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Montgomery Meadows Residential Health Care Facility |
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2002 Feasibility Study:
Report Operations Re-Establish Employee Cafeteria During the Feasibility Study meetings the staff of Montgomery Meadows repeatedly requested that the employee cafeteria be re-established. Such a cafeteria could also serve visitors. Ideally, for a cafeteria to work properly, and keep kitchen employee time at a minimum, the serving line should be adjacent to the kitchen. With this arrangement, employees do not have to be dedicated to the cafeteria, but can share their time with regular kitchen duties. Should the skilled nursing beds be replaced and an adult home be developed in the existing care wings, the present dining room would be underutilized by residents. The cafeteria could then be established at one end of the dining room. The food service supervisor prepared the following cost and utilization report: Assumptions: A service window would need to be installed in the current dining room to access meal service. This "window" would be open only 1 hour per meal after resident breakfast meal service, and the hour preceding lunch and dinner for residents. This would allow more efficient use of dining room space and of kitchen labor (who could perform other duties while there is no business at window). Eight hours per day additional labor would be needed to provide this service. This includes time to serve, collect cash and reconcile receipts, prepare product and clean up. Sixty staff per day would utilize this service: 155 total staff, 1/3 of whom work nights (when no cafeteria service is available – vending would still be available). Of the day staff, assume 60% purchase one meal per day from cafeteria. Assume 50% food cost and $2.50 as average meal price. Projected costs/revenue: The following is a "break even" scenario using above assumptions: Annual sales would equal $54,750. Annual labor cost would be $23,360. Annual food cost would be $27,375. Non-food (paper supplies) costs would approximate $4,000. Net profit equals $15. This does not include the cost of new equipment, renovation, utility work and supplies. The food service supervisor also did a survey of staff participation in free holiday meals and staff discounted lunches. The results are as follows: April 24, 2002 – Staff Lunch Special – 7 staff participated. March 29, 2002 – Staff Lunch Special – 16 staff participated. February 14, 2002 – Staff Lunch Special – 18 staff participated. January 1, 2002 – Free Holiday Meal (do not have participation numbers). December 25, 2001 – Free Holiday Meal (do not have participation numbers). November 22, 2001 – Free Holiday Meal – Out of 62 staff anticipated to receive the free meal, only 21 meals were served to staff. October 24, 2001 – Oktoberfest Free Meal – Day shift served after residents. The 3-11 shift and the 11-7 shift had only 9 staff take the meal out of 37 anticipated meals. September 28, 2001 – Staff Lunch Special – 20 staff participated. August 2001 – Free Picnic Lunch – (do not have participation numbers). July 25, 2001 – Staff Lunch Special – 19 staff participated. Based on the above information, it does not appear to be prudent to proceed with re-establishing an employee cafeteria as part of full construction program. Based upon the description provided by the food service supervisor, a cafeteria program could be initiated relatively inexpensively in the future, should the need arise. Based on this conclusion, we have not included any capital improvement costs.
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