FSM EOT

knowledge of a food service dietitian

• nutrient requirements

• food legislation, regulation and standards

• food preparation (recipes)

• food service systems (menu ordering, procurement, preparation, plating, distribution and ware washing)

• methods of data collection (KPIs)

• change mment

Skills of a food service dietitian

• advocacy for pts through menu planning, procurement, mment

• translate knowledge into food safety and nutrition guidelines

• develop and assess recipes and menus

• utilise meal mment systems

• develop, implement and assess the results of quality audits

• adapt written and verbal communication to audiences

activities of a food service dietitian

• develop and analyse recipes

• develop and analyse menus

• monitor for the impact of changes

• monitor the quality of services

• develop training programs for staff

• lease with key stakeholders

• advocate for improved food services

dietitian as consultant

dietitian alongside

dietitian as manager

open vs closed system

• open - interacts w environment

• closed - do not interact w environment

systems thinking

key concepts of systems thinking

• holistic approach

• interconnectedness and interdependence

• systems and subsystems

• boundaries and environment

• feedback loops

aims/goals/purpose of food system

• produce safe nutritious meals of desired quality/quantity that meets client’s needs (social, cultural, medical)

• happy/productive workforce

• environmental sustainability

• meet organisational and financial goals

transformation

the processes that convert inputs unto outputs

• mment functions - planning, organising, staffing, leading, controlling

• functional systems - procurement/purchasing, preparation and production, distribution and service, hygiene and maintenance

• linking processes - decision making, communication, training

inputs

• human - labour, skills

• materials - food, supplies

• facilities - space, equipment

• operational - money, time, utilities (electricity, water), info

outputs

• meals - quantity (standardised recipes), quality (meets safety standards)

• client satisfaction

• client needs - cultural, social, medical, nutritional

• staff satisfaction and performance

• financial accountability

• sustainability - procurement, waste, donation

• financial - budget targets

control

• aims

• standards

• standardised menus

• policies/procedures

• programs

• contracts

• food control plans

• audits

external controls - contractor, laws, regulations, FSANZ

memory

records

• financial

• staff

• forecasting

• inventory

• procurement

• staff memory

• IT programs

• software - holds feedback, survey results, KPIs

feedback

assessment of food service system

• internal - client feedback, performance measures, plate waste, order frequency, audits

• external - food service regulators, supplier feedback, union

continuous quality improvement cycle

• plan - identify problem

• do - benchmarking, collect data

• check - compare to other FS and predictions

• act - what changes next?

external quality systems

food safety

• national food standards - FSANZ

• state legislation - food act (QLD) 2006

systems safety

• national safety and quality health service standards (accreditation standards)

internal quality systems

controls, memory, feed back

• production waste

• client feedback

• audits

• KPIs

inputs, transformation, outputs

• recruitment processes

• staff training audits

• staff surveys

• food procurement contracts

• food quality (ingredients)

• HACCP

• KPIs

• food safety standards

• budget

resources used in QLD to improve food services

• FS best practice

• FEEDS

food quality: what are you measuring

• patient acceptance of food

• quality of the food/meals

• efficiency of system

• safety of food - allergens, therapeutic, bacteria

how to test patient acceptance of food

• acute hospital foodservice patient satisfaction questionnaire

• resident foodservice satisfaction questionnaire

• hospital food experience questionnaire

• meal assessment tool

• meal quality audit tool

• plate waste there food o

other food service measures

accuracy and non-patient waste

• therapeutic diet accuracy

• meal accuracy

• production waste

quality and efficiency

• staffing efficiency

• cost per meal

• meals per hour or meals per FTE

• total cost of the system

nutrition care process

ADIME

CQI - NCP - assessment

plan, do and check

• data from surveys, admin data sets, epidemiological or research studies

• KPIs

CQI - NCP - Diagnosis

act

• dietitian identifies problem needing to be treated

CQI - NCP - int, M and E

occurs through change mment when you make int, plan for change, monitor change, evaluate outcome

CQI tools

• patient satisfaction

• resident satisfaction (aged care)

• meal assessment tool

• plate waste

• Meal quality audit tool

basic functions of management

1. planing

2. organising - determine objectives, work needed?

3. staffing - recruitment and retention

4. directing and coordinating - decision making, communication, follow up

5. reporting - inform everyone through records, research, reports, audits, inspections

6. budgeting - planning, accounting, controlling

why do we need change

• shift from hospital care to outpatient

• reduced lengths of stay in hospital

• aging population

• changes in gov

• improvement in tech, food ordering, equipment, delivery systems

• increasing costs of food and energy

• economic climate

• geopolitical events

• environment e.g. climate change

• pathogens and disease

• change to transport and infrastructure

• workforce changes

• regulation and legislation change - alleged labelling

key components of change mment

• communication - explain reasons and benefits of change

• training and support

• stakeholder engagement

• monitoring and feedback

Lewis model of change

unfreeze

• outline changes

• speak w mment

• develop presentation materials

• consider employee reactions

• connect changes to company goals

• emphasise your support

change

• determine how to measure progress

• allow for increased communication for staff questions

• contact staff who need more help

• create anonymous surveys to collect feedback

refreeze

• develop incentives and rewards

• implement training programs

• praise employees

kotter’s 8 step change mment framework

Prosci change mment

simple change management approach

phase 1 - prepare

• understand why of change

• plan for change

• commence stakeholder engagement

phase 2 - manage

• change resources

• delivery change

• monitor and adjust

phase 3 - sustain

• assess change

• embed change

• monitor change

leadership theory; 5 dimension theory of leadership styles

a leader that can be flexible in

1. degree of control

2. concern for productivity

3. concern for people - clients and employees

4. structure

5. risk taken in decision making

attributes of successful FS manager - technical expertise and knowledge

• standards, policies and procedures

• process paperwork

• manage work with resources allocated

• environmental protection laws

• political environment

• marketing

• CQI - surveys

• work redesign, productivity, benchmarking

• cost-containment measures

• sustainability

• disaster and emergency planning

• cultural/generational diversity

attributes of successful FS manager - interpersonal skills

• communication

• empathy

• understanding

• ethical conduct

• motivation

• mentoring

• trust

• intelligence

• share vision, goals, objectives

• self-confidence

• delegating

formal vs informal leader

formal - job title

informal - naturally forms

leadership styles

• autocratic - unilateral decision making. effective in quick decision making but can lead to low morale of overused

• democratic - e.g. participative leadership. encourages input from team members. fosters sense of ownership, can lead to higher job satisfaction, may slow down decision making

• transformational - inspires and motivates team through shared vision and enthusiasm. focus on change and innovation, often leading to high levels of engagement and performance

• transactional - system of rewards and punishments. effective in achieving short term tasks and maintaining routines. may not encourage creativity or long-term growth

• laissez-faire - hands off approach, gives team members high degree of autonomy. can be empowering for self-motivated employees but may lead to lack of direction/accountability

• servant - prioritises needs of team, focus on development and well-being. can build strong supportive relationships, can be less effective in high pressure situations