Food-Service-Manual-for-Health-Care-Institutions

Food Service Manual for Health Care Institutions
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Figure 5.1. Top-Down Flowchart of the Major Steps in a Business Planning Process
Before beginning
the planning process
#1
Organize the
process
1. Who is to be
involved
2. Decide roles
3. Method of
involvement
4. Establish deadline
Phase 1
#2
Gather and
analyze data
1. Organization's
strategic plan
2. Existing business
plan
3. Gather reports
and data
4. Internal strengths
5. Internal
weaknesses
6. External
opportunities
7. External threats
During the business
planning process
After the business
planning process
Phase 2 Phase 3
#3
Write objectives
and action plans
1. Write objectives
2. Write action
plans
3. Set time lines
and dates
4. Assign
responsibility
5. Develop
contingency
plans
#4
Write the
business plan
1. Decide on format
2. Develop cover
page
3. Write executive
summary
#5
Implement,
evaluate, and
modify
1. Follow steps in
action plan
2. Evaluate
effectiveness
3. Modify objectives
or action plans
4. Implement
contingency
plans
Once deadlines are set and staff involvement has been identified, phase 1 of the planning
process begins. A situational diagnosis is conducted to determine internal strengths and weaknesses
and external opportunities and threats, or SWOTs. This portion of the situational analysis
might be conducted through staff brainstorming. A list of SWOTs may look like the one in
Figure 5.2. This portion of the analysis and the next portion, defining the current business definition,
form the foundation of objectives needed for the coming year for improvement and
those needed to support the organizational strategy.
The internal analysis will include the business definition—what is being done now—and
the number of meals served, customer groups served, where services are being provided, and
the clinical services provided. Analysis also will include the number of employees, hours of
operation, and service. Internal environment will include the strategic plans made by the organization.
An example of a strategic goal for the organization that affects departmental planning
is focusing on the customer while implementing continuous quality improvement. The department
is then responsible for making its contribution and setting specific objectives for how its
members will contribute. Questions to be asked may include
• What does the strategic direction mean in relation to what is going on in the department
now and the forces in the external environment?
• What objectives must be set to assist in accomplishing the organizational goal?
Another example of building on strategic plans is the organization’s decision to undertake
a major building project. The department director would have to assess whether adequate facilities
and staff are available to provide the needed meal service. If not, necessary data would be
gathered and analyzed to determine needs. Objectives for the department would be based on
the information gathered.