- Email: [email protected]
An Application of the Gallup Organization 12-Question Survey
MONDAY, NOVEMBER 8
POSTER SESSION: SCIENCE/EDUCATION/MANAGEMENT/FOODSERVICE/CULINARY/RESEARCH Using a Service Learning Approach to Better Prepare Consumers for Food-related Emergencies Author(s): S. Godwin,1 R. Coppings,2 L. Speller-Henderson,1 R. Stone,1 S. Cates,3 K. Kosa3; 1Tennessee State University, Nashville, TN, 2Jackson State Community College, Jackson, TN, 3 RTI International, Research Triangle Park, NC
The Development of a Nutrition Program to Meet the New Solid Organ Transplantation Guidelines from the Centers for Medicare and Medicaid Services Author(s): M. S. Doyle,1 A. C. Howard,1 A. K. Usen,1 K. M. Moran2; 1 Frances Stern Nutrition Center, Tufts Medical Center, Boston, MA, 2 Transplantation Surgery, Tufts Medical Center, Boston, MA
Learning Outcome: Participants in this session will be able to educate consumers to be better prepared for emergencies. They will also receive a copy of the consumer educational booklet.
Learning Outcome: The participant will be able to verbalize an action plan to implement CMS transplant guidelines into current nutrition practice within budgetary and staffing constraints.
Unexpected disasters such as earthquakes, power outages, and floods disrupt the daily routine of many families. However, with proper preparation the increased risk of foodborne illness during or following an emergency can be minimized. Using the results of focus groups conducted with consumers in two states, a learning program was developed. Included were lessons to train educators, in this case students in dietetics and EMT classes, an educational booklet for consumers, and an annotated flip chart for use by the students. Using the train-the-trainer concept, students completed six hours of in-class training, following which they were asked to share the information with individuals or small groups in the community. Community participants (n⫽118) completed a short questionnaire about the information they received and its potential impact. The majority of the participants (74.5%) reported that the educational program changed their thinking about how prepared their family was to face an unexpected emergency. Most agreed that they would take a more proactive approach to preparing for an emergency such as compiling an emergency food kit and developing a communication plan. At least half felt better prepared to keep their food safe during and after an emergency, with 67 percent reporting that their knowledge on emergency preparation had improved. Student trainees also increased their knowledge of food safety and emergency preparedness. The educational package is now being expanded and will be available through E-Xtension and the university website for use by dietetics educators, dietitians and nutritionists, extension agents, and the general population.
In 2007, Centers for Medicare and Medicaid Services (CMS) revised guidelines for solid organ transplantation programs that included those relevant to Nutrition Services. A CMS audit in December, 2008 noted significant deficiencies, with a plan of correction required by March 6, 2009. Items needing immediate attention were: the development of screening tools, protocols, and assessment forms; a cost effective staffing proposal to facilitate nutrition evaluations for all potential organ recipients and live donors prior to transplant listing; nutrition evaluations and education for all living donors while hospitalized; and attendance at all transplant meetings (6 hours/ week). Challenges included recent staffing cuts by 10% due to financial constraints, making it difficult to see all acutely ill hospitalized patients, and the inability to see wait-listed transplant patients in Nutrition Clinic since their care is part of the transplant ”package” and not billable. Therefore, a proposal for 1.2 Full Time Equivalents (FTE) was sent to administration. In the short term, we were given 0.5 FTE to reinstate the in-patient dietitians back to 40 hours, enabling them to see the hospitalized living organ donors. Our dietetic interns provided staff relief for 2 months, allowing preceptors time to assess pre-transplant patients selected from our newly developed nutrition screening process and develop the remaining protocols and forms necessary to facilitate evidence-based nutritional care. Another proposal to hire an additional 0.5 FTE to support the program when the interns graduated was submitted and accepted. Since July, 2009 we have been ⬎95% compliant with evaluations and documentation.
Funding Disclosure: USDA/CSREES
Funding Disclosure: None
An Application of the Gallup Organization 12-Question Survey
Implementation of Training Regimen for Hospitality Assistants Increases Patient Satisfaction Scores for Overall Meal Experience
Author(s): M. Benavides, L. Trombley; LAC⫹USC Medical Center, Morrison Management Specialists, Inc., Los Angeles, CA Learning Outcome: To identify areas for improvement in a foodservice/nutrition operation using a 12-question survey designed by the Gallup Research Organization. Identifying areas for improved business outcomes is an important focus for management. For this project, a 12-question survey designed by the Gallup Research Organization was conducted. According to the Gallup Research Organization, these questions have been linked to a company’s productivity, profitability, retention, and customer satisfaction. The survey was given to 116 employees in a hospital nutrition and foodservice department with a breakdown by department area, including dietitians, caterers, sanitation associates, cafeteria servers, diet office, hospitality associates, trayline associates, and production team members to identify areas for improvement as well as specific departments for enhanced focus. As a whole, 94% of associates responded positively to knowing what is expected of them at work, and most (92%) feel that they have the opportunity to do what they do best every day. The largest opportunity for improvement was with employee recognition. According to the Gallup Research Organization, optimal outcomes are manifested when employees receive recognition or praise at least weekly. While department leadership strives to recognize and reward excellence in the workplace regularly, including during monthly department meetings, weekly recognition is not consistent with only 36% of employees reporting being recognized within the previous 7 days. Dietitians reported more recognition than the hourly employees (67% vs. 34%). To improve this indicator, leadership has begun daily recognition of employees during pre-meal meetings and in-service training for front line supervisors to do the same. A follow-up survey is planned quarterly to determine if the change has been effective. Funding Disclosure: None
Author(s): R. Nowinski, R. Pascual, L. Trombley; LAC⫹USC Medical Center, Morrison Management Specialists, Inc., Los Angeles, CA Learning Outcome: To demonstrate the positive effect of training on patient satisfaction with overall hospital dining experience. Patient satisfaction is an important outcome measurement for most healthcare facilities. At Los Angeles County ⫹ University of Southern California Medical Center, Press Ganey is used to assess patient satisfaction. A new training program for hospitality associates (foodservice staff with direct patient contact) was implemented in December, 2008. Training consisted of a Hospitality Training Guide covering diets, Health Insurance Portability and Accountability Act (HIPAA), patient safety, and general customer service; employee shadowing; role playing; mentoring; and detailed diet therapy education for diets most commonly served. Training time was approximately 5-6 hours over a one-month period with a minimum of 30 minutes/month thereafter. Press Ganey scores (California Peer Group Rank) were evaluated pre- and post-training. An average was taken over the 11 months prior to implementation and compared to the 11 months post-training. Overall meals improved from the 62nd percentile rank (range 35-81) pre-training to the 84th percentile rank (range 74-92) post-training, food temperature improved from the 66th percentile rank (range 49-86) to the 84th percentile rank (range 7194), food quality improved from the 63rd percentile rank (range 2876) to the 81st percentile rank (range 66-93). Finally, courtesy of the server improved from the 50th percentile rank (range 31-68) to the 81st percentile rank (range 69-92). While the greatest improvement was demonstrated in server courtesy, scores improved in all meal areas. In conclusion, implementation of a formalized training regimen can increase patient satisfaction with overall dining experience in a hospital setting. Funding Disclosure: None
A-66 / September 2010 Suppl 2—Abstracts Volume 110 Number 9
POSTER SESSION: SCIENCE/EDUCATION/MANAGEMENT/FOODSERVICE/CULINARY/RESEARCH Using a Service Learning Approach to Better Prepare Consumers for Food-related Emergencies Author(s): S. Godwin,1 R. Coppings,2 L. Speller-Henderson,1 R. Stone,1 S. Cates,3 K. Kosa3; 1Tennessee State University, Nashville, TN, 2Jackson State Community College, Jackson, TN, 3 RTI International, Research Triangle Park, NC
The Development of a Nutrition Program to Meet the New Solid Organ Transplantation Guidelines from the Centers for Medicare and Medicaid Services Author(s): M. S. Doyle,1 A. C. Howard,1 A. K. Usen,1 K. M. Moran2; 1 Frances Stern Nutrition Center, Tufts Medical Center, Boston, MA, 2 Transplantation Surgery, Tufts Medical Center, Boston, MA
Learning Outcome: Participants in this session will be able to educate consumers to be better prepared for emergencies. They will also receive a copy of the consumer educational booklet.
Learning Outcome: The participant will be able to verbalize an action plan to implement CMS transplant guidelines into current nutrition practice within budgetary and staffing constraints.
Unexpected disasters such as earthquakes, power outages, and floods disrupt the daily routine of many families. However, with proper preparation the increased risk of foodborne illness during or following an emergency can be minimized. Using the results of focus groups conducted with consumers in two states, a learning program was developed. Included were lessons to train educators, in this case students in dietetics and EMT classes, an educational booklet for consumers, and an annotated flip chart for use by the students. Using the train-the-trainer concept, students completed six hours of in-class training, following which they were asked to share the information with individuals or small groups in the community. Community participants (n⫽118) completed a short questionnaire about the information they received and its potential impact. The majority of the participants (74.5%) reported that the educational program changed their thinking about how prepared their family was to face an unexpected emergency. Most agreed that they would take a more proactive approach to preparing for an emergency such as compiling an emergency food kit and developing a communication plan. At least half felt better prepared to keep their food safe during and after an emergency, with 67 percent reporting that their knowledge on emergency preparation had improved. Student trainees also increased their knowledge of food safety and emergency preparedness. The educational package is now being expanded and will be available through E-Xtension and the university website for use by dietetics educators, dietitians and nutritionists, extension agents, and the general population.
In 2007, Centers for Medicare and Medicaid Services (CMS) revised guidelines for solid organ transplantation programs that included those relevant to Nutrition Services. A CMS audit in December, 2008 noted significant deficiencies, with a plan of correction required by March 6, 2009. Items needing immediate attention were: the development of screening tools, protocols, and assessment forms; a cost effective staffing proposal to facilitate nutrition evaluations for all potential organ recipients and live donors prior to transplant listing; nutrition evaluations and education for all living donors while hospitalized; and attendance at all transplant meetings (6 hours/ week). Challenges included recent staffing cuts by 10% due to financial constraints, making it difficult to see all acutely ill hospitalized patients, and the inability to see wait-listed transplant patients in Nutrition Clinic since their care is part of the transplant ”package” and not billable. Therefore, a proposal for 1.2 Full Time Equivalents (FTE) was sent to administration. In the short term, we were given 0.5 FTE to reinstate the in-patient dietitians back to 40 hours, enabling them to see the hospitalized living organ donors. Our dietetic interns provided staff relief for 2 months, allowing preceptors time to assess pre-transplant patients selected from our newly developed nutrition screening process and develop the remaining protocols and forms necessary to facilitate evidence-based nutritional care. Another proposal to hire an additional 0.5 FTE to support the program when the interns graduated was submitted and accepted. Since July, 2009 we have been ⬎95% compliant with evaluations and documentation.
Funding Disclosure: USDA/CSREES
Funding Disclosure: None
An Application of the Gallup Organization 12-Question Survey
Implementation of Training Regimen for Hospitality Assistants Increases Patient Satisfaction Scores for Overall Meal Experience
Author(s): M. Benavides, L. Trombley; LAC⫹USC Medical Center, Morrison Management Specialists, Inc., Los Angeles, CA Learning Outcome: To identify areas for improvement in a foodservice/nutrition operation using a 12-question survey designed by the Gallup Research Organization. Identifying areas for improved business outcomes is an important focus for management. For this project, a 12-question survey designed by the Gallup Research Organization was conducted. According to the Gallup Research Organization, these questions have been linked to a company’s productivity, profitability, retention, and customer satisfaction. The survey was given to 116 employees in a hospital nutrition and foodservice department with a breakdown by department area, including dietitians, caterers, sanitation associates, cafeteria servers, diet office, hospitality associates, trayline associates, and production team members to identify areas for improvement as well as specific departments for enhanced focus. As a whole, 94% of associates responded positively to knowing what is expected of them at work, and most (92%) feel that they have the opportunity to do what they do best every day. The largest opportunity for improvement was with employee recognition. According to the Gallup Research Organization, optimal outcomes are manifested when employees receive recognition or praise at least weekly. While department leadership strives to recognize and reward excellence in the workplace regularly, including during monthly department meetings, weekly recognition is not consistent with only 36% of employees reporting being recognized within the previous 7 days. Dietitians reported more recognition than the hourly employees (67% vs. 34%). To improve this indicator, leadership has begun daily recognition of employees during pre-meal meetings and in-service training for front line supervisors to do the same. A follow-up survey is planned quarterly to determine if the change has been effective. Funding Disclosure: None
Author(s): R. Nowinski, R. Pascual, L. Trombley; LAC⫹USC Medical Center, Morrison Management Specialists, Inc., Los Angeles, CA Learning Outcome: To demonstrate the positive effect of training on patient satisfaction with overall hospital dining experience. Patient satisfaction is an important outcome measurement for most healthcare facilities. At Los Angeles County ⫹ University of Southern California Medical Center, Press Ganey is used to assess patient satisfaction. A new training program for hospitality associates (foodservice staff with direct patient contact) was implemented in December, 2008. Training consisted of a Hospitality Training Guide covering diets, Health Insurance Portability and Accountability Act (HIPAA), patient safety, and general customer service; employee shadowing; role playing; mentoring; and detailed diet therapy education for diets most commonly served. Training time was approximately 5-6 hours over a one-month period with a minimum of 30 minutes/month thereafter. Press Ganey scores (California Peer Group Rank) were evaluated pre- and post-training. An average was taken over the 11 months prior to implementation and compared to the 11 months post-training. Overall meals improved from the 62nd percentile rank (range 35-81) pre-training to the 84th percentile rank (range 74-92) post-training, food temperature improved from the 66th percentile rank (range 49-86) to the 84th percentile rank (range 7194), food quality improved from the 63rd percentile rank (range 2876) to the 81st percentile rank (range 66-93). Finally, courtesy of the server improved from the 50th percentile rank (range 31-68) to the 81st percentile rank (range 69-92). While the greatest improvement was demonstrated in server courtesy, scores improved in all meal areas. In conclusion, implementation of a formalized training regimen can increase patient satisfaction with overall dining experience in a hospital setting. Funding Disclosure: None
A-66 / September 2010 Suppl 2—Abstracts Volume 110 Number 9