CASE STUDY ASHFORD AND ST PETER’S HOSPITALS NHS FOUNDATION TRUST
TRANSFORMATION
The impact was immediate. BM introduced a
ra‰ of training programmes, usually reserved
for its corporate clients. These included
professional chef, management, barista,
customer service development, and waste
management training.
The Trust also reviewed pay structures to
increase employee recognition and, together
with BM, implemented a suite of tech that
included new click & collect and payment
apps.
Raouf Mansour, who has now become Head
of Catering at ASPH but was previously a
Development Chef at BM, explains: “When we
first came in, it was a bit of a surprise to say
the least. We are used to working with large
corporates and this was completely di erent.
“If I’m honest, we never treated it as a
26 APRIL 2022
hospital. We genuinely went in with the
belief that we could be one of the best places
you can eat in the area.
“I was given carte blanche to develop the
new menu, look at suppliers etc and we
brought a lot of expertise, not just in cooking
but also our supplier base. We respected
each other’s expertise.”
However, it didn’t come without its
challenges. Mansour explains: “The main
challenge was to take the catering team on
the journey. It sounds simple but we needed
to get them excited about food again, rather
than just running a kitchen.”
That they did. The Trust subsidy
was retained as part of its
employee benefits
package, recruitment
and retention
strategy. New
brand and
marketing
collateral
included
social media
promotion,
and awareness
campaigns were
launched.
The team also
introduced seasonal menus,
pop-ups, ward/home takeaway
ranges, themed days, guest chefs, BBQs,
and ice-cream parlours.
Trust sta were now enjoying dishes
such as Korean steamed hoisin duck buns;
line-caught grilled tuna steak with warm
new potato salad, griddled little gem salad
with garlic & herb dressing; and chargrilled
halloumi, pickled red cabbage, hummus and
tzatziki.
INSTANT RESULTS
Uptake of on-site catering increased from
26 per cent to 40 per cent of sta , with
satisfaction rates increasing from 52 per cent
pre-transformation to 71 per cent, in-line
with professional workplaces. All of this was
achieved with a maximum £4 meal cost.
Fris, says: “The process shows that if you
empower people, customers and service
providers, you can achieve what you want to.
Like with most products and brands, resetting
and relooking at your core function/vision
regularly is really important. Of course, the
infrastructure and due diligence required
behind critical environments is key, but you
need to challenge the norm.”
The Trust also saw an increase in social media
and public endorsement for its food, it achieved
5 stars on EHO visit across all its outlets and
fresh food production hit 90 per cent, up from
50 per cent previously.
Significantly, alongside the improved quality,
commercially the changes had a huge impact
on revenues.
Turnover at the restaurant was back at its pre-
COVID position (even without the visitors); the
restaurant saw more than 1,200 transactions a
day, previously at 400; and sales revenue more
than doubled to more than £1 million in a year.
WIDESPREAD ENDORSEMENT
These numbers not only reflect employee
satisfaction increase, they have also drawn
attention on a national scale with Dame Prue
Leith citing it as an example of best practice;
and Phil Shelley, Chair of Hospital Food Review,
awarding ASPH exemplar status.
During what was e ectively a six-week
implementation process, ASPH has become a
flagship site for the NHS. Satisfaction is now on
par with corporate workplaces in the city.
To cope with increased capacity, a
new kitchen has been planned and
commissioned. It opened in early
March 2022. Further to this, plans have
Uptake of on-site catering
increased from 26 per cent to 40
per cent of sta , with satisfaction
rates increasing from 52 per cent pretransformation
been agreed and implemented for a
24-hour quality catering service.
As Bell puts it: “Seeing financial
improvement wasn’t actually what
was most pleasing, it’s a by-product;
the real mark of success was seeing
how our hard-working sta were being
recognised. The knock-on impact of
improved morale for our catering teams and
the wider hospital family trumped everything.
“This has shown that it can be done. It’s
possible with senior management support,
collaboration and a bit of courage.”
That courage Bell refers to, could pave the
way for so many others to follow.
This isn’t just good news for the finances,
workplace environment and wellbeing of
the NHS and its employees but as outlined in
Professor West’s research – it can actually save
lives.
to 71 per cent, in-line with
professional workplaces. All of this
was achieved with a maximum
£4 meal cost.”