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

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Sample Monthly Operating Statement and Revised Budget 326 Table 11.2. January Total Cash Receipts Percentage of Variance Applied Revised Total Operating on Basis of Adjusted Actual Budget Variance Expense Variance Percentage Variance Variance 2. Patient days 2,192 2,192 0 10. Total meals 10,896 10,896 0 11. Operating Expenses 12. Salary and benefit expenses $ 8,839 $ 8,499 + $340 4.0% +35% $ 82 $258 13. Food expenses 10,698 10,133 + 565 5.6% +58% 136 429 14. Supply expenses 1,606 1,525 + 81 5.3% + 8% 19 62 15. Other expenses 533 545 – 12 –2.2% – 1% (2) (10) 16. Total operating expenses $21,676 $20,702 + $974 4.7% 100% $235 $739 17. Less: cash receipts (8,080) (7,845) + 235 3.0% 18. Net dietary expenses $13,596 $12,857 + $739 5.7% 26. Net cost per meal $1.25 $1.18 + $0.07 5.9% 27. Net cost per patient day $6.20 $5.87 + $0.33 5.6% 28. Productivity Indicators 29. Meals per hour—paid 5.88 6.14 –0.26 –4.3% 30. Meals per hour—worked 4.74 4.95 –0.21 –4.2% 31. Meals per patient day 2.83 2.80 +0.03 1.2%
Control Function and Financial Management slight increase in activity over estimated levels for the month could affect the budgeted expenses associated with the nutrient outpatient clinic if the upward trend continued into later months. The meal count section (Table 11.1, lines 4 through 10) shows the actual number of meals served in January to all of the department’s customers, including patients and nonpatients. The food service director should note that the number of patient meals, stipend meals, and specialfunction meals was lower than budgeted: 2.6 percent, 1.5 percent, and 2.9 percent, respectively. However, the number of cafeteria meals served was 1.1 percent higher than anticipated. If the trend continued into later months, an adjustment in the budget for later months in the fiscal year would be called for. Lines 11 through 18 of the tables indicate the operating expenses for salaries and benefits, food, supplies, and other expenses. In January, the actual expenses for salaries and benefits were 3.1 percent higher than allowed for in the budget. Actual food expenses were 3.9 percent higher. And supply expenses were 2.3 percent higher than anticipated. The “other expenses” category showed a 3.6 percent decrease over budgeted figures. Total operating expenses were 3.23 percent higher than budgeted. In addition, higher-than-budgeted cash receipts can be credited to improved cafeteria sales. Overall, the net expenses for the food service department in the month of January were 4.6 percent over budget. The section on statistical indicators of unit cost per meal (Table 11.1, lines 19 through 27) also shows that expenses and unit costs were significantly over budget. In addition, the section on productivity indicators (lines 23 through 31) suggests that the department’s performance was below the targeted level. However, the number of meals served per patient day was slightly higher than budgeted. The preceding step in the financial review of January’s operations highlights the variances between actual performance and budgeted performance. The variance analysis is a report made each accounting period by the food service director to explain and justify any deviations from the budget. Next, the food service director needs to perform a deeper analysis of the financial data to determine strengths and weaknesses in the department’s performance. Step 2: Evaluating Operations Data According to a Revised Budget To evaluate the performance of the food service department for the month of January, the budget must be adjusted to show the estimated cost at the actual level of patient days and the actual level of patient and nonpatient meals served. To accomplish this evaluation, the number of patient days and the number of total meals served are adjusted on the budget to respond to the actual data for the month. These two indicators are recorded in the revised budget (Table 11.2). To determine the amount of budgeted resources needed to supply the services listed under operating expenses, the revised budget column is determined according to the method shown in Table 11.3. The revised budget amounts are recorded in the revised budget column of Table 11.3. Because the revised budget and the actual levels of expenses and statistical indicators are now based on the same financial data, the food service director can make more meaningful comparisons. The variance column shows that actual expenses were higher than budgeted expenses in every category. From this evaluation, the variance in the actual net cost per patient meal from the budgeted net cost is significant at 5.9 percent. In addition, the productivity indicators demonstrate that more labor hours than budgeted were used to produce fewer meals than budgeted. The evaluation has made it clear that the food service department’s operating expenses are above the levels authorized in the operating budget. The level of productivity is also clearly lower than is required by the operating budget. Variances occurred in several categories of the operating expenses: salary and benefits, food, supply, and other expenses. The food service director at this point must identify the reasons for the unacceptably high operating costs and prepare a plan for taking corrective action. Step 3: Reviewing Operating Procedures, Standards, and Expenses To identify the problems in food service operations that may be behind the unacceptable expense levels, the food service director needs to review the department’s operating procedures 327
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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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Nutrition service professionals can
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Figure 9.4. (continued) Food histor
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Figure 9.6. Goal of Nutrition Scree
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Table 9.3. Physical Signs Indicativ
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• A constant and valuable source
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earlier, the patient may need to be
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• Assessment: what the data mean
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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
Page 319 and 320: Figure 10.3. (continued) Inventory
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 362 and 363: Labor Cost Analysis 334 Figure 11.5
Page 364 and 365: 336 Exhibit 11.6. Example of a Mont
Page 371: Part Two Operation of the Food Serv
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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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