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

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Food Service Manual for Health Care Institutions 312 Figure 11.2. Development of a Budget for Financial Management Operating budget Number of units of service Statistical indicators Operating expense Food Supplies Labor Variances Establish finance-related goal/objectives Establish standards Review historical data Revenue, expense, statistics Plan master budget Establish timetable Seek approval of immediate supervisor Take Corrective Action Cashiers' Reports Cash Credit Taxes Petty cash Under/Over The operating budget is more than an operating plan for the upcoming year. It is also a control device for comparing actual operational performance with performance forecasts. When a variance (or a significant difference) occurs between the forecasts in the operating budget and the data on actual performance, the manager must follow the steps in the control process (determining the problem, identifying its cause, and taking appropriate corrective action) to correct the inconsistency. This usually means determining the variance by documentation and comparison on a monthly basis. Preparation of the Operating Budget Revenue Patient Nonpatient Other Capital Major expenditures Productivity report Tax report Financial and management reports The operating budget for the food service department is only part of the health care institution’s overall operating budget. Other department-level managers in the institution submit operating budgets for their departments, and top-level managers prepare a final operating budget for the
Control Function and Financial Management whole institution. Often, a financial controller for the institution coordinates the budget preparation process among department heads and top-level managers to make sure that the final budget reflects the institution’s established goals. In general terms, budget preparation and approval in most organizations—including most health care institutions—follow these steps: 1. The heads of the various departments or operating units prepare estimates of revenues and expenses for the upcoming fiscal year and develop budget proposals based on those estimates. 2. The heads of the departments or operating units submit their budget proposals to their immediate superiors for approval. The superior may or may not require the department head to make revisions in the proposed budget. 3. The superior, who is often the head of a division within the organization, combines the various budget proposals from the department heads who report to him or her. For example, in some large hospitals, the food service director receives proposed budgets from the assistant director for nutrition care services and the assistant director for food production. Then, the director combines the proposals to prepare an overall budget for food and nutrition services. 4. The division’s proposed budget is submitted to a top-level manager such as the CEO or the chief financial officer (CFO). In some organizations, the proposals are submitted to a budget committee that is made up of top-level managers, including the CEO and the CFO. 5. The top-level manager or the budget committee reviews the budget proposals from every department in the organization, corrects any inconsistencies, and deletes any repeated information. 6. The organization’s controller or CFO evaluates the combined proposed budget and prepares the final budget for the organization. 7. The CEO examines the final operating budget. He or she may approve the budget or request further revisions. 8. The organization’s board of directors reviews and approves the final operating budget. 9. The final budget is communicated to the various managers of the departments and operating units within the organization. The annual operating budget for the food service department works as a financial plan for the allocation of the department’s resources, including labor, food, supplies, and equipment. The budget also serves as an organizational plan for meeting the department’s objectives. In addition, the budget represents a forecast of the department’s activities for the upcoming year, for example, the number of meals to be served, the number of nutrition assessments to be performed, and the number of patient visits to be made. In preparation for these anticipated activities, the food service director draws up employee work schedules, purchases food and supplies, and makes arrangements for the preparation of foods to meet the forecast demand for specific menu items. The degree of the department-level manager’s responsibility and authority in budget preparation varies among the various sizes and types of health care institutions. However, almost all food service directors are responsible for preparing proposed operating budgets for the food service department. The basic steps in the preparation of the food service department’s operating budget are as follows: 1. Setting a timetable for the budget preparation process 2. Examining the department’s objectives for the upcoming fiscal year 3. Analyzing the financial feasibility of the department’s objectives 4. Asking for information from responsible members of the food service staff on factors that may affect the upcoming budget, for example, current food and supply costs 313
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Food Service Manual for Health Care
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Contents Figures, Tables, and Exhib
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Figures Figures, Tables, and Exhibi
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8.3. Excerpt from a Performance Eva
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19.1. Flow of Products in Food Serv
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6.2. Sample Job Description and Job
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Foreword It is truly an honor for m
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Preface The health care environment
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Acknowledgments The following indiv
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Introduction This edition of Food S
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Chapter 14 explains safety, securit
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Part One Management of the Food Ser
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Chapter 2 Leadership: Managing for
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oriented or people oriented and tha
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in an orderly manner, to manage the
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so as to anticipate and plan for fu
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Planning Through planning, the futu
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Reward or punitive power is the str
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• Building a team mind-set • Co
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of these three factors jeopardizes
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McClelland claims that “in some b
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• Define limits of what situation
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who have seen programs, processes,
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Leebov, W., and Scott, G. Health Ca
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Chapter 4 Quality Management A prim
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Figure 4.2. Deming’s PDCA Cycle A
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Move to CQI in Health Care The term
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care. Often these choices conflict.
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Supplier Partnerships A customer or
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analysis. Key benefits to having a
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Exhibit 4.1. Team Documentation For
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Figure 4.3. CQI Flowchart Quality c
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Exhibit 4.2. Inspection Criteria fo
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Once the departmental strategy is w
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Before hiring a consultant, managem
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selected for the issue in question.
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Figure 4.6. Cause-and-Effect Diagra
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not identical. CMS standards vary i
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the concurrent stay using critical
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Garvin, D. A. Managing Quality: The
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Chapter 6 Organization and Time Man
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Figure 6.1. Functional Organization
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Process departmentalization allows
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Characteristics of High-Performance
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outcome. Team building should conce
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necessary to assure that food servi
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Figure 6.4. Organization of a Small
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Figure 6.9. Organization of a Food
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skilled-nursing unit in the hospita
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service operations other than the c
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Distributing Authority Authority, t
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• What types of service does the
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Exhibit 6.1. (continued) Why? Which
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Exhibit 6.2. Sample Job Description
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equires, and the best means of moti
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Calculating FTE Needs Full-time equ
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Exhibit 6.3. Sample Productivity Fo
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Figure 6.10. Example of a Daily Sch
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Figure 6.12. Example of a Work Sche
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Figure 6.13. Example of a Manager
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Figure 6.14. Example of a Food Serv
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Lane, B. Managing People. Sunnyvale
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Chapter 9 Clinical Nutrition Care M
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Planning As already shown, a manage
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• Room service for inpatients and
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Figure 9.2. Organizational Chart—
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among professional staff whose memb
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Designing a Nutrition Services Paym
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Page 307 and 308: Elements of an MIS In addition to t
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Page 317 and 318: Figure 10.2. Sample Purchase Order
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Page 321 and 322: Figure 10.5. Beef Barley Soup, Scra
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Page 327: Bibliography Alexander, J. Selectin
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Page 350 and 351: Excerpt from Annual Food Service De
Page 354 and 355: Sample Monthly Operating Statement
Page 362 and 363: Labor Cost Analysis 334 Figure 11.5
Page 364 and 365: 336 Exhibit 11.6. Example of a Mont
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Figure 13.6. HACCPs for Cook-and-Ch
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Restaurant-Style Health Care Menu f
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Chapter 16 Product Selection Produc
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Figure 16.2. Procurement Subsystem
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The USDA organic seal appears on fo
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Figure 16.5. Grade Stamps and Inspe
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A carcass of good grade is blocky a
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e accomplished by scalping, which p
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Table 16.1. (continued) Meat Descri
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harvesting and processing. This tas
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Poultry Poultry products or domesti
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Weight and Size of Shell Eggs Shell
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Table 16.3. Manufacturing and Inspe
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Eggnog Eggnog contains milk product
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Natural, Processed, and Imitation C
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Table 16.4. Common Cheeses Cheese D
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• Bamboo shoots • Bean sprouts
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Celery Celery, mainly the Pascal va
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Size is another factor that affects
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Fruit and Vegetable Specifications
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Corn, , sunflower, and safflower oi
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Organic Flour Organic flour is from
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Relatively small quantities of wild
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Herbal Tea Herbal teas do not come
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alloy, the result is stainless stee
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Summary Food service purchasers mus
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U.S. Department of Agriculture, Agr
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Chapter 18 Receiving, Storage, and
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Figure 18.1. Receiving System Items
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Merchandise Receipt Receiving, Stor
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Receiving, Storage, and Inventory C
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disposed of promptly. The storeroom
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Issuing of Food and Supplies Receiv
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A perpetual inventory record alone
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Inventory Turnover Slow inventory t
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Figure 18.2. Comparison of Par Stoc
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Receiving procedures must ensure th
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Appendix 19.1 A Culinary Glossary
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Hors d’oeuvre Side dish or relish
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Chapter 20 Distribution and Service
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• What is the best type of servic
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Figure 20.1. Typical Tray Makeup Li
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Tray Delivery Because the point of
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quality. In recent years, food serv
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carrying their filled trays to thei
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plate is not used. Place coffee or
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minimized. The type of meal service
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Standards that should be monitored
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Exhibit 20.2. Sensory Assessment fo
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Herz, M. L. Analysis of Alternative
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Index A ABC method, 603 Absenteeism
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CDC (Centers for Disease Control an
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Delivery of products, 575-576 Deman
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Exit interviews, 239, 240e Exotic v
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described, 461; developing, 461-463
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Horizontal communication tract, 194
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Main-dish salads, 652 Maintenance-m
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Nutrient analysis, 296 Nutrition aw
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PERT (program evaluation and review
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(1993), 4, 203; Federal Employee Po
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Standing operational planning. See
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Waste audit, 349 Waste-handling equ
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