Background:
Mental health consumers represent a diverse population with unique nutritional needs compared to patients admitted for physical health care. The importance of consumer-centred food service systems and menus in mental health facilities is being increasingly recognised. In 2023, a new mental health facility was opened at Ipswich Hospital. This 50-bed facility was designed to provide a fit-for-purpose environment for the delivery of contemporary mental health care and replaced an existing 48-bed facility on the hospital campus. This provided an invaluable greenfield opportunity to redesign the food service model of care for mental health consumers.
Due to resource constraints including infrastructure and staffing, the previous food service model did not align with best practice standards for meal ordering and some menu aspects did not meet nutrition standards. Consumers were required to complete a paper menu, 24 to 48 hours before meal service with support from nursing or operational staff. However, these menus were frequently left incomplete, leading to default meals being provided. Pre-trayed main meals and bulk mid-meals from the central kitchen were distributed to consumers by operational and nursing staff, limiting choice and variety and posing risks to those needing therapeutic diets.
Aim:
The objective of this service delivery change was to implement a new person-centred food service model of care. This change aimed to improve consumer meal experience and nutrition by aligning best practice guidelines and nutrition standards.
Method/Solutions Implemented:
Advocacy from the Director of Nutrition & Foodservices and Foodservices Manager for a new model of care commenced in the master planning phase. An onsite kitchen and purpose-built serveries with bain-maries to enable choice at point of service was incorporated into the building design. The new model required budget uplift for food services including cooks, food service officers, stores controller and nutrition assistant.
In preparation for transition, the Food Service Team Leader observed the current service delivery in detail, including an assessment of current risks and conducted extensive key stakeholder consultation and engagement. Training and support was provided to food service staff. A gap analysis of the menu against the nutrition standards, consumer satisfaction with the food service and plate waste was conducted prior to transition and will be collected post implementation.
Outcomes:
A new point of service food service model of care has been implemented in the new mental health facility. Considerable improvements to the mid meal menu have been made to align with nutrition standards. Preliminary analysis shows positive consumer satisfaction with the new model of care. Additionally, waste from single-use plastic has reduced through the provision of freshly prepared mid meals. The presence of a nutrition assistant at meal service further supports enhanced consumer-centred care. Additionally, a newfound understanding of risk minimisation in the acute mental health units has emerged.
Key Learnings:
Successful implementation relied on collaboration across departments and with consumers. Opportunities exist for further partnering with consumers to continually enhance the consumer meal experience, satisfaction and nutrition.