Module 1 - Introduction
Springwell Senior Living Community is located in one of Baltimore’s greenest neighborhoods. In the heart of Mt. Washington, Springwell has deep roots in Baltimore history. Once the hilltop site of the Prestwolde Mansion in the late 1800’s, the original structure was razed and rebuilt by the Methodist Episcopal Church in 1930. At that time, about 100 of Baltimore’s older residents were relocated to the home, then known as The Wesley. For 140 years, The Wesley thrived then slowly declined in resident census. In 2008, it was purchased, revitalized, and renamed Springwell, retaining much of its original architectural character and beauty. Today, Springwell is a 135-bed assisted living facility with Homestead, a newly constructed 99-unit independent living facility, situated a short walk across campus.
Feeding the residents of Springwell and Homestead is a full-time job managed by Culinary Services Group, a foodservice management company based in Westminster, MD. During my 7-week internship rotation at Springwell, I completed and collaborated on several projects. If you would like to read a bit more about Springwell, please see my Orientation outline.
This portfolio will illustrate the work I completed throughout my rotation, consisting of eight modules:
- Introduction
- Ethics & Professional Development
- Food Safety & Sanitation
- Purchasing, Recieving, Storage, & Inventory
- Production & Service Systems
- Quality Management & Productivity
- Human Resources
- Financial Management & Scheduling.
Many thanks to my preceptor Aaron Mayer, a talented Food Service Director who made every effort to provide a meaningful internship experience together with the dedicated and passionate CSG Team. Thanks also to Phil Golden, Springwell Executive Director for his role in facilitating this experience.
Text in GREEN links to a document or resource.
The main hall at Springwell.
Module 2 - Ethics & Professional Development
Several ethical case studies were completed as part of my Marywood Internship orientation June 22nd to 26th, 2020. More were completed as part of my Alternative Practice Experiences, September 4th to September 13th, 2020.
Professional development goals were set using Goal Wizard. These goals guide my internship experience choices and activities. Associated experiences are recorded in my Activity Log to track progress towards those goals. The rotation timeline gives an overview of my progression.
I was unable to attend a professional meeting during this rotation. However, I will attended the Maryland Academy of Nutrition and Dietetics Board of Directors Meeting on November 17, 2020, just two weeks later.
I have been a member of the Academy of Nutrition and Dietetics since 2018. The attached certificate reflects the current renewal. Click images below to enlarge.
Module 3 - Food Safety & Sanitation
As part of this module, I completed a Sanitation Outline, Food Safety and Sanitation Audit, a Time and Temperature Study, Test Tray Evaluation, and an In-service Education.
Food Safety and Sanitation is the backbone of HACCP principles and sanitation procedures in the kitchen, every day, all day. Having standard operating procedures in place is a critial part of what allows the engine of foodservice to move at a fast pace while delivering a consistent product. Standard operating procedures define who will perform a task, what is needed to accomplish it as well as where, when, and how a task is to be done.
In my first weeks at Springwell, I read their manuals and learned their SOPs, their contingency plans, the chain of command, how to minimize risk, and how to implement corrective action.
Please read my Food Safety and Sanitation Outline which explains the controls, contingencies, and training in place at Springwell.
Also during my first week onsite, I completed a Food Safety and Sanitation Audit with the guidance of the kitchen Safety Captain, Cook Supervisor Donice Pryor. After I combed the kitchen for each item on the list, I made a checklist for corrective action. I also filed maintenance requests. Overall, the Springwell Kitchen recieved a high score of 92.1% on their audit. However, some items on the list did not apply or could not be directly observed during the audit.
While performing the audit, I located the MSDS noteboook for the facility. It was neat, organized, clean, easy to access, and included all chemicals used in the kitchen.
Sanitation audits are great way to learn what training topics to address with staff. I observed people in the prep area as well as the tray line when I decided the best target for an in-service education would be cross-contamination.
On October 13th, the food service director held an employee appreciation party after a staff meeting. My challenge was creating an in-service education which would be fun and engaging in a short span of time. To take advatange of high spirits, I developed a simple game following a short pretest and presentation which included handouts. To evaluate learning, the game was arranged to ensure each participant would have an opportunity to answer cross-contamination questions correctly for points. The team players with the most points at the end of the game were given ten dollar gift cards.
Fifteen people were in attendance at the meeting. However, only ten took the training, as some had to leave early for personal reasons. The median pretest score was 3 out of 5. Interestingly, 40% of people did not know that bacteria may splash when thawing a frozen food in the sink! However, by the end of the game, everyone was smiling and on board. Correct answer scores of the post test game were an awesome 93%!
The food service director liked my in-service education so much that he shared it with other food service directors within the organization, and even the CEO took notice. Copies of my handout were laminated and posted in relevant areas around the kitchen. Read my in-service evaluation here.
Check out my materials and lesson plan:
Click the handout to view the PDF:
On October 27th, I completed a time and temperature study of the main kitchen which included the walk-in refrigerator, the walk-in freezer, the hot holding case, and the ice cream serving freezer. Every two hours between 9AM and 5PM, I took a reading and charted temperatures throughout the day. I noticed that during the kitchen’s busiest time, between 1PM and 3PM, the walk-in refrigerator creeps up to 42ºF and the hot holding box comes down to 162ºF. As a corrective action, I told the kitchen Safety Captain to take care to keep doors shut and latched as often as possible. As an additional measure, the walk-in latch was inspected by the maintence department, as it was slightly loose.
On the same day, I also did test trays. I conducted the first test tray during lunch in the main dining room buffet. I conducted a second test tray to simulate room service time and temperature.
In the Sherwood Dining Room, the lunch hour is 11AM to 1PM, and readings were taken at 12:30PM. A temperature probe was calibrated in a cup of ice water before taking the tempurature of the offered dishes on the buffet. In between tests, the probe was cleaned with the appropriate alcohol cleaning towelette. Hot entrees and side dishes were served >135ºF. However, dessert and shaved turkey were not within an acceptable range. Corrective action was recommended that the turkey and desserts be held cold in the adjacent chilled table. The turkey was removed from the line.
Room service for dinner begins at 3:30PM, and trays usually make it to their destinations within 15 to 20 minutes of serving from the tray line. In order to simulate this since I was unable to follow the trays to rooms, I pulled one extra tray from the line and allowed to sit for 15 minutes in the office and then took temperatures of the foods. None of the hot foods were able to be delivered at 135ºF or above. Corrective action would be to use different packaging which could hold heat, a heated tray system, or use different recipes which are either more dense or have less surface area from which to lose heat.
Module 4 - Purchasing, Receiving, Storage, & Inventory
The first week of my rotation, I was introduced to the the receiving and storage system in the Springwell kitchen.
During the month of October, I was able to do two inventories and the major weekly order preceding my theme meal. I am thankful to the Food Service Director for his Guidance and to the chef for all his help and experience in completing the inventory and ordering.
This is my Purchasing, Receiving, and Storage Outline which explains much of the Spingwell operations.
Inventory day is time consuming and a very important part of the week at Springwell. After the second inventory, I was starting to feel more confident in the process. This inventory sheet is not inclusive, as certain fresh foods are purchased from a second vendor and counted on a seperate sheet. The physical US Foods inventory is here.
Unrelated to this inventory, I completed the main order from US Foods as well as the fresh foods order from Capitol Seaboard. I learned the two vendors are very different in their online system. The US Foods sytem is much more robust with many more choices, options, and features. Capitol Seaboard is a bit harder to pull pricing from, and the two vendors have different ways to search products; descriptions are limited. See below for copies of the invoices which include my theme meal foods.
Module 5 - Production & Service Systems
This module provides an insight into several production and service system functions. I completed a menu analysis and modification, a sensory evaluation, a plate waste study, a theme meal budget, and a production schedule for two days.
One of the first things I did at my site was review the menu and diet manuals on hand. CSG Springwell works from the Maryland State Diet Manual, and they have their own cycle menus and production manuals built from this. In order to accomodate texture modified diets, they follow the IDDSI guidelines. These references are kept where kitchen staff may consult them. However, they are most often used by the cook supervisors, chef, and Food Service Director.
In the preparation for the theme meal, I started by practicing a full day’s worth of menu modification. Below is a modified menu for one day. Click here for full nutrient analysis.
The highlight of my food systems rotation was my theme meal. I chose a Luau Lunch theme to bring a long overdue summer vacation feel to the residents and staff at Springwell. I designed marketing which was placed all over the facility, and I planned for the main dining rooms to be decorated with Hawaiian style flowers and palms. This was a wonderful fun day which was the culmination of a lot of planning and hard work. Springwell staff helped me execute a beautiful meal. My favorite part of the day was seeing the happiness of the residents.
Please read my in-depth Theme Meal Report to learn about how I planned to keep waste to a minimum and what I learned by managing my meal.
This is the full budget breakdown (yes, you can serve mahi and papaya on a budget).
As you can see from the production schedule, the chef and I did most of the vegetable prep while other team members worked with proteins and the desserts.
To achieve the meal, we worked from standardized recipes I developed using the US Foods Menu Profit Pro. This program allows the user to build and cost a recipe as well as plan the production steps; it includes HACCP plans and portioning for the recipe all in one place. This keeps a manager organized, prepared, and within budget at all times.
For serving and plating the meal, I developed plating diagrams. My site does not typically use them, but this eliminated confusion and helped to create a consistent product for two dining rooms plus tray service to rooms. Check out the finished products in my gallery at the bottom of this section!
The Springwell kitchen was busy on the theme meal day and the food was very popular. Although we had a moment to taste the food before serving, tasting and sensory evaluations were completed on October 27th in association with a meal from the regular menu.
As an optional project, I also completed a plate waste study in the Memory Care Unit in coordination with the nursing staff.
Module 6 - Quality Management & Productivity
An important part of any foodservice operation is ensuring quality at every turn. Patient satisfaction is paramount, and it is addressed frequently in organizational meetings.
While at Springwell, I attended the following meetings:
Wednesday, September 23rd, Managers’ Morning Meeting
Thursday, September 24th – Quality Assurance Meeting
Thursday, October 2nd, Employee Production Meeting
Tuesday, October 6th, Employee Staff Meeting
My QM/PI Outline can be found here.
One of the challenges identified in the assisted living setting at Springwell was the modification to room service following COVID-19 guidelines. The room service adaptation was initiated as a temporary measure, but residents became accustomed to eating in their rooms and ordering from the cycle menu a week in advance. Springwell was concerned about the impact this could have on residents both mentally and physically as they entered their seventh month of social distancing.
One hurdle in the room service adaptation was the menu. The food is good at Springwell, but the paper menu sent to rooms left something to be desired. Since the menu is the main communication tool between kitchen and residents, I decided to make this the focus of a process improvement project. I developed and conducted a resident satisfaction survey with the help of the dining services staff and the nursing staff.
The responses gathered in the study revealed that the menu needed to be easier to read, provide available options, and be more appetizing as well as more attractive to look at. When I approached the food service director and chef with my idea and preliminary research, they thought this would be an excellent opportunity to increase resident satisfaction while reducing kitchen waste and boosting staff productivity. Please read my research here.
After completing the PI research, I developed a new menu design which is larger, more attractive, easier to use and tabulate, and able to include more information. Check out the proposed new menu template below (click for full PDF).
While at Springwell, I also conducted a productivity study based on the number of scheduled hours employee hours. Afterwards, I discussed findings with my preceptor. The high calculated number of minutes per meal does not reflect staffing changes since COVID-19.
Module 7 - Human Resources
Being a foodservice manager has many roles including functions within human resources. During my rotation, I reviewed employee policies and procedures. These are explained in the HR Outline. Additionally, I reviewed the CSG Employee Handbook.
I was lucky to attend two hirings within my first two weeks at my site. One was a hiring of an executive chef position. The chef candidate was invited to come in and cook a meal including a soup, and it was tasted by the other chefs, the Food Service Director, and the Executive Director of Springwell. After the presentation, the candidate was offered the job.
I also attended the hiring of a teen for kitchen staff part time.This was a much shorter and less formal interview, and this young man was not hired on the spot. It was interesting to see the process unfold.
I was not able to be part of an employee evaluation during this rotation, but I was able to review prior records. I am posting a employee evaluation which has been redacted to protect the identity of the former employee.
Additionaly, Culinary Services Group has a rich employee portal with resources. Here, employees can schedule and take training in a variety of topics. CSG has also designed an app which will be used to train foodservice staff. I played the games on the app in order to provide feedback for further app development.
CSG Springwell team in the Sherwood Dining Room
Module 8 - Financial Management & Employee Scheduling
At Springwell, the contracted foodservice company is Culinary Services Group. Since this location can go up for bid to other contract companies, I was not able to review the operating budget. Alternatively, I met with the Food Service Director to learn more about what a hypothetical operating budget might look like. I learned that the largest part of the budget goes to labor: as much as 50%. About 30% goes to the cost of food, and about 3% goes to cleaning supplies. Since COVID-19, the portion allocated to paper products has dramatically increased.
If you would like to see my skills in budgeting, please refer to the theme meal budget in Module 6.
Here is a link to my financial management outline.
At Springwell, scheduling is a bit complex. This is another job that the Food Service Director usually completes. He showed me all the positions that needed to be filled as well as their roles and how to piece it together. This is my completion of a master schedule.
Checklists & Hours Reporting
- Ethics & Professional Development Checklist
- Food Safety & Sanitation Checklist
- Purchasing, Receiving, Storage, & Inventory Checklist
- Production & Service Systems Checklist
- Quality Management & Productivity Checklist
- Human Resources Checklist
- Financial Management Checklist
- Hours Reporting Onsite
- Hours Reporting APE
Extras
On this rotation, I did so much more than I was able to record, but I was able to grab photos here and there. The gallery below has some images from the facility famer’s market with Chef Gerard at the helm, some of the amazing foods I helped with and tasted, the cheesecakes I baked for the employee party, the marketing I created for a Chinese-themed meal, and my new favorite piece of equipment: the combi oven.
Thanks again to all the wonderful people at CSG Springwell who made this rotation unforgettable.






