Mary Kay Meyer

Variables Affecting High School Students’ Perceptions of School Foodservice

OBJECTIVE To determine if student satisfaction with high school foodservice is directly related to participation in the foodservice. DESIGN A valid and reliable survey was conducted in a variety of classes such as English, history, and health science in grades 9 through 12, representing students aged 13 through 19 years. Students were asked 38 questions concerning variety of food, food quality, foodservice staff, aesthetics of the serving and dining area, and demographics. SUBJECTS/SETTING The study was conducted with 1,823 students from 9 schools representing 4 geographic regions. STATISTICAL ANALYSIS Stepwise multiple regression was used to determine the independent variables (attributes desired by the students) that most highly correlated with the dependent variable (satisfaction with the school foodservice overall). RESULTS Variables most highly correlated with overall satisfaction were variety of food offered, flavor of food, attractiveness of food on the serving line, staff smiling and greeting students, quality of food choices, choices that allow students to meet cultural and ethnic preferences, courteousness of the staff, and quality of ingredients. Variety of food offered was the best predictor of satisfaction. A statistically significant difference was found (P<.01) between groups that never ate school lunch and those that ate school lunch 3 to 5 times per week on dining ambiance, food quality, and staff. The results indicate that satisfaction with foodservice is associated with purchase behavior in school foodservice programs. APPLICATIONS School foodservice and nutrition programs are critically important for providing nutrition to millions of our future leaders. Today it is not enough to prepare healthful, good-tasting food. High school students are sophisticated and are exposed at an early age to a variety of dining experiences including fast foods, ethnic cuisine, and fine dining. These factors have influenced the attributes students use to evaluate school foodservice. To maintain participation levels and financial stability, school foodservice professionals should evaluate student satisfaction with food quality, variety, and other variables that affect overall satisfaction and participation. These data may then be incorporated into continuous quality improvement and strategic planning. Marketing must be incorporated into the strategic plan to influence student participation.

Theory of Planned Behavior and Multivitamin Supplement Use in Caucasian College Females

The objective of this study was to identify predictors of the use of multivitamin supplements (MVS) among Caucasian college females utilizing the Theory of Planned Behavior (TPB). Variables of the TPB and the self-reported use of multivitamin supplements were measured by two separate surveys within 1 week with a convenience sample of 96 Caucasian college student females. Two attitudinal beliefs and one control belief significantly predicted behavioral intention to use multivitamin. A belief that taking multivitamin supplements helps to feel and look good was the most important predictor of the use of multivitamin supplements. Editors’ Strategic Implications: Findings from this study, although in need of replication, suggest that prevention campaigns would be more successful if messages used to reach these females were consistent with perceived beliefs regarding benefits of using MVS. More broadly, TPB appears to offer a useful framework for understanding or predicting behavior based on psychological constructs theorized to influence behavior.

POSTER SESSION: QUALITY IMPROVEMENT/QUALITY ASSURANCEService Excellence A Quality Improvement Process:: Implications for Food and Nutrition Services at Howard County General Hospital

Abstract Service Excellence was initiated at Howard County General Hospital in 1993. The goal of the hospital was to develop a process to improve customer service while maintaining a competitive advantage. Using the Deming philosophy, that 85% of the problems is system and 15% is people, the hospital embarked on a continuous improvement initiative. After assessing the organizational climate of the hospital, a multiple step process was recommended. The initial step was designed to set the culture and tone for team work and open communications. Senior management developed the Service Excellence Vision and Values. These values were discussed and encouraged as a guide of how work should be accomplished in the hospital Departments were asked to develop mission statements and goals to meet their mission. A major team work campaign was initiated m the spring of 1994. The second phase was the implementation of improvement teams. All department heads and managers participated in Team Leader training during the year. Interdepartmental teams were formed. The concept was expanded to develop the cross departmental indicators to meet the 1995 Joint Commission requirements through the product line approach that included nutrition. The final phase was initiated in January 1995. All hospital employees participated in a four hour training class to learn the principal elements of the process and tools for team success. Hospital wide the team spirit is blooming. Employees are suggesting opportunities for improvement and talking cross departmentally to solve problems. Morale has greatly improved. Teams have been able to implement changes which directly impact Food and Nutrition Services. A interdepartmental team analyzing discharges and transfers is presently implementing a computerized system that will conservatively save yearly

Service Excellence A Quality Improvement Process

13,000 in wasted trays. A departmental team has analyzed the tray line system and implemented changes which has increased efficiency, eliminated of one full time equivalent and assisted with the development of a training plan for employees. Patient care teams have streamlined communications with physicians and enhanced the ability of the dietitian to better serve the patient.Service Excellence was initiated at Howard County General Hospital in 1993. The goal of the hospital was to develop a process to improve customer service while maintaining a competitive advantage. Using the Deming philosophy, that 85% of the problems is system and 15% is people, the hospital embarked on a continuous improvement initiative. After assessing the organizational climate of the hospital, a multiple step process was recommended. The initial step was designed to set the culture and tone for team work and open communications. Senior management developed the Service Excellence Vision and Values. These values were discussed and encouraged as a guide of how work should be accomplished in the hospital Departments were asked to develop mission statements and goals to meet their mission. A major team work campaign was initiated m the spring of 1994. The second phase was the implementation of improvement teams. All department heads and managers participated in Team Leader training during the year. Interdepartmental teams were formed. The concept was expanded to develop the cross departmental indicators to meet the 1995 Joint Commission requirements through the product line approach that included nutrition. The final phase was initiated in January 1995. All hospital employees participated in a four hour training class to learn the principal elements of the process and tools for team success. Hospital wide the team spirit is blooming. Employees are suggesting opportunities for improvement and talking cross departmentally to solve problems. Morale has greatly improved. Teams have been able to implement changes which directly impact Food and Nutrition Services. A interdepartmental team analyzing discharges and transfers is presently implementing a computerized system that will conservatively save yearly

Top Predictors of Middle/Junior High School Students’ Satisfaction with School Food Service and Nutrition Programs

13,000 in wasted trays. A departmental team has analyzed the tray line system and implemented changes which has increased efficiency, eliminated of one full time equivalent and assisted with the development of a training plan for employees. Patient care teams have streamlined communications with physicians and enhanced the ability of the dietitian to better serve the patient.

Predictors of multivitamin supplement use among African-American female students: a prospective study utilizing the theory of planned behavior.

Abstract Service Excellence was initiated at Howard County General Hospital in 1993. The goal of the hospital was to develop a process to improve customer service while maintaining a competitive advantage. Using the Deming philosophy, that 85% of the problems is system and 15% is people, the hospital embarked on a continuous improvement initiative. After assessing the organizational climate of the hospital, a multiple step process was recommended. The initial step was designed to set the culture and tone for team work and open communications. Senior management developed the Service Excellence Vision and Values. These values were discussed and encouraged as a guide of how work should be accomplished in the hospital Departments were asked to develop mission statements and goals to meet their mission. A major team work campaign was initiated m the spring of 1994. The second phase was the implementation of improvement teams. All department heads and managers participated in Team Leader training during the year. Interdepartmental teams were formed. The concept was expanded to develop the cross departmental indicators to meet the 1995 Joint Commission requirements through the product line approach that included nutrition. The final phase was initiated in January 1995. All hospital employees participated in a four hour training class to learn the principal elements of the process and tools for team success. Hospital wide the team spirit is blooming. Employees are suggesting opportunities for improvement and talking cross departmentally to solve problems. Morale has greatly improved. Teams have been able to implement changes which directly impact Food and Nutrition Services. A interdepartmental team analyzing discharges and transfers is presently implementing a computerized system that will conservatively save yearly

Influence of Food Choices on High School Students’ Perception of School Foodservice

13,000 in wasted trays. A departmental team has analyzed the tray line system and implemented changes which has increased efficiency, eliminated of one full time equivalent and assisted with the development of a training plan for employees. Patient care teams have streamlined communications with physicians and enhanced the ability of the dietitian to better serve the patient.Service Excellence was initiated at Howard County General Hospital in 1993. The goal of the hospital was to develop a process to improve customer service while maintaining a competitive advantage. Using the Deming philosophy, that 85% of the problems is system and 15% is people, the hospital embarked on a continuous improvement initiative. After assessing the organizational climate of the hospital, a multiple step process was recommended. The initial step was designed to set the culture and tone for team work and open communications. Senior management developed the Service Excellence Vision and Values. These values were discussed and encouraged as a guide of how work should be accomplished in the hospital Departments were asked to develop mission statements and goals to meet their mission. A major team work campaign was initiated m the spring of 1994. The second phase was the implementation of improvement teams. All department heads and managers participated in Team Leader training during the year. Interdepartmental teams were formed. The concept was expanded to develop the cross departmental indicators to meet the 1995 Joint Commission requirements through the product line approach that included nutrition. The final phase was initiated in January 1995. All hospital employees participated in a four hour training class to learn the principal elements of the process and tools for team success. Hospital wide the team spirit is blooming. Employees are suggesting opportunities for improvement and talking cross departmentally to solve problems. Morale has greatly improved. Teams have been able to implement changes which directly impact Food and Nutrition Services. A interdepartmental team analyzing discharges and transfers is presently implementing a computerized system that will conservatively save yearly

The Role of the School Nutrition Environment for Promoting the Health of Young Adolescents.

13,000 in wasted trays. A departmental team has analyzed the tray line system and implemented changes which has increased efficiency, eliminated of one full time equivalent and assisted with the development of a training plan for employees. Patient care teams have streamlined communications with physicians and enhanced the ability of the dietitian to better serve the patient.