McCALL NURSING HOME

ANNUAL FOOD SERVICE DEPARTMENT BUDGET REPORT

FOR FISCAL YEAR 2020-2021

2019-2020 Actual YTD 2020-2021

Budget April-Sept 2020 Budget
Patient Days 36,500 18,300 51700

Meal Count Section

Patient Meals 105,850 53,075 149,930

Cafeteria Meals 7,300 4,260 8476

Special-function Meals 20 0 22

Total Meals 113,170 57,335 158,428

Operating Expenses Section

Salary and benefit $300,718 $151,612 $337,932

Food 159,413 79,707 $232,650

Supply 20,715 10,358 $32,825

Service 4,260 2130 $6215

Other 8,256 4128 $9,839

Total Operating Expenses 493,362 247,935 $619,461

Less: Cash receipts 26,734 15,620 31,079

Net Expenses of Dietary Operation 475,477 $239,200 $588,382

Net Cost per Meal $4.20 $4.17 $3.71

Ratios

Net Cost per Patient Day $13.03 $13.07 $11.38

Meals per Patient Day 3.1 3.1 3.06

Meals per Labor Hour 4.06 4.93 5.29

 BUDGET WORKSHEET

2020-2021
2019-20120 Actual YTD Actual Projections
Budget Business office is
behind
Hr. No. % Hr. No. % Hr. No.
Personnel

Full-time employees 22,880 11 9,533 11 24,960 12

Part-time employees 4,992 6 2080 6 4,992 6

Total employees & hours 27,872 17 11,613 17 29,952 18

Food

Meat, fish & poultry $77,237 48 38,619

Fresh produce 7,924 5 3,962

Frozen vegetables 1,939 1 970

Groceries 56,966 36 28,483

Milk & dairy 7,224 5 3,612

Bakery 8,123 5 4,062

Total Food Expense 159,413 100 79,708

Supplies

Disposables $15,732 79 $7,866 70 $22,95

2

Cleaning Supplies 3,881 15 1,940 17 $5,663

China & Silverware 927 5 646 12 $4030

Office Supplies 175 1 105 1 $180

Other 0 0 0 0 $0

Total Supply Expenses 20,715 100 10,577 $32,82

5
 BUDGET WORKSHEET, Cont.

2020-2021
2019-2020 Budget Actual YTD Actual Projections
Service

Printing $2133 50 $1,067 $2197

Laundry 1108 26 554 $1617

Repairs 564 13 282 $581

Telephone 455 11 228 $1820

Total Service 4260 100 2,463 $6215

Other

Dues & Subscriptions 410 2 150 $310

Insurance 6552 5 6552 $6652

Taxes & Licenses 888 19 805 $977

Travel 275 5 175 $1675

Miscellaneous 125 2 85 $225

Total Other Expenses 8,250 100 7,767 $9,839

Updated Organizational Chart 

 

Proposed Changes and Explanations:

1. Hire an additional Full-time Supervisor, and utilize the CDM-certified supervisor

clinically:

By utilizing the extra FTE to expand personnel with the addition of a new full-
time supervisor, the CDM-certified supervisor can be more involved in the clinical side
of care. The CDM will also act at the interface between foodservice and patients: the
dining room. By being placed here, the CDM is able to monitor patients as they eat. In
addition to this, the CDM can also act as a managerial body for the dining room aides,
as they are currently without one. This will enable more supervision over the dining
room without leaving the kitchen/food prep area under-supervised (thanks to the
addition of the new full-time supervisor). There would be no need to cross-train any
personnel with this switch, as a CDM should already have the necessary skills to fulfill
this role. 

2. Add a corporate consulting dietitian for no FTE cost:

Adding a consulting dietitian will assist the newly acting CDM as they take on a
larger role in the clinical care of patients. This will ensure that the CDM grows into their
new role with confidence, and will allow them to do a better job over time. This will also
assist in their transfer from their old position by allowing them a consistent and
educated resource to call upon when needed. 

3. Have the “catch-all” employee report to the cooks:

 The senior employee known as the “catch-all” is an absolutely vital asset to
have on a team. The ability to have multiple areas of the kitchen/food prep area
covered by one employee makes them integral in times of
understaffing/calamity/kitchen rushes. As a result of their value, placing the “catch-all”
employee under the direct supervision of the cooks will help to ensure they are always
helping where they are most needed in the kitchen. 

Calculating meals/labor hour 

meals/labor hour = total meals served per day / labor hours per day  

Total meals served per day = 150 residents x 3 meals/day = 450 meals

450 meals + 20 meals (cafeteria meals/day) = 470 meals/day 

Labor hours per day =

1 Food Service Director @ 8 hours/day = 8 hours/day

1 Production Manager @ 8 hours/day = 8 hours/day

2 Full time supervisors @ 8 hours/day = 16 hours/day

1 Certified dietary manager @ 8 hours/day = 8 hours/day

2 Cooks @ 8 hours/day = 16 hours/day

2 Assistant cooks @ 8 hours/day = 16 hours/day

1 “catch-all” @ 8 hours/day = 8 hours/day

2 General food service personnel @ 8 hours/day = 16 hours/day

2 Full time dining room aides @ 8 hours/day = 16 hours/day

6 part time dining room aides @ 16 hours/week = 96 hours total/7 days = 13.7
hours/day

Total = 125.7 hours/day (15.7 FTEs)

meals/labor hour =  470 meals/125.7 hours = 3.7 meals/labor hour

Task 2a:

The transfer of management within the food service company provides an opportunity

for worthwhile changes, as well as a chance to acknowledge and build upon any beneficial

pre-existing practices. When reviewing the hiring procedures previously practiced by the old

FSD, there are a number of great implementations. Firstly, the previous FSD seemed to be a

member of the community with terrific outreach. The ability to hire mainly through word of

mouth and oversee the hiring process oneself can be an asset in a small community setting.

While there are benefits to carrying out business in that way, transitioning to a larger-scale

operation will require greater outreach beyond what was previously employed. For example,

finding applicants additionally through online means (rather than only by word of mouth) would

open up the hiring process to a number of individuals not previously considered. This would

provide for a more competitive application pool, leading to better employees in the long run. In

addition to this, the hiring process should not be solely run by the FSD. While the FSD should

hold the final say in the process, other higher levels of management (for example, the full-time

supervisors and the certified dietary manager) should have a role in the hiring process as they

will be working with them more personally. Upon hiring, there should also be more time spent

between the employee and the new employee handbook. By simply signing for the document

to indicate reception, there is no test for understanding or any indication that the employee has

actually read through the company’s policies. A short and comprehensive quiz, or quizzes, is

commonplace among companies that have a desire for their employees to understand the

company policies. By implementing this practice into the company, new employees will be

better equipped to perform well in their positions. Finally, the employee should not have to

shoulder the cost of the $20 for their Food Handler’s Certification. This responsibility should be

picked up by the company as a courtesy. 

 When training new employees, the previous FSD had a number of things right. Pairing

up new employees with experienced employees can be a great opportunity for new hires to not

only learn how to do certains tasks, but also how to communicate and effectively act as part of

the team. Being immersed within the existing employees allows a new hire to learn the

“climate” of the workplace, which is incredibly important in a kitchen (for example: how to

communicate certain needs, learning potential shorthand or nicknames for tasks or items,

learning the space etc.). A change that should be made however, should be the addition of

rotating partners. Rather than pairing a new hire with the same employee for four days (the old

practice), the new hire should work alongside different people when possible. This allows the

new hire to meet more of the team and learn how each team member operates. The use of

training videos is also great, especially when they are used to educate the new hire on

company goals, food safety, and certain techniques, such as how to perform a heavy lift. A

major change that should be made is an increase in cross-trained employees. In a busy

kitchen or foodservice environment, the ability to quickly swap tasks to help another section in

the kitchen or prep line is invaluable. Rather than waiting for an employee to approach

management for cross-training, management should approach employees that they consider

eligible to fulfill more responsibilities. 

The previous FSD had good practices when disciplining employees. Making slight

changes to the order in which discipline occurs, the new management style should operate as

follows: Resorting to coaching upon first offences is much more conducive to ensuring

employees feel they can make a minor mistake without major consequence. If minor mistakes

begin to add up, then it would be more appropriate to initiate a verbal warning, and to keep a

record that the verbal warning took place, rather than skipping to a write-up. If the verbal

warning is ignored or the problem persists, then a formal write-up should be carried out and a

supervisor should discuss goals and problem-areas with the employee. Finally, if problems

persist despite the previous disciplinary actions, the employee should be terminated.

Task 2b:
 The policy changes will require education across the entire team, as each change

affects at least one level of the organizational chart. These changes should be implemented

slowly over time as to not overwhelm the team, and to instill lasting change. A goal for overall

implementation of procedural changes would be to have the new procedures fully adopted

within one and a half months. This extended time frame allows for the kitchen to fully complete

a month-long cycle menu, allowing for new recipes, inventory changes, and purchasing

changes to be streamlined. Smaller procedural changes such as the “recording of

temperatures” or “general running of the cafeteria” should be reached in under two weeks. The

following schedule summarizes the timeline in which changes should be implemented and

finalized, as well as the positions responsible for their completion:

In-Service Personnel: Goals:

Session:

Creation of Production Manager, Full- This should be implemented over the course of
Production time supervisor, Cooks, a week, as it involves little compliance or
Sheets Assistant Cooks education.

Transition to Full-time supervisor, This should be implemented over the course of

New Recipes  Cooks, Assistant cooks, 1.5 months to allow for a full cycle menu to
“Catch-All”, General Food pass, with added time for adjustments and
Service Personnel  streamlining.

Purchasing Production Manager, Full- This should be implemented over the course of
Procedures time supervisor 1.5 months to allow for a full cycle menu to
pass, with added time for adjustments and
streamlining.

Inventory Full-time supervisors, This should be implemented over the course of

Procedures Cooks, Assistant cooks, 1.5 months to allow for a full cycle menu to
“Catch-All”, General Food pass, with added time for adjustments and
Service Personnel  streamlining.

Recording of General Food Service This should be quickly implemented in one

Temperatures Personnel, Certified week. There is very little training involved with
Dietary Manager, Dining attaining this goal.
Room Aides

General Certified Dietary Manager This should be implemented over a liberal 2

Running of the Dining Room Aides weeks. This time frame allows for any
Cafeteria environmental changes, as well as allowing all
of the part-time staff to catch on, as they will
have less exposure to the changes.