 °F).
Wash cutting board, dishes, utensils and work surfaces (countertops) frequently with hot, soapy water before
and after using and rinse thoroughly with clear water. Then, they can be sanitized by using 1 ml of chlorine
bleach per litre of water or 200 mg/l quaternary ammonium.
Wash utensils, dishes, and equipment in a warm 45 °C (113 °F) detergent solution to remove all food and
soil residue then rinse in warm, clean water 45 °C (113 °F) to
remove all traces of detergent. Sanitize by submerging equipment in clean hot water 77 °C (171 °F) or
higher water for a minimum of two (2) minutes.
7. General Information:
IN CASE OF FOODBORNE ILLNESS as with any illness, judgment is needed to determine if and when to
seek medical care. If symptoms are severe (vomiting, diarrhea, fever or cramps), call a doctor or go to the
hospital immediately. It’s not always easy to tell if the problem is the result of flu or food poisoning.
A potentially hazardous food is defined as any food that consists in whole or in part of milk products, eggs,
meat, poultry, fish, shellfish, or any other ingredients, in a form capable of supporting rapid and progressive
growth of infectious or toxigenic microorganisms.
Cross contamination is defined as the transfer of bacteria from one food to another. Bacteria (pathogens) can
be transferred to food from utensils, surfaces (cutting boards), food workers hands, raw meats, poultry, fish,
and seafood. To help prevent cross-contamination, raw meats, fish, and poultry must be kept away from
cooked and ready-to-eat foods (i.e. separate cutting boards, separation of duties, preparing vegetables before
preparing meats.)
Always obtain fresh and frozen food products from approved sources (any food item purchased that has
been inspected and approved by local, provincial or federal health agencies).

Only dairy products that have been pasteurized and are in their original containers may be used.
Never taste leftover food that looks or smells strange to see if you can still use it. When in doubt, throw it
out.
Do not eat or taste any meat, poultry, and fish or egg dish while it is raw or partially cooked.
Where potable water in adequate amounts is not available, single use disposable utensils and plates shall be
used.

CHAPTER 11 – NATIONAL COMBAT RATIONS PROGRAM (NCRP)

11.1 Overview of the National Combat Rations Program (NCRP)
11.2 Standards
11.3 Types of Combat Rations
11.4 Usage of Combat Rations
11.5 Storage of Combat Rations
11.6 Use of Combat Rations Abroad
Annex A – Type and Description of Combat Rations

Table A-1: Macronutrient Content of Combat Rations
Table A-2: NATO Standards for IMP
Table A-3: NATO Standards for LMC
Table A-4: NATO Standards for Basic Survival Food Packet
Table A-5: NATO Standards for Vegetarian/Religious Meal Pack
(Vegetarian, Halal and Kosher)
CHAPTER 11 - NATIONAL COMBAT RATIONS PROGRAM (NCRP) Page 1

Version 1.0 Apr 2016
11.1.1 Overview
11.1.2 References
11.1.3 Roles and Responsibilities of Key Stakeholders
11.1.1 Overview
1. This section of the Food Services Manual describes the standards and types of combat rations developed
for the Canadian Armed Forces (CAF). Detailed instructions on the allocation, requisition, storage, distribution,
and disposal of combat rations can be found in the Supply Administration Manual, section 7.4 Combat Rations.
2. The OPI for this chapter of the Food Services Manual is PMO NCRP. The design and development of
combat rations are managed at the national level through the Project Management Office National Combat
Rations Program (PMO NCRP) in the STRAT J4 FOOD SVCS organization. The procurement and distribution of
combat rations are managed at the national level through the Directorate of Land Procurement (DLP) in
Director General Land Equipment Program Management (DGLEPM), and the allocations of combat rations are
determined by the Strategic Joint Staff (SJS).
3. The CAF possesses various combat/emergency rations and ration supplements. These various rations are
to meet the different operational requirements and environmental conditions encountered by military personnel
involved in training or deployed operations (trg & ops). Canadian combat rations are designed and developed to
meet CAF military members’ physical and nutritional requirements, while incorporating Canadian cultural
preferences for food, as well as common preferences of the military members. Combat rations are designed to
be used by CAF military members when specific training or exercises, rapid-response emergency situations, or
over-riding practical considerations preclude the use of fresh food. Combat rations are not to be used in lieu of
timely logistics planning, or as a substitute for the development and implementation of a sound, fresh-feeding
capability.
11.1.2 References
4. The following references are to be read in conjunction with this chapter:
a. Supply Administration Manual, Section 7.4 Combat Rations

[A-LM-007-100/AG-001];
b. DAOD 3017-1, Management of the Transfer of Materiel to Other Government Departments; and
c. STRAT J4 FOOD SVCS website via the “Food-related Programs (Food Svcs)” page, National
Combat Rations Program (NCRP).
d. AMEDP-1.11 Requirements of Individual Operational Rations for Military Use

11.1.3 Roles and Responsibilities of Key Stakeholders
The … Is/are responsible to …

Strategic Joint Staff - provide clarification of CDS’ FP&R (Force Posture & Readiness) Directive, as
(SJS)/Strategic J4 Food required;
Services (Strat J4 - draft and ensure release of combat rations Daily Operational Supply (DOS)
Food Svcs) requirements call letter for trg for the next five (5) fiscal years (FY+1 to FY+5);
- review combat ration trg requirements against FP&R priorities to validate the
requirements for trg & ops;
- address discrepancies with L1 Representatives;
- forward consolidated submissions to the Directorate of Land Procurement (DLP)
and PMO NCRP who will assess against inventory/deliveries and determine
feasibility;
- convene and co-chair the Combat Rations Requirements Working Group
(CRRWG) [with ADM(MAT)] with the aim to provide provisional approval of
Force Generator (FG) combat ration requirements and/or address significant
changes to proposed combat ration allocations as a result of the National
Procurement Oversight Committee (NPOC) decisions;
- allocate combat rations for trg purposes and issue DOS-approved combat ration
allocation letters based upon results of NPOC and CRRWG;
- establish requisite numbers of combat rations for contingency stock;
- provide combat ration production requirements (FY+2) to FOOD SVCS 6 by Oct
FY; and
- recall combat trg rations for operational use during periods of national emergency.
Director - issue National Procurement (NP) Estimates call letter requesting NP Executable
Materiel Group Demands for three (3) FYs and ten-year outlook;
Comptrollership - review DGLEPM NP Estimate returns for NPOC consideration; and
(DMG COMPT) - provide funding figures for combat ration procurement.
Director - fund combat rations program; and
General Land - convene and chair bi-annual Common National Procurement Working Group
Equipment Program (CNPWG) to provide necessary details and coordination of common NP
Management requirements.
(DGLEPM)
Director - with primarily DLP and SJS/STRAT J4 FOOD SVCS input, provide input to
Combat Support DGLEPM National Procurement Business Plan to substantiate proposed
Equipment executable demands; and
Management - provide spending authority to the Procurement Officer at DLP.
(DCSEM)


Directorate of Land - provides input to DCSEM when completing the DGLEPM NP BP to substantiate
Procurement (DLP) proposed executable demands;
- distribute, including transfer of combat rations between depots and Unit Supply
sections, to ensure availability as per approved allocation throughout the country
and as required by deployed theatres;
- in conjunction with PMO NCRP, provide previous consumption
patterns to SJS/STRAT J4 FOOD SVCS for their review of L1 combat ration
forecasts against FP&R Directive;
- in conjunction with NCRP, assess consolidated submissions against
inventory/deliveries and determine feasibility;
- actively participate in CRRWG with the aim to provide provisional approval of
FG combat ration requirements;
- with NCRP, develop combat ration replenishment plan;
- procure combat rations based on approved funding and requirements; and
- provide food services-related SME guidance and direction.
Project Management - define combat ration requirements (Statement of Work, specifications, standards,
Office of the National bid evaluation, etc.);
Combat Rations - develop and manage the NCRP by establishing the standards (menus, packaging,
Program (PMO etc.), coordinate the production of combat rations with DLP (Procurement
NCRP) Authority) and Suppliers;
Food Svcs 6 - IAW regulations outlined in the Supply Administration Manual, authorize shelf
life extensions and disposal of combat rations;
- in conjunction with DLP, provide previous combat ration procurement details and
consumption usage as required to SJS for review of L1 combat ration forecasts
against FP&R priorities;
- in conjunction with DLP, assess consolidated submissions against
inventory/deliveries and determine feasibility;
- actively participate in CRRWG with the aim to provide provisional approval of
FG combat ration requirements; and
- in collaboration with DLP, develop combat ration replenishment plan.
LEVEL 1 (L1s) - solicit L2 submissions for combat trg ration requirements;
- confirm L2 submissions are compliant with scheduled Training Plans and are in
support of CDS’ FP&R Directive;
- forward combat ration requirements submissions to SJS/STRAT J4 FOOD SVCS
for allocation approval;
- provide SJS/STRAT J4 FOOD SVCS with details of annual training requirements
by fully identifying the type of trg activities and the forecasted type of combat
ration (i.e. IMP, LMC, vegetarian/religious) by FY quarter;
- ensure submission of combat trg ration requirements to SJS/STRAT J4 FOOD
SVCS are received within communicated timelines;
- respond to SJS queries WRT discrepancies noted in combat ration requirements
submissions and validate responses;
- monitor usage within the CoC to make sure annual allotment is used appropriately
and as authorized;
- if allocations are deficient, substantiate additional requirements to SJS for
validation and approval;

- provide quarterly combat ration usage reports to DLP; and
- redistribute trg allocations within the CoC when required and as authorized by
SJS/STRAT J4 FOOD SVCS.
CJOC - approve the use of operational combat rations upon consultation with Strat J4
Food Svcs 6 and DLP
- fwd requests to DLP
Base/Wing - provide supplementation with fresh food IAW Food Services Manual, Chapter
Food Services 2 - Standards and Incremental Supplements when IMPs are used and there is no
(B/W FOOD SVCS) entitlement to the arctic or tropical supplements;
- ensure that fresh feeding plans are considered;
- ensure that fresh feeding plans are adjusted to account for the use of combat
rations; and
- enter combat ration usage in Unitrak.
Base/Wing - pre-position combat rations to ensure sufficient stock on hand to satisfy customer
Logistic/Supply Officer demands and only on a quarterly requisitioning basis (as approved by L1S);
(LOG O) - request combat rations from the Supply Manager (DLP) IAW SJS approved
[or equivalent] allocation at least 15 working days in advance of requirement;
- receive, store and issue combat rations IAW issuance directives in the Supply
Administration Manual;
- conduct proper rotation following the first-in-first-out (FIFO) principle; and
- procure IAW Canadian Forces Technical Orders (CFTO) the arctic supplement to
Individual Meal Pack (IMP) and the Ration supplement, tropical to the IMP when
required.
- ensure that combat rations are used IAW their entitlement and allocation and for
their intended purpose only;
- ensure year-end stock taking
- report combat rations to DLP at least six (6) months prior to their expiry date, in
time to be reissued to another user.
Unit - provide sufficient lead-time (min 30 days to allow for the 15 working days
notification to DLP) to the Supply Section when requisitioning combat rations;
- take delivery IAW just-in-time principle;
- ensure quantity of combat rations ordered takes into consideration potential
surpluses from previous activities IOT avoid accumulated holdings of combat
rations at first lines;
- ensure combat rations are used IAW their entitlement and allocation and for their
intended purpose only;
- provide secure, accessible storage IAW the Supply Administration Manual; and
- report combat rations at least six (6) months prior to their expiry date to the CoC,
in time to be reissued to another user.
-

11.2 Standards
11.2.1 General
11.2.2 NATO Standardization Agreement (STANAG)
11.2.1 General
1. The design and development of the Canadian combat rations adhere as much as possible to the
requirements of the NATO Standardization Agreement – STANAG 2937 for individual operational rations for
military use. Adherence to this STANAG enhances interoperability of NATO military forces and partner
nations, during military deployments, exercises or operations.
2. Based on the nutrition guidelines, the menu design for individual meals emphasizes the
following principles:
a. Incorporate a variety of foods which provides for a balanced and nutritious

selection of foods. These foods reflect the common consumption pattern of Canadian military
members;
b. Provide sufficient energy and nutrients to meet the requirements of an active, healthy military
force. The macronutrient content of the combat ration meals is summarized in Table A-1 at
Annex A;
c. Use standard, commercial food products that are shelf-stable and that are familiar to CAF
members. Use familiar and prepared food products that have been specially processed to retain
their nutrients and meet the shelf-life requirements for a combat ration; and
d. Exclude food products which have specific nutritional claims, or that contain any types
of stimulants.
3. Therapeutic rations (i.e. gluten-free rations) will not be provided by the CAF to meet therapeutic diet
requirements. Furthermore, rations supplied by DND cannot be guaranteed as allergen-free. Chapter 6 of this
manual provides the policy on the provision of therapeutic diets and accommodating allergies.

11.2 Standards
10.2.2 NATO Standardization Agreement (STANAG)
4. The STANAG 2937 defines NATO requirements for individual operational rations for military use. The
STANAG 2937 also states the essential minimal characteristics and quality assurance criteria (such as
nutritional, packaging and labelling criteria). NATO standards are founded on evidence-based recommendations
that support deployment doctrine and missions. These standards are essential to deliver a critical sustainment
capability that will nourish and enhance the mental, physical, and military task performance of personnel
(particularly during sustained operations in all environmental extremes and operational scenarios) to enable
mission execution and success. Adherence to STANAG 2937 promotes interoperability with coalition partners.
The tables at Annex A - Type and Description of Combat Rations provide a synopsis of the STANAG
requirements and how Canada has met those requirements.

11.2 Standards
11.3.1 Types of Combat Rations

11.3.2 Individual Meal Pack (IMP)
11.3.3 Emergency Ration/Light Meal Combat (LMC)
11.3.4 Survival Food Packets
11.3.5 Emergency Drinking Water
11.3.6 Vegetarian/Religious Meal Pack (Vegetarian, Halal and Kosher)
11.3.7 Arctic Supplement
11.3.8 Tropical Supplement
11.3.1 Types of Combat Rations
1. There are four (4) types of Canadian combat rations as follows:
a. Individual Meal Pack (IMP);
b. Emergency Ration/Light Meal Combat (LMC);
c. Survival Food Packets; and
d. Vegetarian/Religious Meal Pack (Vegetarian, Halal and Kosher).
2. In extreme climatic conditions (or when arduous activity warrants extra caloric intake) supplements to
the combat rations may be required to provide additional nutrients, energy, and fluids. These supplements are as
follows:
a. Arctic Supplement; and
b. Tropical Supplement;
11.3.2 Individual Meal Pack (IMP)
3. The Individual Meal Pack (IMP) as described in the Technical Data Summary Sheet
[C-85-432-000/MD-000] provides for a regular full meal and is the primary alternative to a freshly-prepared
meal. The IMP is used when it is not feasible or is impractical to feed freshly-prepared meals. IMPs are
designed for the use of healthy CAF military members who do not require special therapeutic dietary needs and
are not subject to food allergies, food intolerance or food sensitivity. IMPs offer common foods based on
Canadian eating patterns.
4. These rations are primarily designed to meet the nutritional requirements of personnel performing
unique military missions (i.e. 3,600 kcal per day for “normal” operations/missions comparable to urban police
and peace keeping, firefighting or construction work). During combat operations (i.e. missions involving
sustained, dismounted light-infantry or Special Forces Operations (Special Ops) IMPs can be supplemented
with either the Light Meal Combat Ration to provide an additional 1,000 kcal or with supplements described in
Chapter 2.

5. Further breakdown of the IMP requirements can be found in Table A-2 of Annex A. All IMP menus and
nutritional information are available on the STRAT J4 FOOD SVCS website via the “Food-related Programs
(Food Svcs)” page, National Combat Rations Program (NCRP).
11.3.3 Emergency Ration/Light Meal Combat (LMC)
6. The Light Meal Combat (LMC) ration as described in the Technical Data Summary Sheet
[C-85-432-000/MD-000] is used as an emergency ration or as a supplement to the IMP (when fresh
supplements are not available). In situations where military personnel are involved in increased energy
expenditures, one LMC per person per day can be added to the three (3) IMPs per person per day IOT meet the
increased energy requirements.
7. LMCs can sustain the operational capability of military personnel when the regular food supply is
disrupted and where drinking water is freely available. Therefore, the LMC can also be used as a substitute for
IMPs when the situation precludes carrying, preparing or disposing of IMP components; however for no longer
than 48 hours due to potential menu fatigue.
8. Additional details of the LMC requirements can be found in Table A-3 of Annex A - Type and
Description of Combat Rations. Furthermore, all LMC menus and nutritional information are available on the
STRAT J4 FOOD SVCS website via the “Food-related Programs (Food Svcs)” page, National Combat Rations
Program (NCRP).
11.3.4 Survival Food Packets
9. The Survival Food Packets provide emergency sustenance. These rations are put into the aircraft
survival kits and life raft survival kits, and are available in the following configurations:
a. The Food Packet, Survival, Basic (NSN 8970-21-852-7278) - is intended to provide emergency
level sustenance for one person for a period of two days survival [C-85-232-000/MD-000, The
Food Packet, Survival, Basic]. The jellies do not induce thirst and therefore, are beneficial under
conditions of water shortage. It can be used for up to six consecutive days in situations where
there is a minimal expenditure of energy and limited drinking water;
b. The Food Packet, Survival, Supplementary Beverage

(NSN 8970-21-903-6757) - (together with one Food Packet, Survival, Basic) is designed to
provide one (1) person with emergency sustenance and hot beverages for a period of three (3)
days survival [C-85-232-000/MD-001, The Food Packet, Survival, Supplementary, Beverage];
and
c. The Food Packet, Survival, Maritime (NSN 8970-21-913-6708) - together with two (2) Food
Packets, Survival, Basic, and the fresh water ration will provide one (1) person with emergency
sustenance for five (5) days survival at sea in a life raft
[C-85-232-000/MD-002, The Food Packet, Survival, Supplementary, Maritime].
10. Further details of the Survival Food Packets requirements can be found in Table A-4 of Annex A.

11.3.5 Emergency Drinking Water
11. In the vast majority of situations, drinking water for operations is supplied by normal means through
bottled water (either procured locally or brought to the area of operation). Another means of providing water is
through the Reverse Osmosis Water Purification Unit (ROWPU) which processes the local water supply to
provide potable water.
12. Pre-packaged emergency drinking water [NSN 8960-21-902-0858] is available in 120 mL (4-oz)
packets. The intent of the pre-packaged emergency drinking water is to form part of the aircraft survival kits
and in the twenty and forty man life raft survival kits. There is also limited use for this water to meet some
medical requirements where sterile water is not required.
11.3.6 Vegetarian/Religious Meal Pack (Vegetarian, Halal and Kosher)
13. Vegetarian/Religious Meal Packs are available as an alternative to regular IMPs, IOT meet the rising
demand for meatless meals, and to meet the duty to accommodate religious and spiritual dietary requirements as
promulgated in the interim CANFORGEN 162/12 CMP 072/12 041556Z SEP 12 directive (until DAOD 5516-3,
Religious or Spiritual Accommodation is approved). These Meal Packs are vegetarian and meet both the Kosher
and Halal requirements. As per the policy on Religious Accommodation every reasonable effort shall be made
to permit the observance of religious practices by individual members. Additional information on Religious
Accommodation can be found in Chapter 6. Further details of the Vegetarian/Religious Meal Pack
requirements can be found in Table A-5 of Annex A.
11.3.7 Arctic Supplement
14. The Arctic Supplement [C-85-427-000/MD-000] provides additional nutrients and fluids when military
personnel are operating in a cold weather environment and consuming combat rations. It consists of
hot chocolate beverage powders and granola bars. These items must be procured and funded locally. Detailed
information and item list on what the Arctic Supplement consists of can be found in the Canadian Government
Cataloguing System (CGCS). The NSN for the Arctic Supplement is 8970-21-862-7613.
11.3.8 Tropical Supplement
15. The Tropical Supplement [C-85-428-000/MD-000] provides a basis for increased liquid consumption
when military personnel are operating in a tropical environment and consuming combat rations. It consists of
fruit beverage powders. This supplement is procured and funded locally. Detailed information and item list on
the Tropical Supplement can be found in the CGCS. The NSN for the Tropical Supplement is 8970-21-870-
5319.

11.4.1 Use of Combat Rations

11.4.2 Combat Ration Consumption and Supplement Allowance
11.4.3 Flameless Ration Heater
11.4.1 Use of Combat Rations
1. Combat rations have been developed to feed CAF military members. They are
to be used when specific trg/ex/ops, rapid-response emergency situations, or over-riding practical considerations
preclude the use of fresh food. Combat rations are not to be used in lieu of timely logistics planning, or as a
substitute for the development and implementation of a sound fresh-feeding capability.
11.4.2 Combat Ration Consumption and Supplement Allowance
2. IAW STANAG 2937, the IMPs are designed to meet the energy and nutritional needs of personnel
performing unique military missions. The IMP provides a nutritionally adequate diet that includes sufficient
calories for up to 30 days (without supplementation with fresh rations). It is unlikely that persons subsisting on
IMPs will experience any nutrient deficiencies of health significance within 30 days, given that they began their
deployment in good health and normal nutrient status. The Canadian feeding doctrine encourages early as
practicable supplementation of the diet with fresh foods IAW Chapter 2 of this manual and medical surveillance
for effects of nutrient deficiencies be increased as these vary from one individual to another.
3. The Canadian IMP Supplement allowance may be authorized by the CO, IAW Chapter 2 of this manual.
This supplement is used to address social, comfort and nutritional aspects associated with feeding which are not
provided for with IMPs.
4. All components of the IMP require very limited preparation or reconstitution. The main entrée is
packaged in a retort pouch and may be consumed unheated or heated (either by placing it in boiling water, using
a flameless ration heater, or using body heat if necessary).
5. It has been recognized that soldiers do not eat all food that is in the combat rations, especially when the
length of time they have been consuming IMPs has been extended. Decreased consumption of combat rations
can lead to insufficient caloric intake and weight loss resulting in decreased cognitive and physical
performance. Leadership has a significant role to play in preventing or minimizing a decrease in food
consumption by troop members. The importance of adequate food and water consumption in a deployed
environment with austere or unfriendly conditions cannot be over-emphasized. Therefore, it is important that
the following practices are adhered to as often as possible in any military operation:
a. Schedule regular meal periods as much as possible;
b. Allocate sufficient time to eat at each meal period;
c. Ensure that at least two (2) meals a day are consumed;
d. If a meal is skipped, an alternate supplement should be made available;

e. Encourage eating in groups to improve the consumption rate and associate meal consumption
with social camaraderie; and
f. All leaders must ensure that troops under their command eat sufficiently at every meal.
11.4.3 Flameless Ration Heater
6. The flameless ration heater [NSN 8970-21-914-9860] is a water-activated exothermic chemical heating
element that is packaged in a plastic sleeve and is used to heat up the main meal retort pouch of the IMP. The
flameless ration heater is not packaged in the IMP. It must be ordered through the supply system just like any
other supply item.
7. The flameless ration heater is an item that is centrally-managed, locally-procured and locally-funded.

11.5.1 General
11.5.2 Combat Ration Shelf Life and Storage
11.5.3 Time-Expired, Deteriorated, Suspected Contaminated or Quarantined Combat Rations
11.5.4 Disposal of Combat Rations
11.5.1 General
1. Combat rations are centrally-managed and nationally-procured. Combat ration stock is considered a
national operational asset, which must be available to respond to military ops. The long lead-time required for
the procurement and assembly of combat rations prevents rapid procurement responses to extreme increases in
unforeseen operational requirements.
2. Details on the allocation and requisitioning processes are explained in the Supply Administration
Manual, section 7.4 Combat Rations.
11.5.2 Combat Ration Shelf Life and Storage
3. Combat rations are accountable, consumable and semi-perishable items. They are fragile and should be
treated as such. Improper storage temperature has a direct impact on shelf life. They shall be stored in a dry,
clean, and climate-controlled area free from infestation (i.e. refrigerated container in hot, tropical or arctic
climates, with holding temperatures of 7ºC to 24ºC).
4. The normal shelf life for IMPs and LMCs is three (3) years (stored under ideal conditions). The name of
the IMP and LMC refers to the production year (i.e. IMP 16 means it was produced in 2016). In this example,
the shelf life will be good until June 2019, provided it is stored in a temperature controlled environment
between 7ºC and 24ºC.
5. Survival food packets have a shelf life of 10 years. Vegetarian/Religious combat rations have a one (1)
year shelf life. The accessory pack has a one (1) year shelf life whereby the main retort entrée has a five (5) year
shelf life.
6. The Supply Administration Manual, section 7.4 Combat Rations provides more info and details on
proper storage practices and on how temperatures affect the shelf life. Units must ensure that expiry dates on
packages are checked regularly in addition to rigorous rotation of stock. Every effort should be made to institute
a program whereby combat rations are rotated on a first-in/first-out basis, and a consumption plan implemented
to prevent rations from time-expiry and subsequent disposal.
7. Shelf life is decreased when rations are kept in a hot environment. Final decision regarding the shelf life
of the combat rations is at the discretion of the PMO NCRP team.

11.5.3 Time-Expired, Deteriorated, Suspected Contaminated or Quarantined Combat Rations
8. Deteriorated and time-expired combat rations shall be reported IAW the Supply Administration Manual,
section 7.4 Combat Rations.
9. Units shall immediately report suspected contaminated combat rations to PMO NCRP IAW the Supply
Administration Manual, section 7.4 Combat Rations.
10. There are occasions where the PMO NCRP could place some rations under quarantine. If ever this
happens, procedures to follow are detailed in the Supply Administration Manual, section 7.4 Combat Rations.
11.5.4 Disposal of Combat Rations
11. The disposal of combat rations will occur only when the PMO NCRP has declared that the rations are
unfit for human consumption. Procedures to follow are detailed in the Supply Administration Manual, section
7.4 Combat Rations. As stated above, the requirement and use of combat rations should be adequately planned
IOT minimize write-offs and disposal. Clear justification must be provided including details as to why the
combat rations were not consumed within their shelf life.

11.6.1 General Principle

11.6.2 Disposal/Destruction of Combat Rations
11.6.3 Donation/Sale of Combat Rations
11.6.4 Return of Combat Rations to Canada
11.6.1 General Principle
1. Contingents will deploy, with pre-determined levels of self-sufficiency in terms of integral ration
support, until either resupply of combat rations is available, or mission food services infrastructure, funding and
contractual arrangements has been put in place to permit shifting to provision of fresh feeding.
10.6.2 Disposal/Destruction of Combat Rations
2. Ideal storage conditions, as described in para 11.5.2 Combat Ration Shelf Life and Storage (and further
detailed in the Supply Administration Manual, section 7.4 Combat Rations) may not be available in many out-
of-country ops. Every effort is to be made to protect combat rations from extreme conditions. Theatre leadership
must institute a program whereby combat rations are consumed on a first-in/first-out basis IOT prevent rations
from time-expiry and subsequent disposal.
3. When disposal of combat rations cannot be avoided—either due to infestation and/or exposure to
extreme temperatures—they must first be condemned by a qualified authority (i.e. a medical officer or a MED
TECH – PMED). The request for condemnation will be submitted to CJOC J3 PLANS AND OPERATIONS, info
CJOC J4 LOG and STRAT J4 FOOD SVCS and will include full substantiation for the recommended
condemnation. Such rations will be quarantined by the contingent, and marked with DO NOT DESTROY
pending receipt of STRAT J4 FOOD SVCS authorization to condemn/destroy.
4. When destruction is authorized, theatre staff will take immediate action via a faxed copy of the
destruction certificate to J4 LOG OPERATIONS (if fax not avail, message notification is acceptable) including
the original destruction certificate in the next handover/closure.
5. Further information on the quarantine and destruction of combat rations is available in the Supply
Administration Manual, section 7.4 Combat Rations.
11.6.3 Donation/Sale of Combat Rations
6. While the practice of donating or selling Canadian combat rations to indigenous personnel in-theatre
may be appealing from a humanitarian perspective, the nutritional content of Canadian combat rations may be
very different from their normal diet and could cause illness. Such a practice also contains significant potential
for international financial liability and/or embarrassment to Canada, in the event that non-Canadian personnel
in-theatre were to become ill from eating suspect, time-expired or contaminated Canadian combat rations.
7. Accordingly, combat rations are not to be donated or sold to non-CAF personnel or agencies without
specific and prior authority from CJOC J4 LOG. Any requests for such donation or sale are to be submitted to
CJOC J4 LOG, info CJOC J3 PLANS AND OPERATIONS and STRAT J4 FOOD SVCS. Combat rations that have
been authorized for destruction in-situ will be destroyed. Under no circumstances whatsoever will these rations
be sold or donated. On completion of the directed destruction action, contingent staff will complete and retain
the destruction certificate and will include it in the next handover/mission.
11.6.4 Return of Combat Rations to Canada
8. Returning combat rations to Canada can be an expensive exercise and should be avoided if possible.
Returning combat rations to Canada can be avoided by careful planning of quantities ordered and intermittent
consumption with fresh rations. There are some instances, however, whereby it may be required to return
combat rations to the supply system. These instances could be due to an over-estimation of the initial
requirement, alterations to the mission requirement or mission closure (due to a change of operational focus).
Combat rations may be close to the expiry date and/or have been stored in sub-optimal conditions. Therefore, it
is important that as soon as a requirement to return combat rations to the supply system is identified, the
appropriate action is to be initiated.
9. Prior to returning any combat rations from out-of-country operations, PMO NCRP staff shall be
informed by CJOC through message or email of any combat rations that are being considered for return to
Canada. This message should provide details of the quantities by meal, storage conditions of the combat rations
(i.e. extreme temperatures in the storage area, freeze-thaw cycles, etc.), expiry date and a POC. In addition, any
other relevant background that will assist PMO NCRP to make a decision as to whether or not testing of the
combat rations is necessary should also be included. Combat rations shall not be sent for testing prior to
receiving PMO NCRP confirmation and authorization.
10. If PMO NCRP determines that the quality or remaining shelf life of the combat rations make
repatriation questionable, the unit may be asked to send the combat rations for testing. If so, samples should be
sent to the Food Evaluation Centre at STRAT J4 FOOD SVCS using the selection procedure that follows:
a. Three (3) sample cases should be taken from each container/area of storage in each location;
b. One (1) case should come from the top corner, one from the middle, and the third from the
opposite bottom corner of each container/area of storage; and
c. Each case should be clearly labelled by location and its place in the container/storage area.

11. PMO NCRP will inform CJOC of the outcome of the combat rations testing and of their decision WRT
whether or not the combat rations are fit for consumption and/or return to depot stocks and their
recommendations for further action dependant on the nature of the issue. Any combat rations that are returned
to the supply system must be kept segregated and well-identified so they can be identified for issue first.
12. If returned, on arrival in Canada, combat rations may be quarantined and held for Canadian Food
Inspection Agency (CFIA) inspection. It is essential, therefore, that as soon as the timings for mission closure
are identified, an assessment of the remaining combat rations must be completed and the return process
initiated. This same procedure must also be followed for combat rations that are of questionable quality
(including those originating from other countries).

CHAPTER 11 – National Combat Rations Program (NCRP) [ANNEXES]

Table A-3: NATO Standards for LMC
Table A-4: NATO Standards for Basic Survival Food Packet
Table A-5: NATO Standards for Vegetarian/Religious Meal Pack (Vegetarian, Halal and Kosher)
1. The macronutrient content is summarized as follows:
Energy
Type (KCalories - Protein Fat Carbohydrates
Cal)
Individual Meal 1, 200 kcal Lower Limit of 13% Not to exceed Between 45-65%
Pack (IMP) per meal 35%
(3, 600 kcal
daily) Acceptable Acceptable Acceptable
Range:118-185 g Range: 54-140 g Range: 404-584 g
Basic Survival Approx. 500 100%
Food Pack Cal
Light Meal Approx. 1, 000 10% 30% 60%
Combat (LMC) Cal
Vegetarian/ 1, 200 Cal per 10% 32% 58%
Religious Meal meal
Pack
(Vegetarian,
Halal
and Kosher)
CHAPTER 11 – NATIONAL COMBAT RATIONS PROGRAM (NCRP) [ANNEXES] Page 18

Annex A – Type and Description of Combat Rations (cont.)
2. Detailed descriptions for each type of operational ration are provided in the subsequent tables.
Individual Meal Pack (IMP) – Combat Ration

Purpose: to sustain the nourishment needs of military personnel for one (1) meal. Three (3) IMPs
are required for one (1) meal-day. Easy to heat, consumable without heating, they are resistant to
damage during transportation.
NATO Requirement Canadian Ration
- according to STANAG 2937 Nutritional Individual Meal Pack (IMP)
Specifications, each ration provides a minimum of - a meal-day (3 IMPs) provides approximately
3600 kcal and a maximum appropriate to the energy 3, 600 kcal, may be supplemented with LMC when
expenditure of personnel undergoing continuous and abnormally strenuous physical conditions require
strenuous physical activity in a additional nutrition
24-hour period - Strat J4 Food Svcs is working towards meeting the
- the ration must contain 404-584g carbohydrate, 118- macronutrient requirements by 2018
185 g protein, 54-140 g fat in a combination that - NSN 8970-21-887-9548 (menu 1-7)
provides a total of 3,600 kcal - NSN 8970-21-887-9549 (menu 8-13)
- fat is not to exceed 35% - NSN 8970-21-887-9550 (menu 15-21)
- vitamin and mineral content to satisfy AMedP-1.11 - shelf-life: three (3) years from date of assembly
Table 2 Minimum Nutrient Content Standards
General Purpose Individual Operation Ration and
Table 3 Additional Nutrient Content
Recommendations, General Purpose Individual
Operational Ration
- minimum two year shelf-life

Table A-3: Nutritional Standards for LMC
Light Meal Combat (LMC) (Emergency Ration)

Purpose: to sustain the operational capability of military personnel when regular food supply is
disrupted and drinking water is freely available. Consumption as the only food subsistence should
not exceed 48 consecutive hours.
- No prescriptive recommendations or other technical Light Meal Combat (LMC)
requirements for these rations - approximately 1, 000 kcal per meal
and 3, 000 kcal for one (1) meal-day
[three (3) LMCs]
- 40-70% of kcal from carbohydrate,
20- 40% from fat, 10-20% from protein
- does not need cooking or heating, except for
hot beverage
- may be used as a meal replacement or as a
supplement to the Individual Meal Pack (IMP)
- NSN 8970-21-904-3538
(menu 1 - Beef Jerky regular)
- NSN 8970-21-904-3539
(menu 2 - Pepperoni)
- NSN 8970-20-001-6189
(menu 4 - Beef Jerky Teriyaki flavour)
- NSN 8970-20-002-4949
(menu 5 - Beef Jerky BBQ flavour)
- shelf-life: three (3) years from date of assembly

Table A-4: Nutritional Standards for Basic Survival Food Packet
Basic Survival Food Packet (Survival Ration)

Purpose: to sustain life in situations where there is a minimal expenditure of energy and limited
drinking water. Consumption as the sole food intake should not exceed six consecutive days.
Drinking water availability must be at least 1000 ml per person per day in cold environments and
at least 3000 ml in hot environments.
- No prescriptive recommendations or other technical Basic Survival Food Packet
requirements for these rations - consists of starched jelly candies
- 150 g carbohydrates per day for up to six (6) days
- no additional fat or protein
- shelf-life: four (4) years or more
- NSN 8970-21-852-7278
- shelf-life: 10 years
Supplementary Beverage
- consists of beverage powder and
chewing gum
- NSN 8970-21-905-6757
- shelf-life: 10 years

Annex A – Type and Description of Combat Rations (cont)
Table A-5: NATO Standards for Vegetarian/Religious Meal Pack (Vegetarian, Halal and Kosher)
Vegetarian/Religious Meal Pack (Vegetarian, Halal and Kosher)

Purpose: to sustain the nourishment needs for one (1) meal for military personnel that have either
vegetarian or religious dietary requirements. Three (3) meals are required for one (1) meal-day
(one ration). Are easy to heat, are consumable without heating, and are resistant to damage
during transportation.
NATO Requirement Vegetarian/Religious Meal Pack
- according to STANAG 2937 Nutritional General - Each complete military ration for one
Specifications, each ration provides a minimum of (1) meal has 1, 200 kcal
3600 kcal and a maximum appropriate to the energy
expenditure of personnel undergoing continuous and
Vegetarian Type (N8970-01-424-2085)
strenuous physical activity in a - Main Course Meals: varieties include:
24-hour period 3 Florentine Lasagna,
- the ration must contain 404-584g carbohydrate, 118- 3 Vegetarian Stew,
185 g protein, 54-140 g fat in a combination that 3 Cheese Tortellini,
provides a total of 3,600 kcal 3 Pasta & Garden Vegetables
- fat is not to exceed 35% - Accessory Packs may include:
- vitamin and mineral content to satisfy AMedP-1.11 bagel, chips/snacks, granola bars, honey peanuts,
Table 2 Minimum Nutrient Content Standards barbecued sunflower seeds, cereal, raisins, cocoa,
General Purpose Individual Operation Ration and salt, pepper, toilet paper, wet wipes, spoon, chemical
Table 3 Additional Nutrient Content meal heater, coffee, creamer, and sugar and they
Recommendations, General Purpose Individual may also contain almonds, candy or other substitute
Operational Ration items from time to time.
- minimum two year shelf-life
Note: This vegetarian ration is Halal and
Kosher certified.
Shelf-Life
- shelf-life of accessory pack items:
12 months from production date
- an average remaining life of six (6) to
10 months from delivery date should be expected
- shelf-life of main course meals is five (5) years from
production date

CHAPTER 12 – OPERATIONAL FOOD SERVICES
12.1 Introduction
12.3 Operational Food Svcs Planning Process
12.4 Feeding Plans
12.5 Food Svcs Resources
12.5.1 General
12.5.2 Food Svcs Human Resources
12.5.3 Major Food Svcs Feeding Platforms
12.5.4 Approved Sources of Food
12.5.5 Contracting
12.6 Food Enhancements on Operations
12.7 Food Svcs Reconnaissance (Recces)
12.8 Food Svcs Verification
12.8.1 General
12.8.2 Food Svcs Staff Assistant Visits
12.9 CAF Personnel on Operations with No Food Svcs Support
Annex A - Example of Feeding Plan Instruction
Annex B - Food Svcs Checklist for Domestic/Operational Recce
Annex C - Food Svcs – Staff Assistance Visit (SAV) Checklist
Appendix 1 - NATO Acceptable Standards for Regular Meal Components and Food Choices
Annex D - Aide Memoire for CAF Personnel on Operations with No Food Svcs Support
12.1 Introduction
1. Planning and implementing of food services (Food Svcs) in operations, domestically or
internationally, may be different than static feeding operations in Canada in that the variables are
not always the same; conditions and available resources may differ greatly. This chapter will
discuss the Food Svcs organization and responsibilities at the operational level. Food Svcs as part
of the Operational Planning Process (OPP) will then be examined, followed by food resources
available for operations. Lastly, verification of Food Svcs operations either on initial
reconnaissance or on operations will be explored. As the CAF operational level can be tasked with
major exercises, in addition to operations, major exercises will be included. The planning process
does not differ between major exercises and operations in relation to Food Svcs operational
planning.
2. The Canadian Joint Operational Command (CJOC) is responsible for domestic and
international operations for the CAF. Although they have Force Generating units, CJOC is mostly
a Force Employer. The CJOC Food Svcs Section is the staff who advises on operational Food
Svcs. These responsibilities can be found in Chapter 1 of the Food Service Manual.
12.3 Operational Food Svcs Planning Process
3. CFJP 5.0, The Canadian Forces Operational Planning Process (OPP) explains the CAF
OPP. Food Svcs contributes to all phases of an operation. Food Svcs staff, at the operational level,
need to be a part of the OPP by providing advice and staff work when required. There are five
1/11
Revised 2020-02-07
phases of an operation where Food Svcs contributes: warning, preparation, deployment,

employment and redeployment. The following is a short description of each phase and where Food
Svcs’ input and/or actions may be required.
a. Warning. The warning phase begins when DND is made aware that CAF participation
in a new operation might be a possibility. During this phase operational Food Svcs
staff should determine what resources may be available such as feeding platforms,
human resources and food. Food Svcs staff will start conducting their own Courses of
Action (COA) development based on available resources, the environment and the
tactical situation on the ground. Required information must be provided, all requests
for information should be answered from higher command and constant feedback
should be sought by Food Svcs staff.
(1) Stage 1 – Initiation – Food Svcs personnel will be notified that there is an
operation to be planned and further guidance will be given.
(2) Stage 2 – Orientation – The commander determines the mission and provides
planning guidance to orient his staff and allow further planning by the
staff/subordinate commanders. Mission analysis will begin and Food Svcs input
may be required. This stage will culminate with commander's planning guidance
which will allow for course of action development.
(3) Stage 3 - Course of Action (COA) Development – COA(s) will be developed
during this stage at the command level. For each viable COA, Food Svcs
planners should develop possible feeding plan(s) and complete their own
analysis for each as required. A preferred COA will be selected by the
commander and a Concept of Operations (CONOPS) will be developed.
(4) Stage 4 - Plan Development – During this stage, the CONOPS will be developed
into a plan. Food Svcs planners will provide the necessary detail for the selected
COA that will translate into the feeding plan. This should include what Food
Svcs resources are required.
(5) Stage 5 - Plan Review – During this last stage, plans are reviewed. The review(s)
may change the plan which could change the required feeding plan.
b. Preparation. Force Employers and Force Generators initiate the preparation phase once
tasked. During this phase, the CDS Directive and the follow on operational
commander’s Operation Order will be issued. Operational Food Svcs will assist with
sourcing the required personnel and equipment, this means working within CJOC, but
more importantly coordinating with Force Generators. Operational Food Svcs staff
should be a part of the operational recces if conducted.
c. Deployment. The deployment phase involves the strategic move of the Canadian Task
Force (TF) to the theatre or regional Joint Task Force (JTF) Area of Operations (AO).
Operational Food Svcs will assist during this phase with any technical Food Svcs
issues or problems that arise during the deployment.
d. Employment. TF authorities are given and the force in place starts to fulfil its mission.
Operational Food Svcs staff will continually assist with any technical issues or
problems. In addition, Staff Assistance Visits or Staff Inspection Visits will be
2/11
Revised 2020-02-07
conducted. These are verification visits to theatre locations by Food Svcs staff from
CJOC.
e. Redeployment. This phase is like the deployment phase in reverse. The CJOC Food
Svcs staff will assist with issues/problems if they arise.
4. Planning Considerations. Before the operational Food Svcs can carry out any detailed
planning, it is essential that the scope of the operation is understood. Consequently, attendance at
the initial planning meeting for an operation is mandatory so that the Food Svcs tasks can be
accurately assessed. The type of information required during the planning stage may include the
following:
a. The commander’s intent and what is the best feeding plan to support that
intent;
b. Scope and possible duration of the operation;
c. Feeding strength;
d. Location of the operation;
e. Types and numbers of combat rations available;
f. Number of feeding locations required;
g. Requirements for dispersed feeding;
h. Sources and availability of re-supply and frequency;
i. Supply of bulk and/or bottled water;
j. Requirements for seating areas;
k. Requirements for a night meal or 24 hour commitment;
l. Equipment availability;
m. Availability of fuels and power resources;
n. Requirements for Religious or Spiritual Accommodations;
o. Available human resources and Food Svcs support;
p. Available contracting avenues; and
q. Food export/import requirement.
12.4 Feeding Plans
5. The feeding plan is critical to the success of Food Svcs on operations and should be
developed after the operational commander decides on a selected COA for the specific operation.
A feeding plan states who is fed, when, where and how and should be formalized in an annex or
an appendix in an Operation Order or Administration Instruction. The plan can be updated at any
time. Feeding plans can be very simple, for example, feeding fresh out of one static feeding
location, or can be very complex. Operational field feeding requirements range from initial entry
of forces at the start of an engagement up to stabilization of an area of operations with a mature
theatre supply chain and support infrastructure. Feeding may be provided by CAF Food Svcs,
allied nations, contractors or a combination of all three. A combination of fresh feeding and combat
3/11
Revised 2020-02-07
rations can be utilized. A feeding plan must be as detailed as possible and should include a
minimum of who, what, where and how TF personnel are being fed. An example of a feeding
instruction with feeding plan may be found at Annex A.
12.5 Food and Food Svcs Resources
12.5.1 General
6. There are three main types of Food Svcs resources that are required for operations:
a. Human Resources;
b. Equipment; and
c. Food.
These resources could be integral to the CAF, the Government of Canada, other levels of
government in Canada, allies, host nation and/or contracted options. These resources will
be explained further below. For this chapter only major Food Svcs feeding platforms for
equipment will be discussed. When explaining food it will be referred to as approved
sources of food.
12.5.2 Food Service Human Resources
7. Food Svcs Human Resources. There are three sources of Food Svcs human resources for
operations: CAF Food Svcs, other allies/host nation or contracted human resources (will be
discussed below in Section 12.5.5).
a. CAF Food Svcs Personnel. When required, Canadian Food Svcs military manning
should be determined based on the feeding plan and Chapter 5 – Human Resources of
the this manual for static feeding locations and Chapter 15 – Land Operations (Field
Feeding) for non-static feeding operations. CAF Food Svcs personnel (Cooks and
Food Svcs O) are finite resources and must be used prudently. The environment and
tempo of an operation will determine if military Food Svcs resources should be used.
Another instance in which military Food Svcs may be employed is when Canada is the
lead nation or when the Host Nation (HN) requires military personnel (not a civilian
contractors). Sufficient numbers of CAF military Food Svcs personnel are required
when on operations. This include staffing to account for cook leave periods.
Insufficient numbers will result in exhaustion or injury to Food Svcs personnel as
deployed Food Svcs operations are physically demanding with little or no periods of
rest. Lastly, CAF personnel should act as Subject Matter Experts (SMEs) when the
Food Svcs support is contracted or provided by the HN. These SMEs monitor food
services standards (food safety and menu standards) and assist in improving food
standards (aiding the HN for example). In addition, they play a role in the procurement
and in the correct safe storage and distribution of Food Enhancement (used to be called
supplement). Therefore, when Food Svcs is contracted for operations, the CAF Food
Svcs personnel should be employed as per the following:
(1) Contracted operations feeding 200-400 personnel – Sgt/WO cook;
(2) Contracted operations feeding 400-1000 personnel – WO/MWO cook; and
(3) Contracted Operations feeding over 1000 – Food Svcs O and WO/MWO.
4/11
Revised 2020-02-07
Note 1: Higher ranks may be employed based on the complexity of the operation.
Note 2: Health Services should be consulted if any medical test are required when
cooks employed in HN kitchens.
b. Military Food Personnel from Other Countries. Military Food Svcs personnel from
other countries may be employed in Canadian led Food Svcs operations. Canadian
Food Svcs leadership must employ personnel from other nations by matching their
available skill level to the given tasks as they may have different competences than
Canadian cooks. Cooks from other nations should be treated the same way as CAF
cooks and made to always feel part of the team. Canadian leadership must also look
after the welfare of these cooks while maintaining contact with their home country’s
chain of command. Working in a multi-national organization can be one of the most
rewarding experiences as well as an opportunity for gaining mutual learning and
respect. Note: If foreign militaries are being considered to work on CAF Food Svcs
Feeding Platforms a CAF legal opinion should be sought before their possible
employment (due to possibility of injury for example).
12.5.3 Major Food Svcs Feeding Platforms
8. Major Food Svcs Feeding Platforms. There are various types of platforms that can be used
during operations. Platform selection will be based on many factors such as type and tempo of the
operation, the availability of the platform to be used or deployed (including fuel requirements),
and the environment in which the platform will be deployed:
a. Static Feeding Platforms. These are permanent kitchens. Within Canada these could
be CAF kitchens, other government kitchens (at various levels) or contracted facilities
(with or without seating). On international operations static kitchens can be provided
by a HN or a contracted facility (with or without seating). On operations, if the CAF
is providing a kitchen to be managed by CAF cooks (Canadian led), it should be
certified before being used – See Chapter 10 – Unit Certification Program of this
manual. Pros and cons of using a static kitchen should be considered. A static kitchen
may enable a wider menu selection, it is usually easier to clean and it provides more
protection from the outside environment. Static facilities usually lend themselves
better to maintaining food safety and food defence standards. There are however some
negative aspects of a static kitchen in that they are not mobile; thus limiting operational
flexibility and they are permanent infrastructure which is very costly to build and
maintain. If an operation is stable, and relatively safe, static kitchens are a good option.
Note: Flight feeding operation can be static and if flight feeding is required for an
operation Flight Feeding, you must refer to Chap 16 of this manual should be reviewed;
b. Mobile and Semi-mobile Feeding Platforms. The Mobile Kitchen Trailer (MKT)
requires a prime mover to be towed to a location, but once in location an MKT can be
set-up within 30 minutes to two hours depending on the level of readiness needed.
MKTs require propane as its fuel source and can feed 150 persons three meals per day
with proper staffing. If an operation requires constant movement and fresh feeding, the
MKT is a good option. The Specially Equipped Vehicle (SEV) Kitchen is a semi-
mobile platform that needs a flatbed vehicle to be transported. It takes 3-5 hours for
set-up and requires JP8 fuel (NATO designation is F-34). It can feed 250 persons three
meals a day with proper manning. It is self-contained providing protection from the
5/11
Revised 2020-02-07
elements and is good for semi-static field locations such as a Forward Operation Base
(FOB) or a Brigade Support Area. More information on MKTs and Kitchen SEVs can
be found in Chapter 15 – Land Operations (Field Feeding) of this manual. In addition
to Canadian MKT and the Kitchen SEV, there may be other civilian pattern platforms
that may be used such as semi-permanent civilian pattern trailers. For a civilian
platform in this category, a Canadian military Senior NCO (Sgt/WO) cook should first
ensure that the civilian pattern platform is safe and meets the needed cooking/feeding
requirements. For the safety aspect the Senior Cook must engage his/her Unit Safety
Officer and Senior Mechanical Technician. Advice should also be sought from the
CJOC Foods Section before deploying any civilian pattern platform on operations;
c. Relocatable Temporary Camp (RTC) Kitchens Complex. CJOC has five 500 Person
RTC Kitchens and one 1000 Person RTC Kitchen. Since these are CJOC assets, the
CJOC J4 Foods staff must be consulted before RTC deployment is considered.
J4 Foods in turn will consult with the CJOC JEngr staff, Strat J4 Food Svcs 4 and the
LCMM. The RTC 500 camps take three weeks to a month to set-up and the 1000 takes
four to six weeks for set-up. Both types of RTCs Kitchen Complexes need work crews
to set-up with engineering support. In addition, pre-site preparation is required for both
types of camps. These camps are advantageous in situations where locations are
relatively secure such as fortified FOBs, Provincial Reconstruction Teams or home
Bases on operations. If the RTC is deployed it should be used for a substantial time to
justify its deployment (it is suggested that the RTC’s minimum deployment should be
two years);
d. Maritime Platforms. Maritime platforms, Her Majesty Canadian Ships (HMCS), are
used for maritime operations; however, they may also be used to support land
operations in relation to Food Svcs. If civilian ship(s) are considered to support land
based operations, CJOC J4 Foods Staff and the Food Svcs Staff/Director of Naval
Logistics must be consulted; and
e. Contracted and Other Platforms. Contracted or other feeding platforms not mentioned
above may be considered to feed CAF personnel. If other platforms are considered,
the CJOC J4 Foods must be consulted for approval. J4 Foods will need to know there
was a safety inspection conducted and a 6A Qualified Cook (minimum) has to approve
the platform and ensure it will meet the needs of the operation.
12.5.4 Approved Sources of Food
9. Fresh Food. In NATO STANAG 2556 (AMed 4.6 on Food Safety, Defence, and
Production Standards in Deployed Operations) approved sources are described as food sources
that have been deemed safe to procure by the preventive medicine or veterinary authorities. Food
being used for operations must be deemed safe for consumption. In addition to the food safety
and food defence measures that are put in place at feeding locations stated in Chapter 7 – Food
Safety and Food Defence Program in this manual, veterinarians or preventive medicine personnel
must inspect where the food comes from and the food provider’s or distributer’s storage
location(s). Veterinarian or preventive medicine personnel must deem all food safe for
consumption before food it is procured and utilized. In coalition or NATO operations the CAF
can leverage partners for these inspections as many nations will have the same food
6/11
Revised 2020-02-07
providers/distributers. If contracted Food Svcs is utilized, the contractor must provide CAF
operations written documents proving food comes from approved sources.
Note: If bottle water is used in food preparation, it must come from approved sources.
10. Combat Rations. Combat Rations can be used as regular meals, but transitioning to fresh
food should always be the goal. As per Chapter 1 of the Food Services Manual after 14 days on
only combat rations a fresh supplement should be provided. After 30 days fresh feeding should
commence. A combination of combat ration and freshly prepared rations is also an option during
operations. If combat rations are used for operations, they must be a part of the formal feeding
plan. Combat ration policy can be found in Chapter 11 – National Combat Rations Program
(NCRP) of this manual and Chapter 9.4 – Combat Rations, the Supply Administration Manual.
Normally, Canadian combat rations are used for Canadian operations, however, on rare occasions,
combat rations from other NATO nations may be used with CJOC J4 concurrence. In these
situations, SJS Strat J4 Food Svcs must be consulted via CJOC J4 Foods. At the operational level,
the number and expiry date of rations will be tracked for all large operations and Operational
Support Hubs.
12.5.5 Contracting
11. All Food Svcs resources can be contracted (human resources, Food Svcs equipment and
facilities and/or food) depending on the operational situation. Food includes non-food items such
as compostable dinner ware. For more details refer to Chap 13, Contracting. When contracting is
considered for an operation that is CJOC led, the Food Svcs requirements within the SOW is of
great importance. Whether asking for human resources, equipment, food or some combination of
the three, the SOW must be detailed and reflect the requirement. CAF Food Svcs standards, as per
Chapter 2 of this manual (link), must be applied. CJOC J4 Contracts can assist with the contracting
process.
12. Other Possible Contracting Options. Other operational contracting options, other than
completing the full contracting process, are the following:
a. Canadian Contracting Augmentation Program (CANCAP) II. CANCAP was used
extensively in Bosnia and Afghanistan (Kabul and Kandahar). CANCAP II can free
up military personnel for employment where their military skills are most needed.
CANCAP provides support services to deployed Canadian Armed Forces on an as-
required basis for operations, multi-national missions, peacekeeping, and humanitarian
or disaster relief missions outside Canada. CANCAP II is a pre-facilitated task-based
contract with a single contractor to provide a wide range of support services including
the provision of Food Svcs “as requested” through a Task Authorization. If an
operation is considering CANCAP II to provide Food Svcs, CJOC J4 Foods must be
consulted as well as the CJOC J4 Contracts staff; and
b. Global Food Service Contract/NATO Support and Procurement Agency (NSPA).
NSPA brings together, in a single organization, NATO’s logistics and procurement
activities for its stakeholder (member nations). NSPA is further composed of over 30
different partnerships which deal with a wide range of logistics and procurement
activities broken into several categories. CJOC J4 Contracts is Canada’s
representative in one of the partnerships under the specialized category called the
Operational Logistics Support Partnership (OLSP). OLSP focuses on the delivery of a
7/11
Revised 2020-02-07
wide range of contracted support to military operations and exercises. Global Food
Services (GFS) contracts by OLSP can deliver food supply, catering ops and human
resources. If an operation is considering the GFS to provide food services, CJOC J4
Foods must be consulted as well as the CJOC J4 Contracts staff.
12.6 Food Enhancements on Operations
Note: Food Enhancement used to be called Food Supplements in the past.
13. When regular feeding is not sufficient to meet specific support requirements, food
Enhancements may be authorized. A detailed explanation of various types of CAF Enhancements
can be found at Chapter 2 – Food Services Standards of the Food Services Manual (see link). Any
suggested enhancements for operations must first be investigated and approved by CJOC J4 Foods
and SJS Strat J4 Food Svcs. SJS Strat J4 Food Svcs is a part of the approval process as CJOC does
not have any dietitians within their organization.
14. Procedure for determining Food Enhancements. For all food supplementation, a specific
procedure must be follow before being approved. Also, any supplementation for operations must
have a minimum CAF Sgt qualified Cook on the TO&E of the operation to ensure that food safety
is upheld and the Enhancements are accounted for in Unitrak. On rare occasions, there may be
situations where enhancements can be administered by non-food personnel, but in these cases
CJOC J4 Foods must approve. The procedure/approval process for any CAF food Enhancements
is as follows:
a. Step 1 – CJOC J4 Foods Cycle Menu Assessment. CJOC will compare the CAF or
NATO standard menu to that of the theatre’s cycle menu. This assessment should be
completed on the ground as a part of a Staff Assistance Visit to ensure the assessment
reflects what is provided in location;
b. Step 2 - Determination of Type of Enhancements. The CJOC J4 Foods Section will
then consult with the TF. An initial assessment will be completed to determine what
type of food supplement may be required. CJOC J4 Foods may also consult with other
L1s as required to provide added comment before sending approval requests to SJS
Strat J4 Food Svcs;
c. Step 3 – Approval of SJS Strat J4 Food Svcs. CJOC J4 Foods will send the menu
assessment and supplement suggestions to SJS Strat J4 Food Svcs for review,
recommendations and approval.
d. Step 4 – Administering of Food Enhancements. If food enhancements are approved by
SJS Strat J4 Food Svcs, CJOC J4 Foods will implement the supplement(s). The TF
Food Svcs representative (Sgt Cook or higher) or non-food personnel (only approved
by CJOC J4 Foods), will purchase (within TF authority), store (as per Chapter 7 – Food
Safety and Food Defence Program in this manual and will issue the necessary food
based on entitlements to TF personnel. All food issued must be accounted for in
Unitrak by a CAF Cook or the CJOC J4 Foods Section; and
e. Step 5 – Future Follow-up. The CJOC J4 Foods Section will follow-up on any
approved food enhancements for each operation on a yearly basis, preferably during
periodic SAVs.
12.7 Food Svcs Reconnaissance (recces)
8/11
Revised 2020-02-07
15. Food Svcs recces are usually conducted when a new operation is planned. Recces are
usually conducted after the OPP process and help shape an operation. Since safe food is critical
for CAF personnel to complete their mission and maintain TF morale, it is imperative that CAF
Food Svcs be a part of all major operational recces to avoid issues before theatre rotations
commence. A good Food Svcs recce will provide substantiation for appropriate Food Svcs
resources to be put in place. Food Svcs recces may generate further Food Svcs COA development.
The CJOC Food Svcs recce checklist can be found at Annex B.
12.8 Food Svcs Verification
12.8.1 General
16. Food Svcs verifications are typically completed by leadership at various levels or by
specially trained individuals/teams and involve activities which serve to ensure the Food Svcs
system is working correctly and/or to identify where correction actions may be required. At the
CJOC J4 level, Food Svcs verification are mostly completed as Staff Assistance Visits (SAVs) or
Staff Inspection Visits (SIVs). Checklist are used and main points to improve are emphasized in a
covering letter. SAVs are more common than SIVs. SIVs tend to determine a pass or fail situation.
A Food Svcs SIV, for example, may be required to certify a CAF kitchen on operation. Since
SAVs are the most common verifications used, it will be the only verification discussed within
this chapter. If a Food Svcs SIV is required, the SAV checklist can be used and/or a more targeted
checklist can be generated.
12.8.2 Food Svcs Staff Assistant Visits
17. Introduction. There are many reasons for conducting Food Svcs SAVs for CAF operations.
Without a completed SAV, it is impossible to ensure the Food Svcs System in place is working
effectively and efficiently. This in turn could result in injuries to CAF members and a decrease in
morale. System failure may result in increased costs to the CAF and may negatively affect
Canada’s reputation. There is a compliance part of SAV verification activities in that they ensure
CAF policies and procedures are being followed correctly. SAVs provide background for CJOC
staff to understand TF challenges. Understanding the challenges a TF faces, saves time and effort
when solving problems and may provide insight on TF limitations. Lastly, providing formal
documentation (a SAV Report) is used to assist in future decisions. When conducting SAVs, CJOC
personnel should work collaboratively with the TF to come up with solutions for major problems.
The Food Svcs SAV Checklist can be found at Annex C.
18. Food Svcs SAV Components. There are four main areas of the Food Svcs SAVs. These
are: Food Safety and Food Defence, Minimal Nutrition Requirements, Task Force Acceptability
and Food and Food Svcs Sustainment. These sections can be found in the Food Svcs SAV
Checklist included in Annex C and are further explained below:
a. Food Safety and Food Defence. Food safety are measures that prevent unintentional
contamination of food and water, whereas food defence are measures that prevent the
intentional contamination of food and water. Food safety and food defence is
extremely important. If a major foodborne incident occurs on an operation it may cause
injury to CAF personnel in the short and/or long term, it will negatively affect morale,
and can be very costly financially. This can directly impact mission success. Food
safety and food defence can be measured by onsite inspections or audits, direct
questions to management, direct observation of practices, and/or utilizing food safety
9/11
Revised 2020-02-07
measurement devices like thermometers and/or Adenosine Triphosphate

Bioluminescence (measures overall cleanliness). Food safety and food defence
standards are measured using the CAF Food Safety and Food Defence Program which
is found Chapter 7 of Food Services Manual (see link) and NATO STANAG 2556
relating to Food Safety and Food Defence;
b. Minimal Nutrition Requirement. When minimal nutritional requirements are not met,
personnel may not get sufficient energy and nutrition to complete tasks which can
affect operations. Adequate nutrition assists in recuperation and resiliency and can help
prevent future chronic illness that may result from inadequate nutrition. Compliance
to minimal nutritional requirements are measured against two possible standards.
When conducting a SAV of NATO operations or when NATO partners make up a
good portion of the operation, the NATO feeding standard should be used (NATO
STANAG 2556 Ed. 1– Food Safety Defence and Production in Support of NATO
Operations). The SAV checklist for this standard can be found as per Appendix 1 of
Annex C. When an operation is solely a CAF operation or when the CAF makes up
the majority of personnel of an operation Chapter 2 of the Food Services Manual (see
link) should be reviewed. The SAV checklist for this standard (CAF Minimum
Operational Performance Standard Checklist) can be found In Chapter 2 of the Food
Services Manual (link). If it is determined that the Food Svcs operation only provides
a low percentage of the given standard, food enhancements should be considered (see
paragraph 14 above);
c. Task Force Acceptability. The TF will be surveyed on the acceptability of the Food
Svcs being provided. A Food Svcs operation may have obtained adequate food safety
and nutrition levels, but the TF may have concerns with the food provided (due to
cultural preferences, preparation differences, service provided, meal times etc.). TF
acceptability of the Food Svcs is important as it has a positive effect on morale. The
longer the duration of a deployment, the larger the impact food will have on morale.
TF acceptability can be measured by asking the TF leadership and/or TF personnel
directly for their input about the Food Svcs provided and/or using customer service
surveys; and
d. Food and Food Svcs Sustainment. A TF must be able to sustain Food Svcs operations
with combat rations and/or fresh feeding. Adequate resources (food, equipment,
facilities, human resources etc.) are required for Food Svcs operations and must be
maintained. Without adequate sustainment of Food Svcs, impacts to a TF may be felt
in the areas of food safety, nutrition, acceptability and financial cost. Food Svcs
sustainment from afar and on ground will be assessed in the following areas: food,
facilities, equipment, human resources, and finances if and when required.
Note: If Food Svcs operations are provided by a contractor and/or solely through Host Nation
Support without CAF Food Svcs support, only the following sections should be completed :
Food Safety and Food Defence; Minimal Nutrition Requirements; and Task Force Acceptability.
The only items that need to be measured for Food and Food Svcs Sustainment is combat rations
stocks and enhancements requirements (if needed).
10/11
Revised 2020-02-07
12.9 CAF Personnel on Operations with No Food Svcs Support

20. Provision of meals by personnel not trained in Food Svcs represents a significant food
safety risk in terms of both Force Health Protection (individual’s health) and Force Protection
(combatants’ effectiveness) towards the mission’s objectives. When CAF personnel in very small
operations have to procure and prepare their own food (like in some UN missions under 10
personnel), Annex D provides a quick aide memoire to limit the risk of foodborne disease, This
self-feeding method should only occur as an exception when the CAF cannot provide food services
using CAF Food Svcs, Host Nation Support or/and contracted Food Svcs support.
11/11
Revised 2020-02-07
Annex A - Example of Feeding Instruction

The following is an example of a feeding instruction that can be used by Food Svcs
personnel to relay important feeding information.
FEEDING INSTRUCTION
EX MAPLE GUARDIAN 1801 17 APR - 23 MAY 18
Ref: A. Feeding Plan EX MAPLE GUARDIAN 19 Apr – 23 May 18
B. FSR Generation Worksheet
C. 3350-JTF-Afg R6 (G35) Operation Order – EX MAPLE GUARDIAN 1801 (TBI)
D. Food Services Manual - A-85-269-001/FP-001
AIM
1. The aim of this feeding instruction is to provide the general feeding concept and
information to support and sustain the Primary Training Audience (PTA) as well as Exercise
Support Personnel (ESP) throughout EX MAPLE GUARDIAN (Ex MG).
GENERAL
2. All Ex MG participants will be provided food services (Services) from four locations:
Kandahar Airfield (KAF) Main, Camp Nathan Smith (CNS) and two Forward Operating Bases
(FOBs). Additional FOB locations may be added as the exercise proceeds. The feeding plan for
each location is provided as per Annex A. Any suggested changes to the feeding plan must be sent
to the NSE Food Svcs Pl Comd through NSE Log Ops.
FOOD SVCS LOCATIONS
3. Listed are the four Food Svcs locations with general information:
a. KAF Main – Feeding at this site will be provided by 2 CMBG Support Cooks for an
estimated maximum of 2800 diners for three meals/day. In addition this facility will
provide dispersed meals (hayboxes and boxed lunches). As per Annex A, dates for
feeding will be 19 Apr to 22 May 18 inclusive. This is a 24/7 operation as required;
b. CNS - Feeding at this site will be provided by NSE Cooks for an estimated maximum
of 400 diners for three meals/day. In addition, this site will provide dispersed meals
(hayboxes and boxed lunches). Feeding will be accomplished by using four (4) Mobile
Kitchen Trailers (MKTs). As per Annex A, dates for feeding will be 25 Apr 18 to 17
May 18 inclusive. This is a 24/7 operation if required; and
c. Two FOBs – It is currently known that there will be two operational FOBs for EX MG.
Feeding at these sites will be provided by NSE Cooks for an estimated maximum of
350 diners for three meals/day at each site. Food Svcs will be accomplished by using
two MKTs at each FOB. Limited dispersed meals will be provided. As per Annex A,
dates for feeding will be 29 Apr 08 to 17 May 18. These are 24/7 operations if required.
A-1
DISPERSED MEALS
4. Food Svcs Requisitions (FSRs) for dispersed meals must be sent to the Food Svcs Pl Comd
or 2I/C via NSE Log Ops 48 hrs before pick-up from KAF Main. KO CNS will handle all FSRs
for all CNS requests. Unit hayboxes must be provided to the Food Svcs Pl prior to filling the FSR.
Unit CQs will be responsible for preheating and cleaning of unit hayboxes.
COMBAT RATIONS
5. Individual Meal Packs (IMP), Light Meal Combat (LMC) and Vegetarian/Religious
Rations are requested via the supply chain and issued from unit RQ/CQ holdings. Fresh ration and
combat ration requirements must be addressed within the feeding plan to meet training and/or
operational needs.
FINANCIAL
6. Food Services Costs. The Basic Food Cost (BFC) is the food cost to feed one soldier, three
meals/day (CJOC J4 Foods will consult with SJS Strat J4 Food Svcs for BFC).
7. Food Services Accounting. All costs for food services will be tracked and submitted by the
Food Svcs Pl Comd to the Chain of Comd by 8 Jun 08. In addition all Food Svcs costs will be
inputted into Unitrak by 15 Jun 18.
CONTACTS
8. The following is the main Food Svcs contacts for EX MG:
a. TFA Food Svcs O/NSE Food Svcs Pl Comd;
b. TFA Chief Cook/NSE Food Svcs Pl 2I/C;
c. KO CNS;
d. KO KAF;
e. KO FOB 1; and
f. KO FOB 2.
Annex
Annex A – Feeding Plan EX MAPLE GUARDIAN 19 Apr – 23 May 18
A-2
Annex A
FEEDING PLAN EX MAPLE GUARDIAN 0801 19 APR - 23 MAY (Note 1)
17 18 19 20 21 22 23 24 25 26 27 28
Apr Apr Apr Apr Apr Apr Apr Apr Apr Apr Apr Apr
Fresh Ration 250 382 751 1550 1239 1742 1190 1290 1290 1290
CBT Ration 344 275 375 0 750 750 1200 1500 1500 1500
(Note 2)
Feeding Facility
KAF(main 594 657 1126 1550 1989 2492 2390 2390 2390 2390
feeding)
CNS 400 400 400 400
FOB 1
FOB 2
Daily Total # of 594 657 1126 1550 1989 2492 2790 2790 2790 2790
meals
29 30 01 02 03 04 05 06 07 08 09 10
Apr Apr May May May May May May May May May May
Fresh Ration 2790 2790 2790 490 490 490 490 1510 1510 2590 2000 2000
CBT Ration 0 0 0 2300 2300 2300 2300 180 180 200 790 790
Feeding Facility
KAF 1690 1690 1690 1690 1690 1690 1690 1690 1690 1690 1690 1690
CNS 400 400 400 400 400 400 400 400 400 400 400 400
FOB 1 350 350 350 350 350 350 350 350 350 350 350 350
FOB 2 350 350 350 350 350 350 350 350 350 350 350 350
Daily Total of 2790 2790 2790 2790 2790 2790 2790 2790 2790 2790 2790 2790
meals
11 12 13 14 15 16 17 18 19 20 21 22
May May May May May May May May May May May May
Fresh Ration 2000 2000 2000 2000 2000 2790 2790
CBT Ration 790 790 790 790 790 0 0
Feeding Facility
KAF 1690 1690 1690 1690 1690 1690 1690 TBC TBC TBC TBC TBC
CNS 400 400 400 400 400 400 400
FOB 1 350 350 350 350 350 350 350
FOB 2 350 350 350 350 350 350 350
Daily Total # of 2790 2790 2790 2790 2790 2790 2790
meals
Note 1: The above Feeding Plan was calculated from the Annex – Deployment Timeline. All
feeding numbers are based on daily meal totals (3 x meals daily).
Note 2: Daily combat rations issued for meal period. This must be accounted for in the feeding
plan for operational efficiency.
Note 3: The above feeding plan numbers include possible dispersed meals requests.
A-3
Annex B - Food Svcs Checklist for Domestic/Operational Recce

Refs: A. A-85-269-001/FP-001 - Food Services Manual
Ser Topic Considerations Observations
What is the CONOPS for the Operation for Food Svcs? Food Svcs needs to understand the mission and CONOPS for the event to
1.0 ensure Operational Planning Processes (OPP) and Mission Analysis (MA) can be applied effectively and efficiently. The CONOPS
should focus on Commander’s intent of Food Svcs support and identify the manner in which Food Svcs are being provided.
Available Feeding Is there available feeding options for

1.1
CAF personnel in the AO?
Allied lead/supported What is the size of the food service
1.2
facility?
How many people do they feed on a
1.3 daily basis?
Can it handle extra XXX personnel?
1.4 (Fill in the number of CAF feeding
commitment).
Augmentation of Canadian cooks
1.5 expected with the increased diners?
What are the hours of the Food Svcs
1.6 facility? Accessible 24hr a day?
1.7 What is the cost of the rations?

Does the facility follow a food
1.8 safety program comparable to the
CAF’s program?
Feeding Plan? What is the actual or anticipated feeding plan? Fresh feeding is always the preferred option if logistically possible.
2.1
Fresh Feeding Is there full fresh feeding? Where is
2.1 fresh food coming from? Who sets
up contracts for the Food Svcs SO?
B-1

What is the feeding standard in
2.2
place? Review cycle menu.
Will they be able to provide the
CAF minimum operational
2.3
standard?
(have it written in the SOR)
Are they able to comply with
religious and spiritual
2.5 accommodations? See link to
DAOD on religious and spiritual
accommodation guidance.
Contracted/SO Is the facility operated by the Host
Nation (HN) or do they hire a
2.6.
contractor with oversight by HN
military personnel?
If this is an existing mission, is
documentation available regarding
2.7
poor performance to date by the
contractor?
Are there PMed reports being
2.8 conducted?
Is there any HN special
requirements for food handlers, such
2.9 as health cards or permits; and have
food handlers been medically
certified free of contagious disease?
Are there any religious, dietary or
customary restrictions on the types
2.10
of food for HN personnel to handle
or prepare?
B-2

Dispersed meals Do they offer box lunches or hay
2.11
box meals
Combat rations Is proper storage available for
3.1 Canadian/Allied combat rations (i.e. temperature
controlled refers).
If Canada has to provide their own
3.2 storage will the footprint of the
camp allow it?
Flight Feeding If air operations are occurring, flight
4.1
feeding will need to be considered.
Do they have their own flight
4.2
feeding program?
Will they be able to provide flight
4.3
feeding?
Passenger in-flight feeding Will they be able to provide
4.4
passenger-in-flight feeding?
LPO What is the fresh food availability
5.1 for LPO items for enhancements
(like BMAs)?
If bottle or bulk water will be used,
5.2
does it come from approve sources.
B-3
Annex C - Food Svcs – Staff Assistance Visit (SAV) Checklist

Refs:
A. A-85-269-001/FP-001, Food Services Manual
B. NATO STANAG 2556, AMedP-4.6, Food Safety, Defence, and Production Standards in Deployed Operations
C. A-LM-007-100/AG-001, Supply Administration Manual
Acronyms: PRP - Prerequisite Programs HBP – HACCP Based Programs
Type of Food Services Provider: CAF Military Host Nation Support (HNS) Contracted Hybrid
Explain the feeding plan:
Operation: SAV Date: Completed by: Reviewed by:
CJOC HQ
SERIAL QUESTION L2/TF HQ RESPONSE L2/TF HQ/CJOC ACTION
OBSERVATION/RECOMMENDATION
1. Food Safety and Food Defence
PRP 1 - Internal and External Premises Comments:
Perform an external walk around the facility
to identify any external hazards that may Recommendations:
potentially contaminate the interior of the
food service operation. (Exterior walls for
pest access areas and/or sources of
contamination).
1.1
Conduct an inside walk through.
Note:
-Work flow/personnel traffic flow patterns for
cross-contamination of food
-Walls, floor, ceilings are intact and clean to
prevent cross-contamination
- Lighting is adequate/light sources are
shatterproof or shielded
C-1
CJOC HQ
-Ventilation system is working and filters are
changed when required.
- Check that garbage and waste disposal
(internal and contracted) occur at the
necessary frequency
- Verify that washrooms, lunchrooms and
change rooms are clean/stocked
- Ensure that water, ice and steam do not
present potential sources of contamination;
water supply and pressure is adequate (hot
and cold)
-Verify if there have been any reported
plumbing. If yes, what actions were taken to
prevent reoccurrence?
PRP 2 -Purchasing/ Receiving, Storage, Comments:
Packaging and Transport
-Check the exterior outside receiving area for Recommendations:
cleanliness and for the presence of any
potential hazards
-Check that receiving records are complete
(dates, times, temps).
-If time permits, observe food being received
1.2
and comment on procedures.
-Check all refrigerated, frozen and dry
storage areas that fridge charts are complete
and there are no cross-contamination issues
occurring.
-Check that prep areas are clean or are
cleaned when required and no cross-
contamination issues are occurring.
C-2
CJOC HQ
PRP 3 - Equipment and Utensils Comments:
-Check major and minor equipment for wear
1.3 and cleanliness. Recommendations:
-Check calibration records.
-Check utensils for wear/cleanliness.
PRP 4 – Personnel Comments:
-Verify that Personal Hygiene Records have
been filled out correctly. Compare the Recommendations:
number filled out to the number of staff
employed in the kitchen / Food Svcs
1.4 operation.
-During break or meal time, observe if staff”
washing their hands.
-Are good quality laundry facilities available
to launder Food Svcs items generated by
Food Svcs Personnel?
PRP 5 – Sanitation and Housekeeping Comments:
-Ensure that an adequate cleaning schedule is
1.5 in place. Recommendations:
-Ensure that facility is clean and sanitized as
applicable.
PRP 6 – Pest Control Comments:
-Is there an adequate pest contactor in place?
-Check pest control records to see if there Recommendations:
1.6
have been any pest issues.
- If no contractor is used, review pest control
written procedures.
PRP 7 – Response to Foodborne Issues Comments:
-Ask the kitchen manager if there have been
1.7
any diner reports of foodborne illness Recommendations:
suspected as a result of consuming food from
C-3
CJOC HQ
the Food Svcs operation. Can also speak with
PMed. Med A or MO.
- If yes, what action was taken by the Food
Svcs staff?
- Was it appropriate in the circumstance?
PRP 8 – Food Defence Comments:
-Does food supply come from approved
sources? Recommendations:
-Do Food Svcs workers have minimum
‘enhanced reliability’?
1.8
-Is there some type of access control to the
kitchen complex and storage areas?
-Are visitors escorted?

HACCP Based Programs Comments:
-Is meat being thawed using one of the four
acceptable methods (HBP 1 Thawing)? Recommendations:
-Is there cross-contamination occurring in any
area(s) (HBP 1-8)?
-Are temperature charts used in all
temperature controlled storage areas?
1.9
Are temperatures being taken/recorded for:
HBP 2. Cold Holding
HBP 3. Cooking
HBP 4. Hot Holding
HBP 5. Cooling
HBP 6. Service (Cold or Hot)
HBP 7. Reheating.
C-4
CJOC HQ
Food Safety Verification Comments:
Does the operation have a written food safety
program? Recommendations:
1.10 Are food safety inspections and audits being
conducted at the right level?
Are food suppliers inspected/audited to
ensure approved sources of food?
Food Safety Training Comments:
1.11 Do they have a food safety training program? Recommendations:
What food safety training is provided?
2. Minimal Nutrition Requirements
Menu Analysis Comments:
On NATO operations and exercises, the
NATO standard will be used. On all other Recommendations:
operations, the CAF Minimum Operational
Performance Feeding Standard will be used.
Prior to the SAV/SIV, J4 Foods will try to

obtain the cycle menu and conduct prior
menu analysis.
2.1
During the SAV/SIV, assessor will either
verify the menu on the ground which was
sent previously or start the menu assessment
from the beginning.
J4 Food Team will use Appendix 1 or 2

checklist depending on if it is an operation or
exercise.
3. Task Force Acceptability
C-5
CJOC HQ
Task Force Acceptability of Food and Comments:
Food Services
-The TF will be asked if they like the Food Recommendations:
Svcs provided. A Food Svcs operation may
have obtained adequate food safety and
nutrition levels, but the TF may not like the
3.1 food due to cultural, preparation differences
or other reasons.
-Ask the TF leadership and TF personnel for
their input about the Food Svcs provided
from afar and on the ground. Customer
service surveys can also can be used to get
direct feedback from customers.
4. Food and Food Svcs Sustainment
Combat Rations Comments:
-State curent Combat Ration Allocation
Inspect rations for wear and tear, storage area Recommendations:
and temperature. Verify that First in First
Out (FIFO) process is being used
-What is the process of issuing IMPs?
4.1 How are they tracked?
-Do other nations consume Combat Rations
other than Canada?
-Is there an MOU, SLA or agreement in place
if Canadian Rations are being used by other
nations?
-Verify what the consumption plan is.
Administration – Reports and Returns: Comments:
-Meals Forecasted/Meals Requested
4.2
Describe Access control process. Recommendations:
C-6
CJOC HQ
-Ensure that there is a publicized procedure
for placing personnel on ration strength, and
that the spirit of CFAO 36-14 is adhered to.
-Review how meals are tracked
and forecasted.
Administration – Cost of Food – Basic Comments:
Food Cost (BFC)
-Is the operation using Unitrak? If not, why Recommendations:
4.3 not?
Has there been a Food Basket and BFC
calculated for the Op?
-Are they tracking BFC in Unitrak?
Administration - Operational/Emergency Comments:
Feeding Plan
-Verify that the Emergency Response Plan is Recommendations:
up to date, realistic, and adequate to support
the Camp’s operational role, and includes the
4.4
following details, at a minimum: feeding
capacity of the organization, location of
service, reallocation of personnel, method for
transmitting information to staff and
customers.
Personnel - Comments:
Organization Chart/Manning
Ensure that the section/kitchen organization Recommendations:
chart is up to date and posted so that the
4.5
employees are aware of the chain of
command. Does the Ops have the
necessary/proper manning to fulfill its
feeding commitments?
C-7
CJOC HQ
Personnel - Trained Personnel Comments:
Does the Op have the proper qualifications
for their staff? Specifically (Military and/or Recommendations:
Civilian):
-Food Service Manager
-Kitchen /Production
Supervisors/Production Cooks
4.6
-Line Cooks
-Kitchen Helpers/General Duty
-Supply Personnel (if required)
-Are the CAF Cooks being employed
correctly at all ranks? Or are they being used
in other capacities thereby potentially taking
them away from their primary tasks
Food Svcs Food Infrastructure – General Comments:
Condition
Ensure that the facilities are in sound Recommendations:
4.7 structural condition and maintained at a level
conducive to achieving efficient Food Svcs
operations, high standards of sanitation in an
accident-free work environment.
Food Svcs Food Infrastructure – Meeting Comments:
Food Service Requirements
-Verify that Food Svcs facilities are adequate Recommendations:
in size and number to meet current and future
support requirements.
4.8
-Is the seating sufficient? Ensure that the
tables and chairs are suitable for dining room
use and are well maintained.
-Verify that all necessary renovation projects
have been identified and pursued when the
C-8
CJOC HQ
expected norms of efficiency, safety or
sanitation are jeopardized.
Food Svcs Food Infrastructure - Utilities Comments:
-Verify that the electricity, gas, steam, and
water supply are adequate to meet the needs Recommendations:
of the facility.
4.9
-Verify availability of back-up sources of
power in the event of emergencies or power
outages.
Food Svcs Food Infrastructure - Layout Comments:

Ensure that the layout is conducive to
efficient and safe work activities in terms of Recommendations:
productivity, manpower requirements,
accident prevention, and sanitation.
4.10
- Ensure that the layout is conducive to
efficient flows for employees and food
products.
- Is there an efficient diner flow from entering
to serving to returning dirty dishes?
Food Svcs Food Infrastructure – Storage Comments:
-Ensure there is sufficient storage space for
food: Freezers/Fridges/Dry Storage areas. Recommendations:
-Is there enough shelving for storing food
products?
4.11
-Ensure that proper storage facilities are
available for dinnerware, glassware, flatware
and other equipment.
- Is there a ventilated storage room for
hazardous materials?
C-9
CJOC HQ
Food Svcs Food Infrastructure – Receiving Comments:
-Are the shipping and receiving area(s)
4.12
adequate for the food being received? Recommendations:
Food Svcs Equipment - Availability and Comments:

Maintenance of Major Equipment
-Ensure that all required major types of Recommendations:
equipment of the applicable size are available
in adequate quantity for food production
purposes.
-Is the equipment properly maintained and is
there a Preventive Maintenance program and
4.13
log in place?
- Is there a supply of high risk critical failure
parts for major equipment such as fuses, door
seals or other items as per Original
Equipment Manufacturer (OEM) operating
manual?
-Are operating manuals available for each
major piece of equipment?
Maintenance of Minor Equipment
-Ensure that all required minor types of Recommendations:
4.14
equipment of the applicable size are available
in adequate quantity for food production and
serving purposes.
Maintenance of Serving Equipment and
4.15 smallwares Recommendations:
-Ensure that all required serving equipment
and small wares of the applicable size are
C-10
CJOC HQ
available in adequate quantity for food
serving purposes.
Food Procurement and Receiving – Comments:
Procurement
4.16 -How is food being procured? Recommendations:
-If Unitrak is not being used, how is food
procurement tracked?
Food Procurement and Receiving – Comments:
Receiving
4.17 Ensure that the procedure for Recommendations:
rejecting/replacing unsatisfactory food
commodities is applied.
Food Procurement and Receiving – Stock Comments:
Control
-Verify that stock checks are being carried Recommendations:
4.18 out to avoid either shortages or excessive
stock levels.
-Verify that monthly stocktaking of all food
commodities is conducted.
Food Production - Recipe Files and Books Comments:
-Verify that sufficient recipe files and books
are available. Recommendations:
-Check that standardized recipes are used
from the following: To be selected from Strat
J4 Food Svcs recipe database IAW locally
4.19 available products. One Healthier Choice
IAW the NSCM recipe” and “To be selected
from Strat J4 Food Svcs recipe database IAW
locally available products. - One Vegetarian
choice IAW the NSCM recipes. In the event
of an unforeseen substitution, a good source
of protein such as dairy or egg products or
C-11
CJOC HQ
other protein sources must be provided IAW
Chapter 6”
Food Production – Production Control Comments:
Chart
-Ensure that production forecast and control Recommendations:
charts are properly completed for all food
preparation activities.
-Compare the production control chart for the
4.20
meal being prepared against the same one of
the previous menu cycle to ensure that
historical data is used for production
guidance, in terms of number of servings,
modification of recipe, serving instructions,
etc.
Dispersed Feeding – Hayboxes and/or Box Comments:
Lunch Meals
-If conducting dispersed operations, fully Recommendations:
4.21
describe.
-Is the dispersed menu pattern being
followed?
Food Svcs Allowances/Enhancements Comments:
If Food Svcs allowances are being used
4.22
(Between Meal Allowance, enhancements, Recommendations:
etc.) fully describe.
General Safety Program Comments:
Review the Food Svcs general safety
program. Recommendations:
Ensure that it complies with DND/NATO
4.23
policy and includes as a minimum, a safety
indoctrination program, continuing safety
training, accident investigating and reporting
procedures, and safety inspections.
C-12
CJOC HQ
Describe other feeding platforms being used Comments:
and problems:
Type; Recommendations:
Number;
CFR if applicable;
4.24
Condition; and
Fuel needed.
Are personnel that are operating the
platform adequately trained to operate the
platforms?
C-13
Appendix 1 -NATO Acceptable Standards for Regular Meal Components and Food
Choices
Food Type Breakfast Met Not Met

Fruit Fresh Fruit (to include one citrus) 2 ____ ____
Juice (including vegetable juice) 2 ____ ____
Breakfast entrees Hot Cereal 1 ____ ____
Cold cereals (including one whole grain or bran base) 3 ____ ____
Pancakes, waffles, French toasts 1 ____ ____
Meat and substitute Eggs, any style x ____ ____
Hot meat (bacon, sausage, ham) 2 ____ ____
Cold meat (ham, meat spread, cold cuts) 2 ____ ____
Cheese 2 ____ ____
Yogurt including low fat varieties 4 ____ ____
Starch Potato, baked beans 1 ____ ____
Baked products (muffins, croissants) 2 ____ ____
Bread product 4 ____ ____
Vegetables Breakfast vegetables (e.g. stewed tomato) 1 ____ ____
Others Spread 1 ____ ____
Preserves 4 ____ ____
Dessert Not Applicable
Beverages Hot beverages including tea, (regular and herbal), 3 ____ ____
Coffee, (fresh, decaf and instant, hot chocolate)
Fresh chilled milk (including2%, 1% fat and skimmed, 3 ____ ____
Soy if requested)
Condiments Butter, margarine, honey, syrup, ketchup, mustard, all ____ ____
Mayonnaise, hot sauce, meat sauce
Food Type Main Meal or Fourth Meal

Meat and substitute Freshly prepared meat dish 2 ____ ____
Freshly prepared/hot non-meat dish (pasta/egg/beans etc.)1 ____ ____
Starch Potato, pasta or rice (one not fried) 2 ____ ____
Vegetables Cooked vegetable 2 ____ ____
Salad Bar ** x ____ ____
Others Soup 1 ____ ____
Dessert Fruit or milk prepared desserts 2 ____ ____
Baked desserts 2 ____ ____
Yogurt 4 ____ ____
Fresh chilled milk (including 1% fat and skim) Cold 1 ____ ____
Beverages including fruit/vegetable juices, fruit drinks,
Carbonated and still flavored drinks, 3 ____ ____
Chilled water 1 ____ ____
Food Type Third Meal

Meat and substitute Freshly prepared meat dish 2 ____ ____
Freshly prepared hot non-meat dish (pasta/egg/beans) 1 ____ ____
Sandwich, 4 fillings plus 2 solid meats, 2 cheeses, tomatoes,
Lettuce, pickles and other appropriate condiments 6 ____ ____
Starch Potato, pasta or rice (one not fried) 2 ____ ____
Vegetables Cooked vegetable 2 ____ ____
Salad Bar ** x ____ ____
Others Soup 1 ____ ____
Dessert Fruit or milk prepared desserts 2 ____ ____
Baked desserts 2 ____ ____
Yogurt 4 ____ ____
Fresh chilled milk (including 1% fat and skim) Cold 1 ____ ____
C1-1
Beverages including fruit/vegetable juices, fruit drinks,

Carbonated and still flavored drinks, 3 ____ ____
Chilled water 1 ____ ____
* Number of varieties to be offered; “x” means that these items must be available
** The Salad Bar composition must include as a minimum the following items;
When adequate refrigeration equipment permits:
2 kinds of fresh/processed meat including fish;
1 non meat choice;
2 mixed leaf salad (no vinaigrette);
2 compound/mixed salads (may include vinaigrette);
1 kind rice/pasta salad (may include vinaigrette);
1 kind bean salad (may include vinaigrette);
Salads not to be combined with any meat or fish product; and
A variety of dressings plus reduced fat sauces and vinaigrettes.
C1-2
Annex D - Aide Memoire for CAF Personnel on Operations with No Food Svcs Support
If CAF personnel in small operations (e.g. UN missions), have to procure and prepare their own
food there are guidelines that should be followed to help prevent/limit foodborne illness. The aide
memoire below outlines steps to take when handling fresh food for meals when no trained cooks
or no Food Svcs support is available. It includes procedures for individual and group preparation
of food.
Personal Hygiene and Sanitation
Always wash hands prior to touching or preparing any food and after washroom use, coughing,
sneezing, using tobacco, eating, drinking or any other act where hands may become contaminated.
Wash hands before and after handling raw food like meat.
For group preparation of food, except when washing fruits and vegetables, food handlers must not touch
unwrapped, ready-to eat food with their hands, even if wearing gloves. They must always use suitable
serving utensils (such as spatulas, tongs, or other dispensing equipment).
Disposable gloves must be worn when there is any sore, wound or bandage on the hands.
Never use the same gloves for the preparation of raw food and for the preparation or serving of cooked
food. Discard gloves when damaged or soiled or when moving from one task to another.
Camouflage paint or other skin coatings are poisonous, toxic and unstable under heat. Therefore, they
are not permissible on the hands, arms, or face when preparing or serving food.
For group preparation of food, persons selected for food handling, cooking or serving shall be free from
any communicable disease (i.e. flu or cold), open sores or infected wounds.
Where potable water and soap is not available to wash hands, alcohol based sanitizers of a concentration
of a minimum of 60% shall be used to clean hands as a back-up method only.
Food Receipt and Transportation

Food products must be transported to remote sites in clean, covered vehicles.
When food is being transported, ensure that foods are packaged in a way that prevents contamination.
Use a sturdy, insulated container/cooler with ice packs to transport food items.
Visually inspect food supplies upon receipt to ensure that they are received in an acceptable condition.
Check the packaging of the dry goods to make sure it is labelled and intact. Packages that are crushed
or ripped may have damaged goods inside and/or may have been contaminated by rodents and/or other
pests. Also discard dented or swollen cans.
Inspect frozen food packaging to ensure that it is labelled, there are no signs or indication that the
product has started to thaw (water-stained boxes).
Verify product expiration dates to ensure nothing is received past its expiry.
If products are past expiry date, damaged, or partially thawed, do not accept them.
If procuring your own food do not buy fresh food from street vendors, if possible purchase from a
facility that is clean, refrigerates perishables and if possible is approved (e.g: UN food warehouse)
D-1
Food Storage
Store non-perishable food in a well-ventilated location, free of dampness and free of, pests and bugs. Do
not store food in locker rooms, rest rooms, dressing rooms, garbage rooms, and mechanical rooms,
under sewer lines that are not shielded to intercept potential drips, or under open stairwells.
If dry store room is available, maintain the temperature of the dry storeroom between 10oC (50 oF) and
21oC (70 oF) at all times.
Store all non-perishable and bulk food (i.e. sugar, flour) in tightly covered/sealed and labeled containers
to prevent outside contamination.
Manage stock on first-in-first-out (FIFO) basis by placing older stock in the front of newer stock to
ensure older stock is used first.
Keep cleaning products, poisons and/or harmful products in a separate storage area away from food,
dishes, utensils, and linens to prevent cross-contamination.
For protection against possible chemical poisoning, insecticide dispensers should not be located within
12 feet of exposed food, food preparation, serving areas or food contact surfaces. This includes all food
equipment, utensils, tables, counters, similar articles and space used in the preparation of food and
drink.
Store perishable food between 0oC (32 oF) and 4oC (40oF) for refrigerated items and at -18 oC (0oF) for
frozen items.
Maintain milk and milk products between 0 oC (32 oF) and 4oC (40 oF ) during storage, display, or
service. An exception is ultra-high temperature (UHT) milk, which may be stored between 10oC (50 oF)
and 21oC (70 oF) and then chilled prior to consumption.
Store ready-to-eat food and cooked foods in covered packaging/containers above raw foods (such as
meat) or in separate refrigeration units.
Food Preparation
Use only properly refrigerated perishable foods.
When washing food for consumption use approved potable water.
Do not expose potentially hazardous foods to temperatures between 4oC (40oF) and 60oC (140oF) for
longer than 4 hours (total accumulated time from receiving to service).
Cook fresh poultry, fish, ground meats, beef, veal, lamb, or pork, within 2 days of pick-up time from
safe food stores.
Defrost frozen food in a refrigerator, microwave, or by cooking - never defrost food at room
temperature or by placing food in standing water.
Wash fruits and vegetables prior to use with an approved water source.
Use clean and sanitized counters, cutting boards, and utensils when preparing and serving foods.
Use separate preparation areas for raw and cooked food.
Use separate knives, utensils, and cutting boards to prepare raw meats, fish, and poultry.
Wash hands, cutting boards, and utensils with hot, soapy water after handling raw meat/poultry.
Cook foods safely by heating them to appropriate internal temperatures required to kill microorganisms.
Use a clean food probe thermometer. Internal temperatures are as follows:
 Poultry: a) Poultry pieces and ground poultry: 74°C (165°F); b) Whole poultry: 85°C (185°F)
 Mixed Foods (casseroles, meals with gravy, eggs, mayonnaise, milk): 74°C (165°F) or higher;
 Whole Cuts of Meat (Beef, Lamb, Pork) and Fish: 74°C (165°F) or higher;
 Ground meats and meat mixtures (Beef, Pork, Fish): 74°C (165°F) or higher; and
D-2
 Eggs: 63°C (145°F) or higher.

Potential for bacteria growth is greater in reheated foods than in raw foods. Reheat all previously
cooked foods to an internal temperature of 74°C (165°F) or higher, within 2 hours.
Prepare foods as close to serving time as possible.
Never place cooked food back on the same plate or cutting board that previously held raw food.
Meal Service
Hold cooked foods are to be served hot at 60 oC (140 oF) or higher, for no longer than 2 hours. Use
chafing dishes, slow cookers, warming trays to keep foods hot.
Hold chilled items between 0 oC (32 oF) and 4oC (40oF) for no longer than 2 hours. Food items can be
kept cold by nesting dishes in bowls of ice (do not place food items directly on ice).
Do not leave perishable food at room temperature for more than 2 hours. Foods should only be held for
a maximum of one hour when the temperature is above 32oC (90 F).
Place ice intended for consumption in a cleaned, sanitized, and covered self-draining container.
Cleaned and sanitized scoops, tongs, or other ice-dispensing utensils are to be used – do not use
glassware. Ensure that the ice is made from approved potable water.
Use appropriate serving utensils (tongs, scoops or other utensils) and avoid touching ready-to-eat foods
with hands, even if wearing gloves.
Wipe jars and lids of cans with a clean wet cloth prior to opening. Do not use soapy water.
Avoid touching the food-contact surfaces of glasses, cups, plates or tableware.
Cleaning
Discard uneaten food from plates, bottles and cups immediately.
Discard disposable plates and utensils immediately.
Use clean, dry clothes for wiping food spills and do not use these clothes for any other purpose.
Discard any food that has been left at room temperature for more than two hours, or one hour when the
temperature is above 32oC (90oF).
Wash cutting board, dishes, utensils and work surfaces (countertops) frequently with hot, soapy water.
These items should be washed before and after use and rinsed thoroughly with clear water. Sanitize by
using 1 tablespoon of chlorine bleach 5% concentration per gallon of water.
If there are two sink are available, wash utensils, dishes, and equipment in a warm 45oC (113°F)
detergent solution to remove all food and soil residue. Then rinse in warm, clean water 45oC (113°F) to
remove all traces of detergent. Sanitize by submerging equipment in clean hot water 77oC (171°F) or
higher water for a minimum of two minutes.
If there is only one sink available, wash utensils, dishes, and equipment in a warm 45°C (113°F)
detergent solution to remove all food and soil residue. Then fill up sink water and sanitize by using 1
tablespoon of chlorine bleach 5% concentration per gallon of water.
Wash and sanitize dishcloths and towels frequently.
Foods to try to Avoid

The following foods should be avoided:
 raw produce that may have been rinsed with tap water (salads, raw vegetables, fruit without peel);
D-3
 raw or undercooked (rare) meats and fish including shellfish;

 unpasteurized milk and milk products especially soft cheeses (if there is any doubt regarding
pasteurization these foods should be avoided);
 foods that are served at room temperature or may have been sitting at room temperature for long
periods of time;
 foods in sauces or dressings are higher risk if not consumed immediately;
 local game meat;
 food from street vendors;
 buffet style restaurants as the food may have been sitting at room temperature for long periods of
time and can be easily mishandled; and
 tap water (avoid drinking and using for brushing teeth), cocktails (as these are often made with tap
water/ice), freshly squeezed unpasteurized juices and drinks with ice.
D-4
Chapter 13 – FOOD SERVICES CONTRACTING
13.1 Introduction
13.2 Types of Food Services Contracts
13.3 Responsibilities
13.4 Contracting Process
13.5 Information Gathering, Statement of Work and Solicitation Process
13.6 Sources of Contracted Support
13.7 Generic Statement of Work (GSOW)
13.8 Contract Award and Pre-commencement Actions
13.9 Performance Monitoring and Contract Management
13.10 End of contract
Annex A – Generic Statement of Work – Food Services (GSOW – Food Svcs)
Work Requirements, Fixed Price and Cost-reimbursable Contracts
Annex B – Generic Statement of Work – Food Services (GSOW – Food Svcs)
Additional Requirements
Annex C – Generic Statement of Work – Food Services (GSOW – Food Svcs)
Request for Proposal
Annex D – Daily Meal Forecast
Annex E – Performance Incident Report
Annex F – Performance Incident Register
Annex G – Food Services Assessment Guide
Annex H – Sanitation Evaluation Checklist
Annex I – Contractor’s Statement of Meals Provided
Annex J – Certified Daily Meal Statement
CHAPTER 13 – CONTRACTING (Reviewed 14 Feb 20) Page 1

13.1 Introduction
1. This chapter on Contracting supersedes A-85-269-001/FP-006 – Food Services Contract
Manual. This chapter provides technical guidance and assistance for the raising and management
of food services contracts. It must be read in conjunction with the A-PP-005-000/AG-002 -
Procurement Administration Manual, the Public Services and Procurement Canada (PSPC) Supply
Manual and the Treasury Board Contracting Policy which provides standard procedures for all
publically funded DND/CAF procurement and contracting activities.
2. Force reduction and expanding commitments around the world have caused CAF Food
Svcs to seek alternate methods of providing support to a diverse range of activities at home and
abroad. While food services contracts have been used extensively in support of intermittent, static,
short-term commitments such as summer Cadet Camps, their use has been extended in recent years
to include year-round support. More recently, food services contracts have been successfully used
in support of mature and stable operations; such as in Afghanistan and Ukraine; freeing Food Svcs
personnel for other missions and tasks that require military-essential support personnel.
3. This chapter of the manual is dedicated to contracting for food services support in both
domestic operations and abroad and in deployed operations. Experience has proven that such
contracts must include a detailed description of the outcomes, requirements, type, quality and
quantity of support required as well as the performance monitoring requirements (must be specific,
measurable, achievable, realistic and time-based) and follow-up action (Quality Assurance (QA)
and Quality Control (QC)). For out of country operations, procedures may be modified for
operational units by the appropriate parent environmental headquarters (HQ). This section should
be read in conjunction with other companion sections within the Food Services Manual, especially
Operational Feeding.
4. Consideration should be given to employing food services contracts when some or all of
the following conditions exist:
a. volume of support required and duration of an activity do not justify the dedication
of full-time resources and needs could be satisfied more economically using a
contract (must be financially justified/demonstrated);
b. inadequate military staff available to meet tasking and the level of risk has been
mitigated;
c. inadequate staff or facilities exist within the supporting base/wing;
d. human resources are insufficient or not available or can be better used supporting
an activity that cannot be contracted out;
e. feeding requirement is of high volume, but of short duration, such as a summer
Cadet Camp; and
f. feeding levels are stable and predictable (dining population is captive and likely to
attend most meals) which ensures more stable conditions.
5. Whether the decision to contract out a Food Svcs support requirement comes from a higher
authority without input from Food Svcs subject matter experts (SMEs) or is taken based on the
latter’s recommended course of action, the outcome is the same. As SMEs, Food Svcs O/Mgr are
most likely to (and should) be called upon to provide at least the technical data required to raise a
CHAPTER 13 – CONTRACTING Page 2
contract. Contracting procedures are to be adhered to IAW with the Supply Administration Manual
and the Procurement Administration Manual.
13.2 Types of Food Services Contracts
6. The following are possible types of food services contracts available to meet user
requirements for food services support:
a. Food Svcs contract in DND facilities (services only);
b. Food Svcs contract in DND facilities (food and services);
c. Food Svcs contract in non-DND facilities (food and services);
d. Food Svcs contract (food and services) where food is prepared in non-DND
facilities and served on DND property; and
e. Standing Offer (SO) for prepared meals.
13.2.1 Food Services Contract in DND Facilities (services only)
7. A food services contract in DND facilities (services only) requires the contractor to provide
sufficient staff to prepare and serve meals to diners and to perform all the housekeeping tasks
associated with food services support. At the same time, DND is required to provide all the food
and non-food items, equipment and facilities necessary to meet the meal requirements of the
contract.
8. The drawback is the requirement to provide military cook(s) or civilian staff to order,
receive, issue, control and account for the food and non-food supplies needed to meet the support
requirement. If not continuously monitored, the contractor and his staff could potentially use
excessive amounts of goods to produce the required meals and abuse minor and major equipment.
As the contractor does not pay for the supplies, unless clear performance guidelines are established
and penalty clauses stipulated, production costs could be excessive. Furthermore, if the contractor
cannot produce due to lack of supplies, DND becomes at fault. Food Svcs Mgr should learn about
incentives being used to obtain desired contractor behaviours, over and above contract mandatory
requirements.
9. Should this type of contract be selected, special care must be taken in writing the
requirement, terms and conditions of the contract, QA and QC Standards, and performance
measurement guidelines. The contractor must be required to operate in a cost-effective manner
(within the financial parameters), while being compliant with the standards defined in the contract
(menu, the choice and quantity standards, production control, service time, etc.). The contractor
should normally compensate DND for the meals consumed by the contractor’s staff (if stipulated
in the contract).
10. A food services contract in DND facilities (services only) should only be used in remote
locations where supplies have to be transported into the region by military means.
13.2.2 Food Services Contract in DND Facilities (food and services)

11. A food services contract in DND facility (food and services) requires the contractor to
provide all food, non-food consumables and labour to meet the requirements of the contract using
DND facilities and equipment. This form of a food services contract is also known as a
Government Owned Contractor Operated (GOCO) type of contract. Over the years, contracts of
this type have been used successfully in support of both short-term and multi-year contracts, such
as the contract at the Canadian Forces College in Toronto, 15 Wg Moose Jaw and 5 Wg Goose
Bay. They work best when DND’s service support responsibility is kept to a bare minimum and
the onus for food services support is placed on the contractor. However, as DND remains
responsible for the repairs and replacement of the equipment, oversight is required to ensure that
the contractor uses and maintains the equipment adequately. Performance Based Contracting
(PBC) is very useful in such situations.
13.2.3 Food Services Contract in Non-DND Facilities (food and services)
12. The food services contract in a non-DND facility (food and services) is similar to the type
of contract described in sub para 11 above with the exception that it is executed in the contractor’s
facilities using the contractor’s equipment. This form of contract is most useful when DND/CAF
is operating away from CAF bases, wings and training areas, such as the contract at the Military
College in St-Jean which now belongs to Corporation Fort St-Jean. They have frequently been
used to satisfy the food services support requirements of groups housed and trained in non-DND
facilities, such as deployed operations (joint or not). The meal-day costs associated with these
contracts are generally higher than a GOCO contract because the onus is on the contractor to
provide the equipment, facilities and associated utilities and services in the provision of food
services.
13.2.4 Food Services Contract (food and services) where food is prepared in
non-DND facilities but served on DND property.
13. This form of contract (through catering companies) is most useful in meeting the food
service support requirements associated with militia training where inadequate kitchen facilities
and trained human resources make contracting out essential. Due to the intermittent nature of the
requirement, the contract should contain a set menu and a mechanism to specify the menu day(s)
to be provided with each request for services.
13.2.5 Standing Offer for Prepared Meals
14. Standing Offers (SO) are most useful when the requirement cannot be readily quantified,
as is the case for Cadet Weekend training, such as field trips to non-DND sites. These are ongoing
periodic requirements, for which: pricing may vary for distinct quantity ranges, food requirements
must be precisely specified and specified notice period between call-ups and provision of services.
SOs should include a selection of meals to be freshly prepared to CAF standards for food products,
prepared preferably by the cook-chill or sous vide processing techniques, or box lunches; and to
be stored, issued and transported in accordance with the Food Safety Code of Practice for
Canada’s Foodservices Industry. This also applies to meals required for flight feeding (crew and
passengers), contracted through catering companies supplying international airports. Flight
Feeding specification must be defined and included in these contracts.

13.3.1 Terms
15. The terms: service contracts, goods contract, Contracting Authority and other related
terminology is defined under the Government Contracts Regulations, the Procurement
Administration Manual (PAM) and Public Services and Procurement Canada (PSPC) Supply
Manual. Procedures to raise goods or service contracts are defined in both aforementioned
publications.
13.3.2 Food Svcs O/Mgr
16. Food Svcs O/Mgr are considered subject matter experts (SMEs) for Food Svcs contracts
and are usually heavily involved in drafting or providing the required information for the SOW.
Contracting officers should take advantage of the knowledge of specialists or SME as they are
available to provide guidance in their areas of expertise, whenever it would be helpful and/or
appropriate in making a recommendation or confirming a decision. They may also be responsible
for the Quality Assurance/Quality Control.
13.3.3 Quality Assurance and Quality Control
17. Clients are responsible for stating their requirement for Government Quality Assurance
(GQA), which includes quality assurance and quality control on their requisition or attached
technical documentation. The client statement should clearly and completely describe the technical
requirements and the requirement for GQA, and must designate the inspection authority, the point
of inspection and the frequency. For food services specific contracts, this is normally a Food Svcs
O/Mgr but where many logistics functions are contracted out, it could be any other appointed
authority. The GCA may include the following, but not limited to (refer to section 3.150 of the
PSPC Supply Manual, and Section 1.3 of the PAM):
a. Quality Standards;
b. the requirement for the supplier to establish and maintain systems to assure quality
(such as the use of Unitrak);
c. the requirement for the supplier to demonstrate conformance;
d. the requirement for the supplier to provide proof of compliance in accordance with
an acceptable quality assurance standard or specification; and
e. the requirement for the supplier to submit an inspection plan.
13.3.4 Environmental/Operational Command Headquarters Staff
18. For domestic contracts, the supporting Environmental Command Headquarters (EC HQ)
Staff, including representatives from Food Svcs, Supply and Finance, may be required to assist the
contracting officer. For contracts on deployed operations, CJOC is responsible for planning and
coordinating the provision of operational support with the SJS, force generators (RCN, CA, RCAF,
or CJOC) and the headquarters of deployed forces. This also includes the development and
implementation of international support agreements or arrangements.
13.4 Contracting Process
13.4.1 General

19. The PAM and PSPC Supply Manual provide full details with regard to the contracting
process. Contracting is a sub-process of procurement. The contracting process begins with the
receipt of a requisition at PSPC or the release of the request for proposal (RFP) (when DND uses
its own delegated contracting authority) and ends when all the goods/services are delivered, the
invoices paid and the contract file closed. The steps are typically the following but these steps vary
depending if DND, PSPC or ADM(Mat)/S Svcs C is the CA.
a. assessing the approach to satisfying the requirement (i.e. determining whether the
contracting option is the most appropriate method of satisfying the requirement);
b. determining if a Letter of Interest (LOI) is required;
c. determining the contracting method most appropriate for the requirement;
d. determining the contract authority required;
e. development of a procurement schedule;
f. defining and documenting the requirement;
(1) SMART (Specific, Measurable, Attainable, Realistic, Time-based)
Requirements
(2) Review of technical documents (PA & CA)
(3) Bid evaluation plan
(4) Bid evaluation team
g. preparing and issuing the solicitation document;
h. evaluating the technical and financial bids or proposals received;
i. selecting the winning bid or proposal;
j. awarding the contract;
k. debriefing unsuccessful bidders;
l. contract reporting (i.e. where applicable); and
m. contract management, administration and close-out.
13.4.2 Timelines
20. When the requirement for a contract has been identified, it must be recognized that it is a
lengthy process. In addition to drafting and providing the required documentation (to include the
SOW), depending on the dollar value (if above $25K) and trade agreement applicability,
solicitation documents shall be placed on the Buy and Sell for 40 days. To note, Trade agreement
applicability is dependent on the GSIN. In DND’s case, food (GSIN N89) is not applicable to
NAFTA. Also, the contractor must be afforded time to prepare for the delivery of the contract.
This is necessary to allow the contractor time to recruit and train key personnel, order supplies,
sign for and set up facilities and to hire and train his food services staff before the requirement to
feed anyone begins.
13.5 Information Gathering, Statement of Work and Solicitation Process
Note: The following needs to be reviewed by a DND PA.
13.5.1 Information Gathering
21. Basic information is required before starting to draft a SOW, such as:
a. total number of personnel to be supported, including fluctuations (by period if
applicable) and types of customers;
b. period of time support is required (start and end date);
c. specific operational/environmental requirements;
d. location and security conditions where support is required;
e. type of services required;
f. Standards (i.e. Minimum Operating Performance Feeding Standards, Menu, etc.);
g. number of service points;
h. where applicable, the DND facilities and equipment available for use by
the contractor;
i. Food Safety and Defence Program;
j. Equipment maintenance plan;
k. Accountability/Performance measurements; and
l. specific IT systems (if any, such as Unitrak).
13.5.2 Statement of Work (SOW)
22. The SOW must be prepared to a specified format, which may be categorized as either
simple or complex. The structure of the SOW is determined by the type, magnitude and complexity
of the work, the degree of detail required and the supporting documentation necessary to define
the requirement. Refer to the PAM, section 3.2 or ADM(Mat) webpage for more information on
simple and complex SOWs and their respective format. Food Svcs Mgr should engage the CA/PA
early to seek best practices, examples, guidelines for developing the SOW. It is important to
remember that the requirements/outcomes are most important.
23. The SOW:
a. describe in clear, understandable and unequivocal terms, the work that a contractor
must perform. To remember the acronym SMART:
(1) Specific
(2) Measurable
(3) Achievable
(4) Realistic
(5) Time-based
b. allows potential bidders to accurately cost their offering or proposal;
c. permits the assessment of the contractor’s performance;

d. provides a solid foundation for the remainder of the contracting or procurement
process (from evaluation to close-out);
e. define all deliverables in specific, performance-based, quantitative terms and the
governance; and
f. reduces the possibility of claims, disputes, and change.
24. The SOW should clearly describe:
a. the tasks/work to be carried out (the “scope of work”, the “list of tasks” and the
“list of deliverables” must be aligned);
b. the outcome/performances to be achieved;
c. the objectives to be attained; and
d. the time frame.
13.5.3 Solicitation Process
25. Chapter 4 of the PSPC Supply Manual provides all required information WRT the
Solicitation Process.
13.6 Sources of Contracted Support
13.6.1 Contracting for Delivery within Canada or Abroad
26. Contracting for the delivery of food services may differ considerably whether the services
are to be delivered within Canada or abroad. Within Canada, the Canadian Industry has the
capacity and capability to support most requirements. Abroad, the following contracting sources
may be available/used:
a. Coalition contracting: This can be done under NATO’s umbrella and its support
agency (NSPA) or led by a coalition nation. The intent of these contracts is for
economy of efforts allowing CAF resources to be used elsewhere. Within these
contracts, CAF Food Svcs Standards may or may not be applied. In cases where
they are not, food enhancements should be provided IOT provide adequate
nutritional and caloric requirements. Refer to Chap 2 of the present Manual;
b. Multinational support: This is a slight variance from coalition support. In a
multinational environment, a higher joint headquarter usually formed from a cross
of all participating nations and sometimes civilians, will be responsible for the
establishment of service contracts, such as food services;
c. Standing offers, task authorisation and supply arrangements: These are not
contracts but means of providing goods and services at pre-arranged prices and
conditions, for a specific period of time;
d. Host-nation support: Contracted support may be provided by the host nation. The
level of support may vary considerably depending on the host nation capability,
resources availability and security issues;
e. Pre-facilitated contracts: Pre-facilitated contracts are multi-year contracts that are
used to bundle procurement of related goods and services to support operations in
a more cost-effective manner. This includes the Canadian Forces Contractor
Augmentation Program (CANCAP), which includes a wide range of services. Task
orders will normally be issued once a theatre of operation has been established,
which can take a year; and
f. Direct from trade/local procurement: This is mostly used for life support and locally
engaged contractors. For food services support, this could apply to kitchen
personnel (locally engaged employees) to augment CAF military cooks or the entire
Food Svcs support but would have to meet Canadian rules, regulations and
standards.
13.7 Generic Statement of Work (GSOW)
13.7.1 General
27. This GSOW for food services intends to be a comprehensive tool that will assist with
raising a contract for an all-inclusive food services support operation where the contractor is
responsible for the vast majority of the work to be performed. Annex A and Annex B contain
performance objectives, requirements, standards to be met, and requirement output.
28. The complexity of food services operations makes contracting for food services support
more complicated than contracting for goods as it involves the delivery of both goods and services,
according to specified standards. As a result, particular attention needs to be paid to how the
contractor will be selected and how he will be reimbursed for services provided. There is also a
need to consider the behaviours that Canada requires of the contractor. Incentives may be required
to have the contractor to work in Canada’s best interest, e.g. saving money or reducing budget over
time.
13.7.1.1 Technical Proposals
29. When formulating the technical proposal’s mandatory and/or point rated criteria, you must
determine what will be rated and the weight of the criteria. If you cannot come up with a
measurable response, your criteria are faulty and should be re-structured. Annex C is an example
of a Request for Proposal.
13.7.1.2 Contractor Selection
30. The selection process spelled out in the RFP must be fair and impartial, and provide the
most cost-effective outcome for DND. Besides judging whether a contractor is technically
qualified to perform the work required and proposes an achievable and sustainable plan that
responds to the SOW, the selection process must deal with the financial aspect of the bid.
31. Most often, food services contracts are awarded based on the lowest responsive bid. This
means that all bids are first assessed for technical merit and are deemed either responsive or not
responsive (non-compliant for a mandatory criterion or failed to score the minimum points
required for rated criteria). Then, the financial proposals of all responsive bidders are examined
and the one with the lowest evaluated price is recommended for award of the contract even though
that bidder may have scored the lowest technically. Consequently, you get what you pay for.
32. An alternative method of selection is known as “best value”. i.e the optimal balance of
overall benefits to the Crown and the Canadian people. Sophisticated evaluation techniques, such
as cost/benefit analysis, may be needed to define the best combinations of quality, service and time
considerations, at the lowest total cost over the useful life of the acquisition. Refer to the

contracting policy for further details. Best value contracting is not frequently used with food
services contracts because the additional upfront cost of accepting a higher bid price cannot usually
be easily justified. Remember the lowest responsive bidder has been judged to be able to meet
specified standards and work requirements of the SOW. However, for multi-year contracts, best
value contracting is the preferred selection method for contractor selection.
33. Before choosing a selection method, consult the PSPC web site as it provides highly useful
information. At the end, you want to make sure you get what you need and you are not paying
more than you should.
13.7.2 Basis and Methods of Payment
13.7.2.1 Fixed Price Contract
34. Whether the contractor is asked to bid on the contract by meal-day or by type of meal, there
is always the question on what basis the contractor will be paid. Will reimbursement be applied
for meals requested in the Daily Meal Forecast (based on the daily feeding strength) or will
payment be based on the actual number of meals consumed, as reported by the contractor? The
traditional ration entitlement figures method that is based on total feeding population at the
contracted locations is not recommended to quantify the payable volume of activity, because this
latter method does not consider daily changes in the feeding strength (i.e. absences on leave, TD,
visitors). The basis of payment can become a contentious issue between DND and the contractor
when adequate procedures for accurately determining the volume of activity are not in place.
35. In the GSOW – Food Svcs, the contractor is being asked to provide an access control
system that also produces auditable diner counts by meal. The basis of payment for contracts
should be meals consumed rather than numbers forecasted. However, provision must also be made
to reimburse the contractor when daily forecast figures are significantly higher (+20% and more)
than the actual numbers served, for the contractor is required by contract to prepare based on the
forecasted number. Therefore, a minimum guarantee must form part of the basis of payment (i.e.
DND will pay up to 90% of the forecasted number of meals/meal-days when actual daily meal
counts fall below 80% of the Daily Meal Forecast). Consequently, the Daily Meal Forecast must
be carefully prepared with as much up-to-date information as possible on the number of diners
expected at each meal.
13.7.2.2 Cost-reimbursable Contract
36. A cost-reimbursable contract is a contractual basis of payment for costs that are reasonable
and properly incurred in the performance of work. There are various types of cost reimbursable
contracts, refer to the PSPC Supply Manual section 4.70 for details.
37. A cost-reimbursable contract could be constructed so that there is a limitation of
expenditure whereby the contractor invoices direct and indirect costs incurred in the performance
of the work and in accordance with the terms and conditions of the contract. While the contractor
is not legally obliged to complete all of this work within this limitation, the contractor is expected
to make his best effort to achieve this result. If it is determined that there will be additional costs,
for example, an increase in the unit strength, hence a requirement for additional Food Svcs support,
the funding can be increased up to the funding limitation. A cost reimbursable to a ceiling price is
a condition that states the maximum amount of monies that may be paid to a contractor for the
work/deliverables described in the contract. The contractor will only be paid for those costs

incurred. If the costs reach or exceed the ceiling, the contractor must complete the work. This basis
of payment is usually used when the work is well defined.
13.7.2.3 Contract Performance Incentives
38. Consideration should also be given to using incentive or performance-based contracts
whereby contractors have the opportunity to earn more by exceeding performance standards. Refer
to the PSPC Supply Manual section 4.70 for details. Performance-based contracts require strong
quality control to assess contractor performance. However, the additional work involved with
performance-based contracts can be well worth it. Some contracts include Performance Incentives
whereby the contractor can earn additional 10% monies. This is an important component of the
contract as it is intended to give the contractor an incentive to exceed pre-determined performance
requirements. Unitrak reports, Meal Checklists, Food Safety Evaluation Checklist, and diner
feedback questionnaires are some of the components that could be used as standard measurement
tools with a performance-based contract to rate the contractor’s performance. A Performance
Management Framework is recommended in such cases.
39. Whether or not Performance Incentives are available is dependent on the contract structure,
not on the basis of payment selected for the contract. This is an important component of the
contract, as it is intended to give the contractor an incentive to exceed predetermined performances.
The following is an example:
DISPERSED MEALS – INDIVIDUAL COLD-BOX MEALS. The contractor shall provide
quality individual cold-box meals.
Performance. The contractor provides, at the time and place required, quality, individual
cold-box meals in the quantity requested and in accordance with the approved cycle menu.
The contractor is responsible for all packaging materials related to the provision and service
of these meals. Each box meal is to be time dated stamped when completely assembled.
Each box is to be stamped in English and French with “Consumption must be within four
hours unless refrigerated” and “Doit être consommé dans les quatre heures, sauf si
réfrigéré”. Meals are to be held under refrigeration until pick-up. Holding times and
temperatures are adhered to in accordance with the Food Safety Code of Practice for
Canada’s Foodservice Industry. Meals will be picked up by a unit/individual at the
specified food service location. Where possible, the contractor is to be advised by DND
Contract Management of the requirement 48 hours in advance of pick-up.
Performance Standard 1.3.1. Tasty and appealing meals are to be prepared in accordance
with the approved cyclical menu (the NSCM must be used for contracted facilities),
Standard Meal Entitlement Pattern - Dispersed Meal Pattern 95% of the time when
48 hours notification is provided.
Performance Measurement. Monitor and demonstrate adherence to approved cyclical
menu/NSCM and Standard Meal Entitlement Pattern – Dispersed Meals for cold meals,
given the notification period. Use of the customer feedback is also important and the
contractor should provide a tool to confirm customer satisfaction.
Performance Standard 1.3.2. Materials and condiments related to the provision and service
of these meals must be available in the right quantity, 90% of the time.

Performance Measurement. Monitor and demonstrate compliance by using customer
feedback tools and random inspections.
Performance Standard 1.3.3. The right quantity of meals shall be available at the required
time for pick-up 100% of the time when provided with 48 hours’ notice, or 95% of the time
when provided with less than 48 hours’ notice.
Performance Measurement. Monitor and demonstrate compliance by using customer
satisfaction reports and regular random inspections.
40. It is important to remember that a Performance Management Framework is to be set. A
performance standard describes the expected level of performance for each task and sub-task and
quantifies, in percentage, how often the required performance must be achieved for each task and
sub-task to satisfy the contractual requirements. It is impossible for him to do better than 100%
and earn a Performance Incentive. A more reasonable standard would be for the contractor to
demonstrate effective cost control in meal planning, production and service, to achieve an average
food cost for three (3) meals per day that does not exceed the BFC by more than 5% more than 5%
of the time. Exceeding an established Food Svcs standard such as the Portion Size Standards will
not be used as criteria for Performance Incentive. The contractor is expected to meet these
standards for portion sizes and provide no more and no less than stated. Food Svcs Standards for
choice and quantities, abiding to the NSCM and for food entitlement are absolute. The contractor
is expected to comply with all Food Svcs Standards, which are, in addition to the NSCM, Portion
Size Standard, the Standard Meal Item Availability and the Standard Meal Entitlement Pattern as
per Chap 2 of this Manual. In resume, a contractor is not incentivised for meeting the required
standards.
13.7.3 Subcontracting
41. A contractor is required to obtain the Crown’s consent to any subcontract. The contractor
will be required, where practicable, to bind each subcontractor by the terms and conditions of the
contractor’s contract with the Crown. Any deviations in subcontracts from the terms of the contract
are solely at the contractor’s risk. Notwithstanding that, the contractor may subcontract or assign
their contract with the Crown, in whole or in part, provided written consent is given, the contractor
always remains responsible and liable for the due fulfillment of the contract vis-a-vis the Crown.
Further details can be found under Chap 8 of the PSPC Supply Manual.
13.7.4 GSOW - Food Svcs - Instructions for Use
13.7.4.1 Instructions for Use
42. Refer to para 13.5.2 above for the points to consider and information to be gathered before
developing a project/site specific SOW. This will help determine which performance objectives to
include in the project/site specific SOW and to what extent the performance objectives will require
modification. The answers will also help to determine the method of accounting to be used and the
basis of payment for the contract.
43. The Table of Requirements under Annex A and Annex B can assist you in building the one
for your specific requirement.
13.7.4.2 Definitions
44. The following definitions normally apply to the content of a SOW:

a. Basic Food Cost (BFC) – Refer to Section 2.6 of this manual for definition;
b. Incremental Food Enhancement Standards, including Between Meal Refreshments,
Training and Ops Food Enhancements, night snacks and more – Refer to Section
2.7 of this manual for definition;
c. Cafeteria Service/Self Service – Refer to Chap 3 of this manual for definition;
d. Contingency Feeding – includes, but is not limited to, the provision of meal service
outside of normal operating hours in existing locations or the provision of meal
service at locations not specified in the SOW. Contingency feeding is typically
required on short notice;
e. Dispersed Meals – Definition and the Standard for Dispersed Meal Pattern are
defined in Chap 2 of this manual;
f. Diner Forecast – the forecasted number of personnel entitled to receive meals at a
given location for a given meal or day;
g. DND – Department of National Defence;
h. Food Basket – Refer to Chap 2 of this manual for definition;
i. Contractor’s Food Services Manager – The Food Services Manager is the
contractor’s on-site representative. The incumbent of this position is responsible
for the day-to-day execution of the contract. Normally, this person should have a
diploma/degree in food services management from a recognized post-secondary
educational institution and four (4) years of recent experience in directly managing
multi-faceted, high-volume food services operations, or ten (10) years of recent
experience in directly managing of multi-faceted, high-volume food services
operations;
j. Journeyman Cook – a person who has undertaken cook apprenticeship training and
who holds a Canadian Provincial or Inter-Province certificate of qualification or an
equivalent certificate;
k. Meal-Day Rate – the monetary value expressed as a standard cost that is required
to provide three balanced meals, plus the Deployed Operations Allowance to an
authorized/entitled person in a 24 hour period;
l. Portion Size Standard – Refer to Chap 2, Section 2.3 and Annex C of this manual
for definition and table;
m. Standard Meal Entitlement Pattern – Refer to Chap 2, Section 2.2 and Annex A of
this manual for definition and table; and
n. Standard Meal Item Availability – Refer to Chap 2, Annex B of this manual for
definition and table.
13.7.4.3 Background
45. Each SOW should begin with a brief statement that outlines the circumstances and general
characteristics that will help a bidder understand the context of the support requirement and the
environment in which support would be provided. For example:

For the last four years, food services support to Camp Valleyfield has been provided by a contract caterer
in a DND-owned facility on Lake Silverwater, eight kilometers west of Nakina, Ontario on Highway #17.
Similar support will be required for Camp Valleyfield again this summer
in the expanded kitchen/dining facility completed last fall.
13.7.4.4 Purpose
46. The purpose of this undertaking is to identify the most appropriate Contractor of Food
Services for (name)_______ for the period of ____(include dates)________.
13.7.4.5 Food Services Objective
47. The objective of (Camp ____ Food Services) is to provide its members with quality food
services in a customer-focused, cost-effective manner.
13.7.4.6 Expectations
48. The food services provided for _______ should satisfy the following expectations:
a. be diner-focused within the parameters of the SOW;
b. provide flexible and responsive support to ______;
c. provide a good variety of nutritious, wholesome, tasty food choices that are well
prepared to Canadian standards, preferences and cooking styles that promote
healthier choices and meet minimal requirements of the diner population;
d. provide timely and courteous service; and
e. be cost effective.
13.7.4.7 Support Requirements
49. The Food Services support requirements for ________ are set out in the following Table
of Work Requirements and its appendices.
13.8 Contract Award and Pre-commencement Actions
13.8.1 General
50. The selection process generally concludes with the selection of the winning company. Once
the successful contractor and the Food Svcs SME and other departmental representatives have
agreed on the SOW and there may be some minor revision at this time, then the modified SOW
becomes part of the contract. A caution, if the SOW is modified significantly, the unsuccessful
bidders must be informed and the contracting process may be in jeopardy. Therefore, this is further
justification for the time and effort that must be made to ensure that the initial SOW clearly
indicates the requirements.
51. It is possible to amend contracts and, at the point of signing the contract, this is the last
opportunity to include changes easily but the process may be difficult. It is not just a matter of the
CAF/DND authorities deciding to change the terms of the contract. The contractor must also agree
to provide the goods and service and/or meet the changed requirement. Work closely with the
Contracting Authority who can assist you in this activity. Additional clauses that may be added
include who is authorized to approve changes to the menu, the level of support that DND will
provide to the contract manager and his staff, use of the facilities and equipment for outside
catering, and approval for catering activities.
52. In the Federal Government, no one standard form for a contract exists. Refer to Treasury
Board website for details.
13.8.2 Roles and responsibilities
53 The Contract Authority (CA) is the Contract Management Administrator (CMA) unless
otherwise specified. To fulfill this obligation, the CMA may establish a Contracts Management
Cell (CMC) consisting of a delegated CA and one or more Performance Monitors (PM) and
support staff to carry out the contract monitoring functions.
54. Refer to Treasury Board Contracting Policy for definitions, roles and responsibilities of the
above mentioned.
13.8.3 Pre-commencement Action
55. It is preferable that the PM responsible for the day-to-day management of a food services
contract be a Food Services SME. However, if the individual selected for employment as the PM
is not a qualified Food Services Officer or a Cook 861 of the rank of Warrant Officer or above and
QL7 qualified, the individual should receive familiarization training on all aspects of the SOW to
better comprehend the requirements.
56. A coordination meeting with the Contractor should be held prior to the commencement of
the feeding commitment to ensure that contract requirements are completely understood. The
Contractor should also be advised of any significant change in the number of diners to be fed (e.g.
an anticipated 200 diner increase) or of services required (e.g. box meals to be packaged
individually instead of in bulk).
13.8.3.1 Preparation of Equipment and Facilities to be turned over to Contractor
57. The PM shall oversee the assembly and preparation of the equipment and facilities to be
handed over to the contractor by ensuring that:
a. all systems within the kitchen are charged up and ready for use if the facilities have
been closed for a period of time and/or have been winterized;
b. the facility and equipment are clean; and
c. a complete, up-to-date list of all inventory items that accurately reflects the
inventory to be turned over to the contractor is available.
58. The PM is meet with the contractor at the facilities to be turned over, and jointly review
the inventory. The contractor must sign the inventory documents accepting responsibility for the
equipment and facilities before the keys to the building(s) are given to the contractor by the PM.
13.8.3.2 Confirmation of Forecasted Diner Numbers and Other Requirements
59. Although the food services contract requirements are stated in the contract along with
estimated diner strength by location, confirmed forecasts must be provided to the contractor 48
hours in advance of when the meals are to be consumed. Annex D contains a sample form of a
Daily Meal Forecast. Details about dispersed meal requirements are to be included on this form
along with any special instructions. Section/units requesting dispersed meals must submit their
requirements to the PM in time for inclusion in this document.

13.9 Performance Monitoring and Contract Administration
13.9.1 General
60. It is imperative that careful monitoring and prompt reporting of the contractor’s
performance deficiencies be undertaken. While the TA might observe some deficiencies during
inspections, the major responsibility for the monitoring of the contractor's performance rests with
the PM. Users may also be useful in providing feedback to the PM concerning the quality,
adequacy and completeness of the meals provided. The monitoring of the contract itself cannot be
delegated to duty staff.
61. The input of other diners is only one of many important component of assessment of the
effectiveness of the contractor’s performance. There are other factors that are equally if not more
important for monitoring performance, including the financial aspects of the contract. In a cost
reimbursable contract, comparison of the contactor’s costs to the Basic Food Cost (BFC) and meal
day rate are an integral part of the PM’s duties. Unitrak should be used. Data on food, labour and
other costs should be entered into Unitrak on a regular basis. The PM should closely evaluate the
Unitrak reports, including the Performance Summary. The information in the Performance
Summary can and should be shared with the contractor.
13.9.2 Meal Checks
62. The Standard Meal Item Availability for Static Locations and Semi-Static Feeding
Operations, found at Chap 2, Annex B, of this Manual, is to be used as a requirement checklist.
The frequency of meal checks for performance- based contracts, with a performance incentive fee
(PIF), will be determined by the terms of the contract. Deficiencies are to be recorded in detail on
the Performance Incident Report form (Annex E), logged in the Performance Incident Register
(Annex F) and brought to the attention of the contractor’s On Site Food Services Manager
immediately.
13.9.3 Food Services Assessments
63. The Food Services Assessment Guide at Annex G is to be used as a guide by the PM and
the TA when conducting periodic assessments of the operation. The intent of these assessments is
to see how the contractor is performing the work and to assess the outcome against the performance
standards of the Table of Requirements in the contract. In addition to evaluating the contractor’s
performance, the assessment of DND-owned facilities and equipment may highlight areas that
require the attention of DND. The TA shall prepare a formal performance evaluation report for the
periodic assessment. The findings of these periodic assessments, which will include a review of
the Performance Incident Register, will be brought to the attention of the PA and the CA.
64. The PM shall conduct informal walk-about sanitation evaluations using the Sanitation
Evaluation Checklist (Annex H) to ensure that the sanitation standards are being adhered to on a
continual basis. The frequency of these walk-about sanitation evaluations for performance-based
contracts will be determined by the terms of the contract. The Sanitation Evaluation Checklist is
to be used as a tool to indicate problem areas. Each item on the checklist has been chosen as an
indicator of overall adherence to the standards.
65. If the results of the sanitation checklist are less than 100%, deficiencies are to be verbally
brought to the attention of the Food Services Manager. If the results are less than 90%, a more
thorough inspection of the facilities is to be conducted and a Performance Incident Report is to be
raised to document the observed deficiencies or problems. The onus is then on the contractor to
take corrective action. If sanitation standards continue to be below standard (as indicated by
Performance Incident Register, poor evaluation reports, and food complaints), then the
Contractor’s Head Office is to be advised by letter. Detailed documentation of shortcomings is
vital to the quality assurance process as such reports provide the necessary justification for issuing
a Stop Work Order and cancellation of the contract. Contracts may be cancelled when performance
continues to fall well below acceptable standards and threatens the health and well-being of the
diners.
66. For deployed operations, Staff Inspections Visits (SIVs) of Food Svcs contracted facilities
should be conducted yearly by CJOC J4 Food Svcs. Where there are issues that cannot be resolved
at the local level, they will be referred to CJOC HQ for appropriate action.
13.9.4 Performance Incident Report and Performance Incident Register
67. When a deficiency is noted, the following actions are to be taken:
a. Performance Incident Report is to be raised (Annex E);
b. to be given to the Contractor’s Food Services Manager and have the Food Services
Manager initial as having received a copy of the report;
c. the PM or the TA will log the Performance Incident Report in the Performance
Incident Register (Annex F) noting the time and date the Food Services Manager
was informed of the incident;
d. the PM will confirm that the action taken by the Contractor was satisfactory/not
satisfactory, record said finding in the Performance Incident Register and inform
the Food Services Manager of the assessment of observed action;
e. if the deficiency has not been corrected within 48 hours or if the incident is
recurrent, the PM shall prepare for the PA's signature a letter to the Contractor's
head office, with an information copy to the Food Services Manager, the TA and
the CA. This letter serves as the first warning;
f. when repeated incidents of a minor nature (do not pose a threat to the health and
safety of the diners) persist throughout the length of the contract, the PA should
make recommendations to the Performance Incentive Fee (PIF) Board convened at
the end of the contract. The Incident Reports will be used to assess the contractor’s
Performance Incentive Fee (PIF) and the PIF will be adjusted accordingly;
g. when observed deficiencies pose a serious threat to the health and safety of the
diners and satisfactory action is not taken by the contractor, the PA should request
that the CA issue a Stop Work Order; and
h. when problems persist and a request for cancellation of contract appears to be
likely, the CA should investigate alternate sources or means of obtaining the
necessary food services support.

13.9.5 Performance Evaluation Reports and Performance Incentive Factor (PIF)
68. Performance Evaluation Reports shall be raised by the PM at least monthly. When rating
the contractor’s performance against the performance standards of the Table of Requirements of
the contract, the PM shall take into consideration all reports and any other documentation
pertaining to the contractor’s performance. The Table of Requirements is to be used as the basis
for reporting performance and for evaluating PIF.
69. If the contractor exceeds the requirements, then a Performance Incentive Fee (PIF) is
awarded. Otherwise, the contractor may only receive a portion or none of his PIF. PIF can and is
used for both fixed price and cost reimbursable contract. Whether or not PIF is used as part of a
contract is dependent upon the contract structure established during the Request for Proposal (RFP)
phase of the contract development. For PIF evaluation, the methodology should be discussed with
the PM.
13.9.6 Contract Administration
13.9.6.1 Daily Meal Forecast
70. DND is obligated to provide the Contractor with Daily Meal Forecasts (Annex D) in
accordance with the terms of the contract. This usually is 48 hours in advance of when the meals
are required. This advance notice allows the contractor to plan his work and organize his human
resources to meet the requirement. It also allows DND to adjust its original estimate of
requirements. It is imperative that the Daily Meal Forecasts are as accurate as possible and that
they be issued on time, otherwise DND is in default. The Daily Meal Forecasts may include meal
requisitions for dispersed meals and other services required.
13.9.6.2 Contractor’s Statement of Meals Provided
71. Depending on the terms of the contract, the Contractor may be required to furnish an access
control system that is capable of providing auditable diner counts by meal and by location. If so,
the Contractor is to submit a Contractor’s Statement of Meals Provided (Annex I) based on the
readouts from the access control system and meal requisitions received from the PM. See the terms
of the contract for the specific time allowed for the contractor to prepare and submit these reports
13.9.6.3 Certified Daily Meal Statement
72. The PM is to review the Contractor’s Statement of Meals provided and verify the
information by cross- referencing it with meal requisitions and other information such as daily
activity reports from the access control system, parade states etc. Once satisfied with the accuracy
of the report, the PM is to issue a Certified Daily Meal Statement (Annex J).
Note: It is important that these documents are produced in a timely manner so that any disputes
over the numbers or questions concerning the content of the reports can be dealt with while the
details are fresh in the minds of all involved.
73. Upon receipt of the Contractor’s Invoice for a given period of time, the PM shall confirm
the accuracy of the invoice and proceed with payment IAW the FAA.
74. Refer to the Treasury Board Contracting Policy and Chap 8 PSPC Supply Manual for
further details on Contract Management.
13.10 End of Contract Action

13.10.1 Return of Equipment and Facilities
75. The contractor is responsible for the return of the premises and equipment to DND
immediately upon conclusion of the contract and for returning both the premises and equipment
in the same condition as when they became the contractor’s responsibility. The contractor will not
be held responsible for changes in condition and/or quantities of equipment or buildings resulting
from normal and reasonable wear and tear or through occurrences beyond the contractor’s control.
The contractor, on a continual basis, should have replaced small wares, hand tools, crockery and
flatware; and therefore, large discrepancies in numbers should not be accepted unless the
contractor can prove that they resulted from circumstances beyond his control. The contractor is
to reimburse DND at the expiration of the contract for losses, shortages, and damages to equipment
that are not judged to be fair wear and tear or beyond his control.
76. The PM and the contractor shall conduct a complete inventory check of all DND supplied
equipment and facilities. Deficiencies shall be recorded; recovery action shall be initiated; and a
written release against further inventory shortages shall be given prior to the contractor’s
departure. Any disagreement concerning recovery action is to be addressed to the CA for
resolution.
13.10.2 Close-out Contract and Final User Report
77. Contract close-out procedures and the final report are described under Chap 8 PSPC Supply
Manual.

Chap 13 – CONTRACTING
Annex A – Generic Statement of Work – Food Services (GSOW – Food Svcs) - Work Requirements, Fixed Price and Cost-
reimbursable Contracts
Table A-1: Work Requirements, Fixed Price and Cost-reimbursable Contracts
Task Performance Objectives Performance Requirement Performance Standard Requirement Output

1. Meals
1.1 Planning and Production of The contractor shall provide prepared meal All menu items available throughout the To prepare, and cook sufficient
Quality Meals - Provide all menu items and other food items in accordance meal period 90% of the time. quantities of quality food items to
components in accordance with with approved cycle menu Appendix 1 (encl feed entitled personnel in
approved cycle menu (NSCM) and the latest NSCM) and Standard Meal Item Healthy cooking methods are accordance with the Daily Meal-
the prescribed standard for this Availability Table - Appendix 2 (taken from consistently practiced 90% of the time, Day Diner Forecast and the
objective as outline in Chap 2 the FSM). The contractor shall acquire, using standardized recipes for healthy prescribed standards.
(healthier choice criteria, prepare, and cook sufficient quantities of cooking IAW healthier choice criteria
standardized recipes, etc., IAW quality, wholesome food items to feed (Chapter 2), and they are incorporated in
locally available products) entitled personnel 3 meals per day in a least one of the main course choices to
accordance with the Daily Meal-Day Diner ensure that healthy choices are available
Forecast and Production Control Charts at each meal.
(PCCs). Using meal and menu mix
forecasting techniques (PCC), adequate Identify and resolve issues related to
quantities of each item shall be prepared to non-conformity of the approved cyclical
ensure that, as much as possible, the last menus to ensure a 95% compliance and
diner has the same choice as the first. Diner successfully address unpopular menu
entitlement is set out in the Standard Meal choices no later than the beginning of
Entitlement Pattern at Appendix 3 (taken the next menu cycle 90% of the time.
from the FSM). Serving sizes shall meet
Standard Portion Sizes detailed in Appendix
4 (taken from the FSM).
Preparation of food and prepared products is All food preparation, storage and related
in accordance with the Food Safety Code of areas and equipment are to be
Practice for Canada’s Foodservice Industry. maintained to the standard of the Food
Changes to menu require prior approval from Safety Code of Practice for Canada’s
Food Services Technical Authority for minor Foodservices Industry 100% of the time.

modifications and Designated DND
Authority for any major changes. The
contractor shall establish a process to
monitor and respond to customers’ requests
and comments.
The contractor shall also set in place a

mechanism to identify unpopular items on
the menu and to submit proposed alternative
choices of a similar value to Designated
DND Authority or the Technical Authority
for approval.
1.2 Meal Service - Provide meal Meal service is to be available seven days a Rate of service must be met for peak Serve meals to entitled diners in
service at specified locations, week. Normally, dining room hours shall be periods 90% of the time and outside of accordance with Daily Meal-Day
service points, style of service, and from Monday to Saturday XXXX to XXXX peak periods 90% of the time. Rate of Diner Forecast.
meal hours. Meals will be served to hours for breakfast, XXXX to XXXX hours service must also be met for cook to
entitled diners in accordance with for lunch and XXXX to XXXX hours for order items 90% of the time. Meet or exceed performance
Daily Meal-Day Diner Forecast. supper. Sunday meal hours, XXXX to standards.
XXXX hours for breakfast, XXXX to XXXX Meal service schedule as listed above is
hours for lunch, XXXX to XXXX hours for to be met as least 90% of the time. A
supper. Breakfast/lunch hours may be major (more than 10 minutes) delay in
extended on weekends to allow diners to the commencement and/or delivery of
enjoy Brunch. See Appendix 5 – Meal meal service shall be tolerated only
Service Schedule by Location (to be when it results from circumstances
provided). Meals are to be served at the outside of the control of the contractor.
following locations: XXXX. See Appendix 6 Minor delays (less than 10 minutes) shall
(to be provided) for opening and closing occur on no more than 6 occasions
dates for each location and estimated number throughout each troop rotation/camp.
of diners at each location and number of
service points by location. Unless otherwise All food preparation, storage and related
specified the style of service is cafeteria areas and equipment are to be
service with self-service salad, dessert, maintained to the standard of the Food
condiment and beverage bars. Safety Code of Practice for Canada’s
Foodservices Industry 100% and
Minimum rates of service are: each dinner is manufacturer operating manual.
served within fifteen minutes of accessing
the dining room during peak diner flow
periods, and within five minutes outside of
peak periods. Where meal service includes
items cooked to order, diners should not wait
longer than five minutes between arriving at
the service counter and receiving their meal
order.
1.3 Dispersed Meals - Provide other In addition to standard meal service, there is See below for details. Provide other types of meals and
types of meals and meal services as a requirement for a variety of different types services.
required. of meals and services to meet operational and
training requirements and social occasions.
These meals, food enhancements,
refreshments etc. may be consumed within
the dining room(s) or elsewhere. They are
detailed below.
1.4 Hot Bulk Meals - Prepare and issue To prepare and issue hot bulk meals in the Tasty and appealing meals are to be Provide hot bulk meals that meet
hot bulk meals. quantity requested and in accordance with an prepared in accordance with approved or exceed performance standards.
approved cyclical (NSCM) menu that cyclical menu and Standard Meal Pattern
complies with the Standard Meal Entitlement at least 95% of the time when 48 hours
Pattern Appendix 3 (taken from the FSM). notification is provided or in accordance
Only foods which retain their appearance and with the Standard Meal Pattern, 90% of
form with travel and which hold their the time when less than 48 hours
temperature at safe levels for reasonable notification is provided.
periods of time in accordance with the Food
Safety Code of Practice for Canada’s Sufficient materials and condiments
Foodservices Industry are to be used. A card related to the provision and service of
indicating the amount per serving (i.e. pork these meals and a card indicating the
chops - 1, boiled potato - two pieces, cookies amount per serving are to accompany
- 2) is to accompany each issue. Adequate each issue, 90% of the time.
quantities of each menu item shall be Holding temperatures at the time of
prepared to ensure that, as much as possible, pick-up shall comply with the Food
the last diner has the same choice as the first. Safety Code of Practice for Canada’s
Foodservices Industry, 100% of time.
Insulated food containers will be supplied to
the contractor by the requesting unit at least 2 Requested meals shall be available at the
hours before meals are due to be picked up. required time for pick-up 95% of the
Inserts for insulated food containers are to be time when provided with 48 hours notice
maintained, cleaned and sanitized by the or 90% of the time when provided with
contractor. The contractor is responsible for less than 48 hours notice.
all other material and condiments related to
the provision and service of these meals The contractor successfully addresses
including paper products, unless otherwise and corrects issues about food quality,
advised. Where possible, the contractor will quantity and safety to prevent re-
be advised by DND/Project Authority of occurrence in a prompt and effective
requirement 48 hours in advance of pick-up. manner.
1.5 Individual Cold Box To provide and issue, at the time and place Tasty and appealing meals are to be Provide individual cold box
Meals - Prepare and issue individual requested, quality, individual cold box meals available in the quantity requested and meals that meet or exceed
cold box meals in the quantity requested and in accordance prepared in accordance with approved performance standards.
with the approved cycle menu, Appendix 3 cyclical menu and Appendix 3 at least
(taken from the FSM). The contractor is 95% of the time when 48 hours
responsible for all packaging materials notification is provided, or in accordance
related to the provision and service of these with Appendix 3, 90% of the time when
meals. Each box meal is to be time and date less than 48 hours notification is
stamped when completely assembled and provided.
stamped in French and English with
"Consumption must be within four hours Materials and condiments related to the
unless refrigerated" and “Doit être provision and service of these meals
consommé dans les quatre heures, sauf si must be available in the right quantity
réfrigéré”. ‘Meals are to be held under 90% of the time.
refrigeration until pick-up’. Holding times
and temperatures shall be in accordance with The right quantity of meals shall be
the Food Safety Code of Practice for available at the required time for pick-up
Canada’s Foodservices Industry. Meals are 95% of the time when provided with 48
to be picked up by unit and/or individual at hours notice, or 90% of the time when
each specified food service location. Where provided with less than 48 hours notice.
possible, the contractor is to be advised by
DND/Project Authority of a requirement The contractor successfully addresses
48 hours in advance of pick-up. issues about schedule adherence, food
quality, quantity and safety to prevent
re-occurrence.
1.6 Flight Meals - Prepare and issue To prepare and issue, at the time and place Meals are to be prepared in accordance Provide flight meals that meet or
flight meals required, quality individual flight meals in with Appendix 3 and meet flight feeding exceed performance standards.
the quantity requested and in accordance to safety requirements for the aircraft
Appendix 3 – for cold meals. Each meal is to commander 100% of time.
be time and date stamped. The Contractor is
responsible for all packaging materials Materials and condiments related to the
necessary for the packaging and issuing of provision and service of these meals
box meals. The aircraft commander is to must be provided 100% of the time.
have a different meal for flight feeding safety
reasons (refer to chap 16 of FSM). Hot flight The right quantity of flight meals is
meals to be specified by the designated DND available on time for pick-up 100% of
Authority. the time.
DND will provide food carriers and other

galley equipment, as required.
Where possible, the Contractor is to be

advised by designated DND Authority of
requirement 48 hours in advance of pick-up.
1.7 Workplace Refreshments Workplace refreshments to be provided in No instance of failure to provide Provide workplace refreshments.
(WR) - Prepare and issue bulk form for self-preparation and service by workplace refreshments. All specified
Workplace Refreshments personnel precluded from obtaining items are available in adequate quantities
refreshments from a non-public source or 90% of time.
(Note: WR entitlement applies self-help canteen on camp or from a
during operations and exercises. commercial outlet. Items provided will be in
There is no entitlement on exercise accordance with the Workplace Refreshment
or deployment when non – public Entitlement Table at Appendix 7 (taken from
food services are available). FSM). The number of Workplace
Refreshments to be provided as advised by
the Project Authority.
1.8 Between Meal Refreshment For use by the Airforce Authority and will All specified items and quantities, in Provide between meal
(BMR) comply with the Between Meal Food accordance with Appendix 8, are to be refreshments.
Entitlement Table and menu at Appendix 8 provided 95% of the time.
(Note: Also applies to Cadet Camps (taken from FSM).
but not to static or camp-based Unit requests to be placed through the
locations where non-public food designated DND Authority and provided
services are available). as advised by this authority 100% of the
time.
1.9 Night Snacks - Prepare and issue Night snacks to be provided for personnel at All specified items are available in Provide night snacks.
Night Snacks. each dining facility in accordance with the adequate quantity, in accordance with
Night Snack Food Entitlement Table at Appendix 9, at least 90% of time.
(Note: Restricted to exercises, Appendix 9 (taken from FSM). Night snacks
deployed ops and Cadet Camps to be available daily, during the evening
only). There is no entitlement when hours (normally 1830-2100hrs) only, to at
Non-public food services are least 25% of current authorized diner forecast
available
or based on demand, whichever is the greater
as authorized by the DND/Project Authority.
1.10 Training and Operations Food TOFE are to be provided to provide for extra Entitlements based on nutritional Provide TOFE
Enhancements (TOFE). (Applies nutritional requirements to support an requirements will be supplied in
during operations, exercises and increased level of physical activity and long accordance with Appendix 11
training. There is no entitlement working hours, etc.
when appropriate between meal
foods and or beverages items are
available from their designated Unit
work area, dining facility, Non-
public outlet, self-help canteens in
camp or in a commercial outlet.
1.11 Religious Accommodation and The contractor shall be required to respond to Provide adequate food and meals 100% Provide special dietary items for
Special Dietary Needs special dietary needs for Religious of the time to meet the specified special Religious and Spiritual
Accommodation. He shall not accommodate dietary needs due religious and spiritual Accommodation.
special diets for medical reasons (i.e. Gluten accommodation, as requested and
Free). The contractor is to be aware of and in authorized by the designated DND
compliance with DAOD 5516-3, Religious or Authority or designated representative.
Spiritual Accommodation
1.12 Support Special Traditions Recognition will be given to special No instance of failure to support special Provide meals and service for
traditions as identified by the DND/Project traditions with suitable offerings, in special traditions and theme
(Note: Tailor to requirements). Authority. The Contractor should support the adequate quantities and choices that dinners, using same equipment
following: Christmas Dinner, New Year's reflect Canadian traditions or featured and dinnerware.
Day Levee, Canada Day and Remembrance themes and are cost-effective.
Day Reception. Theme meals, such as Italian
night, Chinese Meals, etc, can be included in
the menu, but without adding costs. For these
occasions, the style of service may be other
than cafeteria style as authorized by the
designated DND Authority. The Technical
Authority shall provide guidance, as
required, on menu selection.

1.13 Manage Catering Activities To meet social requirements, the contractor No instance of failure to cater to official Provide catering.
may be asked to cater to activities, events or events. All other events are at the
(Note: May or may not apply). functions of a social nature separate from discretion of the contractor.
those identified under “Special Traditions”.
This includes catering to such events as The contractor shall not support any
formal mess dinners, receptions, VIP coffee catering request that has not been staffed
breaks, luncheons, sports days, birthday through the designated DND Authorized
parties, etc. The type of function being representative and approved in writing.
catered will determine the menu and style of This will ensure that there is no conflict
service being provided. The extra costs of interest and that such activity does not
associated with catering to these events are to hinder the effective provision of
be borne by the group holding the event and mandated food services support tasks
are not to be charged to the contract. IAW the contractual requirements.
Payment for services rendered remains a
matter between the Contractor and the
organizer responsible for the activity.
Generally, catering requests should be placed
a minimum of seven days before the event.
Admin Note: For hospitality functions, the

terms and conditions of DAOD 1017
(Hospitality in Canada) apply.
1.14 Plan For and Execute To be prepared for contingency feeding, The contactor shall ensure continuation Provide contingency feeding that
Contingency Feeding which includes, but is not limited to, the of feeding support operations while meets or exceeds performance
provision of meal service (typically on short maintaining a record of event(s). No standards.
notice) outside of hours stated in existing instance of failure to provide meals and
locations and/or the provision of meal service meal service as requested in sufficient
at a new location to meet emergency and/or quantities, where required.
operational requirements. Under these
circumstances, DND/Project Authority may The contractor shall have in place a
authorize modification of approved cycle feeding plan to adapt to emergency
menu and Standard Meal Item Availability and/or operational feeding requirements.
Table.

1.15 Prepare a nine day cycle menu for A nine-day box meal menu to be prepared in All menus prepared in accordance with Provide menus.
box meals accordance with Appendix 3, using the Appendix 3, 100% of the time.
principles of effective menu planning and
criteria for healthier choices approved by
DND/Project Authority. Sample menus for
all other types of meals required are to be
developed and made available to the
DND/Project Authority upon request for
approval.
1.16 Provide a Quality Control/Quality To provide a Quality Control/Quality The contractor shall provide a Provide a quality
Assurance and Self-Improvement Assurance and continuous self-improvement comprehensive quality control/quality assurance/quality control and
program program to increase productivity and assurance and self-improvement self-improvement program.
improve customer service. The program is to program to ensure the safety and well-
monitor and control the quality, quantity and being of diners and staff, to the
safety of goods used, the quality, quantity satisfaction of the designated DND
and safety of meals produced, and the quality Authority and the Technical Authority.
of all services provided.
1.17 Provide a Dining Room Access System is to be able to recognize entitled No instance of failure to control access Control access of diners and
Control System diners and to provide an accurate diner count and furnish diner counts. provide accurate counts by meal
by number and type of meals (breakfast, type and by location.
lunch, supper, other) served at each location
as stated in Item 1.2. The amount of food
provided in a meal as detailed in the Standard
Meal Entitlement Pattern, FSM, Chapter 2,
Annex A. Entitlements will be tracked by
the Diner’s use of an electronic swipe card
that are not transferable. In a fixed price
contract with a basis of payment based on
type and volume of meal provided, data will
be used as a basis of payment, and therefore,
must be auditable. Printouts of access control
reports shall be provided daily to the
Performance Monitor.
2. Sanitation and Safety

2.1 Sanitation and Safety – During At a minimum, all food is to be handled and All food is to be handled and stored in Provide safe food and a clean,
food production and service, all stored in accordance to the Food Safety Code accordance to the standard of the Food sanitary dining facility.
food must be kept in a properly of Practice for Canada’s Foodservice Safety Code of Practice for Canada’s
controlled environment. Industry and all areas are to be maintained in Foodservice Industry 100% of the time.
accordance with the Food Safety Code of
Maintain all food preparation areas, Practice for Canada’s Foodservice Industry. All areas are to be maintained to the
service areas, dining rooms, storage Workplace Hazardous Material Information standard of the Food Safety Code of
and related areas, equipment, System (WHMIS) Data sheets for all Practice for Canada’s Foodservice
furniture, dishware, utensils, etc. in cleaning materials and chemicals in use are Industry 100% of the time.
a clean, safe and sanitary state. to be posted in the workplace.
All service areas and dining rooms to be
The contractor must implement a food clean at the commencement of meal
services occupational safety-training program service, in accordance with the Food
to ensure the safety of workers and of diners. Safety Code of Practice for Canada’s
Officials enforcing such applicable laws and Foodservice Industry and must be kept
standards shall be permitted to inspect the reasonably clean and tidy during the
facilities or any portion thereof at any time meal service period.
during the contract period.
The contractor must resolve issues
For DND facilities, pest control is the within four hours, regarding non-
responsibility of DND. compliance with its food services
occupational safety-training program,
including the proper handling of
cleaning and chemical products.
2.2 Operation of Equipment - Operate To ensure the health and safety of workers Safety guards and safety equipment Provide a safe work environment
all equipment in accordance with and customers alike, all equipment is to be used 100% of time. Manufacturer's that meets or exceeds
manufacturer's instructions and operated and maintained in accordance with instructions, operating manuals or performance standards.
operating manuals. manufacturer's instructions and operating standard operating procedures are
procedures. All safety guards and safety available to staff in the workplace 100%
equipment needed to operate the equipment of the time. The contractor shall correct
are to be used when operating the equipment. any identified problems within 48 hours
to the satisfaction of the Technical
Authority and the applicable officials.
All food services staff operating food

service equipment must have been
instructed on the appropriate use and
methods of operating equipment.
All Food Svcs personnel have personal

protective equipment (PPE) in good
condition and in sufficient quantities
required in work area (i.e. oven mitts,
chain mail gloves, special purpose
aprons, etc.).
2.3 Dishwasher – Dishware must be A mechanical tool (dishwasher) must be used An area for mechanical washing of Provide a dishwasher
mechanically washed. to wash the dishes. In the event of equipment dishes must be provided. Water and
breakage, disposable dishes and utensils must chemical temperature levels should
be used. always be maintained in accordance with
the standards of the Food Safety Code of
Practice for the Canadian Food Service
Sector.
In the event of breakage, the contactor

cannot wash the dishes manually;
disposable dishware must be used.
2.4 Uniforms and Personal To ensure the health and safety of the diner, Clean uniforms and hair coverings worn Staff present a clean, neat
Hygiene - Provide employee the Contractor is to ensure sufficient by all food services personnel 95% of appearance and are equipped
uniforms, including PPE where quantities of clean, consistent in style and time. Hand washing supplies readily with the necessary PPE to
required, and means for appropriate uniforms, are available for all available to food services personnel at execute their tasks safely.
maintaining personal hygiene at personnel working in food preparation and all times.
work. service areas to permit daily change.
All Food Svcs personnel have
Contractor is also to ensure sufficient appropriate equipment to be used in
quantities of aprons and hair coverings to cleaning in good condition and in
permit change when soiled and that sufficient sufficient quantities required in work
quantities of disposable gloves are available. area (i.e. rubber gloves and boots).
Personal hygiene is to be maintained in
accordance with the Food Safety Code of The contractor will correct any problems
Practice for Canada’s Foodservice Industry. that have been identified by enforcing
such applicable laws within four hours to
the satisfaction of the Technical
Authority and the applicable officials.

3. Materials
3.1 Procure Food Stuffs - Procure all Foodstuffs procured for use in the provision The Contractor shall liaise with its food Procure food products.
foodstuffs to meet the requirements of meals and food enhancements at Task 1 suppliers to ensure that food products
of Task 1 and its sub-tasks. and its sub-tasks are to be consistent with the ordered and received are comparable to
purchase standards set out in existing Canadian food industry quality standards
government and DND standards where and for good quality products and are to the
when applicable. Where standards do not satisfaction of diners and the Designated
exist, the contractor is responsible for Technical Authority at least 90% of the
purchasing food products that are consistent time.
with the “good” quality standards defined for
CAF/DND Food Services. The contractor Acquire adequate food supplies to
must manage a safe food supply chain to satisfy menu requirements. No more
ensure the reliability and security of its than XXXX requests per month to
sources of supply. change approved menu offerings or to
deviate from the Standard Meal Item
Foodstuffs procured for use in the provision Availability Table at Appendix 3, due to
of meals and services are to be distributed in unavailability of items ordered or
refrigerated vehicle or containers to locations insufficient quantities ordered due to
to maintain proper holding temperatures and unforeseen increase of diners.
to prevent possible contamination in
accordance with the Food Safety Code of
Practice for Canada’s Foodservice Industry
and minimize losses.
3.2 Receive and store food supplies In accordance with the Food Safety Code of The contractor shall reject poor quality Receive and store foodstuffs that
Practice for Canada’s Foodservice Industry, and time expired goods 100% of the meet or exceed performance
operate and maintain secure, pest-free food time. The contractor shall address and standard.
storage facilities including facilities for dry resolve issues of short shipments or of
goods, frozen and chilled food supplies. The inaccurate billings with its suppliers
contractor shall implement responsible within three working days to minimize
receiving procedures for food supplies. the impact on meal production and to
Stockholdings should be sufficient to meet manage food expenditures.
the feeding requirements between two
delivery periods. Stock management must Stock outs of food inventory items
optimize the quality and freshness of food between two deliveries shall not occur
stocks, minimize spoilage and waste, and more than 5% of the time. Stock level of
ensure the cost control and security of food food inventory items shall not exceed the
stocks. average food usage between two
delivery periods more than 10% of the
time (for instance, a weekly delivery of
food items should require an inventory
that does not exceed one week of
supplies).
Consistently rotate stock with a posted

plan in place to maintain optimal food
quality and ensure employee awareness
and compliance at least 90% of the time.
3.3 Procure Consumable Items To provide all other consumable items No instance of not meeting performance Provide consumables.
required, meeting the requirements of Tasks standards for Tasks 1 and 2 and their
1 and 2 and their sub-tasks. Consumable sub-tasks due to insufficient stock
supplies include, but are not limited to, holdings between two deliveries. Stock
cleaning materials, consumable paper, lunch outs shall not occur more than 10% of
boxes and food wrapping material. the time.
Disposable compostable plates and utensils
may be used for certain situations as
approved by the Designated DND Authority.
Stockholdings should be sufficient to meet
the food services support requirements
between two delivery periods. Stock
management must optimize cost control.
3.4 Procure Other Materials To provide all other materials including Replacement parts and material meet or Provide other material.
dining room furnishings, and occupational exceed the quality of materials in the
health and safety equipment required to initial inventory (on a value-for-money
deliver the meals and services requested in basis). Adequate supplies of crockery
Tasks 1 and 2 of this section. This includes, and cutlery are available to meet the
but is not limited to crockery and cutlery, diner flow requirements throughout a
dining tables and chairs and related safety meal period at least 90% of the time.
equipment. Replacement parts and materials
required must be equal to or better (on a
value-for-money basis) than the quality of
the original manufactured material, unless
otherwise authorized by the DND/Project
Authority.

Where the contractor is not given the
opportunity to assume DND materials and is
required to procure all items, DND will
provide guidance as to scale of issue and
specification standards for, crockery, cutlery
and glassware (Scale D02-102, Dining Room
All Ranks). Under these circumstances, all
items remain the property of the Contractor,
unless other arrangements are made. All
items invoiced to DND remain the property
of DND. The contractor shall ensure efficient
and cost effective stock management.
3.5 Distribution of Foodstuffs Foodstuffs are to be delivered under The Contractor shall ensure that food is Distribute foodstuffs in
conditions that ensure goods remain free of delivered in accordance with the Food accordance with the Food Safety
contamination and are maintained at the Safety Code of Practice for Canada’s Code of Practice for Canada’s
proper temperature in accordance with the Foodservice Industry. Foodservice Industry.
Food Safety Code of Practice for Canada’s
Foodservice Industry for subsequent Frozen and refrigerated food supplies
distribution as Task 1 and its subtasks that distributed in refrigerated vehicles or
relate to the various types of dispersed meals. containers 100% of the time.
Foodstuffs procured for use in the provision

of meals and services in Task 1 are to be
distributed in refrigerated vehicles or
containers to locations so as to maintain
proper holding temperatures and to prevent
possible contamination in accordance with
the Food Safety Code of Practice for
Canada's Foodservices Industry.
4. Equipment, Small-wares and Hand Tools

4.1 Provide and/or Maintain The contractor shall provide and/or maintain Work request for equipment repair must Provide, maintain or service
Equipment, Food Preparation and service all reliable, quality equipment be submitted within 24 hours of equipment.
Small-wares and Hand Tools required to deliver the meals and services equipment breakdown. Follow-up on
outlined in Tasks 1 and 2. GFE equipment work orders must ensure the right
beyond economical repair is to be brought to priority level is assigned to the work
the attention of the Designated DND order and that repair is completed as
Authority. These include small-wares and scheduled 95% of the time, when within
hand tools, the normal range of quality the control of the Contractor.
institutional food services equipment
(including commercial dishwashers at each Manage equipment, food preparation
site), as well as mobile/portable food services small-wares and hand tools efficiently to
equipment. control costs and ensure that they are
used and replaced in the most
Operate, maintain, document and service all economical way possible. The contractor
equipment in accordance with manufacturer's makes every effort to control costs by
directions. To prevent any impact on the sourcing supplies through the most
production capacity of food services economical means possible.
equipment and installations, the contractor
shall ensure that all major food services
equipment and installations are included in
the preventive maintenance plan and
schedule of Construction Engineering (CE)
Operations.
Identify, promptly submit and follow up on

work requests for all food services equipment
and related installations that require servicing
/repair. Where the Contractor is required to
procure some major equipment, DND may
provide guidance as to size and specification
standards (Scale D09 - 136, Food Services
Equipment). All items invoiced to DND
remain the property of DND. Manage stocks
cost effectively and replace small wares and
hand tools as required to meet the food
services delivery requirements.
5. Transfer of Material and Equipment Inventories

5.1 Transfer Material and Equipment The contractor shall, upon expiration of the A physical inventory check and all Inventories to be transferred to
Inventories Upon Completion or contract or early termination, transfer reconciliation will be completed DND or new contractor.
Termination of Contract material and equipment inventories to DND 7 calendar days before Contract/Task
or to a new contractor as directed by DND. Order expiration. Inventory
The contractor shall complete a discrepancies shall not exceed 5% of the
comprehensive physical inventory of all initial inventory level.
DND materials and equipment including
replacement items held by the contractor
30 days before Contract/Task Order
expiration or termination. The inventory
must provide sufficient information for DND
to determine whether items will be
transferred to a new contractor or removed
from the site.
At expiration date or termination date, the

contractor shall return an equivalent
inventory to that signed for. In order to do so,
the contractor should replenish holdings of
small-wares and hand-tools frequently
throughout the duration of the contract.
A joint DND-contractor physical inventory

will be conducted to determine the actual
holdings. The quality and quantity of useable
food, (14 DOS IAW existing cycle menu and
consumables), materials and equipment
returned at the end of the Task Order are to
be such that there will be no adverse effect
on the continuity of operations.
All equipment is to be serviceable on return.

The contractor will not be held responsible
for changes in conditions and/or quantities of
materials or equipment resulting from normal
wear and tear or through occurrences beyond
the contractor's control. Crockery and
flatware should have been replaced on a

continual basis; therefore, large discrepancies
in numbers will not be accepted unless the
contractor can prove that they were beyond
his control. DND will accept a maximum
loss of utensils of 10%.
Deficiencies shall be recorded; recovery

action initiated for losses, shortages and
damage to furnishing; and a written release
against further inventory shortages will be
given prior to the contractor's departure.
6. Labour
6.1 Management of Labour The contractor shall appropriately assign The contractor shall establish staffing Food Services operations are
labour in responses to the changes in the and scheduling levels appropriate for the staffed at levels appropriate for
volumes of activity. Labour shall be staffed given volume of activity. The contractor volume of activity.
at levels that appropriately support the shall demonstrate responsiveness to
volume of activity and optimize labour changes in the volume of activity by
productivity. The contractor shall making appropriate changes to staffing
demonstrate effective labour productivity and scheduling levels, as and when
management. required.
6.2 Medical Certification for All personnel handling food must be 100% of food handlers certified. Provide medically certified
Food Handlers medically certified as being free of food handlers.
contagious diseases. DND may require any
food handler to submit to a medical
examination at any time. If a member of the
contractor's staff refuses to submit to a
medical examination or if the examination
reveals a condition that can pose a health
hazard, the contractor shall exclude the
employee from employment in the
kitchen/dining area. Costs and arrangements
for medical examination etc. are the
responsibility of the contractor.

6.3 Orientation and Safety Training All personnel working in Food Services must 100% of personnel trained. Provide trained personnel.
receive orientation training in safety and
sanitation, safe equipment operation,
workplace hazards and fire prevention,
including safe handling of cleaning
chemicals (WHMIS). Contractor is to ensure
that safety precautions for personnel working
in food services areas are taken in accordance
with the Canada Labour Code and Canada
Occupational Safety and Health Regulations.
7. Kitchen/Dining Facilities
7.1 Provide all necessary and well- Facilities must have the capability to satisfy No instance of not meeting performance Provide kitchen/dining room
maintained kitchen/dining room the requirements outlined in Tasks 1 and 2. standards for Tasks 1 and 2 of this table facilities.
facilities at specified locations. due to lack of adequate facilities.
7.2 Inspect and accept DND facilities DND kitchen facilities consist of the Inspection completed prior to hand-over Facilities are signed for and
available for contractor use following: XXXX (may be described in a date. documents held on file.
and/or as selected for use by the Facilities Catalogue). Floor plan of facilities
contractor during the bidding will be provided at mandatory site visit. No instance of failure to meet
process. requirements set out in Tasks 1 and 2
No later than XX days prior to the handover regardless of condition of facilities
date, verify the condition of existing selected by the Contractor.
facilities. Facilities to be handed over to
contractor on XXXXXX.
Items requiring rectification to be identified

to DND/Project Authority.
Contractor shall not use any DND-provided

facility or equipment in support of any
activity other than those sanctioned by the
Project Authority.

Facilities offered by DND but not selected by
the contractor are to be preserved in caretaker
status by TBD.
Contractor to immediately advise DND of

any problems with the facility/equipment for
which DND is responsible (i.e. heat,
electricity, plumbing, sewage, garbage
disposal).
DND will provide and maintain the existing

kitchen/dining room complex to the extent
that they now exist. DND will maintain all
grounds within the vicinity of these
structures. DND will provide water,
electricity, natural gas, and garbage removal.
7.3 Upon contract expiration or early Conduct a joint DND/contractor physical Inspection completed prior to hand-over Facilities handed over and all
termination, turn over DND inspection and turn over facilities as date. conditions met.
owned facilities to DND or to new scheduled in Phase out plan. Facilities to be
contractor as directed by DND. clean and in a ready-to-use, operational state All facilities clean and operational.
unless otherwise specified.
8. Reports and Returns
8.1 Volume of Activity - Provide a Provide to the Designated DND Authority an Complete and accurate report that is Provide accurate and complete
monthly report of food services accurate and complete weekly report of the clearly laid out is provided to Designated reports on time.
activities to DND/Project Authority. total Volume of Activity. The Designated DND Authority within 48 hours
DND Authority will issue a Confirmed Meal- following the end of the reporting period
Day Statement for the reporting period, (i.e. previous week) at least 90% of the
within 48 hours following the receipt of the time.
weekly report. In a cost reimbursable
contract, the Confirmed Meal-Day Statement
will be used to measure cost performance
against the meal-day rate established. The
contractor shall provide a weekly report of
the daily volume of activity, totalled for the
week, incurred to deliver food services
support.

Supporting documentation including all
requisitions for meals, refreshments and
feeding requirements shall accompany the
report. The report shall be clearly laid out
and shall include the daily volume of
activity, totalled for the week of the
following elements:
- number of daily dining room meals

served to CAF members and DND
personnel, other Allied Force
personnel, and contractor personnel
for breakfast, lunch and supper;
- the number of daily dispersed meals
(hot and cold) issued for breakfast,
lunch and supper;
- the number of Workplace
Refreshment issues (where
applicable);
- the number of BMR issues (where
applicable);
- the number of Night Snack issues
(where applicable);
- Number of TOFE issues (where
applicable)
- the dollar value of bulk issues of
food supplies for all approved food
orders;
- the equivalent number of meals
issued as bulk unprepared food
supplies for all requests based on the
number of meals required; and
- the dollar value of catering and meal
sales, as applicable.

8.2 Monthly Report Provide to the Designated DND Authority an Complete and accurate reports that are Provide clear and accurate
accurate and complete monthly report on the clearly laid out and that reflect the reports.
total volume of activity and costs of confirmed volume of activity and costs
delivering food services during the reporting to the satisfaction of the Designated
period. For a cost reimbursable contract, DND Authority are provided within
the Designated DND Authority will issue a seven working days following the end of
Confirmed Performance Summary Report the reporting period (i.e. previous
for the reporting period, within 48 hours month) at least 90% of time.
following the receipt of the monthly report.
The contractor shall provide a monthly report

of the volume of activity and cost incurred to
deliver food services support. The report
shall be clearly laid out and shall include the
total weekly volume of activity for the
month, and the total cost for the month by
detailing the following:
- the number of labour hours expended

per location by broad category
(management, supervision, skilled
labour, unskilled labour);
- total labour cost;
- the total food cost chargeable to the
Contract; and
- all other costs to be charged to DND
during the month for provided food
services support.
Note: In a cost-reimbursable contract, the

direct cost charged to DND shall exclude the
value of all inventory assets held by the
Contractor for the delivery of food services.
For instance, the cost of food charged to
DND shall be based on the cost of goods sold
= opening inventory + food purchases –
closing inventory.

8.3 Meet with Performance Monitor The contractor's Food Services Manager will Meet at least weekly. Meet weekly.
meet periodically with the Performance
Monitor to discuss day-to-day operations
problems /concerns and to provide updates
on self-improvement plans and initiatives.
8.4 Submit reports of inspections Original reports to be accompanied by Reports provided to Project Authority Provide report.
carried out by external officials to covering report by contractor indicating within seven working days of receipt of
DND/Project Authority corrective action taken by contractor to report from originator 95% of time.
rectify areas of concern within the report.
Reports to be submitted to DND/Project
Authority in a timely manner.
8.5 Respond in writing to Contract Copy of original Contract Incident Report to Reports provided to Performance Provide reports.
Incident Reports raised by be accompanied by a covering report from Monitor within 48 hours 95% of time.
Performance Monitor (PMs). contractor indicating corrective action taken
to prevent shortfalls from recurring. Reports
to be submitted to Performance Monitor
within 48 hours of incident.

Reference Documents - Appendix 1 - Cycle Menus (provided by DND)
- Appendix 2 - Standard Meal Item Availability Table (Source: Chapter 2 Annex B FSM)
- Appendix 3 - Standard Meal Entitlement Pattern including Dispersed Meal Patterns (Source: Chapter 2
Annex A FSM)
- Appendix 4 - Portion Size Standard (Source: Chapter 2 Annex C, FSM)
- Appendix 5 - Meal Service Schedule by Location (Source: to be completed by Project Authority)
- Appendix 6 - Opening and Closing Dates by Location and Diner Forecast by Location (Source: to be
completed by Project Authority/client)
- Appendix 7 - Workplace Refreshment Entitlement Table (Source:Chapter 2 Table 2.2 and Annex F Table
F-3 FSM)
- Appendix 8 - Between Meal Food Refreshment Table (Source: Chapter 2 Table 2.2 and Annex F Table F-
4 FSM)
- Appendix 9 - Night Snack Food Entitlement Table (Source: Chapter 2 Annex F Table F-2 FSM)
- Appendix 10- DAOD 5516-3, Religious or Spiritual Accommodation (Provided by DND)
- Appendix 11- Training and Operations Food Enhancement (TOFE). (Source Chapter 2 Table 2.2 and
Annex F- Tables F-7 to F-11 FSM)
- Food Procurement Standards revised as per the current situation and/or Food Quality Specifications
(Source: to be provided on CD)
- Canada's Food Guide to Healthy Eating (copy not included)
- Canada Labour Code (copy not included)
- Canada Occupational Health and Safety Regulations (copy not included)
- Food Safety Code of Practice for Canada's Foodservice Industry (copy not included)
- Current Canadian Food Inspection Agency (CFIA) policy and regulations regarding Food Safety
(copies not included)
Information for Site Visit - List of food and non-food consumables
- List of other materials including furnishings
- List of kitchen equipment, food preparation small-wares and hand tools
- Description of Kitchen/Dining Room facilities and a floor plan showing equipment layout
- Copies of local environmental, safety and security regulations and any other regulations applicable to
Contractor

Annex B – Generic Statement of Work – Food Services (GSOW – Food Svcs)
Additional Requirements
Table B-1: Work Requirements & Additional Requirements for a Cost-reimbursable Contract
1. Meals
1.1 Planning and Production of In a cost-reimbursable contract, the No later than seven days following the To prepare, and cook sufficient
Quality Meals - Provide prepared contractor must demonstrate effective cost arrival of personnel, the contractor shall quantities of quality food items to
meal items and other food items in control in production planning and in meal provide its current food price list for all feed entitled personnel in
accordance with approved cycle production and service so as not to exceed, commodities purchased to the accordance with the Daily Meal-
menu (NSCM) and the prescribed on the average, the Basic Food Cost (BFC), Designated DND Authority, to calculate Day Diner Forecast and the
standard for this objective. which is determined by Strat J4 Food Svcs. the food basket cost and determine the prescribed standards.
BFC and meal-day rate.
The contractor must demonstrate

effective cost control in meal planning,
production and service, to achieve an
average food cost for 3 meals a day that
does not exceed the BFC by more than
5%, more than 10% of the time.
3. Materials
3.1 Procure Food Stuffs - Procure all The contractor shall manage food
foodstuffs to meet the requirements procurement costs so that the average
of Task 1 of the Table of Work food cost per meal-day shall not exceed
Requirements. the meal-day rate by more than 5%,
more than 10% of the time.
3.3 Procure Consumable Items The contractor shall manage the cost of Provide consumables.
its consumable supplies and prevent over
stock and wasteful use. Usage must be
justified against the volume and type of
activity at least 90% of the time.
6. Labour
6.1 Management of Labour The contractor shall appropriately assign The contractor shall establish staffing Food Services operations are
labour (locally engaged employees (LEEs) in and scheduling levels appropriate for the staffed with personnel at levels
the case of deployed operations) in response given volume of activity. The contractor
to changes in the volume of activity. Labour shall demonstrate responsiveness to appropriate for volume of
shall be staffed at levels that appropriately changes in the volume of activity by activity.
support the volume of activity and optimize making appropriate changes to staffing
labour productivity. The contractor shall and scheduling levels as and when
demonstrate effective labour productivity required.
management.
8. Reports and Returns
8.1 Volume of Activity - Provide a The Confirmed Meal-Day Statement will be
monthly report of food services used to measure cost performance against the
activities to DND/Project Authority. meal-day rate established.
8.2 Monthly Report The Designated DND Authority will issue a
Confirmed Performance Summary Report for
the reporting period, within 48 hours
following the receipt of the monthly report.
The direct cost charged to DND shall exclude

the value of all inventory assets held by the
Contractor for the delivery of food services.
For instance, the cost of food charged to
DND shall be based on the cost of goods
sold = opening inventory + food purchases –
closing inventory.

Annex C – Generic Statement of Work – Food Services (GSOW – Food Svcs)
Request for Proposal
Introduction
1. The SOW forms the main part of any Requisition for Goods and Services (DSS 9200) but
is not the only item that needs to be included. To aid the Contracting Authority, the Requisition
for Goods and Services should include a list of evaluation criteria and other specification for
inclusion by Public Service and Procurement Canada (PSPC) in the covering letter of the
Request for Proposal (RFP). The RFP is the information package that is sent to inform potential
bidders of the intent to contract and to provide them with the information that they need to
prepare their bid or submission. The RFP consists of three parts:
a. the covering letter which provides all the administrative information regarding the
bid and proposal requirements (i.e. closing date for submission, date of bidders’
conference or site visit, format and content expected, other specific conditions and
steps in the selection process including dates, etc.);
b. the annexes and appendices that contain all the additional information that is
useful or important in understanding the SOW but would make the SOW too
cumbersome and large. In a Food Svcs SOW, the Food Svcs standards, cycle
menu, food specifications are just some of the items that may be included in the
SOW annexes and appendices; and
c. the SOW itself. If it is for a stand-alone Food Svcs contract only and not part of a
larger contract, the SOW is the part of the contract that states the terms and
conditions of the contract. The SOW is normally where the generic information,
for example the standard contracting clauses are placed (i.e. requirement to post a
performance bond (written agreement or cheque guaranteeing completion of the
work as per the SOW), penalties, etc.).
2. A SOW is the ‘terms of reference’ for a contract, the foundation for every activity in the
contracting process that follows. Defining requirements is difficult to do and one of the major
problems with contracts. Writing a good SOW takes time. A good SOW is clear, concise,
complete and correct. There are simple and complex SOWs. Standars for the preparation of a
SOW is further details, refer to the ADM(Mat) web its and its publication D-01-002-009/SG-001
– Standard for the Preparation of a Statement of Work.
3. Section 1 of this annex contains the mandatory requirements associated with GSOW –
Food Svcs. Section 2 contains the technical proposal rated criteria that reflect the requirements of
GSOW – Food Svcs. Section 3 contains a financial proposal, while Section 4 contains other
terms and conditions to be considered for inclusion in the RFP for a fixed price or cost-
reimbursable contract. Point scores are assigned to the technical proposal rated criteria based on
a rating scheme such as the one in Section 5. This scheme would be used to assess the proposal
submitted in response to the RFP. The rating scheme does not accompany the Requisition for
Goods and Services (DSS 9200).

4. Sections 1 to 4 inclusive are to be adjusted to correspond with the project/site specific
SOW and to be included with your Requisition for Goods and Services (DSS 9200) when
submitted to PSPC or DND’s designated Contracting Authority (CA).
Section 1 – Mandatory Criteria
Mandatory Site Visit and Meeting
5. In order to submit a proposal, bidders must attend a mandatory site visit. Visit to take
place on ____date __________, at ___time, at ___ location ____. Failure to attend the
mandatory site visit and meeting will result in disqualification of a bid. Bidders are to submit a
list of attendees to __(name of contact in PSPC) ______. Additional follow-up visits may be
arranged through PSPC representative, ______.
Mandatory References
6. Bidders must acknowledge willingness to comply with the following mandatory

references checklist (not limited to):
a. Standard Meal Item Availability Table;
b. Portion Size Standard;
c. Standard Meal Entitlement Pattern including dispersed meals;
d. NSCM;
e. Criteria for Healthier Choices
f. Food Safety Code of Practice for Canada’s Foodservice Industry;
g. Existing Canadian Government Food Specifications and/or DND specification

and purchase standards, when and where available;
h. Between Meal Refreshment Entitlement Table;
i. Night Snack Food Entitlement Table;
j. Workplace Refreshment Entitlement Table;
k. Canada’s Food Guide to Healthy Eating;
l. Canada Labour Code;
m. Canada Occupational Health and Safety Regulations; and
n. Canadian Food Inspection Agency (CFIA) Regulations and Policy.

Mandatory Personnel Requirements
7. Failure to meet the following mandatory personnel requirements will result in

disqualification of the bid.
8. The Food Services Manager must have a diploma/degree in food services management
from a recognized educational institution and four (4) years recent experience in managing
multi-faceted, high-volume food services operations; or ten (10) years recent experience in the
management of multi-faceted, high-volume food services operations. The Food Service Manager
must also have basic computer skills in using computer programs (i.e. word-processing and
email).
9. The Kitchen/Production Supervisor(s) must have undergone apprenticeship cook training,

hold recognized journeymen cook papers, and have at least five (5) years recent management
experience in managing multi-faceted, high-volume food services operations.
10. All food services personnel must be medically certified as being 100% free of contagious
diseases.
Mandatory Acceptance
11. As a mandatory part of the bid submission, the bid must include the following statement:
The terms and conditions set out in the Statement of Work have been read, understood and are accepted.
Section 2 – Technical Proposal
Technical Evaluation
12. A Technical Evaluation Team using the evaluation criteria stated in this RFP at
paragraphs ____ will evaluate technical proposals. To be deemed responsive, proposals must:
a. meet all mandatory criteria; and
b. achieve at least 70% of the maximum points in all technical evaluation rated
criteria.
Technical Proposal Rated Criteria
13. The following is an example of point rated criteria that will be used to evaluate proposals
for technical merit:

Corporate Experience and Support Requirement (57 points)
14. The bidder must have relevant corporate experience in similar types of food services
operations. To demonstrate this experience, the bidder is to provide:
a. the number of years of experience the company has in the food services industry
(minimum of five (5) years);
b. details of five similar food services operations currently or previously managed

by the bidder’s firm giving:
(1) name and location of account;
(2) start and end date, where applicable;
(3) types of services provided at location;
(4) size and type of population served;
(5) number of meals served daily/annually;
(6) type and ownership of equipment and facilities; and
(7) client contact names and telephone numbers.
15. The bidder must also possess sufficient organizational depth to support the proposed food
services operation. In order to demonstrate this depth, the bidder is required to provide the
following:
a. an organizational chart which shows the corporate support functions available

including the proposed interface with the DND Project Authority;
b. a brief description of these services and how they will be utilized in support of
__________ . Depending on the scope of work, some or all of the functions to be
described include:
(1) procurement;
(2) accounting and finance;
(3) human resources and labour relations;
(4) policy, standards and operating procedures regarding the provision of food
services;

(5) performance management;
(6) kitchen design services; and
(7) research and development including menu development.
Personnel Qualifications Requirements (100 points)
16. In addition to a well-qualified and capable on-site management team, the bidder must
demonstrate that the chefs, cooks and cooks assistants provided will meet the terms of the
contract. To do so, the bidder will provide:
a. a detailed organization chart showing the proposed management team structure

and interface with the DND Project Authority;
b. resume(s) for the proposed chef(s), including educational background and

relevant work experience. As a minimum, each chef must have a Red-Seal Chef
Certification from a government sponsored culinary program (such as Tourism
and Hospitality) and a minimum of five (50 cumulative years of experience as a
chef working in an institutional environment with multi-faceted, high volume
food services operation; and
c. resumes(s) for the proposed cook(s) including educational background and

relevant work experience. As a minimum, each cook must have cook journeyman
certification and four (4) years experience cooking in a multi-facetted, high
volume food services operation.
Note that in international operations, personnel that are not Canadian citizens may be hired for
positions that require management or culinary certification. These personnel will have their
credentials conditionally approved by CJOC prior to deployment to theatre in the case of third
country nationals or prior to being given an offer of employment of locally engaged employees
(LEEs). An in-theatre probation period of one month shall follow, after which time an
assessment will be made of the individual’s competencies (i.e. knowledge, skills and ability
mutually validated by the contractor and the in-theatre TA), with final approval for their
suitability for employment by the Contracting Authority (CA).

Plans and Procedures Requirements
Personnel Plan (75 points)
17. The bidder must demonstrate that sufficient qualified journeyman cooks and trained staff
will be provided on an on-going basis to meet all food services support requirements promptly
and responsively considering the proposed menu plan and operations plan. To do so, the bidder
should provide the following:
a. a sample personnel plan detailing all phases of human resource management

including, staffing, scheduling, employment and separation, required to meet all
feeding requirements;
b. the number and types of staff that will be provided on an on-going basis. Also this
should include a work description for each type of position. The proposed weekly
scheduling plan, by location, should include the positions, hours of work and total
weekly staff hours for production and for management/administration. It is
expected that the number of meals per labour hour will be no greater than 12
meals per production labour hour. This productivity factor must be supported by a
balanced and sustainable distribution of labour hours between cooks and food
services assistants;
c. a proposed staff replacement system to ensure an adequate pool of trained staff

exists to address staff absenteeism;
d. a description of the method that will be used to ensure all workers are medically
certified as being 100% free from contagious diseases that may cause food borne
illnesses. [Note: this is not generally required in Canada but is mandatory
overseas];
e. a detailed list of methods the bidder intends to use to deter staff turnover; and
f. an orientation and training plan that ensures that staff is adequately trained to
assume their tasks efficiently, safely and with due diligence in food safety.
Menu Plan (90 points)
18. The menu plays a significant role in the outcome of the meal experience to the diner. In
Canada, the Contractor MUST adhere to the NSCM. Abroad, the Contractor may be allowed
to deviate IAW locally available products. In which case, he will be required to demonstrate his
ability to provide a menu that meets expectations of the diner and DND; the bidder is required to
submit the following:
a. a three-week cycle menu for dining room service that, as a minimum, complies
with the Standard Meal Item Availability Table and incorporates all the principles
of effective menu planning;

b. a nine-day cycle menu for box meals which, at a minimum, complies with the
Box Breakfast, Lunch and Dinner Meal Pattern and incorporates all the principles
of effective menu planning and includes Canadian standards, preferences and
cooking styles; and
c. a description of the mechanism that will be used to solicit diner feedback, identify
unpopular menu items, and submit proposed alternate choices for approval by
Project Authority.
Operations Plan (280 points)
19. The bidder must demonstrate that the meals and other services requirements identified in
the SOW can be met in a pleasing, satisfying, cost-effective manner. To do so, the bidder must
submit an operations plan, which encompasses the following:
a. an acknowledgement of adherence to specified hours of operation, locations, and

points of service;
b. a description of the operating concepts (i.e. cook to serve or central production to

satellite points of service, use of out-sourced products, etc.), type of service and
serving area layouts to be used at each location and how they will benefit the
efficient and effective delivery of food services;
c. a description of the tool/equipment and procedures to be used in forecasting meal

requirements, controlling diner access and tracking diner counts;
d. a detailed description of the proposed plan for procurement and storage to be

taken including:
(1) purchasing policy with respect to quality of food and other materiel to
ensure food safety; and
(2) plan for food procurement and inventory control that ensures quality,
adequacy of supply and safety of food while controlling costs, so as to
ensure that quality, wholesome food services are consistently delivered
according to the contents of the mandatory references;
e. plan for production and service/distribution of food/meals to ensure a consistent

standard of food quality, quantity, safety and service is maintained while
controlling costs;
f. plan for meeting the hygiene and sanitation standards related to facilities,
equipment and personal hygiene;
g. a description of the approach the bidder will use to deal with short notice
fluctuations in food services demands and special requirements;

h. a procedure to coordinate and control demands/requests for other services such as
catering including scope of service provided, lead times, guarantees, production,
service and invoicing where applicable;
i. a description of the approach the bidder will take to meet a demand for
contingency feeding;
j. a description of the communication plan, including the method and frequency that
the bidder will use to keep the client informed; and
k. a description of quality control/quality assurance plan and continuous

improvement program to be used to monitor food safety, and sanitation, and to
enhance productivity and customer satisfaction.
Materiel and Facilities Plan (90 points)
20. The bidder must demonstrate the ability to provide quality and reliable equipment,
facilities and consumable supplies, as applicable, to support the requirements of the SOW,
subject to the scope of the SOW, unless otherwise stated. The bidder is to provide:
a. type of equipment, and re-locatable facilities the bidder can draw upon to
establish a food services operation;
b. the plan to be used to identify, acquire, assemble, move and set up the necessary
facilities and equipment effectively and efficiently;
c. the plan to be used to acquire and maintain adequate inventory of consumable

supplies (i.e. food preparation and packaging supplies, sanitation supplies, and
minor implements) of acceptable quantity to comply with Food Safety Code of
Practice for Canada’s Foodservice Industry;
d. the plan to be used to maintain, service, and repair or replace the equipment to
ensure unserviceable equipment does not adversely impact on the provision of
service; and
e. the identification of any assistance the bidder may seek from DND/CAF with
regards to food services facilities and equipment.
21. DND/CAF will provide, unless otherwise specified in the RFP, the following portable
food distribution containers for use by the contractor in the provision of dispersed meals:
a. insulated food containers (hay boxes) no later than two hours prior to pick-up of
hot bulk meals; and
b. in-flight meal/food carriers, as required.

Start-up/Transition Plan (35 points)
22. The bidder must demonstrate the ability to manage the implementation process by
providing a proposed start-up or transition plan detailing as a minimum:
a. engagement of management staff and key personnel;
b. training of key personnel;
c. recruitment, hiring and training of general workers;
d. equipment and facility set-up;
e. implementing of the procurement and operations plans;
f. implementing of the quality control/quality assurance plan; and
g. detailed implementation timetable for the above elements of the plan.
Section 3 – Financial Proposal for Fixed Price Contract
23. Financial proposals will be evaluated by PSPC and will not be disclosed to the Technical
Evaluation Team until their evaluation is completed. A format example for the financial proposal
is contained at Table C-3: Financial Proposal - Full Price (excluding facilities and equipment
rental).
Section 4 - Other Conditions and Specifications
24. May contain specific conditions and specifications related to:
a. proposal submission format;
b. contractor selection method;
c. payment terms (including incentive or performance based payment);
d. performance bonds or hold back clauses;
e. minimum guarantees; and
f. contract cancellation for cause.
Use of Kitchen Facilities by a Contractor
25. The contractor shall not use any DND provided facility or equipment in support of any
activity other than those sanctioned by the DND/Project Authority. The contractor to
immediately advise DND of any problems with the facility/equipment for which DND is
responsible (i.e. heat, electricity, plumbing, sewage, pest control, garbage disposal). DND will
provide and maintain the existing kitchen/dining room complex to the extent that they now exist.
DND will maintain all grounds within the vicinity of these structures.
Section 5 – Technical Proposal Rating Scheme
(NOT to accompany the Requisition for Goods and Services (DSS 9200))
Rating Scheme
26. The following spreadsheet is to be used as a start state for the rating / evaluation of each
bidder’s proposal. Deviations are to be made as required. It is recognized that the weightings for
a summer cadet camp or other feeding activity of relatively short duration may differ from those
of a longer term (i.e. employing a contractor to provide Food Svcs on a base/wing). However, it
is important to note that the weightings were assigned using a deliberate methodology.

Table C-1: Summary for the Rating / Evaluation Scheme for GSOW – Food Svcs Template
Based on minimum requirement of 70% for each criteria.
This template should be tailored/adapted to meet the needs of the location sought to be contracted
Item Rated Criteria Points Min. Scoring Score

Remarks
# Description Assigned Points Instructions Awarded
Food Services Corporate Experience and Support Requirement
1. Experience
1. a. Number of years 5 3.5 1 point for every
of experience in 1.5 years in the
food services business to a max
industry of 5 points
1. b. Similar
operations
Length of service 5 3.5 Longer than 2
months - 1 point
per operation to a
max of 5 points
Types of service 5 3.5 Max 1 point per
operation with at
least three types
of service
(cafeteria,
dispersed,
catering)
Size and type of 5 3.5 Max 1 point per
diner population operation, pop
served size: 50 to 250 =
0.25, 251 to 500
= 0.5, 501 to 750
= 0.75, 750 and
greater = 1
Number of meals 5 3.5 Max 1 point per
served operation,
daily/annually forecasted
number of meals
for tasking to be
used for
comparison.
Same size = 0.7
(More if it is
above and less if
below)
Type and 5 3.5 Max 1 point per
ownership of operation, award
equipment/faciliti a point if
es provided by
bidder
Client contact 5 3.5 Award 1 point
names and phone per operation if
numbers contact names

Remarks
and numbers
provided
Sub-total 35 24.5
2. Support
2. a. Organization 4 2.8 Chart shows all
chart of corporate functions listed
support below, superior =
4, average = 3,
below average =
1-2, not provided
=0
2. b. Corporate support For each of the
services items below,
award points
based on extent to
which bidder
indicates
corporate support
will be provided.
Superior = 1.5 -
2, average = 1.4,
below average =
1-1.3, not
provided = 0.
Purchasing 2 1.4
support
Accounting and 2 1.4
finance support
Human resources 2 1.4
and labour
relations support
Staff training in 2 1.4
health and safety
support
Quality assurance 2 1.4
support
Performance 2 1.4
management
Kitchen design 2 1.4
services support
Research and 2 1.4
development
including menu
development
Operations 2 1.4
support
(operating
policies and
procedures)
Sub-total 22 15.4
Total 57 39.9
Personnel Qualification Requirements
Remarks
3. Qualifications
3. a. Organization 10 7 Award points for
chart of completeness (all
management areas and
team and relationships
interface with show) and
Project Authority accuracy (does
reporting lines
and interface
make sense);
Superior = 8-10,
average - 7,
below average
=1-6, not
provided = 0.
3. b. Chef
50 35 Award 35 points
if has a red-seal
Chef certification
(with proof) from
a government
sponsored
culinary program
(Tourism or
Hospitality) and
minimum of 5
years combined
experience as a
chef working in a
in high-volume
operations; add
points to a
maximum of 50
for additional
qualifications and
relevant
experience.
3. c. Cook
Underwent 40 28 Award 28 points
apprenticeship if undergone
training, holds necessary
journeyman cook training, holds
papers, and has at journeyman cook
least four years papers (with
cooking proof) and 5
experience in years of cooking
multi-faceted, experience; add
high volume food points to a
services maximum of 40
operations. for additional
relevant
experience and/or
training.

Remarks
Note: If more than one Chef or Cook is required, rate each resume separately. All must hold minimum
qualifications for bidder to qualify in this area.
Total 100 70
4. Personnel Plan
4. a. Sample personnel 10 7 Award points
plan based on
completeness and
adequacy of types
of scheduled staff
to cover all
operating hours
and all areas of
work. Superior =
8-10, average =
7, below average
= 1-6, not
provided =0
Types and 10 7 Award points
numbers of staff based on
with job completeness and
description adequacy of types
of scheduled staff
to cover all
operating hours
and all areas of
work. Superior =
8-10, average =
7, below average
= 1-6, not
provided =0
4. b. Proposed weekly 10 7 Award points
scheduling plan based on
(meals per labour proposed weekly
hr) plan to cover all
areas of work.
Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
Type of job and 10 7 Award points
job description based on
for each type of completeness and
position to adequacy of types
support the of scheduled staff
operations plan and of the job
descriptions to
cover all areas of
work. Superior =
8-10, average =
7, below average

Remarks
= 1-6, not
provided =0
Number of staff 10 7 Award points
and scheduled based on
weekly hours of completeness and
work sustainability the
number of staff
and their
scheduled hours
to adequately
cover all meal
periods and
operating hours
in all locations.
Superior = 8-10,
average = 7,
below average =
1-6 and not
provided = 0
4. c. Approach to staff 10 7 Award points
replacement based on
effectiveness of
plan to replace
staff promptly.
Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
4. d. Method to 5 3.5 Award points
medically certify based on
all workers effectiveness of
plan to ensure all
food handlers are
free of contagious
diseases. Superior
= 8-10, average =
7, below average
= 1-6, not
provided = 0
4. e. Methods to deter 10 7 Award points
staff turnover based on rewards,
incentives,
opportunity for
advancement etc.
Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
4. f. Orientation and 10 7 Award points
Training Plan based on methods
of training

Remarks
delivery,
opportunity for
personnel
development etc.
Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
Total 85 59.5
5. Menu Plan
5. a. Three week cycle
menu
(to be adapted if
contractor must
abide to the
NSCM)
Complies with 25 17 Award 17 points Going above
standard meal if complies with standards shall not
item availability all, add points for impact cost
table extras
Popularity of 5 3.5 Superior = 4-5, Needs stats on waste
items average = 3.5, and consumption
below average = pattern
1-2
Eye appeal (form, 5 3.5 Superior = 4-5, Comments from
colour, average = 3.5, diners
appearance) below average =
1-2
Canadian 5 3.5 Superior = 4-5,
preferences and average = 3.5,
cooking styles below average =
1-2
Healthy choices 5 3.5 Superior = 4-5,
average = 3.5,
below average =
1-2
Frequency of 5 3.5 no repeats = 5pts,
repetition a few repeats but
acceptable level =
3.5, many repeats
= 1-2.
5. b. Nine day box
meal menu
Complies with 10 7 Award 7 points if Going above
the dispersed box complies and add standards shall not
meal pattern points for extras. impact cost
If does not meet
pattern in some
areas = 4-6, fails
to meet pattern =
1-3

Remarks
Variety 5 3.5 Superior = 4-5,
average = 3.5,
below average =
1-2
Popularity of 5 3.5 Superior = 4-5, Must be from
items average = 3.5, statistical data
below average =
1-2
Frequency of 5 3.5 no repeats = 5pts,
repetition a few repeats but
acceptable level =
3.5, many repeats
= 1-2.
5. c. Sample other
types of menus
Mechanism to 15 10 Award points
solicit feedback, based on
identify completeness and
unpopular items validity of the
and submit feedback process
alternative and resolution
choices process.
Total 90 62
6. Operations Plan
6. a. Compliance with
specified hours of
operation,
locations and
points of service
5 3.5 Award full points
if adherence to all
is indicated.
6. b. Operating Award points
concepts for each based on
location adequacy and
completeness of
response.
Production 10 7 Superior = 8-10,
concepts to be average = 7,
used below average =
1-6, not provided
=0
Serving area 10 7 Superior = 8-10,
layouts average = 7,
below average =
1-6, not provided
=0
Other (i.e. 10 7 Superior = 8-10,
different styles of average = 7,
cooking, below average =
sandwich bar, 1-6, not provided
etc.) =0

Remarks
6. c. Tools, equipment 10 7 Award points on
and procedures adequacy of
for forecasting system and its
meal ability to forecast
requirements, and track.
controlling diner Superior = 8-10,
access and average = 7,
tracking diner below average =
counts 1-6, not provided
= 0.
6. d. Procurement and
storage
Purchasing policy 10 7 Award points
with respect to based on whether
quality of food the response is
and other reasonable,
materials and to logical and
ensure food complete;
safety Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
Approach to food Award points
procurement and based on whether
inventory control the response is
to insure quality, reasonable,
adequacy of logical and
supply and safety complete
of food
Adherence to all 10 7 Award full points
mandatory if adherence to all
references is indicated
Food safety 10 7 Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
Food quality 10 7 Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
System controls 10 7 Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
6. e. Procedures for Award points
production and based on
service to ensure likeliness of
a consistent procedures to
standards of food

Remarks
quality, quantity; ensure
service is consistency
maintained while
controlling costs
Production 10 7 Superior = 8-10,
control average = 7,
procedures below average =
1-6, not provided
=0
Standardized 10 7 Superior = 8-10,
recipes average = 7,
below average =
1-6, not provided
=0
Cooking 10 7 Superior = 8-10,
procedures average = 7,
below average =
1-6, not provided
=0
Safety 10 7 Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
Service time and 10 7 Superior = 8-10,
procedures, average = 7,
temperature, below average =
portion control 1-6, not provided
and =0
replenishment
procedures
6. f. Procedures for Award points on
maintenance of adequacy of
hygiene and procedures to
sanitation ensure
standards maintenance of
standards
HACCP program 5 3.5 Superior = 4-5,
average = 3.5,
below average =
1-2
Training program 5 3.5 Superior = 4-5,
for employees average = 3.5,
below average =
1-2
Cleaning 5 3.5 Superior = 4-5,
schedules etc. average = 3.5,
below average =
1-2
Control 5 3.5 Superior = 4-5,
procedures average = 3.5,
below average =
1-2
Remarks
Inspection 5 3.5 Superior = 4-5,
schedules average = 3.5,
below average =
1-2
6. g. Short notice 10 7 Award points
fluctuations in based on
food services likelihood of
demands and approach
special ensuring
requirements consistent quality
of service at all
times; Superior =
8-10, average =
7, below average
= 1-6, not
provided = 0
6. h. Demands and 20 14 Award points
requests for other based on whether
services (ordering the response is
procedures, logical,
minimums, lead reasonable and
time, guarantees, complete;
production, Superior = 15-20,
service, average = 14,
invoicing) below average =
1-13, not
provided = 0
6. i. Contingency Award points
feeding based on
likelihood of
approach
ensuring
consistent service
at all times;
After hours 10 7 Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
Use of alternate 10 7 Superior = 8-10,
feeding facilities average = 7,
below average =
1-6, not provided
=0
6. j. Communications 20 12 Award points
Plan method and based on the
frequency to be quality and
used to keep completeness of
client informed proposed Comms
plan
6. k. Quality Award points
control/quality based on the
assurance and quality and

Remarks
continuous completeness of
improvement proposed QA;
methods
Food safety 5 3.5 Superior = 4-5,
average = 3.5,
below average =
1-3, not provided
=0
Sanitation 5 3.5 Superior = 4-5,
average = 3.5,
below average =
1-3, not provided
=0
Customer 10 7 Superior = 8-10,
satisfaction average = 7,
below average =
1-6, not provided
=0
Productivity 10 7 Superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
Performance 10 7 Superior = 8-10,
measurement average = 7,
system below average =
1-6, not provided
=0
Total 280 194
7. Materiel and Facilities Plan
7. a. Equipment and 30 21 Award points
re-locatable based on the
facilities amount of
available resources on hand
to meet
requirements;
Superior = 22-30,
average = 21,
below average =
1-20, not
provided = 0
7. b. Procedures to 30 21 Award points
identify, acquire, based on the
assemble, move, clarity of
and set up procedures, the
equipment and response time to
facilities activate and the
apparent ability
to carry out task.
Superior = 22-30,
average = 21,
below average =

Remarks
1-20, not
provided = 0
7. c. Procedures to 10 7 Award points
acquire and based on
maintain adequacy and
adequate levels of completeness of
consumable response;
supplies superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
7. d. Procedures to 10 7 Award points
maintain, service, based on
repair or replace adequacy and
equipment and completeness of
facilities response;
superior = 8-10,
average = 7,
below average =
1-6, not provided
=0
7. e. Identification of 10 7 Award points
assistance based on the
required amount of
resources not
being sought
form DND.
None = 10, very
little = 7,
extensive
amounts = 1-6,
not provided = 0
Total 90 63
8. Start-up /Transition Plan
8. a. Engagement of 5 3.5 Award points
management staff based on whether
and key the response is
personnel logical,
reasonable and
complete;
Superior = 4-5,
average = 3.5,
below average =
1-2, not provided
=0
8. b. Training of key 5 3.5 Award points
personnel based on whether
the response is
logical,
reasonable and
complete;
Superior = 4-5,

Remarks
average = 3.5,
below average =
1-2, not provided
=0
8. c. Recruitment, 5 3.5 Award points
hiring, and based on whether
training of the response is
general workers logical,
reasonable and
complete;
Superior = 4-5,
average = 3.5,
below average =
1-2, not provided
=0
8. d. Equipment and 5 3.5 Award points
facilities set-up based on whether
the response is
logical,
reasonable and
complete;
Superior = 4-5,
average = 3.5,
below average =
1-2, not provided
=0
8. e. Procurement and 5 3.5 Award points
operations plan based on whether
implementation the response is
logical,
reasonable and
complete;
Superior = 4-5,
average = 3.5,
below average =
1-2, not provided
=0
8. f. Quality 5 3.5 Award points
control/quality based on whether
assurance plan the response is
implementation logical,
reasonable and
complete;
Superior = 4-5,
average = 3.5,
below average =
1-2, not provided
=0
8. g. Detailed 5 3.5 Award points
implementation based on whether
timetable the response is
logical,
reasonable and

Remarks
complete;
Superior = 4-5,
average = 3.5,
below average =
1-2, not provided
=0
Total 35 24.5
Table C-2: Summary for the Rating / Evaluation Scheme for GSOW – Food Svcs
Based on minimum requirement of 70% for each criteria.
Score
Item Rated Points Min. % of Pass/
Awarde Remarks
# Criteria Assigned Points Total Fail
d
Food Services 57 39.9 8%
Corporate
Experience and
Support
Requirement
Personnel 100 70 14%
Qualification
Requirements
Personnel Plan 75 52.5 10%
Menu 90 62 12%
Compliance
Operations Plan 280 194 39%
Materiel and 90 63 12%
Facilities Plan
Startup / 35 24.5 5%
Transition Plan
Total 727 505.9 100%
Table C-3: Financial Proposal - Full Price (excluding facilities and
equipment rental)
Projected
Item Fixed Price Bid Price Total by Meal
Number
Meals and Snacks
1. Meal-Day
- Breakfast
- Lunch
- Supper
Meal Day Total
2.* Workplace Refreshments
3.* Between Meal Refreshments
4.* Night Snacks
5. Dispersed Meals
Cold Meals
Projected
Item Fixed Price Bid Price Total by Meal
Number
a. Box Breakfast
b. Box Lunch/Supper
Hot Meals
c. Haybox Breakfast
d. Haybox Lunch/Supper
e. Individual Flight Breakfast
f. Individual Flight Lunch/Supper
g. Uncooked Food Supplies
Total Price
Note: * As applicable.
Qty Item Description Price Per Item Total Price

Facilities and Equipment Rental
Grand Total

Annex D – Daily Meal Forecast
Name of Project/Activity
Meal Forecast for
Dining Room Meal Requirements by Location
Location Breakfast Lunch Supper
Night Snack Requirement by Location Workplace Refreshments Provided by Location
Location Night Snack Location WR
(or see attached meal requisitions # )
Type of Meal Number Special Instructions

Required
Date:
(Signature)
Performance Monitor

Annex E – Performance Incident Report
To: Food Services Manager
PERFORMANCE INCIDENT REPORT #
DATE AND TIME OF OBSERVATION (S)
CONTRACT #
LOCATION
OBSERVATION (S):
Corrective action to be taken within 48 hours

Copy is held on file at .
OBSERVED BY:
Signature and Appointment
RECEIVED BY FOOD SERVICES MANAGER: Date: Time:
Signature of Food Services Manager

To: Performance Monitor
CORRECTIVE ACTION TAKEN OR TO BE TAKEN
Date:
Signature of Food Services Manager
To: Food Services Manager

ASSESSMENT OF OBSERVED ACTION TAKEN WITHIN 48 HOURS
Satisfactory / Unsatisfactory
(If necessary, note deficiencies and action taken)
Date:
Signature and Appointment

Annex F – Performance Incident Register
DATE TIME PERFORMANCE OBSERVED BY DATE/TIME ACTION TAKEN BY

INCIDENT (NAME, Food Svcs Mgr CONTRACTOR
REPORT # RANK, APPT) NOTIFIED (Satisfactory/Unsatisfactory)

Annex G – Food Assessment Guide
The following lists may be useful to use as an aide-mémoire in order to have a comprehensive
overview of the operation and provide an opportunity to comment on each of these areas.
ADMINISTRATION Comments
Ration entitlement
Written Daily Meal Forecasts
Daily Activity reports from the Access Control System
or from the Camp Parade State
Certified Daily Meal Statement
Daily Sanitary Evaluation inspections
Performance Incident Reports
Performance Incident Register
Contractor Invoices
PERSONNEL Comments
Food Services Manager – qualifications
Kitchen/Production Supervisor(s) – qualifications,
numbers
Chef – qualifications, numbers
Chef Assistant - qualifications, numbers
Cooks - qualifications, numbers
Cook Assistants – qualifications, numbers
Kitchen Helpers - qualifications, numbers
Material Control Specialist(s) – qualifications, numbers
KITCHEN (as applicable) Comments

General condition
Renovations and new construction
Layout
Utilities
Floors, walls, ceilings, and drains
Painting
Lighting
Ventilation
Environmental conditions
DINING ROOMS (as applicable) Comments

Seating capacity
Cloakrooms and diners' washrooms
Efficiency of layout
Décor
Furniture
Food serving equipment
Tableware
Table setting
EQUIPMENT Comments
Availability
Maintenance
Replacement
Operating procedures
Minor equipment
Non-food accessory and packaging items
Dispersed meal equipment
RECEIVING AND STORAGE Comments

Receiving area
Refrigerators and freezers
Storerooms
Shelving and racks
FOOD ORDERING AND MANAGEMENT Comments

Ordering
Procurement standards
Delivery
Quality control
Stock control
Issue of unprepared food items
Management of supplies
MEAL PRODUCTION Comments

Menus
Menu substitutions
Recipe files and recipe books
Production control and task assignment
Food preparation and handling techniques
Quality control
Food left over
MEAL SERVICE Comments

Access control
Menu boards
Portion control
Efficiency of service
Feedback from diners
Meal hours
DISPERSED MEALS Comments

Equipment control and disposable items
Demanding and issuing
Between Meal Allowance (BMA)
Menus
Box meal preparation and packaging
Holding area
Issuing area

HYGIENE AND SANITATION Comments
General Sanitation standard and program
Construction and condition of facilities
Equipment
Washrooms and change rooms
Pre-employment indoctrination
Environmental clothing
Personal hygiene/hair nets/caps/uniforms
Dishwashing
Pots and pans washing
Laundering of clothing
Waste disposal
Pest control
ACCIDENT AND FIRE PREVENTION Comments

Work environment
Work practices
Protective clothing and safety equipment
Fire alarms and equipment
First aid kits
Safety and fire regulations
Safety and fire education program
Safety Shoes

Annex H – Sanitation Evaluation Checklist
DATE & TIME
CONTRACT LOCATION
CARRIED OUT BY
Mark each items as satisfactory or unsatisfactory, include comments.
DINING ROOM/SERVING AREA: Satisfactory/Unsatisfactory
Tabletops are clean.

Condiment containers are clean.
Floors are free of debris and spills.
Beverage dispenser drip trays are clean.
Steam table/serving area is clean.
Hot foods are covered in steam table.
Dessert/cold food items are properly
displayed/refrigerated.
Appropriate serving utensils are available on
serving line and at buffets.
KITCHEN AREA: Satisfactory/Unsatisfactory

The following are clean:
Counter/preparation areas;
Cutting boards;
Meat slicer;
Deep fat fryer;
Pots, dishes and utensils;
Walls; and
Floors.
Traffic areas are free from clutter.
Fridge/freezer temperatures are recorded.
Storerooms are well organized and food is safely stored.
In refrigerators, all food items are properly covered and
dated.
Foods are not left out at room temperature.
All Garbage containers are covered.
Wet/dry garbage cans in preparation areas are emptied
frequently.
Doors have intact screens and are kept closed when not
in use
PERSONNEL: Satisfactory/Unsatisfactory
Staff is dressed in clean uniforms.
Staff is using hairnets/hats.
Safety shoes are worn
SANITATION EVALUATION RESULTS
Total all satisfactory responses and divide by total response and times it by 100%.
Result = %
90% IS CONSIDERED THE MINIMUM STANDARD

Annex I – Contractor’s Statement Of Meals Provided
CONTRACT NUMBER
Name of Project/Activity Meals Provided on
Dining Room Meals Provided by Location

Location Breakfast Lunch Supper
Total Meals Served
Night Snacks Provided by Location Workplace Refreshments Provided

by Location
Location Night Snack Location WR
Dispersed Meal and Other Requirements Provided
Type of Meals Number Remarks

Provided
NOTE: List other services provided as required
Date: _________________________________________
(Signature)
Food Services Manager

Annex J – Certified Daily Meal Statement
CONTRACT NUMBER
Name of Project/Activity
It is hereby certified that the following meals
were provided to DND on
Type of Meal Quantity

Dining Room Meals:
Breakfast
Lunch
Supper
Night Snack
Workplace Refreshments (WR)
Dispersed Meals and others

Box Breakfast
Box Lunch/Supper
Haybox Breakfast
Haybox Lunch/Supper
BMA
Other
NOTE: List any other services provided under the contract as required.
Date
Signature
Performance Monitor

Chapter 14 – Shipboard Feeding
General Section 4 – Food Procurement Section 6 - Maintenance

Section 1 - Introduction 14.20 Food Supply and 14.39 Equipment Repair
Responsibilities
14.01 Introduction 14.21 Food Procurement and 14.40 Safety and Sanitation
Unitrak
14.02 Responsibilities 14.22 Provisioning 14.41 Environmental
Thresholds Management Policy - Sullage
14.03 Principles of Shipboard 14.23 Shipboard Storage 14.42 Food Services
Feeding Considerations Environmental Protection
Guidelines to HMC Ships
14.04 Publications 14.24 Deployed Logistics
Standing Offers (DLSSOs)
Section 2 – Food Standards and 14.25 Transfer of Rations
Service Between Ships
14.05 Food Quality and 14.26 Ration Rejection Annexes
Standards
14.06 Service and Amenities 14.27 Ration Write-Off Annex A – Commanding Officer’s
Declaration
14.07 Menu Planning 14.28 Risk Assessment of Annex B – Ship’s Activity and
Rations- Force Health Performance Summary Report
Protection
14.08 Special Requirements 14.29 Ship Inventory Annex C – Ship’s Activity Report
14.09 Food Preparation and Section 5 - Personnel Annex D – Shipboard Operating
Service Statement
Section 3 – Food Service 14.30 Food Service Personnel Annex E – Sample Galley Watch
Accounting and Reporting System and the Fleet Schedule
14.10 Resource Management 14.31 Cafeteria Parties Annex F – Professional
Development Opportunities – Navy
Cooks
14.11 Performance Measurement 14.32 Secondary Duties Annex G – Senior Cook
and Reporting System Supersession Report
14.12 Recovery Rates 14.33 Watches
14.13 Increment Allowances 14.34 Training and
Professional Development –
Navy Cooks
14.14 Ration Entitlement 14.35 Employment of Cooks
for Official Hospitality and
Type 3 Catering Functions
14.15 Procurement of Meals 14.36 Cooks Whites
from Outside Contractors
14.16 Receiver General Revenue 14.37 Logistics Compliance
Inspections
14.17 Recoveries – DND Funded 14.38 Senior Cook
Recoveries – Official Hospitality Supersession
14.18 Expenditures
14.19 DRMIS and Unitrak
Verification
Amended March 2013 Page 1 of 38

General
1. This chapter on Shipboard Feeding replaces A-85-269-001/FP002 – Food Services

Direction and Guidance Volume 2 Shipboard Feeding. It is the principal reference source for
shipboard feeding policy, guidance and procedures within the Canadian Forces. The intent of this
chapter is to supplement, clarify and address specific naval food services issues.
SECTION 1 - Introduction
14.01 Introduction
2. The Shipboard Feeding Chapter of the Food Services Manual is applicable for all HMC
Ships, Submarines, ORCA Class vessels, Sailing vessels and future fleets providing food
services. It is intended to provide guidance and assistance for the administrative, accounting and
technical control of shipboard feeding operations.
3. Suggestions for amendments shall be submitted through normal channels to National

Defence Headquarters, Attention, Director Naval Logistics (D Nav Log).
4. Food Service procurement and ration accounting procedures contained herein refer to
Unitrak 2.0 unless otherwise stated.
5. The Ship’s Logistics Officer (LogO) shall act as the Food Services Officer in applying
the principles contained within this Chapter.
6. The Senior Cook (NCO I/C Galley) shall report directly to the LogO for all Food
Services responsibilities. For personnel administrative purposes only, the Senior Cook reports to
the LogO through the Departmental Coordinator.
14.03 Principles of Shipboard Feeding
7. Ship’s Food Services personnel shall endeavour to:
a. Provide the best meals possible on a continuous basis within the space
restrictions and environmental conditions present;
b. Relieve the boredom and tension associated with long voyages and routine
manoeuvres by serving varied, interesting and nutritious meals;
c. Respond to emergency and operational situations with wholesome and

appropriate meals; and
d. Provide and highlight healthy choice menu items.
14.04 Publications
8. The publications used in supporting the development of the Shipboard Feeding Chapter
are:

a. MARCORD: Volume 3A – 46-402;
b. MARCORD: Volume 1 66-5 and 67-01;
c. Maritime Command Ship’s Standing Orders (SSOs);
d. Galley Standing Orders;
e. The Food Safety Code of Practice for Canada’s Foodservice Industry;
f. HMC Ships Victualling Stores Guide;
g. Commanding Officer’s Guide to Naval Logistics;
h. Deployed Logistics Standing Offers (DLLSOs);
i. CFAO 36-14 and 36-21;
j. FAM 1017-1, Management of Hospitality Expenditures;
k. FAM 1018-1, Managing Public Revenue; and
l. Ship’s Safety and Environmental Management Systems (SEMS) Manual
SECTION 2 – Food Standards and Service
14.05 Food Quality and Standards
9. While conducting domestic operations all ships will procure food items consistent with
the CF Food Quality Specifications (FQSs) available on the Director Food Services website, CF
Food Quality Specifications. These specifications, developed by Director Food Services are more
comprehensive than the antiquated and obsolete Canadian General Standards Board (CGSBs).
The Food Acquisition Cell (FAC) on each coast is responsible for the preparation of all Standing
Offers (SOs). All SOs should ensure CF Food Quality Specifications are adequately identified
and detailed.
10. In order to ensure compliance with Federal standards for food safety, including the
Meat Inspection Act and Regulations, meat inspection shall be in accordance with Federal
standard. The procurement of meat or meat products from provincially or municipally inspected
facilities is not acceptable. The following PWGSC Standard Clause for meat and meat products
shall be stated in all Standing Offers:
"The Contractor must ensure that inspectors from the Canadian Food
Inspection Agency (CFIA) have inspected all meat and meat products, poultry
and poultry products, lard, shortening and margarine containing animal fats,
and soups containing ingredients of animal origin, and have stamped those
products "CFIA inspected for CG" before shipment.
The Contractor must arrange for all such products to be delivered to the

consignee either from an establishment registered in accordance with the

Meat Inspection Act, 1985, c. 25 (1st Supp.) and the regulations made under
that Act, or from a food distributor that purchased the products from such
an establishment. Canada will not accept products that have not been
stamped by the CFIA.
The Contractor must not permit any food distributor to alter or further
process any meats or other products that have been inspected by inspectors
from the CFIA."
11. In the case of deployed ships, there will be circumstances where ration resupply in
foreign port is necessary and Canadian Standards should be followed wherever possible.. In these
instances, Standing Offers or contracts must have appropriate standards incorporated. Standing
Offers will be discussed further in Section 4 of this chapter. To the degree possible, fresh rations
purchased in foreign ports should conform, or be comparable, to Canadian Federal Government
or DND standards. Guidance from the medical community shall be sought, when any doubt
exists as to the quality of rations procured in foreign ports. Prior to taking food provisions on
board all food shall be physically inspected by the Ship’s Physician Assistant (PA), when
embarked, and Senior Cook.
14.06 Service and Amenities
12. The standard for food service is described in the Standard Meal Item Availability
Tables located at Annexes A, B and B-1 of Chapter 2 of this manual. Annex B is applicable to
major warships and Annex B-1 refers to MCDVs, Orcas, small sailing vessels and Naval Reserve
Divisions (NRDs). Annex C provides standard portion sizes for many menu items. During
deployments the LogO may deviate within the applicable category range of the standard for
reasons such as: availability, weather, seasonality, excessive cost, storage limitations and/or
operational requirements. When there is the need to reduce selection, the lower range of a
category of product should be used. Ranges shall be tailored to meet specific unit requirements
within this standard and approved by the L1 Food Svcs Officer.
14.07 Menu Planning
13. Menu planning is a key component of providing healthy and pleasing meals to the crew
while maintaining food cost control. Menu planning for shipboard feeding shall be based on a
three week cycle menu as detailed in Chapter 2 of this manual. A standardized three week cycle
menu has also been developed for the RCN Fleet and Base use. This menu provides flexibility
contained within a standardized framework of options and can be found on the Director Food
Services website. Food for Fifty, Joy of Cooking, the Professional Chef, and Healthier Choice
Recipe file on the D Food Services website all accepted menu resources. Other recipe resources
may be used provided recipes are documented and scalable for large quantity production. Menu
patterns will change based on seasonality, availability of product and operational situations. In
addition to seasonal menus, many ships have developed alongside and deployed menus. All cycle
menus must be well documented and supported with standardized recipes. The use of
commercially prepared convenience food products shall be limited to ensure adequate variety of
menu items. If operational commitments are not compromised, the CO may authorize Banyans.
Banyans are BBQs and buffets that serve as a necessary food service morale booster designed to
break the monotony associated with long and arduous deployments.

14. Under normal operating conditions the galley produces three main meals per day. In
addition, a night meal is served at 2315 and 2345 to accommodate personnel coming on and off
watch. The night meal consists of hot soup, sandwiches, hot entrée (when available), fruit and
beverages. An early breakfast may also be served at 0315 and 0345 hrs for personnel assigned
morning watch duties. Effective utilization of leftovers and imagination when preparing night
meals will help eliminate repetition and promote diner satisfaction.
15. Shipboard cycle menus must be given special consideration due to the following
conditions:
a. Dry and refrigerated storage space is limited; therefore, stowage of provisions

and menu planning must be closely coordinated so that the most effective use is made
of the storage facilities. Resupply of food commodities away from homeport may be
carried out by Replenishment at Sea (RAS) from an Operational Support Ship or as
otherwise arranged by the LogO, such as local purchase in foreign ports. Menus must
be well planned and followed closely so that stock depletion occurs in a predictable
manner and reprovisioning is efficiently executed;
b. Working space is confined, food preparation equipment is limited and serving

areas restricted; therefore, menu items must be planned to take maximum advantage of
the available facilities and equipment. As all major food preparation is done in one
space, with no separate bakeshop, butcher shop or pot room, cooks must work in a
meticulously organized manner. Frequent replenishment of the serving line and the use
of staggered cooking procedures are prerequisites, when space is at a premium;
c. Food is a major morale factor while at sea. As the length of time at sea increases
it becomes important from a ship’s morale point of view to provide a varied and
stimulating menu. The restricted working space and the temptation to use the most
popular food items amplify this challenge. Avoid repetition and monotony in menu
planning by using the commodities available in imaginative ways;
d. Shipboard cycle menus shall be planned taking the projected itinerary of the ship
into consideration. The cycle menu shall be adjusted according to the ship’s location,
the weather, and the length of time at sea, and the working conditions. For example,
while in tropical climates a lighter summer menu is appropriate, while in the North
Atlantic heavier meals would be appreciated. In heavy seas when more people are prone
to seasickness, low fat, light meals are recommended. It is normal practice to ensure
that the fresh produce that deteriorates most easily is used first. This may necessitate
adjustments to the cycle menu as the length of time at sea increases; and
e. Cooks are required for operational duties while ships are deployed. While these
secondary duties shall be minimized, the Food Services Section shall endeavour to
maintain the highest standard of service possible at all times. When cooks are removed
from the galley for whole ship evolutions, menu and food service adaptations may be
implemented at the discretion of the Senior Cook in coordination with the LogO. The
use of one steam line and one cafeteria is an accepted practice following completion of
these evolutions. When meal hours are extended and staggered, menu items shall be
prepared as close as possible to the times they will be consumed.

14.08 Special Requirements
16. Work/Boarding Parties shall be provided with meals as indicated by operational

conditions. The following types of dispersed meals may be provided for special parties: hot
pack, haybox meals and box lunches (normally provided for flight crew only). IMPs had been
traditionally authorized and maintained on board, however these are no longer required. The
Light Meal Combat (LMC) is a more relevant option and should be procured depending on
mission specific needs.
17. When the ship is required to undergo long periods at a high degree of readiness, action
messing will be used. The ship will rotate personnel (all ranks) through the main cafeteria. This
will continue until all personnel are fed. The Galley will be prepared to deliver a limited amount
of meals to those positions, which cannot be relieved while the ship is in a tactical situation.
18. It is imperative that two personnel are on duty in the galley to ensure the safety of
personnel during or immediately after action/emergency stations.
19. When required, box lunches will be provided for flight crews. The pilot and co-pilot
shall be provided separate box lunches in accordance with Flight Feeding Manual Policy.
14.09 Food Preparation and Service
20. Food preparation shall be carried out using tools of food service management and in
accordance with other regulations detailed in this manual. These tools include cycle menus,
production control charts and approved recipes.
21. Typical HMC Ships are configured with one main galley supplying three serveries:
Wardroom, Chief and Petty Officer (C&PO) and Jr Ranks. The Commanding Officer (CO) also
has his/her own servery (pantry) and steward. The style of service is cafeteria style for the Jr
Ranks and C&POs’ and limited table service in the Wardroom. As the Wardroom is generally
not closely co-located to the main galley and the production of main menu items must be
transported from the galley to the Wardroom servery. For safety reasons the galley lift is to be
utilized to transport food to the CO's pantry and the Wardroom. Historically, the serviceability of
these lifts has been problematic. A more diligent maintenance plan must be in place to ensure the
safety of personnel in providing meal delivery.
22. Stewards are responsible for transporting food commodities and prepared food from the
main galley to the Wardroom and the CO’s pantry. They prepare cooked-to-order items,
sandwiches, assemble cold plates and serve the meals from the two pantries. In food preparation
and service it is imperative the Cooks and Stewards work closely together to ensure that foods are
properly cooked, proper portion control is maintained and there is a fair distribution of all menu
items between the three respective messes.
23. In the C&POs’ cafeteria, hot menu items are transported from the main galley to the C
& POs’ servery by cafeteria personnel. They will also provide limited table service (i.e. setting
each place with knife, fork, and spoon) and maintain the standard of cleanliness in these areas.
Cooks will prepare cooked-to-order items, sandwiches and cold plates, and serve from the
C&POs’ servery.

24. The Senior Cook is responsible for ensuring the hygiene and sanitation standards of all
cafeterias are maintained in accordance with the Food Safety Code of Practice for Canada’s
Foodservice Industry.
25. Depending on sea state and the type of manoeuvres involved, the ship may be subjected
to sudden and unexpected movement requiring special food preparation techniques and practices.
The restricted space available may also necessitate special considerations. The following provides
some guidelines:
a. Food commodities and equipment must be secured at all times so that they do not
become a hazard by moving freely around the galley;
b. Decks must be cleaned as needed to remove liquids and other such hazards in
order to avoid slips and accidents;
c. Containers shall be covered and filled to a maximum of 50% of its capacity;
d. Deep fryers shall only be filled to the minimum level as indicated on the fryer.
The fryer shall be drained and cleaned after each use and the fat safely stowed.
Use of the deep fryer and its subsequent cleaning may be restricted at the
discretion of the Senior Cook in accordance with SSOs, the sea states and/ or
operational activities;
e. Steam kettles, steam tables and other cooking and serving containers shall be
covered and not be more than half filled to prevent spillage and potential burns,
slips and falls when the ship rolls. Use of these items should be limited or
discontinued during adverse operating conditions; and
f. Cabinet, oven and refrigerator doors shall be secured with latches at all times.
SECTION 3 – Food Services Accounting and Reporting System
14.10 Resource Management
26. The CO is the Resource Manager for his/ her budget with delegations of financial
authority consistent with that of a Base Commander and Other Equivalents. The LogO not only
functions as the Food Services Officer on the ship but also the Ship’s comptroller providing
financial management and oversight functions. The funds allocated to a HMC Ship are based on
the OPSKED and historical costs and are assigned at the beginning of each fiscal year.
14.11 Performance Measurement and Reporting System
27. Performance measurement is the means by which DND and the CF can assess the
efficiency of CF Food Services. It ensures CF Food Services meet the expectations of quality,
choice, value, nutrition and service. Chapter 4 of this manual outlines in detail the financial
reporting requirements for food service units.
28. Unitrak is the national Food Services management system that permits standardized
accounting and performance measurement of all operations of CF Food Services. The LogO is

responsible for a monthly verification of the two Unitrak Management Reports; the Operating
Statement and the Ships’ Activity and Performance Summary Report. The Ships’ Activities and
Performance Summary Report details the cost of food to feed one person per day, and compares it
to a Standard Food Cost, otherwise known as Basic Food Cost (BFC). A variance within plus or
minus 15% is acceptable. A copy of each report shall be printed monthly, signed and kept on file
by the LogO. The LogO should provide a monthly brief to the CO. Additionally, a quarterly
Ships’ Activity and Performance Summary Report shall be provided for review by the CO.
Annex A details the requirements and covering page declaration. There is no requirement to
distribute the quarterly report to formation headquarters, as all reports are available via DWAN
to registered Unitrak users. A full review of the applicable Ship’s Activity and Performance
Summary Report is provided at Annex B.
14.12 Recovery Rates
29. ADM (Mat)/Mat J4 D Food Services annually promulgates Food Service Recovery Rates
on the 1st of August. These rates are posted on the Director Food Services website;
CURRENT*** Recovery Rates is the associated DWAN hyperlink. The recovery rates for ships
are separated into two categories: east and west coast ships. The Basic Food Cost (BFC) forms
the main cost component with Other Variable Expenses categorized as non-food expenses.
Additionally, incremental allowances for “small vessels”, “At Sea” and “Between Meals” may be
applicable for shipboard feeding. The BFC and incremental allowances serve as the foundation
for all Unitrak financial and Performance Measurement reporting.
14.13 Increment Allowances
30. The following increments may be authorized for shipboard feeding:
a. At Sea Allowance. This allowance is an additional 6% of the BFC which is

applicable for each day the ship is at sea. This percentage represents the extra
nutritional requirements above the amount provided in one meal day (ration) and
is automatically applied in Unitrak;
b. Small Vessel Allowance (SVA) – The SVA is applicable to minor warships and
small naval vessels: KINGSTON CLASS (MCDV), ORCA CLASS, VICTORIA
CLASS (submarines) and future AOPS fleet. The SVA is provided to offset
procurement costs of provisioning navy vessels that typically have smaller crew
strengths (typically 50 or less) and/or procurement criteria that incur higher costs
of supply. The SVA is applicable whether alongside, at sea or in foreign port and
is equal to an additional 10% of the BFC entitlement; and
c. Between Meal Allowance (BMA) - The BMA represents an additional 5% of

the BFC. It is used to provide between meal food and/or beverage item(s) IAW
the BMA worksheet available on the Director Food Services, BMA Worksheet.
Entitlements to BMA are detailed in Chapter 2 of the FSM. Food and/or
beverage item(s) are authorized by the CO for shipboard personnel engaged in
operations or exercises, arduous work and/or exposure to extreme heat (above 30
degrees Celsius) or cold (less than 0 degrees Celsius), when the crew is precluded
from obtaining a refreshment from their designated dining establishment. One
issue for every four hours up to a maximum of four per 24 hour period is

authorized when shipboard feeding situations are consistent with these

requirements.
14.14 Ration Entitlement – All HMC Ships, Submarines and ORCAs in Home Port
31. In accordance with CFAO 36-14, the noon meal is provided to Ship’s Company when
the ship is in home port and, by direction of the CO, permission to leave the ship is denied. Only
personnel on strength each day are entitled to a noon meal at public expense. There is no
entitlement to rations at public expense if personnel are on leave or have been landed when the
ship is deployed. Authorized Ship’s Company members receiving the noon meal are categorized
as a Type A customer.
32. Ship’s Company members required for mandatory operational training conducted at the
Damage Control Training Facility (DCTF) or ranges are entitled to rations at public expense as
they are denied leave for a meal period. These individuals are typically classified as a Type C
customer (refer to Chapter 4) and the rations provided to them at the DCTF are recovered with a
fin code: debit to the Ship’s GL 12401 account and a corresponding credit to the supporting
base’s 12402 GL account. Members of the Ship’s Company scheduled to attend day courses at
the supporting base or elsewhere are not entitled to rations at public expense because noon leave
is not denied and facilities exist to make their own arrangements. CFAO 36-14, Annex B
supports the guidance provided herein.
33. The Ship’s Coxswain (Coxn) is responsible to issue daily Ration Entitlement Advise
Vouchers (REAVs) upon confirmation of ration entitlement. This REAV is the authorization to
draw rations from the supply section to provide the noon meal for the Ship’s Company including
duty watch personnel. The daily REAV is provided to the Senior Cook who is responsible for
inputting this information into Unitrak, as it is essential data for food service performance
measurement. The Ship’s Activity Report at Annex C summarizes these reporting activities.
34. Ships in refit under the care and control of the ship yard or contractors are not entitled
to draw rations. The CO may, if required, provide meals for ships company individuals tasked
with security duties or duty watches, however only if watch keepers are required to work more
than 12 continuous hours in a 24 hour period.
35. The following table depicts guidelines for ration entitlement while the ship is alongside
in home port:
Table 1 – Ration Entitlement Feeding Guidelines – Alongside in Home Port
RATION ENTITLEMENT FEEDING GUIDELINES
1. Member of Ship’s Company attending Operational Support

Training, Damage Control School Esquimalt or Halifax or
WHO or WHAT? range training.
2. Member of the Ship’s Company performing Duty Watch,
daily duties and denied leave over the meal period.
TYPE OF CUSTOMER
1. Ship is charged for the ration provision as a Type C

Amended March 2013 customer by the supporting unit. The base may considerPage 9 of 38
charging the Type B rate if Ships Company cooks are provided
to augment the base food service production of the requirement.
Another example would be where the Base Commander has

devolved funds to support the labour cost of the associated food
services.
2. Type A customer.
APPLICABLE TAXES Not Applicable.
1. Food Services Requisition (FSR) prepared by Food Services

COSTING/REPORTING Section of Supporting Unit.
TOOL 2. REAV produced by Coxn which the Senior Cook enters into
Unitrak "Ship’s Activity."
1. Fin code provided by Ship to the Supporting Base, e.g.
ACCOUNTING
1861AA L101 12401.
PROCEDURES
2. Not Applicable.
MARGEN 004/12
FSM Chapter 4.
REFERENCES
CFAO 36-14.
14.15 Procurement of Prepared Meals from Outside Contractors
36. This issue of procuring outsourced meals to entitled diners is a source of concern. It
has been done to provide some element of relief for the Ship’s Cooks from their regular feeding
routine. This practice is not authorized for the following reasons:
a. The purchase of commercially prepared meals is above the standard daily ration
rate (BFC). This would impact the food costs and negatively impact the ration
budget;
b. Commercially prepared meals do not meet national standards for choice and
quantity, as set out in Chapter 2 of this manual;.
c. The circumstances do not conform to unusual operational conditions warranting

the deviation from normal standard of service as established within this manual;
and
d. Public funds must be expended in the most economical means possible and
purchasing commercially prepared products should only be considered in
extreme circumstances when all other options have been exhausted.
37. An alternative to the procurement of prepared meals may include the following:
ordering dispersed meals from the supporting base for entitled diners, requesting cook support
while ships are nesting or from the respective Personnel Coordinating Centers (PCCs) east and
west coast. Any of these activities would provide the necessary cook relief desired while still
adhering to the standards and requirements of food services.
14.16 Receiver General Revenue
38. Shipboard revenue is typically generated from :

a. Provision of Type 3 catering activities for Ship social functions. Such functions
should be costed to ensure all incremental cost associated with the delivery of
this service are captured. The catering costing sheet can be found at the
following Mat J4 Foods website link, Catering Costing Sheet. Cooks should not
be accepting cash but rather must be paid as NPF cooks in order to provide.
Examples of these activities include, RPCs (Request the Pleasure of your
Company) and baptisms; and
b. As per DAOD 3012-1 the Use of Surplus Capacity permits the provision of
repayment/casual meals and under such circumstances the following process is to
be followed:
(1) Ticket prices shall be based on a percentage of the Basic Food Cost
(BFC) of each Ship that applies to each meal. Lunch and Supper tickets
will be each costed at 40% of the BFC and Breakfast is 20% of the BFC.
Ticket price will also include all applicable taxes. Meal ticket prices
must be reviewed annually to reflect the yearly 1st August release date of
the new BFC rates from Director Food Services;
(2) Tickets will be issued to the canteen on board and sold, as required. The
Duty Cook will collect all redeemed tickets and submit to the Senior
Cook for verification and Unitrak recording; and
(3) On a weekly basis, the Senior Cook will prepare a recap sheet and submit
to the LogO along with the redeemed tickets. The Senior Cook is
responsible to enter the amount of sales, less taxes into the Unitrak Cash
Sales Module. Money collected will be deposited to Fund L102, GL
13232 as per FAM 1018-1, Managing Public Revenue.
39. FAM 1018-1, Managing Public Revenue clearly outlines the process for managing
local revenue which is generated from Type 3 Catering activities. All revenue must be deposited
through the Senior Paywriter for the Receiver General Deposit Facility (RGDF) to credit the
Consolidated Revenue Fund (CRF) and then recorded in DRMIS using the appropriate General
Ledger (GL) codes. This revenue represents local departmental revenue which can be expended
by DND. Ships are authorized to expend O&M funds above their allocated budget equal to the
amount of revenue actually collected. Therefore, the provision of revenue generating activity
does not deplete the ration budget and allows the CO to undertake Type 3 catering activities at
his/her discretion. The process of reporting revenues requires a credit to GL 13232 (sales of
Food Svcs – Non Publicly Funded Pers). The shipboard practice of crediting the food GLs
(07402, 07403, 07404 and 07405) to recoup food expenditures used to support these
discretionary activities is not IAW FAM policy.
40. When reporting revenues from Type 3 catering activity, the Senior Cook shall utilize
the Unitrak Catering Module in order to ensure revenues will be reflected on the Unitrak
Operating Statement. Additionally, all catering activities appearing in Unitrak must be supported
with a Catering Sheet. A copy of this excel sheet should be downloaded by Senior Cook for ease
of referral.

41. Type 3 Catering Guidelines are depicted below. Additionally, Chapter 4 of this manual
provides further direction and Annex D details a Unitrak Operating statement with the associated
shipboard activity.
Table 2 – Type 3 Catering Guidelines
TYPE 3 CATERING GUIDELINES

Non-DND Funded (Type 3 Catering )
BAPTISMS
WHO or WHAT? RPCs
TYPE 3
(1) Food
TYPE OF CUSTOMER (2) Non Food
(3) Labour *
(4) Facility Ops
(5) Admin Charges
Note: Member reimburses Crown for food, non-food and
military labour cost
APPLICABLE TAXES YES
COSTING/REPORTING TOOL CATERING SHEET COMPLETED AND THEN ENTERED

INTO UNITRAK – CATERING MODULE
ACCOUNTING PROCEDURES PAID BY CUSTOMER – DEPOSITED TO RGDF AND

REVENUE CREDITED TO GL 13232
REFERENCES FSM CHAPTER 4
FAM 1018-1
ADDITIONAL INFO * COOKS AND STEWARDS TO BE PAID NPF WAGE

RATES.
14.17 Recoveries – DND Funded - Official Hospitality
42. HMC Ships may be required to support Official Hospitality activities which can receive
public support. Guidelines regarding Hospitality are addressed in FAM-1017-1, Management of
Hospitality Expenditures. Public ration expenditures in excess of authorized limits shall not be
used to offset costs for Official Functions and Type 3 activities. In other words, it is prohibited to
provide more public rations than what is approved by the hospitality claim. If additional funds
are required for the function an NPF contract must be drawn up to cover the difference.

43. The Senior Cook is to report Official Hospitality in Unitrak using the catering module.
It is important to select “Check if Official (DND Funded activity)” when completing the Unitrak
data entry. This ensures that the recovery is properly captured on the Operating Statement as a
DND-funded Recovery.
44. The following table below has been prepared to depict guidelines for shipboard
hospitality. A supporting reference can be found in the Invoice Tool Spreadsheet contained in the
Catering Catering Costing Sheet.
Table 3 – Shipboard Food Service Hospitality Guidelines
SHIPBOARD FOOD SERVICE HOSPITALITY GUIDELINES

DND Funded
SHIP PROVIDING HOSPITALITY:

WHO or WHAT? 1. Hospitality – Federal Gov’t Persons
2. Hospitality – External Parties/ Persons
3. Hospitality - Outside Canada
In the case of hospitality the customer type is Type B or C.
The Ship’s CO receives his/ her ration budget along with the requirement for official
TYPE OF duties prior to sailing. At that time he/ she will be aware of what receptions/
CUSTOMER luncheons are required to be hosted along with prerequisite L2 authorization for
expenditure required.
APPLICABLE None
TAXES
Two Part Reporting:
1. Catering Sheet and Corresponding Unitrak Catering Module entry. “Official”

COSTING/ to cover the recoverable portion of Food and Non-Food costs using the fin
code for the authorizing hospitality authority, e.g. NO2VP. This would be
REPORTING
considered as a Type B or C customer
TOOL
2. Catering Sheet and corresponding Unitrak entry – “Official” to cover the
portion of Food and Non-Food costs that were previously authorized into the
Ration Budget to support. The Ship’s fin code should be used. This would be
considered as a Type A customer
The following Part 1 DRMIS entries are required:

Cost Centre, Fund Centre and associated GL (see below) of authorizing Hospitality
Authority:
ACCOUNTING Hospitality – Federal Gov’t Persons
(GL 4818) or
PROCEDURES DEBIT to
Hospitality – External Parties/ Persons
(GL 4821) or Ship’s fin
Hospitality Outside Canada code
(GL 4822) and

Food Received from CF Hosts
(GL 12402) CREDIT to
Ship’s fin
code
Note: No DRMIS entries required for the portion of costs attributable to the Ship’s
ration budget (Part 2 as per above ).
Invoice Tool Spreadsheet contained in the Catering Costing Sheet hyperlink, Catering
Sheet
REFERENCES Authorized Hospitality Request Form
FAM 1017-1
DAOD 1017-0
Refer to FAM 1017-1 Hospitality Guidelines with regards to:
ADDITIONAL CO’s expenditure authorization limits and requirements – Hospitality Approval Matrix
– Annex A.
INFORMATION
TB Meal Rate Guidelines in effect for financial expenditure limitations for food and
alcohol.
International Rates used when hosting outside of country and converted to Canadian
dollars.
14.18 Expenditures
45. All ration expenditures shall be recorded in Unitrak. The Food Acquisition Cells
(FAC) are currently capable of finalizing all invoices and creating the associated procurement
expenditure for the Ship. The Senior Cook records in Unitrak daily expenditures for ration items
issued from the Victualler (via manual extensions CF 1009s) to the galley. This daily issue is
automatically captured as a cost of food expenditure in the Unitrak Galley Account.
46. When rations are issued to the galley for an Official or Type 3 catering function, a
separate CF 1009 (or Unitrak 2.0 Issue Voucher request) will be raised and supported by a
catering costing sheet.
14.19 DRMIS and Unitrak Verification
47. The LogO is responsible to ensure all food service recovery, revenue and expenditure
activities are reported in DRMIS. Verification between Unitrak and DRMIS must be undertaken
to ensure the validity of DRMIS entries as well as the accuracy of the Unitrak Performance
Summary Report.
48. LogOs should be checking monthly in DRMIS to ensure that the correct GLs are used
for Hospitality, Type 3 Catering and Food Purchases and that these corresponding DRMIS entries
are properly recorded on the Unitrak Operating Statement.
SECTION 4 – Food Procurement
14.20 Food Supply Responsibilities

49. The Food Acquisition Cell (FAC) and the Victualler (Supply Tech) perform the
procurement of all food requests for major warships while in homeport. Procurement in foreign
port is initiated by the ship through a log requisition (LOGREQ) message sent to the Forward
Logistics Site (FLS), if engaged, or directly to a Chandler. The Supply Section is responsible for
all storerooms onboard with the exception of the galley storage areas. For minor warships and
sailing vessels, Victuallers are not utilized onboard and the Senior Cook has direct responsibility
for all storerooms. These vessels are not self-accounting units and the CANFLTPAC (formerly
known as MOG 4) and CANFLTLANT (formerly known as MOG 5) provide the necessary
logistics support. This support includes the establishment of a Senior Cook within the MOG
tasked to support all food supply and Unitrak accounting functions on behalf of these vessels
(MCDVs, ORCAs, Sailing and VICTORIA Class vessels).
14.21 Food Procurement and Unitrak – Shipboard Considerations
50. Unitrak is a web-based system operating on the Shiplan and on the DWAN at shore-
based units. The system has been subjected to satellite connectivity issues when HMC Ships are
deployed. As a result, the use of Unitrak 2.0 has not been adopted by Supply/Victuallers
shipboard. Although Unitrak connectivity is not an issue alongside its use will remain restricted
until deployed connectivity improves. Currently within the Navy Unitrak 2.0 is used by shore-
based galleys, shipboard galleys and more recently adopted by the west coast FAC.
51. All HMC Ships’ Supply and Food Services sections shall utilize Unitrak in the
procurement of rations (notwithstanding comments at para 50 above). In the past, the food
procurement between the FAC and Victualler utilized independent applications to carry out
procurement functions. This proved to be time consuming and a duplication of effort. By having
the Galley, FAC and the Victualler utilizing Unitrak, the procurement process is streamlined and
provides a level of oversight and management that has not been previously available. The roles
and responsibilities of the FAC, Victualler and Senior Cook with regards to Unitrak 2.0 food
procurement are as follows:
a. FAC – The FAC procures all rations as requested from the Ship, coordinates
delivery and executes all payment of invoices. The FAC also gathers base and
ship information such as usage and food specification information to initiate all
necessary supply documentation for the creation of Standing Offers;
b. LogO – The LogO is responsible for ensuring that rations are properly
requisitioned, controlled and accounted for on behalf of the Ship CO;
c. Victualler –The Victualler controls the ration stores and works together with the
Senior Cook when drafting and submitting re-provisioning requests to the FAC
via the draft Purchase Order. The Victualler is also responsible for the issuing
and transport of the daily ration requests to the galley from the main stores; and
d. Senior Cook – The Senior Cook (in conjunction with the Senior Supply Tech)
makes the initial forecast for food commodities and food services supplies for a
major provisioning. Normally, a pre-deployment checklist is developed based on
the cycle menu and past experience. The Senior Cook also makes daily requests
for rations to the Victualler.

To facilitate issues, provisions shall be stored in consultation with the Senior Cook according to
the cycle menu.
14.22 Provisioning Thresholds
52. Ship provisioning procedures are controlled by the LogO and the Senior Supply
Technician in accordance with MARCORD Vol 3, 46-402. To summarize, this includes:
a. Replenishment in home port. For all Ships, replenish only what is actually
required to a maximum of seven days for fresh/refrigerated and 14 days for
frozen/dry;
b. Replenishment away from home port. Replenish up to the level required for the
length of deployment of 60 days or less, for periods exceeding 60 days store to
maximum capacity;
c. Submarines away from home port. 42 days of drys, 25 days frozen and 21 days
fresh fruit/vegetables. After major deployment off-load all provisions;
d. Ready Duty Ships. Minimum 10 days fresh/refrigerated and 14 days frozen/dry;

and
e. Ships in Short Work Periods (SWP) or Directed Work Periods (DWP). Store to
minimum requirements.
53. Individual Meal Packs (IMPs). There is no longer a requirement to carry IMPs
onboard ships and submarines as per previous direction in the Supply Manual Volume 3 Chapter
24 Section E, hyperlink, IMPs for Ships. As discussed in para 16 of this chapter LMCs better suit
the requirements for Naval Landing Boarding Parties (NLBP). If LMCs are required for NLBPs
this must be pre-identified to D Nav Log one year in advance. This is required to ensure that Mat
J4 D Food Services captures the requirements of all environments in its annual combat ration
production cycle.
14.23 Shipboard Storage Considerations
54. Stowage, care and maintenance of provisions must be carefully considered in order to
ensure maximum shelf life, menu variety and quality of product. The following shipboard
considerations should be applied:
a. Storing of rations should correspond with the menu rotation to ensure the first
required items stored are the most accessible. Walk-ins should have a floor plan
displayed on the entry door designating the location of items stored;
b. Galley stocks shall be kept at a minimum, consisting of a small stock of general

supplies such as spices, condiments, and perishables for the day’s menu such as
fresh meat, ice cream, bread, fresh fruits and vegetables; and
c. Submarines due to their challenging and unique storage configuration require

smaller container sizes, ie. 250 ml bottles of salad dressings and 500 – 750 ml

bottles/jars of mayonnaise, peanut butter and jams. Glass containers are

preferred over plastic as glass can be broken down and disposed of through the
Gash Ejector (pending environmental review practices) while plastic is required
to be cut-up, saved and stored for disposal as international garbage if it is
purchased outside the country. When storing the submarine, all cases should be
broken down and products individually stored to minimize packaging waste and
maximizing storage capacity. Upon completion of deployments all rations
should be de-stored as the Ship’s Company are not fed onboard while in home
port. When coming to the end of deployments, upon consultation with the CO
and depending upon operational tempo, the Senior Cook will ensure that foreign
and domestic purchases be kept to a minimum with just enough rations to get the
sub to home port. This will facilitate the de-storing of all food items. These food
items will be required to be transferred to the inboard galley (MOG galley) with
corresponding Unitrak entries from both the losing and gaining unit;
14.24 Deployed Logistics Support Services Standing Offers (DLSSSOs)
55. Deployed Logistics Support Services Standing Offers (DLSSSO) exist to support
deployed ships and Forward Logistics Site (FLS) personnel. These Standing Offers allow for the
contracting of any essential good or service while deployed within a specified geographical area
with nearly all areas of the world covered by these standing offers. Additional information on
DLSSOs can be found on the Formation Logistics Halifax website: Deployed Logistics.
14.25 Transfer of Rations Between Ships
56. The transfer of rations between ships can occur for several reasons: replenishment at
sea (RAS), de-storing resulting from a ship entering a Directed Work Period (DWP) or an
Extended Work Period (EWP) such as refit, or upon return from a deployment when there is a
need to off-load perishable items that will not be utilized in the required timeframe. Under such
circumstances, every effort shall be made to transfer rations (in good condition) to another HMC
Ship, ensuring DRMIS and Unitrak entries are maintained. Rations can also be transferred
between the galley and Victualler. The Senior Cook will be responsible for transferring unused
galley stock back to the Victualler for storage or disposal. Issues to and Returns from Galley are
documented in the CF Supply Manual Chapter 24 Section E. This transfer shall be done using
Unitrak. Rations transferred between ships shall be done by Supply personnel. This transfer is
done within the Unitrak Supply accounts (SY) between the losing and gaining ships and does not
affect the Galley account. Note: This process will be implemented with the adoption of Unitrak
2.0 by the Victualler
14.26 Ration Rejection
57. As discussed in Section 2 of this chapter, the Canadian Forces has standards,
specifications and scales, which detail acceptable food quality. Units must not accept less than
these standards and specifications. Chapter 2 of this manual advises procedures to be used when
inspecting and subsequently rejecting food commodities received directly from suppliers. These
procedures were developed primarily for static units. The following procedures have been
developed to amplify the reference and will be used by HMC Ships:
a. Food commodities which are found to be unsatisfactory or which do not meet the
acceptable standard shall be returned for replacement when timing and sailing

schedules permit. Returned items are to be accompanied by a Notice of Rejection

of Ration Commodities;
b. As inspection of provisions is frequently delayed until the ship is at sea, the

formal rejection and replacement process is not feasible in all cases. Ships will
therefore notify the Food Acquisition Cell (FAC) of discrepancies and/or
unsatisfactory products. This notification must include a complete description of
product in question and detail the action taken by the ship to quarantine all or
part of the shipment for testing or replacement when the ship returns to home
port ; and
c. Action by FAC will depend on the nature of the problem. If similar products are
held in stock or available in the local area, immediate steps shall be taken to
confirm the validity of the complaint. If the product is found at fault, it shall be
returned to the supplier and replacement action taken. Issue of suspect products
to other units shall be avoided;
14.27 Ration Write-Off
58. When rations are issued to the galley, they may become unfit for human consumption
while in the galley. Commodities found unfit shall be recorded by the Senior Cook on a CF 1009.
On a monthly basis, this “running” CF 1009 shall be forwarded to the Senior Supply Technician
who shall cost the CF 1009. The Ships’ Physician’s Assistant (PA) must certify that the food was
unfit for human consumption with recommended destruction/disposal action by the LogO. A CF
152 Report of Write-off summarizing the Certificate Issue shall be prepared, approved and
entered in the Write-off Register for inclusion in the Supply Food Services Expenditures
quarterly report. The CF 152 Report of Write-off is the document where the CO approves the
Certificate Issue action. The finalized CF 1009 must be provided to the Senior Cook who then
prepares the write-off documentation in Unitrak which deducts the food cost on the Ships
Performance Summary report.
59. Food ordered for deployments on submarines, both perishables and non-perishables,
should, where possible, be consumed prior to arrival in home ports. Food not consumed is to be
destored from the submarine and transferred to the inboard galley for the crew’s consumption
when authorized (noon meal). Unless this food has been deemed unfit for human consumption in
accordance with food write off procedures in the above paragraph, it shall be consumed via FIFO
(first-in-first-out). When the submarine redeploys, non-perishable foods from the inboard galley
shall be used to resupply the submarine. Additional ration requirements shall follow normal the
food procurement process. Oversight is provided by CANFLTPAC and CANFLTLANT
Maritime Operations Groups (MOGs).
14.28 Risk Assessment of Rations – Force Health Protection
60. The ration supply chain poses inherent potential force health protection risks for a
Ship’s crew. The source of supply for all rations must be from a known and trusted source and
meet Canadian Food Standards. Utilizing Standing Offers, Deployed Standing Offers and
working with trusted Ships Agents, as well as, relying on Allied navies for intelligence provides a
level of food security for force health protection.

61. HMC Ships routinely practice Chemical, Biological, Radioactive and Nuclear (CBRN)
scenarios and the Ship’s galley can be secured to protect from outside contamination.
Additionally, Ships utilize a Reverse Osmosis (RO) water purification process; all fresh water
onboard is produced for the ships needs (generally produced when the ship is at least 5 miles
away from shore) with water held in holding tanks for all Ships requirements including drinking.
Bottled water is stored onboard but not authorized for routine drinking.
14.29 Ship Inventory
62. Inventory control is a critical part of operational support and accountability. The
supply department controls the ration stores onboard a major warship and the Victualler is
required to conduct 100% stocktaking quarterly. Consequently, there is no need for the Senior
Cook of a major warship to inventory the galley storerooms as the ration items are daily issues
and considered “in-production.” MCDVs and submarines are to carry out inventory checks the
last day of each quarter. ORCA Class Vessels do not maintain inventories as the ship is
completely de-stored of rations on completion of deployment. Oversight of ORCA Class vessels
is provided by CANFLTPAC.
SECTION 5 – Personnel
14.30 Food Services Personnel and the Fleet
63. The Navy is outfitted with the following class of ships:
a. HALIFAX CLASS - Frigates. There are 12 frigates in the fleet with seven
situated on the east coast and five on the west coast. Typically each frigate is
supported with a crew of 225 members, eight of which are cooks;
b. IROQUOIS CLASS - Destroyers. There are three of this class of warships one
situated on the west coast and two on the east coast. Typical ship strength is
280 members with ten cooks on board;
c. AORS– Supply Ships. There are two “tankers”, one situated on each coast.
Typical ship strength is 250 members with ten cooks on board;
d. VICTORIA Class – Submarines. There are four subs, two on each coast. Each
sub is typically crewed with 50 members, of which two are cooks;
e. KINGSTON CLASS – Coastal Defence; There are 12 of these vessels, six on

each coast. These MCDVs are primarily crewed with reservists; however, a
blended crew concept of Reserve and Regular Force personnel is becoming
more common. Each vessel typically carries a crew of 45, including three
cooks; and
f. ORCA CLASS. There are eight vessels and all are based at CFB Esquimalt.
Their primary purpose is to serve primarily as a training platform for all MARS
Officer training. These ships can be crewed with a maximum of 26 persons. An
onboard galley was created and these ships are supported with one QL5 cook for

fresh feeding meal requirements. For safety and skill set requirements the
ORCA cooks must be at least QL5 qualified.
64. The Navy also has two sailing vessels – ORIOLE and TUNA. The ORIOLE is based
on the west coast and TUNA on the east coast. These vessels are used primarily for reserve/cadet
training and public awareness activities. There is a cook assigned to the ORIOLE vessel to
support fresh feeding requirements for the crew.
65. Each coast also has added Personnel Coordination Centers (PCCs). These resources
are established with approximately a half dozen cooks and designed to augment the fleet when
critical personnel shortages exist. When these members are not assigned to augment a ship they
are employed in base galleys.
66. Major warships are crewed with a Senior Cook, Galley Supervisor, Shift Supervisor
and duty cooks. It is important to note that in addition to cook duties several other secondary and
action station duties are assigned to cooks. A full description of cook duties and responsibilities
can be found in the SSOs.
14.31 Cafeteria Party
67. Ships do not have civilian employees to undertake general food service helper duties
(FOS 2). As a result cafeteria parties comprised of junior ranks are organized for all scullery and
general cafeteria housekeeping duties in all three cafeterias. The Senior Cook shall coordinate
the staffing of cafeterias and the scullery with Departmental Chiefs.
14.32 Secondary Duties
68. The Executive Officer (XO), through the Coxswain and in conjunction with the Log
Dept Coordinator, may assign cooks to secondary duties such as Casualty Clearing Team,
Damage Control Party, ship’s duty watches, firefighting, and gun crews. Normally, the Night
Cook will be exempt from duty watch exercises during daytime hours, except for action and
emergency stations. For safety reasons, at least two cooks shall remain in the galley at all times,
one of whom should be of a more senior qualification.
69. Ships Standing Orders (SSO) Art 2105 para 1 currently states “Each department is
responsible for the cleanliness and appearance of their departmental spaces. Responsibility for
living spaces, flats, lobbies, heads, washrooms and other communal areas will be assigned by the
Executive Officer.” Cooks have sufficient workload in their primary responsibilities within the
galley that already result in a long workday. This coupled with their support for other evolutions
onboard such as Naval Landing Boarding Party (NLBP), Ships Divers, Force Protection, and
Replenishment at Sea (RAS), etc. puts a further strain on providing those food services to the
crew. If cooks are utilized outside their primary areas to clean heads and wash places the
department would be dealing with additional personnel shortages and extra time lost for these
crew members to perform personal hygiene activities prior to returning to work following these
activities. Furthermore, the potential exists for food safety issues. As a result, cooks should not
be tasked with the associated cleaning stations responsibilities. In addition, it is recommended
that cooks are excluded from rotation in Solid Waste Handling as it holds similar hygiene and
sanitation concerns.

14.33 Watches
70. The Senior Cook is responsible for detailing and scheduling the Galley watch routines
in accordance with the personnel available and the operational requirements of the ship. The
watch system is discussed in SSOs and an example for the Galley is found at Annex E in this
chapter.
14.34 Training and Professional Development
71. Naval environmental training is required for all cooks posted to a ship. Cooks of
Master Seaman to Petty Officer 1st Class (Master Corporal to Warrant Officer) rank must qualify
on the Damage Control Console of the Canadian Patrol Frigates (CPFs). The requisite training is
the Damage Control Console Operator’s Course (ZQ), which emphasizes the monitoring /control
of liquid level management, heating, ventilation, air conditioning, and fire detection and
suppression systems.
72. MOC training is to be conducted as required for Cook OJT. The Senior Cook, through
the LogO, is responsible for making available any training required for cooks trade advancement.
Replacement cooks from the PCC shall be requested from MARLANT HQ HALIFAX or
MARPAC HQ ESQUIMALT when personnel shortages are experienced.
73. It is recognized that cook activity and responsibility is different in the Ship than at
shore-based galleys. In order to bridge this gap, and provide for professional development of
cooks, Annex F is provided as a guide to help identify various training that will fully prepare
cooks to assume challenging shore-based food service management responsibilities.
14.35 Employment of Cooks for Official Hospitality and Type 3 Catering

Functions
74. Guidelines are provided in Chapter 5 of this manual and MARCORD 67-01 for the
employment of Food Services personnel at official and non-official functions. Catering of Mess
functions is not normally the financial responsibility of the Public.
75. Ship Cooks, Stewards and other personnel so designated are expected to work in
support of all official functions while deployed. The Senior Steward works in conjunction with
the Senior Cook in food preparation and service at public (official) and Type 3 catering functions.
Dependent on ships routine, the volume of work done by military personnel in support of these
official functions should be considered when assigning other types of duty watches while in
foreign port. While in home port Cooks and Stewards may also be required to work official
functions after normal working hours without remuneration; however, this should not normally
occur more than once per quarter.
76. Cooks and Stewards may also work Type 3 catering functions. Under such
circumstances, all personnel are to be paid for all work done outside normal working hours. The
rate of pay is commensurate with the NPF rates of pay. Time off shall not be granted to military
personnel in lieu of payment for hours working in support of Type 3 catering activities.

14.36 Cooks Whites
77. A full complement of cook whites (according to CFS Scale of Issue D 01 – 403) shall
be drawn from clothing stores by all cooks posted to a ship. While at sea cooks’ whites are
laundered by the ship’s laundry.
14.37 Logistics Compliance Inspections (LCIs)
78. The Formations will conduct Logistics Compliance Inspections (LCIs) in HMC Ships
using the LCI checklists developed by staff from NSHQ and all Formations. All shipboard
Logistics disciplines will be inspected. The food services compliance team is supported with the
Fleet Chief Cook (CPO1) at the support base. The LCI checklist can be found on the D Nav Log
website, Director Naval Logistics (D Nav Log). It is expected that the Ship’s LCIs will be
scheduled in accordance with the readiness of the Fleet. Therefore, ships at high or standard
readiness will be inspected yearly, while ships at restricted or extended readiness will be
inspected on an eighteen month cycle. In an effort to limit disruption to HMC Ship’s routines,
the LCIs for all disciplines should be conducted concurrently.
14.38 Senior Cook Supersession
79. To facilitate turnover on posting, a Supersession checklist has been designed to assist
the incoming Senior Cook in determining the status of the Food Services organization in
minimum time. The procedures for conducting the Supersession are outlined in Annex G.
80. This checklist requires the incoming and the outgoing Senior Cooks to review and
verify all documents, publications, instructions and other materials that are relevant to the
successful operation of the Ship’s Food Services Section.
81. The incoming Senior Cook shall determine if Food Services documents are completed
correctly, publications are up to date, and all food service equipment is serviceable. He/She will
record the findings in the checklist.
82. During the turnover period, in addition to the specific requirements of the checklist, the
incoming Senior Cook shall observe the requisitioning, delivery, and storage of rations, the
operation of the galley, pantries and cafeterias, and the interaction between the cafeteria party and
cooks and between cooks and stewards. On completion, he/she will discuss any areas of concern
with the outgoing Senior Cook and the LogO at which time the LogO shall acknowledge the
completion of the turnover by signing the Supersession Certificate in the space provided. The
LogO shall retain both the checklist and the original certificate.
83. The signed copy of the Supersession Certificate will be forwarded to coastal MOC
Advisors
SECTION 6 – Maintenance
14.39 Equipment Repair
84. The Engineering Officer (EO) is responsible for the maintenance and repair of all
Galley equipment. Routine maintenance is arranged through the Planned Maintenance Office.
During Short Work Periods (SWP) or periods alongside, the Senior Cook shall have equipment

repairs and preventive maintenance carried out through contract personnel that hold certification
from manufacture when alongside.
14.40 Safety and Sanitation
85. Food service hygiene, safety and sanitation policies and procedures are described in
Chapter 7 of this manual, the Food Safety Code of Practice for Canada’s Food Services Industry,
CFAO 36-13 and SSOs. Daily and weekly cleaning schedules shall be included in the Galley
Standing Orders and shall be posted and followed.
14.41 Environmental Management policy – Grey water Waste
86. MARCORD 66-5 and Ship’s class Safety and Environmental Management System
(SEMS) Manual identifies the specific responsibilities of the CO, Hazardous Material coordinator
and various other members of the Ship’s Company when dealing with hazardous material and
waste. The Officer of the Watch is responsible for controlling the disposal of grey water waste in
accordance with national and international grey water waste regulations, the tactical situation and
the Ship’s routine. Only properly designated containers and packaging shall be used for the
storage and disposal of waste. When waste cannot be disposed of due to port regulations, weather
or operational restrictions, arrangements must be made for its storage on board until conditions
will allow proper disposal. The CO is also responsible to ensure that any hazardous material to
be returned to the Supply System is packaged in accordance with all current regulations and that
all associated paperwork, including manifests, if the material is offered for transport by a civilian
contractor, is properly completed.
87. The same level of responsibility applies in foreign ports. Even though Canadian
Environmental laws do not apply in foreign countries, the CF is bound by these regulations
wherever they might be. Furthermore, all materiel being transported off DND property must be
transported in accordance with the Transportation of Dangerous Goods Act.
14.42 Food Service Environmental Protection Guidelines to HMC Ships
88. The CF policy to meet environmental protection responsibilities and the pollution
control standards and objectives in applicable Federal and Provincial statutes and regulations is
supported by the MARLANT/MARPAC policy “not to pollute”. Specific SOP detail as per
MARLANT and MARPAC disposal procedures can be found in the SEMS manual. In broad
based terms to achieve this policy, the following environmental protection measures shall be
implemented by HMC Ships:
a. Fat or grease waste from the deep fryers must be placed in its original container
and placed in the green compost only containers on the jetty;
b. Ships will contact the Solid Waste Manager for proper collection and disposal
prior to placement on the jetty. Milk that is no longer required must be collected
and placed in a tri-wall on the jetty;
c. Food items should be collected and stored in designated grey water areas. No
dumping overboard of food waste is permitted;

d. Cleaning products are considered Hazardous material and DND WHMIS

training and procedures must be in place; and
e. Disposal of liquid galley kitchen waste such as dish water, vegetable preparation
water, wash water, liquids from prepared foods not suitable for stocks, leftover
beverages and soups are considered grey water and are collected in holding
tanks for disposal.

Annex A – Commanding Officer’s Declaration
COMMANDING OFFICER’S DECLARATION
The Ship’s LogO will review monthly the two key Unitrak reports: Ships Activities and
Performance Summary Report and the Operating Statement. Quarterly this declaration will
be completed by the Senior Cook with the corresponding monthly Unitrak Ship’s Activities and
Performance Summary Report and Operating Statements. These reports are to be forwarded for
the LogO and CO’s review, comments and signatures. Note: The Unitrak reports can be directly
exported to Excel or Word with corresponding declaration comment box added. This will reduce
the requirement for providing a separate declaration form.
The completed form with report will be held on the Cooks end month file, to ensure availability
for Logistics Compliance Inspections.
Senior Cook’s Comments:
Date: --------------------------------- I/C Galley Name / Rank / Initials / Title
Ship’s LogO’s Comments:
Date:---------------------------------- Name / Rank / Initials/
Commanding Officer’s Comments:
Date------------------------------------- / Name / Initials Title.

Annex B - Ship’s Activity and Performance Summary Report
SHIP’S ACTIVITY AND PERFORMANCE SUMMARY REPORT
Notes:
• Volume of Activity – # Operational Days. This number is representative of the actual

OPSKED of the Ship. A category exists for each Home Port, At Sea and Foreign Port. The
proper categorization of each day of activity is important. “At Sea” operations will automatically
receive the 6% increment for each full day of operation at sea. The total number of days for
Home Port, At Sea and Foreign Port must add up to the number of days in the month. If no
feeding occurs on the ship then the galley i/c is still required to enter “0” Ship’s Company and
“0” meals (with start and end dates) in the Ship’s Activity input module to ensure that this
information is reported.
• # Meal Days (MDs). A Meal Day is equivalent to a Breakfast, Lunch and Supper for
one person for one day. In other words, any part of a meal is worth a portion of a meal day. For
shipboard galley feeding breakfast is 20% of a MD, lunch is 40% and supper is 40%. (These
percentages add up to 100% = 1 MD). Chapter 2 of the FSM provides the main reference
information for MDs. Now that the definition of a MD has been established, the purpose of the
MD must be understood. MDs are used to measure performance. The Total Meal Days
multiplied by the Basic Food Cost (BFC) will determine the allowable monetary amount that the
LogO is permitted to expend on rations that month. This monetary expenditure provides the
performance indicator to the LogO that the crew are being fed within food service menu
standards with no excess inefficiencies occurring.
• SVA Meal Days. Small Vessel Allowance Meal Days are not applicable to Major Warships.
• Below is a detailed breakdown of how the Meal Days reported for March in the above
Performance Summary are calculated. The daily information in the chart was obtained from the
Ship’s Activity Module by compiling each day’s input date by the Senior Cook. This can be a

laborious activity since the Unitrak Ship’s Activity Report (as shown at Annex C) does not
currently breakdown the information in enough detail to validate the MD calculations. This
tabular calculation (provided below) is helpful and necessary to conduct if the LogO has concerns
regarding Performance. This table represents information derived from the Ship’s Activity
Module and summarized below for demonstration purposes.
• Costs - Food. The cost of food reported in this section of the Performance Summary
refers to the actual cost of food expenditures reported by the galley less food used to support
Type 3 and DND funded catering activity. These expenditures result from daily Issue Voucher
Transfers Requests initiated by the galley to the Victualler. The reason these catering costs are
subtracted from the Performance Summary is because catering is not a measureable standard and
its inclusion would skew the Performance data.
• Other Variable Expenses. The cost of other variable expenses in the Performance
Summary represents the cost of non-food supplies from the following four GLs: 07208 (Cleaning
Materials), 07229 (Mess/Galley Utensils, Cutlery and Glassware), 07309 (Paper Products
including Napkins) and 07243 (Packaging/Preserving/Storing Materials). Expenses in these four
GLs incurred for Type 3 Catering and DND Funded Catering are not included in the Performance
Summary for the same reasons mentioned above.

• Performance – Standard Food Cost. The Standard Food Cost represents the ideal cost
of food that should be procured based on the Meal Days reported times the applicable BFC. For
the month of November this represents a calculation of 5013 X $11.60 = $58,150.80.
• Cost of Food. The Cost of Food represents the actual cost of food (less catering) that
was actually spent by the Ship to feed. This cost is the total of all food expenditures reported by
the galley as requisitioned from the Victualler.
• Variance ($). This represents the difference between the Standard Food Cost and the
Actual Food Cost as reported.
• Variance (%). This represents the variances $ divided by the Standard Food Cost
expressed as a %. This acceptable variance for food is between plus and minus 15%. Chapter 4
of the FSM details all performance measurement information. In the sample Performance
Summary for HMCS Protecteur the months of May 2010 and February 2011 have food cost
variances outside the minus 15 % as they are feeding 17% less than the allowable BFC. This may
be explained by an over-reporting of MDs or an under-reporting of galley expenditures or feeding
inconsistent with the menu standards.
• Food Cost per Meal Day. This cost represents the Cost of Food divided by the Total
Meal Days. This dollar amount is compared to the BFC.
• Other Variable Cost per Meal Day. This cost represents the Cost of Other Variable
Expenses divided by the Total Meal Days. This dollar amount is compared to the “Other”
Variable Cost of $.48 allowable as stated at the bottom of the Performance Summary Report.
• Variable Cost Per Meal Day. This cost represents the Total of the Food Cost per Meal
Day and the Other Variable Cost per Meal Day.
• Average Cost Per Person. This section is no longer valid nor required for naval food
services reporting. It will be removed in future versions of the Performance Summary Report.

Annex C – Ship’s Activity Report
SHIP’S ACTIVITY REPORT
Notes:
• This report rolls up all the input data from the Ship’s Activity Module and provides the
Meal Day calculation detail which is summarized in the Performance Summary.
• This report provides a good first glance for the LogO to ensure Meal Days appear
accurate prior to reviewing the Performance Summary Report. If there are questions
concerning validity of Meal Days this report may provide clues as to possible inputting
errors.
o For example, first clue that there is an error is observed for lunch input from
Duty Watch Meals. This numbers (3398 and 3320) reported for Apr and May are
too high. Further review of actual Ships’ Activity input data would show that the
Ship’s Strength lunch meals were mistakenly entered as Duty Watch meals. This
error did not have a major effect on the entitled meal days as it was simply a
transformation number entered in Duty Watch vice “ # of Lunch Meals” above.

Annex C – Ship’s Activity Report
The correct Duty Watch meal entries are observed in June – Mar months activities. Typically
Duty Watch meals shipboard averages 8-15 meals per day depending upon the class of ship and
manning level. Duty Watch Meal Days are only inputted when the ship is alongside in Home
Port.

Annex D – Shipboard Operating Statement
SHIPBOARD OPERATING STATEMENT
Notes:
• DND Funded. For HMC Ships, an amount will appear when Official Hospitality (fin
code) is reported. Official Hospitality guidelines are provided in FAM 1017-1.
• All DND Funded recoveries are to be entered into Unitrak in the Catering Module
ensuring that the “Check if Official – DND Funded” box is selected and the Food Service
Requisitions module. This will further require the i/c galley to select the client
information (or to create a client if not previously created or to update the client info if
the fin code provided differs from what was originally created).
• Ship’s Company are deemed to be Type A clients (non recoverable). Type B and C
clients are not typically relevant to shipboard feeding. In circumstances when the Ships’
crew is provided food services from a shore (static) galley the Ship will be billed as a
Type C client by the supporting base/unit.
• The corresponding DRMIS entries should be a debit to the hospitality GL (4818, 4819,
4821or 4822) and a credit to the Ships 12402 (Food Received from CF hosts).
• Non-DND Funded. For HMC Ships, the applicable Revenue activity is either Cash
Meal Sales (meal tickets) or Type 3 Catering (RPCs, and baptisms are typical shipboard
activity). Both these revenue activities utilize GL 13232. Type 1, 2 (MOU), and 4
revenue activity is not typically reported by the ships.

Annex D – Shipboard Operating Statement
• Expenditures. Total Cost of Food. This amount represents the actual food
expenditures as reported from the i/c galley daily Issue Voucher Transfers requisitions.
This amount includes food costs for Type 3 Catering and DND funded catering. The
food GLs used by the ship are GL 07402, 07403, 07404 and 07405. All Food
expenditures are reported against one of the corresponding GLs. Only food credits
(returns to suppliers) can be credited to the food GL.
• SWE. This expense represents Civilian Salary Wage Envelope and is not applicable for
HMC Ships.
• Agency. This expense represents Civilian contract food service agencies and is not
applicable for HMC Ships.
• NPF Wages. This expense typically represents NPF employee wages (civilian and
military) that are paid out for Type 3 Shipboard Catering Activities. When Ship’s Cooks
volunteer to work Catering functions their pay is attributed to this line item on the
Operating Statement. For further direction on the employability of cooks refer to section
5 of this chapter.
• NPF HR Fees. This expense represents the admin fee charged (if any) by NPF
Accounting in administration of handling the food service NPF staff. This is not a
relevant item for the Ship.
• Reservists. This expense represents the wages for the employment of Class B or C
reservists. This line item entry is not normally relevant for the ship.
• Total Labour. This total represents the total for all SWE, Agency, NPF Wages, NPF
HR Fees and Reservist wages.
• Other Expenses. This expense represents “Prepared Meals” (GL 4604) and generally is
auto-populated when the i/c galley purchases fully prepared items. Typically these
represent fully prepared box lunches from a contractor. This procurement is becoming a
more cost effective solution on static units whereby a large requirement for these
dispersed meals exists. This is not typically a relevant factor for HMC Ships.
• Total Expenses. This represents the summation of all the expenditures.
Budget Contribution. This calculation is total revenues and recoveries minus total expenditures.
Budget contribution is not a relevant factor for the Ships since recovery and revenue activity is
limited. It is most applicable for shore based units and typically represents one of two things:
additional cost required for the CO to support additional Type A activity or it could serve as a
basic measure of efficiencies or inefficiencies.

Annex E – Sample Galley Watch Schedule
SAMPLE GALLEY WATCH SCHEDULE
ONE IN TWO:
Day 1 - Duty or Late 1000 to 1900 hrs
Day 2 - Early 0500 to 1400 hrs, and 1600 to 1900 hrs at sea as required.
ONE IN THREE:
Day 1 - Duty 1000 to 1900 hrs
Day 2 - Early 0500 to 1400 hrs
Day 3 - Standby 0630 to 1400 hrs and 1600 to 1900 hrs at sea as required
ONE IN FOUR:
Day 1 - Duty 1000 to 1900 hrs
Day 2 - Early 0500 to 1400 hrs
Day 3 - 1st Standby 0630 to 1400 hrs and 1600 to 1900 hrs at sea as required
Day 4 - 2nd Standby 0630 to 1400 hrs and 1600 to 1900 hrs at sea as required
Baker and Salads 0630 to 1400 hrs, and 1600 to 1900 hrs at sea as required
(If applicable)
Night Cook and/or 2030 to 0530

Night Baker

Annex F – Professional Development Opportunities – Navy Cooks
PROFESSIONAL DEVELOPMENT OPPORTUNITIES – NAVY COOKS

Annex H – Senior Cook Supersession Report
SENIOR COOK SUPERSESSION REPORT
SUPERSESSION CHECKLIST FOR SHIP’S NCO I/C FOOD SERVICES:

PUBLICATIONS:
1. The following publications are to be available to the Senior Cook:
Name of Publication Yes No Comments

A-85-269-001/ FP-001 Food Services Manual
The Professional Chef
C-85-011-006/FP-001 (Joy of Cooking)
C-85-001-005/FP-001 (Food for Fifty)
Current Standing Offers
2. Location of Publication:
Publication Location
CFP 123 Chapter 5 (Health Manual) proper hygiene practices in food Sick Bay
services areas
CFP 181 Chapter 25 Section 2 (Standard Supply Instructions)

procedures to be taken regarding unsatisfactory food commodities
3. Verify the following equipment:
Equipment Comments
7310 – Food cooking, baking and serving equipment
7320 – Kitchen equipment and appliances
7330 – Kitchen hand tools and utensils

7340 – Cutlery and flatware
7350 – Tableware
7360 – Field food services equipment (Hay boxes, inserts, coffee
urns)
CFAO’S AND MARCORDS
4. The incoming NCO I/C Food Services shall be familiar with the following:
a. CFAO 34-13, Food Handling and Service – Hygiene and Sanitation

b. CFAO 36-46, Pest Control
c. CFAO 36-14, Ration Entitlement
d. CFAO 36-21, Accounting for Ration Entitlement
e. CFAO 71-12, Unsatisfactory Condition Reports
Amended April2012 Page H-0 of 4

RECORDS
5. The following shall be reviewed, discussed and verified as current:
Review Completed: Yes No Comments

UERS (Member’s Personnel Record Resume (MPRR) and CF
437Ds Employment Records)
OJT records for cooks
The quarterly personnel assessment
Divisional notes
Demands for materials and equipment
6. The following are to be reviewed:
Review Completed: Yes No Comments

Current month CF 1009s (ration demand and issue voucher) to
ensure that they are in sequence and free from errors.
Shipboard F Svcs Reports to ensure that they are up-to-date, free
from error. Previous month totals shall be verified.
CF 1009s for repayment to ensure that they are free from errors,
stamped “certified paid”, signed by Logistics Officer. Previous
month CF 1009s to be verified.
Daily menu production and portion control charts to ensure that
they are being properly completed and filed. (A minimum of four
(4) weeks of completed charts is to be kept on file.)
Work orders (CF 141) and Onboard Survey Log
Records of Ships Daily Ration Entitlement Vouchers to ensure that

they are being kept and are filed by the month, and that the formula
used for calculating them are correct.
FILES
7. The following files are to be reviewed:
Review completed: Yes No Comments

Food Services Directives
Food Services Messages
Food Services General

SCHEDULES/ CHARTS/ ORDERS AND ROUTINES
8. The following schedules, charts, orders, and routines are to be available and displayed in
appropriate food services spaces:
Date of Publication/amendment Comments
Galley standing orders, extracts

from Ships Standing Orders
Galley Fire Routing
Galley Security Routines
Work schedules for food services

personnel and cafeteria party
Daily and weekly cleaning station schedules
Duty analysis for food services

personnel and cafeteria party
Meal hours
A current galley organization chart
MENUS
9. The cycle menus are to be available and posted in appropriate areas:
LOCATION_________________________________________
DATE OF LATEST REVIEW__________________________
FIRST AID
10. A first aid kit is available in the galley and is properly stocked. YES/ NO
LOGISTICS OFFICER
11. The incoming NCO I/C Food Services will debrief the LogO regarding the Supersession
and also discuss other items which might be cause for concern such as
procedures/controls for meal tickets and casual meal chits relevant to ration credits.
12. The incoming NCO I/C Food Services shall include any anomalies such as excessive
over or under expenditures and any comments worthy of note not covered in the previous
sections shall be listed here.
HMCS___________________________________

Supersession Certificate – Incoming NCO I/C Food Services
This is to certify that I have completed the above checklist and as far as can be
determined all records, files, and publications are available or are accessible and are in
order, and that the food services section is operating effectively and efficiently, subject to
the exceptions listed below.
REMARKS
DATED: ________________________________
SIGNED ________________________________
____________________________
INCOMING NCO I/C OUTGOING NCO I/C
FOOD SERVICES FOOD SERVICES
DATED: _______________________________
SIGNED: _______________________________
SHIP’S LOGISTICS OFFICER

CHAPTER 15 – LAND OPERATIONS (FIELD FEEDING)
15 Land Operations
Annex A – Generic Food Svcs Reconnaissance Checklist

Annex B – Field Feeding Manning Methodology
Annex C – Siting of a Field Kitchen
Appendix C-1: Example Field Feeding Kitchen Layout for 250 Members
Appendix C-2: Bivouac Layout
Annex D – Field Kitchen Inspection Report
Chapter 15 - Land Operations Page 1

15.4 Land Operations
15.1 Introduction & Feeding Concept

15.2 Field Feeding Standards & Feeding Plan
15.3 Field Feeding Accounting & Reporting System
15.4 Food Receipt & Storage in the Field
15.5 Special Field Food & General Safety Considerations
15.6 Field Feeding Equipment/Platforms
15.1 Introduction & Feeding Concept
1. This section on Land Operations replaces A-85-269-001/FP-001 – Food Services Manual

Chapter 15 Field Feeding. It is the principal reference source for Land Operations (Land Ops)
and the RCN and RCAF, in support to Domestic Operations (Dom Ops), including certified Food
Svcs Reserve units’ policy, guidance and procedures within the CAF. The intent of this section is
to supplement, clarify and address land environmental Food Svcs issues, and provide guidance
and assistance for the administrative, accounting and technical control of Land Ops Feeding.
2. For out of country operations, these procedures may be modified for operational units
by the appropriate parent environmental headquarters (HQ). This section should be read in
conjunction with other companion sections within the Food Services Manual.
3. The field Food Svcs organization maintains centralized Food Svcs management and
overall efficiency, while at the same time encouraging and protecting unit integrity and
effectiveness.
4. Brigade G4 Foods: Contained within Chapter 1.
5. Unit chief cook: Responsible to the Unit Quartermaster/Logistics Officer (Log O) or

directly to the sub-unit officer commanding (in a unit for their line responsibilities) and to
G4 Foods for the technical aspects of their duties. The chief cook leads a Food Svcs section.
During field ops and IAW SOPs, the chief cook is also responsible for security and defense of
the kitchen: its siting, deployment, movement, and for the coordination of feeding requirements.
The chief cook consults with Brigade G4 Foods on matters concerning Food Svcs policies,
operations and specific procedures.
15.1.2 Feeding Concept
6. Many factors influence the feeding support concept and all must be taken into
consideration to ensure that the concept developed is appropriate, attainable, sustainable, and
responsive to operational requirements. Personnel on Ops must be adequately fed; this normally
means three fresh meals per day, wherever and whenever possible, and applicable allowances.
Feeding rates must be sufficient to provide meals suitable for sustaining the force (resilience and
recovery). Furthermore, all financial and nutritional standards must be adhered to (refer to
Chapter 2, 4 and 6 of the Food Services Manual). Operations that deploy with inadequate
equipment, personnel, (and without a sound feeding plan) risk not being able to provide and/or
sustain the appropriate feeding standard. Additionally, the impact on budgetary resources
increases if a feeding support plan is not adequately developed and considerations are not given
to the entire process. Food Svcs staff should provide constant input to commanders for field
planning and sustained activities. A generic Food Svcs checklist for the reconnaissance (recce)
party can be found at Annex A – Generic Food Svcs Reconnaissance Checklist and should be
utilized when planning field feeding operations and reassessed throughout.
15.1.3 Food Svcs Manning Requirements
7. No matter the size of the operation, force generation of Food Svcs staff is a key com-
ponent of the planning process. For minor and single unit deployments, a sufficient number
of cooks should deploy whenever possible with the units to manage the feeding requirement.
However, regardless of the complexity of the field feeding operation, the following manning
options should be considered:
a. The size of the deployment, the length of deployment, and how many feeding
locations is required. Manning considerations (for both short and extended
operations) may be required, along with requirements for surge and rest/
recuperation periods. Annex B – Field Feeding Manning Methodology provides
further clarification of Food Svcs manning requirements for Dom Ops. Minimum
manning requirements for international ops are found at Chapter 5 & 10 of this
manual;
b. Other formed units deploying in support of the operation that may contribute
to the Table of Organization and Equipment (TO&E). This information can
normally be obtained from the Op’s cell for any given unit. Many operations
have a joint contingency and, if members of other environmental commands
are deployed, then a percentage of the cooks should be made up of their staff;
c. Utilization of Primary Reserve (P Res) personnel. P Res personnel may be
utilized to support field feeding operations providing funding and call-out
requirements can be met; and
d. Use of locally-employed personnel (LEP). In a safe/controlled environment,
local/contracted staff could be considered for employment. Refer to the Food
Services Contracts Manual.
15.1.4 Food Supply
8. The provision of effective food supply management is the responsibility of CAF Food
Svcs. All food items used by CAF Food Svcs in the implementation of field feeding operations
will be consistent with FQS developed by J4/D Food Svcs. Receiving procedures (inspecting and
rejecting foods) are outlined in Chapter 2. Depending on the stage of the operation, the
management and distribution of food may be conducted by using either military personnel,
contracted resources, or a combination of both. Regardless of the methodology in place, quality
control must operate effectively throughout all stages of the food supply chain, from
procurement to consumption and to disposal of waste. It is imperative that the highest standard of

food safety and value for expended monies is achieved, while safeguarding the operation
effectiveness of personnel. Whichever supply method is responsible for delivery to the end user,
two basic provisioning systems can be adopted:
a. Push System. The push food supply system issues food to scale from a
stockholding location and requires an indication of unit feeding strength at regular
pre-determined intervals. The method is simple and is most likely to be used
during the early stages of an operation (when reliable communications have not
been established, the logistic infrastructure is not complete, and the tactical
situation may be unstable); or
b. Pull System. The pull supply system relies on unit Food Svcs staff ordering food
requirements from a pre-determined commodity list. Effective communications
and specific materiel handling equipment is essential for the pull system to
function effectively.
15.1.5 Field Feeding Platforms for Collective Feeding
9. Depending on the Op posture, commanders may choose to provide fresh rations to their
soldiers as soon as logistically sustainable. This can only be achieved when the correct resources
are in place. The following feeding platforms that could be made available to support field
feeding activities include:
a. Mobile Kitchen Trailers (MKT). Each MKT is capable of providing the
choice and quantity standards (as outlined in Chapter 2) for 140 personnel. The
MKT can be coupled with other MKTs, however, other feeding platforms should
be considered in excess of coupling four MKTs. If coupling more than four
MKTs, consideration must be given to the propane systems (i.e. large commercial
tanks and specialized propane lines). Additional MKT data can be found at
s. 15.6;
b. Kitchen Special Equipped Vehicles (SEV). Each SEV is capable of providing
the choice and quantity standards (IAW Annex B-1 – Standard Meal Item
Availability Table) for 250 personnel. Limited number available. Refer to s. 15.6
for details;
c. Re-locatable Tented Camp (RTC) 500/1000 Person Kitchen Complex.
As an operation or exercise matures, the quality of infrastructure will normally
improve. Compared to unit equipment, the RTC 500/1000 person kitchen
provides improved quality of accommodation, which includes a fully equipped
kitchen and dining tents that can provide feeding for up to 500/1000 personnel
(when properly manned). The formation using the RTC 500/1000 person kitchen
will still retain the responsibility for providing MKTs and other Food Svcs
equipment requirements. More data WRT the RTC 500 person kitchen can
be found at s. 15.6, along with information regarding the 1000 RTC person
kitchen.

15.1.6 Centralized vs. Decentralized Feeding
10. The decision to centralize or decentralize feeding operations is typically made by the
highest level of deployed HQ. Due to economy of effort, centralized feeding tends to be more
efficient as it uses less Food Svcs resources (i.e. labor, equipment, and food). As Food Svcs
elements break apart and become more decentralized, additional resources will be required (and
the coordination for resupply and manning becomes more complex to manage). Commanders
must be aware of the increased resource requirements and force protection (Food Safety and
Food Defence (FSDS)) requirements for decentralized feeding operations. With multiple feeding
locations (decentralized), it is beneficial to have Food Svcs command elements in the best
location so resources can be controlled effectively (manning, equipment, and fresh food
resupply). The type of feeding platforms may be a limiting factor for decentralized feeding.
Regardless of whether a centralized or decentralized feeding is employed, the considerations
regarding the best location remain the same. Annex C – Siting of a Field Kitchen is a useful tool
to assist Food Svcs personnel in selecting the optimum site. Additionally, Appendix C-1:
Example Field Feeding Kitchen Layout for 250 Members and Appendix C-2: Bivouac Layout
provides further information relating to the set-up of a MKT, SEV Kitchen Platform and
Bivouac.
15.2 Field Feeding Standards & Feeding Plan
15.2.1 CAF Field Feeding Menu
11. The Choice and Quantity Standards (refer to Chapter 2) establishes the standard for the
field feeding menu. The cost of fresh rations is to be in compliance with the BFC and applicable
training and operations supplements (trg and ops supp), IAW Chapter 2. While leaving enough
flexibility to the respective COs to accommodate their own unit requirements, the intent of this
menu is to ensure that all field units, during field exercises, receive the same foodstuffs and that
all troops benefit from the same quality of food regardless of the operational role of the unit.
Menu selection and availability will be closely linked to the type of rations, equipment and
manpower available. A varied menu choice is essential to achieve a correct nutritionally
balanced meal (resilience and recovery) and the method of cooking should reflect the best
Food Svcs practices and adhere to Canada’s Food Guide for Healthy Living (refer to Chapter 2).
15.2.2 Ration Entitlement
12. The policies governing entitlement to field meals are contained in CFAO 36-14,
Entitlement to Meals and Public Rations. For the associated ration entitlement accounting
procedures, refer to CFAO 36-21, Accounting for Ration Entitlement. The unit administrative
staffs maintain rations entitlement accounting records. Under normal circumstances, personnel
will consume their meals at the field mess authorized to draw their rations. Personnel visiting
field units on duty are authorized rations under CFAO 36-14, Entitlement to Meals and Public
Rations. A method of meal regulation or meal authorization must be maintained (to allow for a
credit to the ration entitlement). It is the responsibility of the unit chief clerk to capture this type
of diner attendance at each location by a method which is suitable to the operation. Recovery
rates for field feeding are to be IAW the rates established by J4/D Food Svcs (as indicated in
Chapter 4) and promulgated yearly.

15.2.3 Training & Operations Supplements (Trg and Ops sup)
13. Refer to Chapter 2.
15.2.4 Unit Barbecues (BBQs)
14. Food for BBQs must be produced / cooked by CAF military cooks to lower the risk of
food-borne disease and account for the provision of publicly funded food. Units who do not have
cooks within their organization should follow Chapter 1.1
15.2.5 Field Feeding Plan (FFP)
15. The FFP will address the movement and storage of rations from the source of
procurement to the point of preparation and service, including accounting and disposal.
The FFP will, however, extend beyond the initial deployment of resources and include the
sustainment and redeployment phases. The FFP should be drawn-up on behalf of the
commander, in consultation with the field unit’s CoC. As the operation matures, the HQ
(with appropriate technical input from the Food Svcs staff) can adjust the FFP to account for
any changes in the operational environment. However, its flexibility will be limited by the
rations already moving through the supply chain, equipment and skilled Food Svcs personnel.
16. Initially, the FFP may require a push provisioning system that moves combat rations
to units, based on their recorded feeding strengths. As the supply chain matures, the freshly
prepared meals can be introduced in preference to combat rations. Although still based on
feeding strengths, freshly prepared meals allow for a more extensive menu range, which will
reduce menu fatigue (brought about by constant consumption of combat rations). The aim
should be to move from combat rations to fresh, at the earliest possible opportunity when the
tactical situation allows. At all times, quality control of fresh rations by properly trained Food
Svcs personnel will be essential to maintain the integrity of the rationing and feeding system
while managing the risks inherent in food provision and production. Once again, when feeding
fresh, the first consideration must always be food defence safety (refer to Chapter 7).
15.2.6 Feeding Matrix
17. The model of a collective feeding matrix to be used is defined at Table 1 – Feeding
Matrix below. It describes the rations and their uses throughout the initial deployment. The type
of operation and the stage of deployment will directly affect the feeding regime. There may be
stages of the feeding operation or locations throughout the operational area where it may be
possible to move earlier or deploy straight onto fresh rations, consequently different feeding
operations may be occurring concurrently.

Table 1: Feeding Matrix
Serial Timeline Feeding Options

1 In garrison Fed in garrison under normal
collective feeding arrangements.
2 In transit Boxed lunch or dispersed meals.
Collective feeding at staging posts.
Combat rations.
Meals provided by the carrier
(in flight, rail, sea, etc.).
Meals provided by a contractor
3 On arrival in location of operation Individual feeding – combat rations.
Collective feeding – combat
rations/fresh/combination.
4 1-2 hours at feeding location Combat rations.
Boxed lunch or dispersed meals.
5 2 hours+ Freshly prepared meals (with correct
manning and equipment).
Combat rations (with possible
supplements).
Combination (fresh and combat
rations).
7 In Contact Combat Rations (supplements,
if available).
8 Crew Served Meal
Infrequent use.
Only authorized IAW applicable

EC direction (Food Services Manual,
Chapter 11).

15.2.7 Redeployment
18. In simple terms, redeployment is a duplication of the initial deployment phase of

an operation, but with consideration to a phased-out approach to meet diminishing feeding
requirements. Food Svcs staff must ensure that the planning staffs understand the requirement for
detailed synchronization, to ensure feeding requirement of “last man out”. Consideration must be
given to:
a. Manpower. Adequate manpower is retained to provide an agreed level of
feeding;
b. Equipment. Adequate equipment is retained;
c. Food Stock Levels. Food reserves are reduced to ensure minimal write-offs; and
d. Food Supply Chain. Food resupply may become an issue due to the availability
of transport.
15.2.8 Reconstitution
19. The reconstitution phase of an operation is to ensure that force elements are restored
to their optimum readiness level. Planning must encompass all elements of Food Svcs
sustainability, with emphasis on:
a. Manpower. Replacement of manpower losses should be addressed by the
integration of replacement personnel; and
b. Equipment. Equipment is maintained and upgraded to reflect changes
on timelines. Deep cleaning of Food Svcs equipment must occur after an
exercise/training/operation to decrease the risk of food borne disease, and
to be prepared for the next Food Svcs activity.
15.3 Field Feeding Accounting & Reporting System
15.3.1 General
20. Field feeding activities are to be guided by FSDS standards, the prevailing training/
operational situation, and a budgetary framework that is based on standards detailed in Chapter
2. Expenditure of public funds for field feeding is limited to the support of activities when
entitlement to rations at public expense exists. Except where a rapid, emergency response
precludes it, such expenditure is to be governed by a budgetary allocation consistent with the
business planning process. All costs associated with field feeding are to be captured against
specified training activities or against specific operations (as authorized by the responsible
commander and accounted for/reported in Unitrak).

15.3.2 Unitrak – Management & Reporting System
21. Unitrak is the CAF Food Svcs management and performance tool, which is also
applicable to field feeding activities. Reg F and certified P Res units are to use Unitrak for the
following:
a. Accounting for field feeding budgets;
b. Determining meal day rates;
c. Establishing training and OP sup;
d. Ordering fresh rations and non-food items, such as paper plates;
e. Preparing Food Svcs Requisitions (FSR);
f. Accounting for resources utilized (fresh food, combat rations, non-food
consumables, and related services) in support of field feeding activities;
g. Recording the Field Feeding Activities volumes; and
h. Contracted operations (only as applicable).
15.3.3 Field Feeding Activity
22. The following sections apply to field feeding activities within Unitrak:
a. Section 1 – Operations & Administrative Orders (Op/Admin O). All field
feeding activities must begin with an Op/Admin O transmittal. Information
relating to a field feeding activity should pertain to every facet that is needed to
achieve all tasks and should include dates/timings of feeding, nominal roles, and
meals requirements (i.e. fresh, hay box, IMPs and/ or dispersed meals).
b. Section 2 – Activity Set-up. The following process is used to capture a specific
field feeding activity in Unitrak. In the Identification module (under Activity
Set-up) input the activity name, internal order number, and duration (from and to).
Note: For a reoccurring field feeding activity that uses the same internal order
number (i.e. ranges and driver wheel courses), the duration of the activity can be
set-up for the entire fiscal year. For activities that have a specific duration, enter a
start date (at least one week prior to the actual start of the exercise) IOT generate
purchase orders in time for the exercise and incorporate the expense for the
activity.
c. Section 3 – Trg and Ops supp. Refer to Chapter 2 for entitlement and purpose. It
is dependent upon the number of personnel on the exercise, the duration of the
exercise, and takes into account the number of fresh meals provided. The
calculation is accomplished automatically in Unitrak by entering the dates,
selecting the activity name, and entering the Forecasted # of Meal-Days. Unitrak
will auto-populate the # days on fresh rations, as well as the field allowance, per
person, per day.
d. Section 4 – Field Feeding Activity. In Unitrak, (under Volume of Activity, Field
Feeding Activity) input all the information (ration plan) that was sent from the
Op/Admin O WRT feeding. The start date and end date are the actual dates of the

activity. At the end of the exercise or during, the number of fresh meals served
shall be entered for Breakfast, Lunch and Supper. If a meal is provided by a static
kitchen or commercial establishment during the exercise, it shall be recorded as
Other Sources by meal periods. Any comments related to the activity can also be
entered (i.e. vegetarian, Halal, etc.).
15.3.4 Combat Rations
23. Combat rations are accounted for automatically in the Field Feeding Activity and
Performance Summary Report when the amounts are inputted into the Field Feeding Activity
module. Combat rations usage amounts that are inputted into the Field Feeding Activity
module will show accounted for automatically in the Field Feeding Activity and Performance
Summary Report.
15.3.5 Field Activity Report
24. This report can be found under Reports/Volume of Activity/Field Feeding Activities. By
choosing a specific activity, it will provide information including the standard cost of food for
the entire activity.
15.3.6 Food Service Requisitions (FSR)
25. When support is required from a static kitchen, the FSR module is utilized to generate an
FSR. In order for the requesting unit to enter an FSR, the Issuing Unit (static kitchen) must have
the Requesting Unit in its Client List. To finalize the FSR and create an expenditure record, the
Issuing Unit must be recorded as a Supplier in the Requesting Unit’s Supplier List. For example,
if 1 RCR wants to send an FSR request to the Normandy Court kitchen, Normandy Court would
have to enter 1 RCR into Unitrak as a Client. In order for 1 RCR to finalize the FSR as
expenditure, it would have to enter Normandy Court as a CF Unit Supplier.
15.3.7 Purchase Orders (POs)
26. The Purchase Order (PO) is used to request food and/or non-food items from a supplier.
A PO is identified by the Unit Name and a unique system-generated Unitrak PO number. All
purchase orders supporting the same exercise/deployment must have the same activity name to
ensure that expenditures associated with each activity are captured correctly. Food received must
be within the exercise dates that were inputted in the Activity Set-Up module.
15.3.8 Field Activity & Performance Summary Report
27. This report is used to gather and consolidate all expenditures for field exercises. Starting
from the meal days that were inputted, field allowance provides a percentage ratio within the
standard of + or – 15%. Expenditure in meal days for dispersed meals is also displayed in a
dollar amount from data inputted. Fresh Ration Cost per Meal Day, Fresh & Prepared Cost
per Meal Day and Overall Cost per Meal Day are automatically calculated.

15.3.9 Operating Statement
28. This report displays all expenditures/recoveries, from field exercises, functions or any
other expenditures that the unit would have (i.e. COs coffee break). The overall contribution
provides the unit the dollar amount that is needed from the CO to conduct feeding operations.
15.3.10 Reconciliation of Unitrak Reports
29. In order to manage their food operating budgets, unit field units must reconcile the
Expenditure Report by Unit (the funds that the unit expected to be charged) and the Food
Svcs Requisition by Kitchen Activity Report (the funds that the kitchen actually charged).
15.3.11 Reconciliation of Unitrak & Defence Resource Management

Information System (DRMIS)
30. All expenditures/recoveries must be identical within Unitrak and DRMIS (reconciled) by
utilizing the proper GLs for any expenditure.
15.4 Food Receipt & Storage in the Field
15.4.1 General
31. To ensure operational readiness and availability of all personnel, maintaining the safety
of the food supply during training and operations is paramount. Incorrect methods of food
storage could result in food poisoning, leading to impaired operational effectiveness. To
minimize the risk of food borne diseases (in addition to maintaining good physical security)
food storage techniques must be IAW guidance provided in the most current edition of the Food
Safety Code of Practice for Canada’s Foodservice Industry, and Chapter 7 of this manual. Food
Svcs personnel in field units are responsible for the preservation and storage of food from the
time it is received through the replenishment system (or from the supplier if on direct delivery,
until it is consumed by personnel). Deliveries should be scheduled as part of the feeding plan to
be frequent enough to ensure that food is held at the unit level for the least time possible prior to
consumption. While performing the delivery inspection, food that appears to have been damaged
in transit, is of questionable quality (i.e. has torn or damaged packaging), or does not meet the
specifications of the food contract should not be accepted.
15.4.2 Objective of Food Storage
32. The objective of using proper food preservation and storage techniques in the field is to
ensure that food is maintained in a nutritious, edible condition so that the highest quality of
meals are provided. Proper food storage minimizes contamination, (hence risk of illness) loss
of food, and helps to maintain recommended shelf life. Food storage is affected by a variety
of factors, which include the tactical and logistical situation, the type of food supplied,

environmental (weather) conditions, storage facilities available, and the length of time storage is
required, with the following considerations:
a. Food shall be stored in clean, covered containers. Containers shall be solid and
non-absorbent. Containers or bulk lots of food shall be stored above the ground on
clean dunnage racks (or other easily-cleaned surfaces) to prevent contamination;
b. Food which is not subject to further washing or cooking before serving shall be
stored in a way that protects it against contamination while stored;
c. All food should be stored in its original product package or container. Storage
containers shall be labelled with the common name of the food (if transferred to a
more appropriate container for the field environment is required). For storage of
non-acidic bulk food (such as cooking oil, syrup, salt, sugar, flour, and similar
items) place clean, disposable, food-grade plastic liners in metal storage cans.
Plastic liners shall meet sanitation requirements;
d. High acid foods should be stored in corrosive-resistant food grade containers.
Galvanized metal cans are not to be used for storage of wet foods or beverages;
and
e. Transport of rations should be in a dedicated vehicle or container which is
covered and only utilized for food services; fresh rations shall not be transported
in a vehicle used for fuel, ammunition, waste materials or other harmful materials.
15.4.3 Non-Perishable Food
33. Non-perishable food should be stored in original containers. Food should be kept
cool and dry, and not frozen. Food shall never be stored directly on the ground to avoid
contamination.
15.4.4 Perishable Food
34. Under all conditions, a refrigeration unit must be used for perishable foods, to ensure
effective proper temperature control.
15.4.5 Use of Ice
35. Water used for making ice must be from a potable source. Ice used for cooling stored
food and in food containers shall not be used for human consumption. In addition, the use of
PPE must be utilized during the handling of dry ice.
15.4.6 Combat Rations
36. Refer to Chapter 11.
15.4.7 Temperature Control of Prepared Foods
37. Hay boxes, food service insulated carts, and steam lines shall be provided (or improvised)
to ensure that food is maintained at a safe temperature during holding periods. The internal
temperature of foods requiring hot holding shall be 60°C or above. Any foods that may have
been held at unsafe temperatures (between 4° and 60° C) for more than four hours are hazardous
and shall be discarded as food waste. Directions for using hay boxes are presented in Chapter 7
and 8.
15.5 Special Field Feeding Food & General Safety Considerations
15.5.1 General
38. The consequences of a serious outbreak of food poisoning on the operational

effectiveness of a fighting force dictate that storage, distribution, preparation and service systems
used in the field must comply with the Food Safety Code of Practice for Canada’s Foodservice
Industry and Chapter 7 & 8 of this manual. The management of employee illness, injury and
hygiene (as well as pest control) should also comply with the above reference. Health risk
assessment is a distinctly medical task, however this does not negate Food Svcs staff’s
responsibility; any areas and equipment that are used for the storage, handling and preparation of
food should meet these stringent requirements. Risk assessment is a key factor in determining the
field feeding plan and it is therefore vital that the appropriate level of Food Svcs and medical
personnel guidance are sought in this process. It must be noted that P Meds and Food Svcs
personnel have a collaborative relationship WRT food safety, with a common goal of minimizing
the risks of food borne disease. Although not exhaustive, the level of risk can be minimized by
the doing the following:
a. ensuring adequate numbers of appropriately trained cooks are made available;
b. limiting use of foodstuffs that are sensitive to deterioration in storage and transit;
c. minimizing food handling by:
(1) encouraging direct delivery to end-users;
(2) limiting bulk breakdown of food packaging when food is in transit; and
(3) maintaining the integrity of packaging and consignments (once
configured).
minimizing stock holdings of short life and temperature-controlled food;
preparing and instigating a thorough cleaning management regime;
storing hot and cold products IAW the above food safety reference;
maintaining stock rotation systems; and
ensuring suitable sanitation systems to support field feeding operations, for both cooks and diners.
15.5.2 Inspections
39. G4 Foods must conduct Food Svcs inspections of all field feeding operations, and
involves other appropriate branches (e.g. P Med, Fire Marshall) as needed. The inspection format
provided at Annex D – Field Kitchen Inspection Report, is a guide that may be modified to suit
local conditions, and adapted to frequency of inspections. Comments on the inspection report
should include corrective action taken since the last inspection report was completed.

15.5.3 Non-Government Inspected Meats
40. All meat products that are used by military cooks (or by civilian food services providers)
must be federally inspected as per Chapter 2. CAF military cooks are not trained or certified to
butcher domesticated or wild animals, and/or prepare, cook, and serve non-federally inspected
meats to CAF diners.
15.5.4 Occupational Health & Safety
41. Food Svcs personnel must familiarize themselves with the Occupational &
Environmental Health Regulations found on the Canadian Forces Health Services Group
(CFHSG) and the Directorate of General Safety (D Safe G) websites.
15.5.4.1 Personal Hygiene
42. Proper personal hygiene practices by food handlers are essential to reducing the risk
of food-borne infectious diseases. Although hand washing remains the number one personal
hygiene preventative measure employed to combat the spread of infectious diseases, the
following essential personal hygiene practices will also aid in minimizing exposure to food-
borne infectious disease:
a. Military cooks must wash their hands before and after food handling, preparation
and service, or when moving from raw food preparation areas to ready-to-eat
service areas. Hand washing must also occur after using the latrines, cleaning,
eating, drinking, smoking, chewing gum, blowing noses, coughing, and sneezing;
b. When the operational posture allows, cooks should shower a minimum of once a
day, as it will reduce the risk of food-borne disease. When preparing food, food
particles will be splashed on cooks, which cannot be avoided. Although much of
this food can be washed away easily, some areas of the body cannot be (such as
the hair). A portable shower is deemed an acceptable method of washing. In the
rare instances, however, where showering is not an option due to operational
situations, the minimum acceptable level of personal hygiene will be daily
bathing. This may be accomplished with wash tubs and a pail or bucket to rinse
after cleaning body with soap;
c. Sinks (tubs) used for food preparation and/or washing equipment and utensils
shall not be used for hand washing or any other functions relating to personal
hygiene, including the washing of laundry. These sinks are to be used only for
their intended purposes;
d. Understanding that disposable gloves are an effective barrier to cross-
contamination if used properly, disposable gloves shall be worn when preparing
sandwiches, and are to be changed when required. The same gloves are not to be
used for the preparation of raw food nor for the preparation and serving of cooked
food;
e. Food Svcs personnel must wear clean clothes and aprons, and need to change
aprons when moving between raw food preparation areas to preparing and serving
ready-to-eat foods;

f. Hair should be covered and jewellery not worn when preparing and serving food;
and
g. During operational intensity where camouflage is required, the issue and
consumption of combat rations is the feeding modality of choice. However, those
cooks who are required to prepare meals (while the unit is in camouflage mode)
will still require adhering to personal hygiene practices, as elaborated above. In a
training environment, cooks will be exempt from wearing camouflage paint on the
face and hands during the preparation and serving of food due to food safety
concerns.
15.5.4.2 Separate Ablution & Accommodations
43. Food Svcs personnel must be given separate washroom (latrines and ablution areas) and
accommodation facilities IOT decrease the risk of food-borne diseases and infection.
15.5.4.3 Sanitation
44. IOT protect personnel and maintain operational effectiveness, it is essential to adhere to
high sanitary standards. To support this, the provision of appropriate sanitation equipment is
necessary and it must be fully integrated into the kitchen routine. Additionally, the following
must be considered:
a. Individual Eating Utensils. Where personnel are expected to provide their own
utensils, suitable sanitation facilities must be made available;
b. Collective Utensil Washing. Collective utensil wash areas must be properly
designed and allow for ease of cleaning and water disposal. Unit leadership is
responsible to ensure that their soldiers wash their utensils properly when used;
c. Disposable Cutlery & Crockery. Where suitable sanitation facilities are not
available, there may be a requirement for disposable cutlery and crockery.
Disposable utensils, when used, should be of a size and quality that does not
constrain the type of food served and consumed; and
d. Hand Washing for Diners. Many food poisoning outbreaks have been linked to
the poor hand hygiene practices of individuals. All personnel attending meals
should wash and sanitize their hands prior to taking a meal. Equipment and
consumables required to achieve this must be made available at the entrance to
all dining facilities. Although very effective, hand sanitizers do not deter
harmful biological and chemical agents from getting under dirt particles.
Therefore, it is essential that hand washing stations with soap be available to wash
away all dirt and grime prior to consuming fresh food. Hand Washing is a unit
leadership responsibility and supervision must be conducted by unit CoCs IOT
ensure compliance.

15.5.5 Hot Water Supply
45. A constant supply of hot water is required for kitchen sanitation purposes, such as
washing kitchen utensils and equipment, the plate pre-dip container (and dishwashing area) and,
for cleaning the dining room tables. Hot water on demand units or equivalents are to be provided
to supply a source of hot water.
15.5.6 Dishwashing/Pots
46. The most current version of the publication Food Safety Code of Practice for Canada’s
Foodservice Industry details requirements for the hand washing of dishes. The field dishwashing
area consists of three washtubs filled with hot water from the Hot water on demand unit. The
first tub, for washing, contains hot (45°C) soapy water. The second tub holds clear (45°C) rinse
water, and the third contains hot (45°C) water with an approved sanitizing agent. If no sanitizing
agent is available, nearly boiling (77°-82°C) water can be used in the third tub (pot/dishes must
be submersed for two minutes). All water should be changed as required.
15.5.7 Maintenance
47. A preventative maintenance routine should be implemented IAW manufacturer’s

specifications, with the understanding that Food Svcs personnel must be given the opportunity
to conduct proper cleaning of their equipment. Proper cleaning includes deep cleaning of food
services equipment, which involves removing equipment from feeding platforms. Food Svcs
elements on operations should incorporate maintenance days when proper cleaning cannot be
executed due to:
a. Operational Tempo;
b. Length of Deployment; and
c. Manning Restrictions.
15.5.8 Waste Disposal Facilities
48. Waste disposal facilities in the field must be planned with consideration for the workflow
in the field kitchen. Disposal facilities should be located in an area close enough to the work area
(to allow easy access) but not located where they could give diners a negative impression. Where
waste is removed to an established dumping station, containers are to be provided which are non-
absorbent, leak-proof, easily-cleaned, and insect and rodent-proof. There must be sufficient
containers to hold all garbage refuse and liquid waste between pick-up periods. Outside storage
of unprotected plastic bags or wet-strength paper bags containing garbage or refuse is prohibited.
15.5.8.1 Disposal of Kitchen Waste
49. Grey Water & General Waste Disposal. The safe disposal of grey water and waste
must be considered when siting field kitchens. The operational environment (coupled with local
conditions) will dictate the requirement, but the resolution of competing demands may result in
seeking a technical solution. Sound operating procedures, training and expert advice from Food
Svcs personnel will be essential to ensure neither the unit nor the force suffers a degradation of
capability due to inappropriate disposal of kitchen waste; liquid wastes such as dishwater,

vegetable preparation water, wash water, liquids from prepared food not suitable for stocks,
leftover beverages, and soups are stored in waste-water containers (and should be removed at
regular intervals). Where this service is not available, liquid waste shall be discarded in a grey
water container, according to their nature, or directly into a used water disposal unit/soakage pit
(if there are no solids to strain from the liquid). Solid kitchen waste is collected in garbage cans,
dumpsters or individual plastic bags, which are removed to an approved garbage site for
disposal.
15.5.9 Operation of Deep Fat Fryers
50. Operation of deep fat fryers is not permitted, either integral to the field kitchen trailer or
dismounted. Nor will it be modified nor will home-made appliances be used for deep fat frying
while on operations or on training.
15.5.10 Fire Prevention
51. Fire is an ever-present danger in the field. Most shelters are made of highly combustible
canvas and are situated within close proximity to (or as a part of) the kitchen. Every kitchen
and every storage or dining tent must be equipped with at least one fire extinguisher that is
frequently inspected. Dependent upon the configuration of the Food Svcs set-up; sufficient fire
extinguishing equipment must be placed along the sides of the complex to allow easy access.
Close attention must be paid to fire prevention during all field feeding operations and training
should be conducted on a regular basis, on the recommended firefighting procedures. The
Food Svcs area must be inspected frequently for fire hazards and corrective action should be
taken immediately.
15.5.11 Prevention of Carbon Monoxide Poisoning
52. Wherever liquid fuels are used in enclosed spaces, there is a danger of carbon monoxide
poisoning. Carbon monoxide gas is odourless and thus personnel may be affected before they are
aware of its presence. All shelters in which fuel-fired equipment (such as field burners) is used
must be provided with adequate ventilation. Vents should be controlled to produce a slow but
steady flow of air. Field kitchens shall be a minimum of 8 feet high, to allow sufficient head-
space for noxious fumes to escape. Immersion heaters and/or equivalents shall not be used in
enclosed spaces.
15.5.12 Petroleum, Oils, & Lubricants (POL) Handling & Storage
53. Fuels are highly flammable and, in many cases, highly explosive. Note that all liquid
fuel fumes are heavier than air and must never be stored uphill from an open flame. POL must
not be stored closer than 15 metres of the kitchen or dining tent. Smoking is prohibited in the
fuel storage area, as is any use of an open flame when handling fuels. When using fuels, these
safe handling procedures must be followed:
a. Remove or fasten all loose clothing before igniting or handling liquid fuel
equipment;
b. Allow liquid fuel equipment to cool completely before refilling;

c. Store liquid fuels only in authorized containers and ensure that containers are
properly marked to indicate contents (i.e. naphtha, diesel, etc.);
d. Always allow sufficient space for expansion when refilling storage containers;
e. Only trained personnel should operate liquid fuel equipment; and
f. Liquid fuel should never be used as a cleaning solution.
15.5.13 Environmental
54. At the local level, Food Svcs elements must consult their local environmental officer
through their CoC for any environmental issues (as policies vary from location to location).
When an exercise/operation is held in a location other than the unit’s home location, the local
environmental officer where the exercise/operation is being held should be consulted, and the
most robust environmental regulations shall be followed.
15.5.14 Wearing of CBRN (chemical, biological, radiological or nuclear)

suits during Food Preparation Activities
55. Food production and service will not occur in the CBRN ready state or higher due to
safety hazards and food safety.
15.6 Field Feeding Equipment/Platforms
15.6.1 Mobile Kitchen Trailer (MKT)
MOBILE KITCHEN TRAILER (MKT)
- Use: Field training, Domestic & International Operations;

- CAF Holdings: 220 (159 MKTs within the Army);
- Mover: MLVW Cargo; MSVS, or flatbed line haul
- Feeding Capacity: 150 pers/day (Coy+);
- Age of Platform: First came out in 1984 (32+ years);
- Power Sources: 6 propane burner units field range, 5K generator, hot water on demand water
heater, liquid fuel propane,
- Mobility: highly mobile;
- Set-up Time: 30 minutes with 2 trained persons, meals within two hours (setting-up whole
kitchen complex: up to 4 hrs+);
- Military Cook Requirements: 3 cooks (short duration exercise)*;
- Future Replacement: start FY 17/18 (refurbishing will be required);
- Size-Travel Configuration: 179" X 94" X 99.5";

MOBILE KITCHEN TRAILER (MKT)

- Set-up Configuration: 200" X 152.5" X 133;
- Weight: 6019 lbs
* The Force Employer will adjust the number of cooks to the feeding requirement if the feeding
commitment is below the feeding capacity of the operational feeding platform.
15.6.2 Specially Equipped Vehicle Platform (SEV) Kitchen
SPECIALLY EQUIPPED VEHICLE PLATFORM (SEV) KITCHEN
- Use: Field training, Domestic & International Operations;

- CAF Holdings: 35;
- Mover: 22 ton requirement, or line haul;
- Feeding Capacity: 250 pers/day (2 X Coys);
- Age of Platform: 2014;
- Power Sources: Diesel (Electric Generator 17.5 K);
- Mobility: Mobile (Sea Cans), palletized load system (PLS), Air, Land or Ship;
- Set-up Time: 2 to 3hrs, kitchen SEV only;
- Military Cook Requirements: 3 cooks for the kitchen only*;
- Deployability Factors: Will require more area to set-up than MKT;
- Size-Travel Configuration: 1 Sea Can (8' X 8' X 20');
- Set-up Configuration: Approx. 3 Sea Cans.

15.6.3 Re-locatable temporary camp (RTC) 500 Persons Kitchen
RTC 500 PERSONS KITCHEN
- Use: International Operations;

- CAF Holdings: 5 (CJOC asset); CJOC
- Feeding Capacity: 500 pers/day;
- Age of Platform: 12+ years, maintains program in place;
- Power Sources: Electric Generator 250 K Generator;
- Mobility: 11 Sea Cans;
- Set-up Time: 3 weeks, tear down 2 weeks (The set up time does not include time prior for
assembling the complex such as preparing the ground where the complex is going to be
installed, having the electrical supply (Gen) available, potable and waste water supply in
place, and tooling required to mount the complex);
- Military Cook Requirements: Refer to Chapters 5 & 10;
- Deployability Factors: Location must be secured and be used for a minimum of 6 months
to 2 years (Temporary Standards). Large electrical and water requirements are needed;
- Size: Kitchen complex alone is 30' X 72'.

15.6.4 Re-locatable temporary camp (RTC) 1000 Persons Kitchen
RTC 1000 PERSONS KITCHEN
- Proposed Use: International Operations;

- CAF Future Holdings: 1 (CJOC asset);
- Feeding Capacity: 1152 pers/meal;
- Age of Platform: 2011;
- Power Sources: Electric;
- Mobility: 38 Sea Cans;
- Set-up Time: 6-8 weeks, tear down 4-6 weeks (The set-up time does not include time prior
to assembly of the complex such as preparing the ground where the Complex is going to be
installed, have the electrical supply (Gen), potable and waste water supply, and tooling
required to mount the Complex);
- Military Cook Requirements: Refer to Chapters 5 & 10;
- Deployablity Factors: Location must be secured and be used for a minimum of 6 months to
2 years (Temporary Standards). Large electrical and water requirements;
- Size: 190' X 213'.
* The Force Employer will adjust the number of Cooks to the feeding requirement if the feeding

GENERIC FOOD SERVICES RECONNAISSANCE CHECKLIST

This checklist can be used by Food Svcs personnel for Food Svcs recce prior to operations.
Remember to be as detailed as possible and take pictures if permitted. If pictures are not
permitted, use sketches to capture information.
Note: For international operations, this list may be read in conjunction with the Canadian
Forces Joint Operational Support Group (CFJOSG) recce checklist.
1. Higher Considerations 
a. Destination;
b. Demand;
c. Distance;
d. Duration; and
e. Risk
2. Location of Food Svcs Area 
a. Consider climate, temperature range, humidity, elevation, precipitation, and
geography; and
b. Consider level of hostilities.
3. Existing Facilities 
a. Confirm availability of buildings that can be used for the preparation and serving
of food (i.e. dining facilities, and food storage areas);
b. List the location and approximate dimensions (sq. meter) of the facility and its
current use, including information on its former use (i.e. factory, crematorium,
presidential palace);
c. Describe the wall, ceiling and floor surfaces (i.e. concrete walls, hard packed
dirt floor);
d. Confirm availability and type of refrigeration, describing proximity to kitchen,
size of units, serviceability, approx. age of sea containers, as well as availability
of parts;
e. Confirm if building is heated and/or air-conditioned;
f. Confirm if building is dry, ventilated, and/or secure;
g. Confirm adequacy of lighting;
h. Describe and draw the traffic patterns around and within the Food Svcs facilities,
confirming sufficiency of entrances and exits from buildings;
i. Confirm number of feeding sites available;
j. Confirm the distance between feeding sites;
k. Describe the cooks’ accommodations;
l. Confirm and describe the existence of any infestation problems; and
m. Confirm Needs Analysis for food production equipment and fire suppression
systems, and determine production capacity of the facility.
Chapter 15 - Land Operations [Annexes] Page 22

4. Utilities 
a. Confirm reliability of electrical source, and if so determine type
(i.e. AC, voltage, cycles, etc.);
b. Confirm availability of running water;
c. Confirm availability of a ROWPU, and if so confirm its source of water;
d. Confirm availability of adequate potable water for cooking, consumption and
clean-up;
e. Confirm the source of this potable water;
f. Confirm if the water been tested, and if so by whom;
g. Confirm existence of a sewage system, and if so describe it;
h. Confirm availability of propane and/or POL and other alternate sources of
fuel; and
i. Confirm local restrictions WRT waste disposal.
5. Food Supplies 
a. Confirm approval source;
b. Identify political restrictions to food procurement in-theatre;
c. Confirm local availability of canned and fresh food supplies (i.e. quality,
variety, price, etc.).
d. Confirm availability of milk and other dairy products and eggs with respect to:
(1) Source;
(2) Delivery and storage;
(3) Pasteurization;
(4) Approved by; and
(5) Ultra-High Temperature source sought/avail;
e. Confirm the existence of cultural/religious restrictions which may limit the
availability of certain foods;
f. Confirm the availability of commercial foodstuffs, as well as the conditions
and cleanliness of local outlets/suppliers, for:
(1) Meat, fish and poultry [quality and sources];
(2) Vegetable and fruit [quality and sources];
(3) Dry goods (i.e. peas, pulses, lentils, flour, etc.);
(4) Bread and other bakery products’ [quality and sources]; and
(5) Water, soft drink and ice sources;
g. Determine the distance and location of the nearest supplier;
h. Determine how the majority of food supplies can be procured (i.e. UN, NATO
(NAMSA), by the contingent, etc.); and
i. Confirm tendering process to procure Canadian funded food.

6. Contracts 
a. Confirm if an SO can be stood up, and if so by whom;
b. Confirm possibility of procuring non-food items and equipment through the
Supply System and identify those procurement items;
c. If this is an existing mission, confirm availability of historical documentation
identifying/advising on past poor performance by UN or host nation contractors.
d. Confirm the frequency (i.e. daily/weekly) of rejected items on delivery from
specific suppliers, and confirm if explanations documented were reasonable
(using unit documentation);
e. List POCs/company names (and the addresses of companies that are currently
supplying the contingent or have indicated an interest in providing foodstuffs);
f. Confirm food delivery schedule (i.e. weekly, biweekly, monthly, etc.);
g. Confirm timelines from when an order is placed to when items are received from
the Supply System;
h. Confirm the number of days that supply of fresh food must be kept on hand; and
i. Confirm availability of support via allied/lead/host nation forces.
7. Laundry Facilities 
a. Confirm the availability of laundry facilities to wash laundry generated by
Food Svcs operations (i.e. dish towels, potholders, etc.); and
b. Confirm availability of laundry services for civilian kitchen workers/locally-
employed personnel (LEPs).
8. Personnel Resources 
a. Confirm all host nation special requirements for food handlers (i.e. health cards,
permits, etc.);
b. Confirm religious, dietary or customary restrictions on the types of food which
LEPs cannot handle or prepare;
c. Confirm the employment administration of LEPs to include the identification of
the person/position responsible, LEP employment administration, the hiring
process, and details on payroll administration (i.e. who, when, where, and how);
d. Confirm the rate of pay for LEPs and compare to local rates;
e. Confirm whether LEPs are to be trained by our contingent or whether local
qualifications are sufficient;
f. Confirm the type of training which LEPs have received and whether this training
includes hygiene, sanitation and safe food handling practices;
g. Confirm whether all civilian employees (including LEPs) have had
pre-employment medicals, as this is an essential part of pre-employment
screening; and
h. Confirm whose responsibility it is to provide food service uniforms to LEPs.

9. Equipment 
a. Confirm process for repairing/replacing unserviceable Food Svcs equipment;
b. Confirm the replacement process for plastic, paper ware, and other disposable
materials (i.e. local procurement or through replenishment flights, etc.);
c. Confirm ownership of Food Svcs (i.e. UN/lead nation/coalition forces);
d. Confirm whether there are outstanding problems with existing equipment,
and if deficient in specific equipment needs; and
e. Confirm/list availability and serviceability of existing equipment.
10. Personnel 
a. Confirm the number of locations that will be providing Food Svcs and the number
of personnel to be fed in each areas;
b. Confirm the number of cooks that will be employed in each Food Svcs area;
c. Confirm requisite training needed to adequately prepare deployed cooks for
specific mission (i.e. field craft, contracting procedures, etc.); and
d. Confirm the number of LEPs that may be employed in each Food Svcs area, and
describe conditions of the civilian labour market to include whether Food Svcs
workers are readily accessible and available for employment.
11. Finance 
a. Confirm payment process for invoices.
12. IMPs/LMCs 
a. Confirm local provision with regards to IMP stock rotation;
b. Confirm rate of consumption for IMPs; and
c. Identify resupply time.
13. General Comments 
a. Confirm local provision with regards to IMP stock rotation;
b. Confirm rate of consumption for IMPs; and
c. Identify resupply time.

Annex B – Field Feeding Manning Methodology
FIELD FEEDING MANNING METHODOLOGY

This guide was produced to aid senior cooks and Food Svcs Officers in determining how many
cooks are required for various deployments for Dom Ops. This methodology is broken down
into Dom Ops less than and Dom Ops greater than 30 days in duration WRT unit feeding. The
formulas below provide guidance for the staffing of a company, battery, and squadron or troop
Food Svcs operation. The formula is based on the number of production cooks and an associated
Food Svcs command component to perform the functions of leadership, ration cell and general
administration associated with Food Svcs operations. Additionally, the command cell structure
is dependent upon the complexity of the feeding operation. If the amount of feeding locations
increases, there will be a requirement to increase cook manning.
1. Dom Ops less than 30 days 
a. Production cooks only (one central feeding location only):
(1) 1 cook for 50 soldiers;
(2) 2 cooks for the first 100 soldiers; and
(3) 1 cook for every subsequent 100 soldiers.
b. Considerations for command component requirements include:
(1) Are the rations pushed to location by Kitchen Officer (KO)?
(2) Are the rations managed in the field? (e.g. orders sent and amended in the
field); and
(3) How diverse is the field feeding plan (usually linked to Op Order)?
Example: A field exercise lasting 14 days feeding 500 soldiers on location.
c. Production cooks required:
(1) First 100 = 2 cooks;
(2) Next 400 = 4 cooks (1 cook/100 soldiers = 4 cooks for 400 soldiers).
Sub-Total: 6 Production cooks for the field exercise.
d. Command component requirements: If rations are received on location, 3 cooks
(KO, Sgt/MCpl, and Cpl) for 500 soldiers.
Sub-Total: 3 cooks required for the field exercise.
Total Requirement: 9 cooks (6 production cooks and 3 command component require-
ments) will be required, if deploying for less than 30 days, feeding 500 soldiers on loca-
tion. Note that the number of cook manning requirements will increase exponentially
with an increase in feeding locations.

Annex B – Field Feeding Manning Technology

2. Dom Ops greater than 30 days 
a. Production cooks only (one central feeding location only):
(1) 1 cook for 50 soldiers;
(2) 2 cooks for the first 100 soldiers; and
(3) 1.75 cooks for every subsequent 100 soldiers (as there is a requirement
to compensate for longer deployments for rest periods and shift work).
b. Consideration for command component requirements include:
(1) Are the rations pushed to location by Kitchen Officer (KO)?;
(2) Are the rations managed in the field? (e.g. orders sent and amended in the
field); and
(3) How diverse is field feeding plan (usually linked to Op Order)?
Example: A field exercise lasting 60 days feeding 500 soldiers on location.
c. Production Cooks required:
(1) First 100 = 2 cooks;
(2) Next 400 = 7 cooks (1.75 cook/100 soldiers = 7 cooks for 400 soldiers).
Sub-Total: 9 production cooks for the field exercise.
d. Command component requirements: If rations are received on location, 5 cooks
(KO, Sgt, MCpl, and 2 Cpls) for 500 soldiers.
Sub-Total: 5 cooks required for the field exercise.
Total Requirement: 14 cooks (9 production cooks and 5 command component
requirements) will be required, if deploying for greater than 30 days, feeding
500 soldiers on location. Note that the number of cook manning requirements
will increase exponentially with an increase in feeding locations.
General Duty (GD) Personnel for Short Term Exercises
General duties (GD) personnel are required, on a regular basis, to assist with vegetable
preparation and maintenance of the dining and dishwashing areas. GDs are unit personnel,
on-the-job-training personnel, or other personnel not immediately required to fulfill the
operational role of the unit. Personnel must be selected without any work restrictions
and free of disease or injury. The unit chief cook normally requests augmentees from the
unit regimental sergeant-major (RSM) (or equivalent). For normal feeding operations,
employing one GD per 50 diners is an appropriate guide to staffing. Arduous conditions
may require more GDs, while a feeding plan incorporating combat rations may necessitate
the requirement for fewer GDs.


Exercises with High or Complex Feeding Commitments
If multiple units are required for an exercise (or if feeding commitments are in excess
of the unit’s strength, more consideration should be given to increase the command
component. The following is a general guide:
a. Exercises in excess of feeding commitments of 1000 soldiers (which would
include exercises feeding multiple units), an MWO cook should be added to the
command component. In addition, the ration cell manning may have to be
increased; and
b. Exercises in excess of feeding commitments of 2000 soldiers (which would
include exercises feeding multiple units) or complex exercises (multiple
Environmental Commands), an MWO cook and Food Svcs O should be added
to the command component. In addition, the ration cell manning may have to be
increased.
Note: More assistance may be provided by G4 Foods for exercises over 1000 pers.

SITING OF A FIELD KITCHEN
1. Field Kitchen Site 

The field kitchen site, dining location and bivouac are selected by the unit CO (or his
delegated representative, in consultation with the unit senior cook). The factors primarily
considered are the type of operation and the tactical situation. The kitchen, dining and
bivouac areas are normally situated close to one another, and are positioned with consi-
deration for the flow of personnel, the work flow pattern of the actual kitchen, and the
security and operational activity in the area.
2. Selection Factors 
The senior cook must be aware of the following factors when advising on the selection of
a suitable kitchen site:
a. Ground Site. The ground site should be elevated and on well-drained soil. It should
also be readily accessible to the transportation network (to allow for the required
ration resupply). Some areas considered unsuitable for the kitchen site include:
previously used areas, dry river beds, steep slopes, swamp or marshy land, and
clay or loose, dusty soil.
b. Water Supply. In all circumstances, water must come from a source cleared by
medical authorities.
c. Air & Ground Observation. The field kitchen should be concealed from both
air and ground observation, either by natural cover or by artificial camouflage.
Isolated buildings or open fields (where troop activities can be readily-observed)
should be avoided.
d. Operating Space. In all cases, the site chosen for field kitchens must include
sufficient space to accommodate the necessary equipment to carry out of all the
required functions.
e. Administrative Factors. Due consideration must be given to factors such as
security, troop comfort, ease of administration, and sanitary facilities.
3. Field Kitchen Layout 
Once the field kitchen site has been chosen, the senior cook is responsible for
the operational layout of the field kitchen. Factors to consider when arranging a field
kitchen are:
a. Type of Food Svcs Operation. Is the kitchen a bivouac, temporary or semi-
permanent? How many troops are being fed, and what method of feeding is used?
b. Utilization of the Working Area. Is the allocated space used to maximum
efficiency without overcrowding and to facilitate and even traffic flow? The
dining area and kitchen should be upwind from the clean-up and sewage areas.
A flow diagram should be prepared prior to setting-up at a new site. This will
allow for the efficient use of the space available, prevent time-consuming changes
(at a later, inopportune time) or prevent a forced inconvenient use of space.


c. Feeding Platforms. The type of feeding platform used is related to the numbers
being fed, which will affect the kitchen layout. In some localities, an existing
building may be effectively used for the field kitchen, as long as cement floors or
other fireproof foundations can be provided for the burner units (and the kitchen
area can be completely sanitized).
d. Flow. Efficient and well thought-out work flow and service of food:
(1) The flow of food from rations storage to preparation, to cooking, and then to
serving must avoid criss-crossing of traffic lines and unnecessary retracing of
steps. An effort must be made to concentrate (yet segregate) the work areas.
(2) Within the actual food preparation and cooking area, the equipment should be
arranged so that all phases of the operation are convenient to each other
without overcrowding.
(3) The serving lines should be organized to expedite food service. The
condiment table can be located on the “cold” side of the kitchen trailer
(when the U formation is used), within the dining area, or at least 20 to
25 feet away from the serving line (to avoid congestion).
e. Location of the Ration Storage Area. This should be convenient to the road
network and to the kitchen to facilitate deliveries. The root cellar and underground
cooler should be constructed close to the actual kitchen. The proper storage of
rations should be given a high priority for reasons of health, safety and
convenience. Inappropriately stored, rations are a potential source of food
poisoning.
f. Waste. Sanitary facilities and devices must be provided for the disposal of liquid
and solid kitchen wastes. They shall be within easy reach, but downwind from the
kitchen and dining facilities.
4. General Arrangement of the Kitchen Area
The degree of efficiency attained by the kitchen will depend, in part, upon the general
arrangement of the kitchen area. Several points for consideration are:
a. The kitchen should be close to road network for the easy delivery of rations and
arrival of troops. It should be convenient to both the messing and bivouac areas,
depending upon the type of operation.
b. The serving area should be set up so that the troops may travel from the bivouac
area, pick up their meals and proceed to the messing area without disturbing the
kitchen area or operation. The dining tents should be set up with a buffet table for
salads, condiments, desserts, and a beverage table for both hot and cold items.
c. The dishwashing area should be set up near the messing area, but not away from
the kitchen proper. A garbage container is required in this area for table waste and
scrapings.
d. The water supply and food storage area should be convenient to the kitchen,
generally to the rear of the kitchen where their use can be controlled. An air-dry
storage area for pots should be located within or adjacent to the pot washing area.
e. Latrines and incinerators should not be located closer than 30 metres from the
kitchen proper and other sanitary devices and facilities should not be closer than is


permitted for health protection.
f. Fuel storage should not be closer than 15 metres from the kitchen proper and
should be protected from the sun.
g. The kitchen should face the prevailing winds, whenever possible.
h. As a fire precaution, the field kitchen should be situated at a safe distance from the
main tented area (15 metres is the minimal distance permitted).
5. Administrative Area
An administrative area equipped with a table, chair and container (to secure administrative
files and reference material) is located with the food storage area. It may also be housed in
the back of a truck. In semi-permanent field kitchens, it is usually in two modules tents
immediately adjacent to the kitchen area.
6. Food Storage Area
Food must be protected from the elements at all times. Food is stored off the ground on
pallets to allow for air circulation. All food items must be protected from rodents and
insect infestation.
7. Security & Camouflage
Security is the prime consideration in choosing a site and in detailing the operational
layout of the field kitchen. The kitchen is a very active area so it should not be in an
exposed position. Cooks are responsible for defending this position at all times. Under
complete blackout, stop cooking. Since kitchens are hot, infrared sensors can easily reveal
their location. Therefore, in certain circumstances, it may be necessary to use individual
meal pack (IMPs).
Distance (in metres) Away from Kitchen
Dining tent = 5 metres Reefer/freezer/dry storage, and working
Grey Water tank = 30 metres area = 5 metres
Garbage point = 30 metres Parking area = 50 metres
Fire point = max. 22 metres Pot washing tent = 10 metres
Refuelling point = 15 metres Hot water on demand unit = 20 metres
Accommodation = min 15 metres Latrine = 30 metres
Wash station = 15 metres Mess area = min. 15 metres
Notes to remember:
Food Svcs In/Out Route’s for resupply and pick-up & delivery only.
Emergency Out Route.
Food storage (ISO refrigerated) is based on a 7-day holding.

Appendix C-1: Example Field Feeding Kitchen Layout for 250 Members

Appendix C-1: Field Feeding Kitchen Layout for 250 Members
Plan du bivouac Bivouac Layout

Dessin préliminaire Preliminary drawing

Table D-1: General Observations

Table D-2: Hygiene & Sanitation
Table D-3: Personnel
Table D-4: Equipment
Table D-5: Production
Table D-6: Accounting & Administrative Procedures
FIELD KITCHEN INSPECTION REPORT

Date: Unit:
Location: I/C Kitchen:
Table D-1: General Observations
General Met Below Exceeds

Serial Comments
Observations Standard Standard Standard
1 Kitchen Site
2 Cooking & Food
Prep Area
3 Storage, Cold
4 Storage, Dry
5 Pot Washing
& Storage
6 Dining Tent/Area
7 Beverage &
Condiment Table
8 Mess Tin Laundry
9 Garbage Disposal
10 Grey Water Disposal
11 Water Supply
12 Dedicated Latrine
13 Access to
Water Trailer
14 In & Out Routine

Table D-2: Hygiene & Sanitation
Hygiene & Met Below Exceeds

Serial Comments
Sanitation Standard Standard Standard
1 Personal Hygiene/
Food Handlers
2 Hot Water on
Demand Unit
Quality &
Maintenance
3 Hand Washing Area
for Staff
4 Hand Washing Area
for Diners
5 Kitchen Site
6 Traffic/Dust Control
7 Insect &
Rodent Control
8 Hot Water Source
9 No Smoking Signs
10 Cleaning Material
11 Laundry
12 Showers
Table D-3: Personnel
Hygiene & Met Below Exceeds

Serial Comments
Sanitation Standard Standard Standard
1 Admin Staff
2 Qualified Cooks
3 Ration Supply
Personnel
4 GD/LEP
4a Pot Washing
4b Dining Room
4c Vegetable Prep
4d Hot Water on
Demand Unit

Annex D – Field Kitchen Inspection Report (cont.)
Table D-4: Equipment
Met Below Exceeds

Serial Equipment Standard Standard Standard Comments
1 Vehicle Quality
& Serviceability
2 Trailer Quality
& Serviceability
3 Minor Equipment
4 Stoves Quantity &
Serviceability
5 Unauthorized
Modifications
6 Additional Canvas/
Tentage/Shelter
7 Flooring
8 Refrigeration/
Freezers
9 Utilities
10 Fuel
11 Generators
Table D-5: Production
Met Below Exceeds

Serial Production Standard Standard Standard Comments
Used & Followed
2 Cycle Menu in Use
& Posted
3 Portion Control
4 Standard Meal Item
Availability

Annex D – Field Kitchen Inspection Report (cont.)
Table D-6: Accounting & Administrative Procedures
Accounting &
Serial Administrative Procedures Met Standard Below Standard Comments
1 Unitrak Used Correctly?
2 Diner Attendance
3 Are SOs Used Correctly?


Foreword: Food Services Manual

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Foreword: Food Services Manual

Uploaded by

Copyright:

Available Formats

Food Services Manual A-85-269-001/FP-001

Strategic J4 Food Services Strat J4 Food Svcs

food services Food Svcs

food services officer Food Svcs O

food services manager Food Svcs Mgr

CHAPTER 1 – FOOD SERVICES ORGANIZATION AND CONCEPT OF FEEDING

CHAPTER 1 – Food Services Organization and Concept of feeding Page 3 of 14

p. develop and maintain relationships/contact with internal and external organizations to

1.2.4 Operational HQ - Responsibilities

CHAPTER 1 – Food Services Organization and Concept of feeding Page 6 of 14

h. provide technical advice to base authorities and to lodger units; and

CHAPTER 1 – Food Services Organization and Concept of feeding Page 7 of 14

g. in extraordinary rare occurrences, where CAF feeding options prescribed in this

CHAPTER 1 – Food Services Organization and Concept of feeding Page 8 of 14

Concept Feeding Plan Timelines (Condition based)

Ration Type Components Planning Deployment

1 Individual Operational Individual packaged operational 1-13 days

2 Additional Fresh Food Approved perishable/ frozen semi- 14 + days

3 Fresh Food Feeding Approved perishable/ frozen semi- 30 + days

Feeding Plan Implementation (Condition based)

CHAPTER 1 – Food Services Organization and Concept of feeding Page 10 of 14

IMP Food Between 1-13 consecutive A food Intended to address morale

TF or units are to develop a Ration Food Enhancement plan based on actual

CHAPTER 1 – Food Services Organization and Concept of feeding Page 13 of 14

CHAPTER 2 – FOOD SERVICES STANDARDS

2.1 Minimum Operational Performance Feeding Standard – Domestic and Deployed

2.5 Food Cost Standards

Supplement Conditions of Entitlement Entitlement Comments

Field Applies during Expressed as a The Field Feeding Supplement

Between It is used to provide a between Equal to 5% of the This increment is not

Supplement Conditions of Entitlement Entitlement Comments

(3) Food and/or beverage item(s) One (1) issue per

Supplement Conditions of Entitlement Entitlement Comments

Supplement Conditions of Entitlement Entitlement Comments

Supplement Conditions of Entitlement Entitlement Comments

2.7 Standard Recovery Rates

Minimum Operational Performance Feeding Standard-Domestic and Deployed

Table A-1: Regular Meal Pattern Breakfast

Dispersed Meal/Infrequent Meal Pattern

Table A-2: Standard Meal Entitlement Pattern Lunch / Supper

Same as Regular meal pattern Soup

Table A-3: Standard Meal Entitlement Pattern Box Lunch /Supper

Table A-3: Standard Meal Entitlement Pattern Box Lunch /Supper

Annex B – Standard Meal Item Availability Table –

1 Healthier Choice One of Hot cereal, or Healthier Criteria:

Entrée Eggs any style; Cooked with little or no fat

Starch 1 - 2 breakfast starch items E.g. baked beans, potatoes.

Vegetable 1 breakfast vegetable E.g. sliced tomatoes, stewed tomatoes.

Optional: fruit flavoured If provided, to include a maximum of 2 flavours.

Annex B – Standard Meal Item Availability Table –

LUNCH AND SUPPER

3 - 5 varieties of sandwich 1-2 mixed filling (e.g. tuna, salmon, egg).

Starch 2 starch items One at either lunch or supper must be

To include a minimum of two with M.F. 2% or less and 10% DV of calcium.

Annex B – Standard Meal Item Availability Table –

SALAD BAR (Offered during lunch and supper meals)

Annex B-1 – Standard Meal Item Availability Table –

Category Meal Item Availability Definition/ Specification Healthier Choices

Vegetable 1 breakfast vegetable e.g. sliced tomatoes, stewed tomatoes.

Annex B-1 – Standard Meal Item Availability Table –

Category Meal Item Availability Definition/ Specification Healthier Choices

Annex B-1 – Standard Meal Item Availability Table –