Don't forget the kitchen! Is food service too important to outsource?

Since the inception of professional caregiving, facility administrators have been challenged by what little they know about the "behind the walls" functioning of their kitchens. Indeed, many deed the kitchen as a bottomless pit of expensive services, with the only relief coming through an occasional positive food committee meeting! It is important, though, that the food service program be at the forefront of the facility's success, if only because it consumes so much of the total facility budget.

As director of a food service program, I have had the privilege of experiencing all the challenges of the role, while continuing to offer support to my administrator. Our food service program has evolved over the years from a simple meal plan to one that offers many choices and alternatives. Today's elderly in our care are more aware of their options, and they want choices.

To be successful, administrators must make the food service program a selling point for his/her facility rather than an afterthought. Although some of the inhibitions administrators experience come from the fact that very few of them came up through the ranks via the kitchen, the importance of the kitchen to a facility's success cannot be overlooked or underestimated. For these reasons, it is worth taking the time to carefully consider the following question: Should food service be self-operated or contracted Out?

Much of the decision making on this point depends on the administrator's comfort level concerning the kitchen. Contract food service companies certainly have their place--they can unburden an administrator from the daily grind of managing this service. These companies do tend, however, to have a limited lifespan in a facility, at least in my experience, because of their relatively rigid approach. I have found that contract programs often include only certain menu items, any deviation from which means an upcharge to the facility. Menu choices are set by a corporate office rather than allowing for local tastes or trends, and adjustments often cannot be easily made.

Expense is another concern. Contracts can cost a great deal to set up and maintain. True, the administrator is outsourcing the program with the understanding that he/she does not have to get involved with the day-to-day operation, but the financial expense of the contract is the price that the administrator pays.

One positive from the administrator's point of view is that a contract food service program can be a very effective scapegoat. If the residents are unhappy with the food, the administrator can show responsiveness by either canceling the contract or failing to renew it.

A food service program that is self-op is, by definition, more hands-on for the administrator. He/she must fill key staff positions and trust the staffs abilities once they're hired. For key staff, such as chef or director, the administrator would likely search local culinary schools, business colleges, and national organizations, many of which carry a database of members, as well as a job recruitment division. The use of a local recruitment firm may also be an option. The time involved can be considered an investment, however, because with self-op, the only limit on the program is staff talent. The fact that long-term care food service opportunities are growing is easing the recruitment process, and the long hours that restaurant chefs endure is one of the reasons they look toward the relative security of a facility position. Registered dieticians also seem eager to explore the long-term care side of the business because of the reduced pressures compared with the restaurant field.

Self-op offers many options to administrators, such as menu flexibility, direct staff management in line with facility goals, and the ability to make changes at a moment's notice. Residents like to see things happen when they voice a concern, and self-op by its nature enhances responsiveness.

In the self-op situation, the administrator holds all the cards. Self-op allows the administrator to become more involved in new equipment purchases and process changes that are suggested by staff. The administrator can work with the staff to find what works best for the facility without having to cope with outside influence from vendors. Although it is the administrator's responsibility to ensure that staff keeps up with current events in the food service industry, staff membership in national organizations and staff attendance at industry meetings and seminars will go a long way toward meeting this goal at relatively little expense.

Financially, a self-op program can manage the budget line of food costs just as effectively as a contract service if some basic principles are followed and certain tools are in place. The first step for the administrator is to find an appropriate purchasing group that will manage food pricing, as well as provide rebates. If the administrator elects self-purchasing as the preferred option, the key to success is routine auditing of vendor invoices; this tends to keep all parties honest. Another key to managing food cost is menu design as it relates to the cost of items. With a self-op program, menu planners can strategically schedule certain high-cost menu items with lower-cost ones to keep the overall budget within parameters.

From personal experience, I can attest to the advantages of a self-op program. In my 14 years at my current facility, I have been able to provide residents with not only a generally flexible program, but also individualized attention. Our department has catered weddings, memorials, and trips to the beach. We have been able to provide unusual menu items and combinations to keep residents interested in the dining experience. Basically, we do whatever the residents desire--the key to our success. The bottom line with self-op is the ability to be flexible, with that flexibility limited only by the residents' wishes.

In conclusion, if the residents embody the culture of a facility and the staff embodies the care concept, then the kitchen is what makes everyone smile three times a day, every day of the year. Administrators who recognize this know that the food service program can be a core element of the ultimate success of a facility. Properly operated, it can generate great satisfaction and pride for all.

Denis O'Connor is the director of food service at Bay Village of Sarasota, a CCRC in Sarasota, Florida. For further information, Call [phone], e-mail [e-mail], or visit www.bayvillage.org To comment on this article, send e-mail to oconnor0703@ nursinghomesmagazine.com.