Fall 2015 - Amazon S3 › ... › fall2015_CSNM › FSNFall2015LO.pdf · 2015-12-02 · From...

SUG

GES

TED

PRI

CE

–$5

.95

www.csnm.caFall 2015

PM 40801507

PLUS

MENU OF CHANGEAre our food choices driven by our health?

AND

CREATE A SAFE ENVIRONMENTFrom ticking time bomb to safety star

THE ART AND

THE SCIENCE

inside this issueinside this issue

featuresfeatures

FALL 2015FALL 2015

regular departmentsregular departments

C A N A D I A N S O C I E T Y O F N U T R I T I O N M A N A G E M E N T N E W S

OUR COVER STORY

5 TEAMThe art and the scienceBy Dr. Jo-Anne Clarke

4 PRESIDENT’S MESSAGE By Lorrie Plein, NM

15 CSNM CORPORATE MEMBER PROFILESILVER GROUP PURCHASING

16 ASK AN EXPERTCULTURE CHANGE By Paula Bradley, CDM, CFPP

18 INDUSTRY & CSNM NEWS

20 MANAGEMENT NOTEBOOKSOCIAL NETWORKING IN SEVEN STEPS By Jessica Atan

21 À LA CARTE

22 CONTINUING EDUCATION QUIZ

8 MENU OF CHANGEAre our food choices driven by our health?By Andrea LeBel

12 CREATE A SAFE ENVIRONMENTFrom ticking time bomb to safety star By Elaine Wielink, CNM

3C A N A D I A N S O C I E T Y O F N U T R I T I O N M A N A G E M E N T N E W S – F A L L 2 0 1 5

5

8

12

CREATIVE DIRECTOR

ADVERTISING

ACCOUNT ADMINISTRATOR

CONTRIBUTORS

CSNM EDITOR

Stan Michalak

April Krysowaty

Brianna Hopfner

Jessica Atan

Paula Bradley, CDM, CFPP

Dr. Jo-Anne Clarke

Andrea LeBel

Elain Wielink, CNM

Margaret Brausse, CNM

PRESIDENT

PAST PRESIDENT

PRESIDENT-ELECT

SECRETARY/TREASURER

ADMISSIONS/MEMBERSHIP

ACCREDITATION

EXAMINATIONS

CONTINUING EDUCATION

CERTIFICATION

MEMBER COMMUNICATIONS

BRITISH COLUMBIA REP

ALBERTA REP

SASKATCHEWAN REP

ONTARIO REP 1

ONTARIO REP 2

Lorrie Plein, NM

Barb Cockwell, CNM

Natasha Mooney, NM

Heather Shannon, CNM

Dean Cox, CNM

Angela Di Mambro, CNM

Sue Krueger, CNM

Dave Lebert, CNM

Pat Sylvain, CNM

Margaret Brausse, CNM

Daphne Spear, CNM

Donna Kubista, CNM

Karen Kwan, NM

Shannon Cox, NM

Jamie Chowns, NM

VO L UM E 1 2 • N UMB E R 3 • F A L L 2 0 1 5

Produced four times per year by

RETURN ALL UNDELIVERABLES TO:

Cutting Edge Communications Inc.201 – 1200 Pembina HighwayWinnipeg, Manitoba R3T 2A7TOLL-FREE PHONE 1-866-669-2377TOLL-FREE FAX 1-866-669-2336

EMAIL [email protected] www.cecommunications.ca

Canadian Society of Nutrition Management1370 Don Mills Road, Suite 300Toronto, Ontario M3B 3N7

TOLL-FREE PHONE 1-866-355-2766FAX (416) 441-0591EMAIL [email protected] www.csnm.ca

©2015 Cutting Edge Communications Inc. All rights reserved. The contents of thispublication may not be reproduced by any means, in whole or in part, without theprior written consent of the publisher and the Canadian Society of Nutrition Man-agement. The opinions expressed by contributors of Food Service & Nutrition may notrepresent the views of the CSNM or Cutting Edge Communications. Products includedin Food Service & Nutrition are for information purposes and do not constitute andendorsement by this publication. Printed in Canada.

Postage paid in Winnipeg.Canadian Publications Mail Product Sales Agreement

PM 40801507

“Living the Passion” was the theme of PSNM’s 40th An-niversary Celebration in Abbotsford, B.C. The CSNMboard was invited to join PSNM’s festivities as well as

attend a workshop where we explored the memberships’ re-turn on investment. Thanks to all those members who took the time to answer

our survey which asked: “What is the most important chal-lenge you currently have in regards to your role as a nutrition manager?” and“In your opinion, what do you feel CSNM could do differently to add value toyour membership?” More than 300 members from across Canada responded.Frequent challenges listed were time management, role definition, increasingfood cost and staffing issues. Relevant, convenient education appeared to bethe number-one request to improve value to membership. As a result, we arelooking at better ways of delivering education to all of our members via theMembers’ Only section of our website.The Membership Communications Portfolio Manager is looking for members

who want to share their experience by writing articles to be published in thismagazine or posted on the website. You can read more about this under jobopportunities on the CSNM web site or email [email protected] ethics committee has been formed to deal with any ethics violation com-

plaints made against members. The Ethics Violation Form and CSNM Ethics FactSheet is posted on the CSNM website. The board encourages everyone to reviewthe Code of Ethics and these two new documents.We remind all members to review your continuing education transcript and

ensure that you have received at least one point in each competency. For thosemembers who are hoping to become certified over the next year you will needto obtain 16 points before December 31, 2015.A group of us had the privilege of doing a site visit to the Pinnacle Hotel

Harbourfront in Vancouver where the CSNM 2016 AGM and Conference isbeing hosted from June 15 to 17. This is a beautiful location to reconnectwith fellow members from across Canada as we learn about what is new inthe industry.

Lorrie Plein, NMPresident, CSNM

PRESIDENT’S MESSAGE

4

We Asked, You AnsweredBy Lorrie Plein, NM

C A N A D I A N S O C I E T Y O F N U T R I T I O N M A N A G E M E N T N E W S


Can you recall a timewhen you were part of ateam that didn’t workwell together? Now,

think about a time in your life whenyou were part of a high-performingteam. What made the difference?Working with a dream-team can feel

magical, but it is not wizardry. At theMassachusetts Institute of Technology(MIT) Human Dynamics Laboratory, ateam of scientists have been usingtechnology to uncover the mystery ofhigh-performing teams. The resultsprovide new insight into how teamsfunction and, more importantly, whatwe can do to enhance a team’s abili-ties to think together. Using a specially designed elec-

tronic device (called a sociometer),MIT researchers are measuring howpeople interact. The sociometer is awearable sensor device that looks likea name badge on a lanyard. Study par-ticipants wear it around their neckand it collects data when they areconversing with each other in theworkplace. It focuses not on what peo-ple say, but how they say it. The sociometer quantifies vocal

tone, body motion, time and locationof the conversation. It even measuressubtle factors like how often a personinterrupts and their level of empathy.

When the data is mapped, individ-ual and team communication patternsthat were previously invisible becomevisible. What makes this really exciting is

that we can use this data to predictgroup performance. In fact, examiningpatterns of communication, as well asthe energy behind them, can accountfor 50 per cent of the variation be-tween poorly-performing groups andhigh-performing groups. Those are bignumbers in a world where even a 10per cent increase in productivity isconsidered outstanding. MIT researchers identified three key

aspects that affect team performance:• Energy measures how team mem-bers contribute to a team, and howoften; • Engagement refers to the distribu-tion of energy among team members; • Exploration involves how teamscommunicate with others outsidetheir team.

ENERGYIt’s probably no surprise, but high en-ergy communication tends to occurwhen people interact with each otherface-to-face. It’s still the best commu-nication channel, followed by phoneor videoconferencing (as long as thegroup does not get too big).

This is important to consider whendesigning work space. Create spacesthat facilitate personal interaction,rather than avoid it. Think like a community planner –

if you want people to engage witheach other, you have to provide spaceswhere they can comfortably interact.In addition to creating a pleasing en-vironment, it can have dramatic im-pact on creative output.Keep in mind that the least valuable

forms of communication are email andtexting. This is especially true whencommunication requires context ordeals with sensitive matters. Withoutvocal intonation or body language, therisk of misinterpretation is high.

ENGAGEMENTAccording to MIT researchers, conver-sations within the most effectiveteams are not dominated by a few keymembers. Rather, people take turnstalking and listening in equal meas-ure. Interestingly, they found thatconversations are quite brief and to-the-point.These findings are useful for anyone

who is responsible for leading teammeetings. How often have you sat in ameeting where one person drones onand on about a topic that has littlerelevance to the group? Most people

CONTINUING EDUCATION ARTICLE

TEAMT H E A R T A N D T H E S C I E N C E

By Dr. Jo-Anne Clarke

6 C A N A D I A N S O C I E T Y O F N U T R I T I O N M A N A G E M E N T N E W S – F A L L 2 0 1 5

are very busy at work. They becomequickly frustrated when a team meet-ing feels like a waste of time. Science may tell us what works best,

but there is an art to facilitating goodteam meetings. It’s all about putting agood structure and process in place.

EXPLORATIONIn terms of exploration, MIT re-searchers found that high-performingteams connect with others outside theteam, and then integrate what theyhave learned within their own team. This is especially important for cre-

ative teams who are tasked with gen-erating new ideas. It is tough toinnovate in isolation. Exposure to ex-ternal stimuli is part of the creativeprocess. While most of these findings seem

obvious, what is most interestingabout the research at MIT is how thedata can be used to fine-tune behav-iour and guide a team towards suc-cessful communication. For example, in one bank call cen-

tre, MIT researchers found the bestpredictor of a team’s productivity wasmembers’ energy and engagement out-side of formal meetings. They advisedthe manager to synchronize coffeebreaks so that people had more timeto socialize with their teammates,away from their workstations. This is the opposite of what most

call centres do. Standard efficiencypractises are to stagger coffee breaksto ensure maximum coverage at alltimes. The results, however, were as-tonishing. By altering the coffee breakschedule, the average handling time(AHT) of calls in the lowest perform-ing teams dropped by 20 per cent, anddecreased overall at the call center byeight per cent. Eight percent may sound fairly min-

imal, however, by changing breakschedules at all 10 of the bank’s call

centers, the company forecasted a $15million dollar a year increase in pro-ductivity. That is significant revenuegeneration for a relatively minorchange!In smaller companies or shift work

environments, scheduling coffee breaksfor an entire team may not be possible,but don’t let that stop you. What elsecan you do to increase opportunitiesfor unstructured social time? The point here is that satisfaction

and productivity went up when teammembers had the opportunity to buildrelationships. People are not machines– we are social beings who need con-nection with others. If team breaks donot work for your company, get cre-ative and ask your colleagues forideas. You might be pleasantly sur-prised by what you hear.

IDEAL TEAM MEMBER Not surprisingly, the best team play-ers are those people who actively cir-culate and engage others in brief,high-energy conversations. They arenot necessarily extroverts, but theylike to build connections between peo-ple and spread ideas round. MIT researchers call these people

“charismatic connectors.” The morecharismatic connectors a team has,the more successful it will be.

WHY IS TEAMWORK IMPORTANT? Teamwork is the norm in today’s work-force. Nearly everyone participates ina team, whether it is project-based orpart of the ongoing work culture. TheConference Board of Canada (2000)identifies teamwork as one of three es-sential skill categories that peopleneed to be successful in the world ofwork. Playing well with others is notan option, but an expectation. There are a many advantages to

working in teams, both for people andthe organization itself. The primary

benefit is that teams can achieve morethan one person working alone, re-gardless of individual talent or drive. When people learn to think together,

they reduce inefficiencies, innovatemore and yield higher quality results.With a clear purpose and achievablegoals, they will often supersede expec-tations and provide innovative solu-tions to complex problems. In the words of Helen Keller, “Alone

we can do so little; together we can doso much.” Is there a shadow side to teamwork?

There can be, particularly if teams arenot managed well. A group of people ina room together does not make a team.Teams naturally go through stages ofdevelopment. Understanding how theyare developing as a team will helpmembers to make sense of the groupdynamics they are experiencing, andwhat they can expect in times ahead.

STAGES OF TEAM DEVELOPMENTThe most commonly known frameworkfor group development was developedin the mid-60s by educational psy-chologist, Bruce W. Tuckman. Tuck-man’s (1965) original model outlinedfour stages of development – forming,storming, norming, and performing –that groups go through over time.Each stage of group development hasdefined characteristics. Stage 1: Forming - At this stage,

team members are excited about thework ahead, but may feel nervousabout how they fit in. Conversation ispolite and the team’s energy is fo-cused on figuring out the task ahead. Stage 2: Storming - As people get

to know one another and feel morecomfortable expressing their views,disagreements arise about the team’sgoals and individual expectations.People are less polite and things canget heated. Conflict is healthy at thisstage if it stays focused on issues. If


it becomes personal, a group may stayin this stage or even disband. Or, someof the group members may opt out. Stage 3: Norming - During this

stage, discrepancies get resolved andguidelines for how the team operatesare established. Team members startto gel in meaningful ways and theteam becomes more productive. Stage 4: Performing - Performing

is when most of the work gets done.Team members are working cohesivelyand synergistically. It is important to note that not all

teams follow a predictable and linearpath. Over time, it can be normal forteams to fluctuate between the vari-ous stages as new people, goals, andtasks are introduced. Just being aware of these stages can

help normalize and steer a teamthrough the good times and the bad.

BUILDING TEAMWORK SKILLS The best way to build a great team isnot to focus so much on the collectiveknowledge of individuals, but to ex-amine patterns of communication. Itturns out that what we talk about isless important than how we communi-

cate. Unfortunately, most of us willnever have access to MIT’s sophisti-cated sociometers. However, throughself-reflection, observation and feed-back from others we can collect allkinds of data about individual behav-iour and team communication. So, the next time you are working

in a team setting, take a moment toobserve the group dynamics. Do somepeople check out of the conversationand, if so, why? Does the team leaderdo most of the talking or is the con-versation shared? On a more personal level, take a

mental step back to observe your ownbehaviour. What is your communica-tion style? How often do you speak upin team meetings? Do you frequentlyinterrupt others? Do you primarily en-gage with some people and ignoreothers? If you want to change your behav-

iour, ask your co-workers for honestfeedback on a regular basis. Not onlywill you be able to track your progress,you will open doors for others to dothe same. Just asking will begin topositively alter the patterns of com-munication within your team.

The science of teamwork gives usimportant information about patternsof communication. The art of team-work is what we do with these results.��

CONTINUING EDUCATION COMPETENCY

Dr. Jo-Anne Clarke is anadult educator who special-izes in human and organiza-tional development, effectivecommunication, strategicplanning, and strategies forleading groups. As a teamleader herself, Jo-Anne is al-ways excited by the connection between thehuman spirit and productivity.• [email protected]


CONTINUING EDUCATION ARTICLE

As the weather gets chillierand we settle into winter,cravings for cool, fresh in-gredients diminish andthose urges to eat warm,

hearty meals take over. Oatmeal forbreakfast, soup for lunch, casserolesfor dinner. Yum… comfort foods!Other than cravings, what drives

our food choices? On average, we eachmake about 200 decisions about foodevery day such as what to eat, who toeat it with, where and when to eat itand how much to eat.Some factors that affect our food

choices include: the effect of ourchoices on the environment; time;convenience; lifestyle; and, internetaccess – a minor source of nutritioninformation and influence in the late1990s, but now a significant and im-portant source of information.The Tracking Nutrition Trends (TNT)

survey was launched in 1989 by theNational Institute of Nutrition (NIN) toexamine Canadians’ perceptions of fatand fibre. When the Canadian Council

of Food and Nutrition (CCFN) took overthe mandate in 2004, they continuedto build on the survey. Seven serieshave now been conducted, the latestin 2008. Several key factors that areimportant for Canadians when choos-ing the food they eat are nutrition,cost, taste, healthfulness and desire tomaintain good health.In 2008, 50 per cent of respondents

said that nutrition was a very impor-tant factor in food selection. Despitethese results, we know there are manyCanadians who do not eat well, eventhough nutrition is considered impor-tant to them. In the 2008 survey, itbecame evident that for some Canadi-ans, eating poorly is partially drivenby other considerations such as cost,convenience and taste. The surveyshowed the importance of cost in-creased while the influence of nutri-tion on food choices decreased. Aclear relationship between the impor-tance of nutrition and cost to house-hold income also emerged in the samesurvey. Cost was a more important

issue than nutrition for those with in-comes under $35,000, while it was aminor issue for those earning morethan $60,000.Over the years, the importance of

taste has always been an overwhelm-ingly prevalent reason for most foodchoices. Interestingly, almost all Cana-dians (98 per cent) find taste at leastsomewhat important when choosingthe food they eat with 76 per cent re-porting they think it is very impor-tant. According to the 2010 CCFNEthnographic Study, while consumersmay ultimately select the more nutri-tious option, they will first select afood based on taste before consideringnutrition. Overall, Canadians want foodto taste good and “be good for you”. When it comes to food choices there

are factors that exert an influence onwhat we eat. These factors can gener-ally be grouped into factors related tothe characteristics of the food and fac-tors related to the health of the indi-vidual. Some are influenced bywhether a food is “healthy.” Canadi-

Are our food choices driven by our health?B y A n d r e a L e B e l


ans distinguish “healthy” foods bytheir nutrient content (most influen-tial factor), freshness and eating a va-riety (which is not a characteristic ofthe food but a healthy eating pat-tern). The presence of added nutrientssuch as omega-3 fatty acids, calcium,whole grains or whether a food has anutrient removed such as trans fats,salt and sugar determine whether afood is perceived as “healthy.” Otherless influential factors include whethera food is organically grown, has a lowglycemic index, contains probiotics oris produced using biotechnology. When considering the specific nutri-

ents in food, the concern for the pres-ence of certain nutrients has evolvedto reflect current issues. Initially, acategory of fat was sufficient in thesurvey but this was modified to includesaturated fats and then trans fats. Thecategories iron, protein, omega-3 fats,carbohydrates and antioxidants havebeen added while chemical residues,preservatives, sugar substitutes and vi-tamins have been removed as issues ofconcern. Currently, Canadians are con-cerned with the amount of wholegrain, fibre, protein, total fat, caloriesand sugar at least somewhat when se-lecting foods. On the other hand, iron,carbohydrate and cholesterol were con-sidered least often when choosingfoods, although a significant numberof Canadians still considered themwhen making food choices.When considering factors related to

the health of the individual, main-taining good health is the most influ-ential factor in the food choicespeople make. In the CCFN 2008 survey,87 per cent of participants indicatedthis as somewhat or very influential intheir food selections. Weight manage-ment and body image (68 per cent)was the second most dominant healthmotivator for Canadians when it comesto food and nutrition. However, it was

suggested in the 2010 study that goodhealth is generally seen as a distantand theoretical long-term goal andthat current health concerns are themain influences on food choices.

THE DIET CONUNDRUMWhat if your food choices are limitedor guided by diet restrictions, inclu-sions or texture and fluid modifica-tions? How do you manage thesecomplex, combination diets? The Nu-

trition Care in Canadian Hospitals(NCCH) study (2010-2013) found thattherapeutic diet orders are often veryrestrictive to the point that individualsreceive very little food on their trays.Nearly half of patients are malnour-ished upon hospital admission, and 19per cent of those deteriorate duringstays longer than seven days. Patientswere not getting enough food to sus-tain their nutritional status or preventor correct malnutrition during their

hospital stay. The Canadian Malnutri-tion Task Force suggested that liberal-izing patients’ diets will help toprevent malnutrition. Limited evidenceexists for many therapeutic diets, so,conducting an evidence-based reviewof diet orders and removing any un-necessary diet orders will allow forfewer restrictions and more options.In Alberta, the Provincial Diet

Guidelines (PDGs) were recently devel-oped. They specify foods allowed andnot allowed for patient meals andsnacks. Nutrient criteria, where appli-cable, are used to identify foods thatmeet “healthy eating” guidelines andtherapeutic restrictions. The purposeis to provide a list of diets available inAHS, ensure consistent diet terminol-ogy and to provide consistent mes-sages to patients about theirtherapeutic diet. They support a bal-anced, nutritionally adequate dietbased on Canada’s Food Guide.The guidelines also emphasize foods

patients are likely to eat while in hos-pital at the same time considering theimportance of providing foods that areappropriate for the individual’s nutri-tion related conditions, feeding abili-ties and preferences while balancingoperational issues (i.e. cost, produc-tion capacity, staffing). Depending onthe capacity of the facility, diet prior-ity may need to be established. Whenmultiple or combination diets are or-dered, highest priority should be givento the diet that is required for safetyreasons such as allergies, texture-mod-ified diets and thick fluids. Therapeu-tic diets are then considered with themost restrictive diet given the highestpriority. Diet modifications may alsoneed to be made if there are conflict-ing diet needs (i.e. high energy, highprotein and weight loss), or there are alimited number of suitable foods. Aswell, some therapeutic diets may bedifficult to combine with texture-mod-

ified diets and concessions may needto be implemented. Likewise, althougha healthy diet is promoted in long-term care, the diet may be more liberalto promote patient satisfaction and ad-equate intake. A recent project by theInstitute for Healthcare Improvement(IHI) found that “comfort food” in-spired changes in meal options, im-proved satisfaction and resulted inbetter nutrition.

COMFORT FOODSComfort foods often provide a nostal-gic feeling – staples for anyone want-ing a little taste of home. We knowthat patterns are detectable withmales preferring hearty, meal-relatedcomfort foods such as casseroles orsoup while females and children, onthe other hand, prefer comfort foodsthat are more snack related such aschocolate and ice cream.Regardless of preference, comfort

foods are mostly enjoyable to eat andthey make the eater feel better emo-tionally. Comfort foods also providesomething social for us and are often as-sociated with being taken care of. How-ever, they are often characterized by ahigh-carbohydrate and caloric level andsimple preparation. Studies show that agood diet in your later years reducesyour risk of osteoporosis, high bloodpressure, heart disease and certain can-cers. But, we don’t have to equate “com-fort food” with “unhealthy and caloric.”French fries can be really delicious whenmade in the oven, creamy soup madewith stock and 2% milk is lighter butstill creamy, and switching to lower fatcream cheese when making sandwichfillings or cheesecake can makefavourite recipes healthier.Thankfully, craving comfort food

doesn’t have to mean benching ahealthy diet, but, since these foodsare enjoyable, it is important to man-age portion sizes. When defining com-

fort food for your population consider:• Is comfort food favourite food?• Do comfort foods change by season?• How often can it be served – wouldthat make it less special if it was served frequently?

• Is comfort food healthful? Do you think that matters?For the most part, there is no bad

comfort food. If it gives you comfort,it’s good. With some modifications youcan tantalize your taste buds withoutcompromising your health.Overall, be sure to allow all foods to

fit into your menu planning, acknowl-edge that eating should be flexibleand consider the trends of the time. Itis important that menus provide foodsthat are likely to be eaten and that arepalatable to reduce the risk of malnu-trition. They should promote a bal-anced, healthy pattern of eating andprovide a nutritionally adequate dietfocused on nutrient-dense foodchoices with some liberalization asnecessary to promote menu satisfac-tion and adequate intake. ��


Andrea LeBel is a clinicaldietitian at Carewest Glen-more Park. She is responsi-ble for providing nutritionsupport to clients in order topromote health and healing.

• [email protected]

CONTINUING EDUCATION COMPETENCY


In establishing a safe and effec-tive work environment, it’s keyto spend significant time listen-ing to, and learning from, em-ployees, supervisors and other

health and safety partners. From thesevarious perspectives and experiences,one constant message is clear: work-place injuries are unnecessary andpreventable. In order to create a workplace cul-

ture that inspires awareness aroundsafety, it is important to focus on botheffective communication and educa-tion for the team, as well as equippingthem with the tools to ensure a safework environment. Also equally im-portant is leading by example, and al-ways observing and acknowledgingsafe behaviour. Through these meth-ods, an organization can set goals andstandards for safety. Once the communication, educa-

tion, tools and shared emphasis on

safety is all in place, maintaining thatvision for a safe workplace is impor-tant. This is possible by regularly re-viewing the workflow of employees,regularly identifying any hazards, aswell as encouraging team members todo the same, and to ensure all safe in-terventions remain in place to reducethe chance of an injury occurring.Organizations have a responsibility

to help all workers experience thebenefits of a safe work environment,and through these methods, it’s possi-ble to create a culture that providesworkers with exactly that. 2014 WSIB statistical data shows: of

5.1 million workers in Ontario (234,000registered claims), the average day lost(within one month, post- injury date)is 7.3 hours. The highest preventableinjuries reported in 2014 were sprainsand strains – 41%, over- exertion –17%, lower back injuries – 17%. Statistically, young people and new

hires are more at risk of injury on thejob. Among injured workers under theage of 25, more than 50% of themwere hurt in the first six months onthe job. Nearly 20% of the injuries andfatalities happen during the firstmonth on the job.Registered lost time claims in the

top three sectors are, automotive, con-struction and healthcare. Ontario hasan average of 6.5 deaths/100,000workers each year. Canada-wide, anaverage of 6.8 deaths/100,000 work-ers occur each year.Fatalities in the workplace result

from both accidents and occupationaldisease, so both health and safety is-sues are important to understand inorder to grasp the severity of the pres-ent situation. In Canada (2012 popu-lation of 34.7 million), the Associationof Workers Compensation Board ofCanada states that between 1993 and2005, work-related deaths rose from

From ticking time bomb to safety star

By Elaine Wielink, CNM

Create a Safe


758 to 1,097. Overall, the number ofworkplace deaths has been rising overthe last two decades. Canadians work, on average, 230

days per year. This means that therewere nearly five work-related deathsper working days in this country. Inthe eighteen year period from 1993 to2010, 16,143 people lost their livesdue to work-related causes (an aver-age of 897 deaths per year). Canada has a National Day of

Mourning every April 28 which com-memorates workers whose lives werelost or injured in our workplaces inthe previous year.

FROM TIME BOMB TO SAFETY STARAn effective occupationalhealth and safety programshould include the following

four elements: • Management commitment and worker involvement;

• Workplace hazard analysis;• Hazard prevention/controls; and• Health and safety training.

COMMITMENT AND INVOLVEMENTManagement commitment pro-vides the motivating force andthe resources for organizing

and controlling activities within an or-ganization. In an effective program,management regards workers’ healthand safety as a fundamental value ofthe organization and applies its com-mitment to health and safety protec-tion with as much vigour as otherorganizational purposes. Worker in-

volvement provides the meansthrough which workers developand/or express their own commitmentto health and safety protection.Clearly state a workplace policy on

health and safety including workingconditions, so that all workers with re-sponsibility at the workplace under-stand the priority of protection.Establish and communicate a clear

goal for the health and safety pro-gram and objectives for meeting thatgoal so that all members of the or-ganization understand the desired re-sults and the measures planned toachieve them.Provide visible senior management

involvement in implementing the pro-gram so that all will understand thatmanagement’s commitment is serious.Provide encouragement for worker

involvement in the structure and op-eration of the program and in decisionsthat affect their health and safety sothat they will commit to achieving theprogram’s goal and objectives.Assign and communicate responsibil-

ity for all aspects of the program so thatmanagers, supervisors and workers inall parts of the organization know whatperformance is expected of them.Provide adequate authority and re-

sources to responsible parties so thatassigned responsibilities can be met.Hold managers, supervisors and

workers accountable for meeting theirresponsibilities so that essential taskswill be performed.Review the program annually to

evaluate success in meeting the goals

and objectives so that deficiencies canbe identified and revised when theydo not meet the goals of effectivesafety and health protection. Training provided during orientation

addresses the health and safety re-sponsibilities of all personnel. It ismost effective when incorporated intoother training about performance re-quirements and job practices.

HAZARD ANALYSISEnsure that all workers under-stand the hazards to whichthey may be exposed and how

to prevent harm to themselves andothers from exposure to these hazards.Ensure workers accept and follow es-tablished health and safety protec-tions.To ensure supervisors carry out

their health and safety responsibilitieseffectively, ensure that they under-stand those responsibilities and thereasons for them, including analyzingthe work under their supervision toidentify unrecognized potential haz-ards and maintaining current physicalprotections in their work areas.Workplace hazard analysis involves

a variety of methods to identify notonly existing hazards, but also condi-tions and operations in which changesmight occur to create hazards. Beingunaware of a hazard which stems fromfailure to examine the worksite is asure sign that health and safety poli-cies and/or practices are ineffective.Effective management actively ana-lyzes the work and workplace to an-

�

�

�

Environment

ticipate and prevent injuries, illnessand incidents.Conduct inspections to ensure that

all hazards are identified. Ensurethat new or previously missed haz-ards and failures in hazard controlsare identified.Take advantage of worker insight

and experience in health and safety.Provide a method where worker con-cerns may be addressed, without fearof reprisal, to notify managementabout conditions that appear haz-ardous. Include a process for workersto receive timely and appropriate re-sponses and encourage workers to usethe system. Investigate accidents and “near

misses,” so that their causes and meansfor their prevention are identified. An-alyze injury and illness trends overtime, so that patterns with commoncauses can be identified and prevented.

HAZARD PREVENTIONHazard prevention and controlsare triggered by a determina-tion that a hazard or potential

hazard exists. Where feasible, hazardsare prevented by effective design ofthe work place. Where it may not be

possible to eliminate a potential haz-ard, the environment can be con-trolled to prevent unsafe exposure.Ensure that the elimination or controlof any identified hazard or potentialhazard is accomplished in a timelymanner. Ways to achieve this:• Engineering controlsProcedures for safe work or processes, which are understood and followed by all workers who may be exposed to that hazard;

• Corrective controlsUtilizing training, positivereinforcement, correction of unsafeperformance, and, if necessary,enforcement through a clearlycommunicated disciplinary system;

• Equipment controlsProvision of personal protective equipment;

• Administrative controlsReducing the duration of exposure;

• Equipment controlsRegular equipment maintenance,so that hazardous breakdown isprevented or limited;

• Planning and preparationPlan and prepare for emergencies and conduct training and drills as needed, so that the response of all

parties to emergencies will be“second nature.”In every workplace, there is a legal

responsibility to meet the health andsafety requirements set out in theOccupational Health and Safety Act.Employers can face consequences, in-cluding fines, time spent re-trainingworkers, increased premiums, etc., ifthey do not meet these requirements.It is also expected that organizationsimplement a functioning Internal Re-sponsibly System (IRS) to achieve ahealthy workplace.There are many factors that con-

tribute to successfully building andmaintaining a safe workplace, but byengaging the entire team in thisprocess, an organization can be suc-cessful in achieving this goal. ��


Elaine Wielink CNM. Cur-rently the nutrition managerof Edgewater Gardens andDirector of EnvironmentalServices and Health &Safety Coordinator. She is amember of CSNM, a RedSeal Chef and RegionalSafety Leader for Aramark Canada, Healthcare. • [email protected]

�

Better All Together™A look at Silver Group Purchasing and its winning business model

Silver Group Purchasing brings you an unmatched depthof experience and support in all organizational andservice areas as you cater to the complex needs of sen-

iors care. Together with our members and suppliers, we formthe Purchasing Partner Network. Through it, we share thecommon purpose of providing the right combinations ofproducts and services that contribute to a higher quality oflife for all residents. We are the only “Canadian” GPO exclu-sively focused on senior care products and services offeringa full circle solution program.SGP’s experience and expertise has been honed through a

network of more than 120 owned and managed homes aswell as home health services – the company is committed toproviding care to meet the needs of the growing seniors’population in Canada. As an owner operator for nearly 50years, Extendicare’s qualified and experienced staff has beenat the forefront of helping people live better through a com-mitment to quality care and service across Canada. Extendi-care’s mission is, “Helping People Live Better.” It not onlydrives interactions with patients, residents, staff, and part-ners, but underscores the company’s passion to elevate thequality of care and services in long-term care, home care andretirement living. At the heart of our company’s culture arethe four core values that guide the actions and decisions ofall staff everyday:

Courtesy in our interactions with everyone; Attitude bybeing positive in tone, body language and appearance; Re-sponsibility to residents, their families, each other and ourpartners; and Excellence in everything we do.With such an array of products, services and expertise, the

right solution is always close at hand through the Purchas-

ing Partner Network. SGP members can be confident that theyare always receiving the best quality and value. Everything,from food innovation and educational resources to clinicalmedical equipment and recreational programs, is availablethrough the network without delay. It’s the kind of single-source availability and best-in-class quality of which theright solutions are made.As a SGP member, you have priority access to the top prod-

ucts and services available. At the same time, you maintaincontrol over your purchasing requirements with no minimumsor specific dollar amounts. Members place orders directly withsuppliers and pay them directly with no third party involve-ment. As part of the network, our suppliers share your val-ues and priorities regarding resident care. We partner withsuppliers that offer trusted high-quality national brands.From SGP, members can count on the best in quality andvalue. All of our solutions are developed by our Purchasing Spe-

cialists to bring the right solution to your organization cater-ing to the diverse needs across the continuum of seniors carein Canada. “Our full line of contract options are designed andtested by industry and care experts and proven in our ownoperations. Our programs are developed through strong sup-plier relationships and recommendations based on success-ful use in the field from members of the Purchasing PartnerNetwork,” asserts company Senior Director, Jason Horne. Thiswide range of products and services is delivered by preferredsuppliers both nationally and regionally. You can expect employee training and involvement in

training sessions with suppliers. You’re invited to attend re-gional Education Days and trade shows, and to participate inregional Menu Innovation Days and Front Line Worker Work-shops. And, finally, the SGP monthly newsletter is distrib-uted to all members filled with industry news, trends, newproducts and stories from partners of the Network.As members of the SGP Purchasing Partner Network, we are

better all together. And it’s the best way to find the right so-lutions for residents. ��

CSNM CORPORATE MEMBER PROFILE



Culture changeinitiatives areimproving the

lives of individuals inlong-term care andhealthcare facilities.

Giving residents and patients morepower to choose what they eat, whenthey eat, and upgrading the calibre oftheir food are important steps in en-hancing customer satisfaction scoresand overall quality of life. Person-directed dining, also known

as resident-centered dining, is at theheart of the culture change move-ment, and gives individuals freedom ofchoice previously unknown in long-term care settings. Culture change alsomeans that professional chefs arebeing hired in health care to raise thebar on client meals and advance theoverall dining experience.The culture change taking place in

facilities across America means thatthe Association of Nutrition & Food-service Professionals (ANFP) must pro-vide resources to meet the educationneeds of its members.

LONG-TERM CULTURE CHANGEToday’s Baby Boomers (individualsborn between 1946 and 1964) bringunique challenges to healthcare sys-tems and institutions. Dining practice standards issued in

2011 gave the culture change move-ment momentum. These standardssupport individualized care and self-directed living as opposed to tradi-tional diagnosis-focused treatment.Twelve national clinical standard-set-

ting organizations agreed to the newdining standards, including ANFP.Since then, ANFP has been striving toequip members with the informationand resources they need to implementand operationalize culture change intheir foodservice organizations. Three years ago, ANFP published a

position paper, The Role of the Certi-fied Dietary Manager in Person-Di-rected Dining. Each year since, ANFPhas reinforced the message of culturechange. ANFP and its members ac-knowledge the importance of satisfy-ing the expectations of Baby Boomersand the younger generation who willbe tomorrow’s customers.

CULTURE CHANGE IN ANFPTechnology has completely changedhow we communicate. With smartphones, tablets and laptops, ANFP nowsends the majority of member com-munications electronically. Most members use the Internet to

find answers to their questions, soANFP made it a priority to update itswebsite. Members were surveyed tolearn what resources they wanted, andthe ANFP website was relaunched inthe summer of 2015. The goal is tokeep the site current and meet theevolving needs of users. One recentchange involves giving members morecontrol over their own information.Members now have the ability to up-date their personal data – such as ad-dress, e-mail, and CE (continuingeducation) reporting. By allowing Cer-tified Dietary Managers (CDMs) to self-report and track CE hours, they take

ownership of their certification.At ANFP, one of the most noticeable

changes seen is how members obtaincontinuing education. In past years,members relied heavily on their localdistrict or state chapter meetings forCE. Today, members are branching out,and many are obtaining their CE hoursthrough online courses and webinars.ANFP’s Education Department has

increased the number and variety ofonline courses in direct response tomember feedback. One of ANFP’s manygoals is to provide resources that pro-mote quality of care and professionalgrowth of its members. ANFP takespride in offering up-to-date informa-tion that members can use to improvethe quality of care to their clients.

CULTURE PUSHThis culture change mirrors the cul-ture change residents have come toexpect in health care. Baby Boomershave pushed for many of the changeswe are seeing in our long-term care fa-cilities. Trying to improve the every-day lives of these clients, the CertifiedDietary Manager is focusing on variousareas of service. One of the main areasof change involves the dining experi-ence. Many facilities have moved to-wards home-style dining. Client mealsare no longer served on cafeteriatrays. The smallest changes in the din-ing room can make the dining experi-ence more pleasant. Choice is one of the biggest changes

in long-term care facilities today. Pre-viously, clients were given a meal andif they didn’t care for it, the substi-

Culture ChangeWhat it means to members of the Association of Nutrition & Foodservice Professionals

By Paula Bradley, CDM, CFPP

ASK AN EXPERT


tute was typically no better. Today,multiple choices are offered allthrough the day. Even between-mealsnacks involve several choices. Havingthe ability to choose what they wantto eat increases resident satisfaction,food intake and overall health.

QUALITY OF LIFE IS THE FOCUSThe overall meal service is changinggreatly. The push to have higher qual-ity foods which a person would find ina high-end restaurant has created theneed for more qualified staff in long-term care facilities. We are starting tosee Certified Dietary Managers that arechefs. Many chefs are choosing towork in retirement/long-term care fa-cilities today for job satisfaction, moreregular hours, benefits, and other rea-sons. Sharing their knowledge of how

to spice up a meal for minimal cost isone of the most welcome changes weare seeing. Several ANFP state chap-ters are using chefs as presenters attheir meetings. Chefs educate ANFPmembers on new ways to use spices,plate presentation, proper knife skillsand other specialized topics. Our long-term care facilities have

gone to great lengths to improve thequality of life and care for clients.Likewise, change and growth is alwayson the minds of the ANFP board andits members.

CHANGE MEANS GROWTHTwo years ago, the ANFP board agreedthat a new vision and mission state-ment was needed to reflect the manychanges taking place and those yet tocome. ANFP adopted the following:

• Vision Statement – The Certified Di-etary Manager is the cornerstone ofthe collaborative dietetics profession;• Mission Statement – Position theCertified Dietary Manger as the expertin foodservice management and safety. With change comes growth, and

ANFP is changing and growing to meetthe needs of its members and theclients they serve. ��

Paula Bradley is currently employed at ProtectionValley Manor, a 50-bed long-term care facility, asthe dietary supervisor. She has been at PVM for 36years, the past 26 years as a Certified DietaryManager. Paula is a longtime volunteer for theANFP association and has served on state and na-tional boards.• [email protected]

ASK AN EXPERT


PSNMGUESTS STARTED ARRIVING IN THEevening of September 28, got reacquaintedwith old friends and made new friends atthe Meet and Greet held in Abbotsford B.C.to start off the PSNM’s 40th Anniversaryweekend. On Tuesday morning, after abuffet breakfast, Kathi Holt welcomedeveryone. Our first speaker, Linda Edgecombe, in-

spired us to Shift or Get Off the Pot. Sheencouraged us to look at ourselves and ourdaily lives to make even small changesthat will impact who we are and how wecan help ourselves and others.Alicia Mazari-Anderson spoke on GMOs

and left us questioning where our foodscome from and how does our food and theway it is produced affect our health andlives.Thank you to the virtual audience, who

joined us through the CSNM-sponsored we-bcast for both of these speakers. We hopeyou enjoyed them.After a light lunch, we boarded the bus

for a tour and wine tasting at SingletreeWinery then to Lepp’s Farm Store. At both,we learned about the operations, farmingpractices, marketing and promotion. Inthe evening, we gathered for cocktails, avery enjoyable meal and a toast fromShirley Ripley. After dinner Carol AnnShannon got us out of our seats andmoved us with Laughter Yoga.PSNM would like to thank the confer-

ence committee, members, sponsors,speakers and hotel staff. Most of all, PSNMthanks the people who had the vision tostart the PSNM 40 years ago. The passionlives on – see you in 10 years.

JANUARY 22, 2016The Value of Silence8:30 am to 12 noonVitae [email protected]

MARCH 8, 2016Sysco Calgary Food ExpoAll Things CulinaryCalgary, ABwww.sysco.ca

APRIL 29 – 30, 2016Food Matters ConferenceAlberta Health ServicesEdmonton, ABwww.albertahealthservices.ca

JUNE 15 – 17, 2016CSNM Annual Conference / AGMVancouver, B.C.www.csnm.caT

IME

LIN

E

INDUSTRY & CSNM NEWS

Making a DifferenceA Student’s Perspective By Lisa Nichols

The past two years have been life changing for me. Since I was about16, I have been involved in food service. One of my first part-time jobs

while attending high school was working in fast food and catering. Cus-tomer service was a great joy of mine at a very young age and that hascontinued through most of my work experiences. Healthy eating and nu-trition have always sparked an interest in my life. Knowing the impor-tance of good nutrition at an early age makes an immense difference inthe way our bodies age.Through the past three years, I have had the opportunity to be em-

ployed at two long-term care facilities as a dietary aide and environmentaide. This has been one of the best experiences of my life. Being able tohelp care for residents is one of the most fulfilling carer choices I havemade. We will all need care someday; to know that the needs of residentsare being met is a great reassurance to me.As a dietary aide, I found that mealtimes are important social experi-

ences for most residents. To provide nutritional, tasty meals that satisfyall residents can be a challenge in many long-term care homes. It takes ateam of knowledgeable, creative staff to deliver these great meal experi-ences with excellent customer service. I wanted to make a difference.Through my employer, I started the journey. Knowing that I was inter-

ested in food services, my employer mentioned the food service and nu-trition management course that was being offered through CHA Learning(now known as HealthcareCAN). The course outline had everything I waslooking for and more. Knowing that it would be extremely challenging togo back to school and carry a full-time job, I could not pass this by. Thiswas my chance to follow my heart and make a difference.When I started this journey, my heart raced, and I wondered if I could

achieve my goals. Having great teachers and mentors who were alwayssupportive helped to give me the confidence to succeed and to push whentimes were a bit tough.Thanks to this amazing course, I am now a certified food service and nu-

trition manager. It’s hard to believe that my goal is now reality. I am cur-rently in the role of dietary manager at a long-term care facility and I loveevery minute of it! I am making a difference!

Lisa Nichols is one of several winners of CSNM scholarships.


ASNMON DECEMBER 1, 2015, THE ASNM

board will be meeting to discuss thedirection ASNM would like to takeas a provincial chapter and lookfor ways to offer return on invest-ment (ROI) for our member-ship. We continue to engage ourmembership on what is importantto them as an ASNM member andwill continue to ask for feedbacksurrounding educational opportu-nities. The upcoming year will beexciting as we start to plan for our50th anniversary in 2018 and lookfor ways to attract new members toour growing organization.

OSNMON SEPTEMBER 23 – 25, OSNM HELD THEIR CONFERENCE and AGM Back to theFuture, Everything Old is New Again. It was a great two days of learning, networkingand laughter. A huge congratulations and thank you goes out to the committee forhosting such a great event!Wednesday night started off with a harvest dinner and facility tour of Durham Col-

lege Centre of Food. The produce was all grown at the campus and locally produced;the students cooked, served and organized the event. After dinner, we had a presen-tation from chef David Hawey on Integrating Field to Fork into Culinary Operations.Thursday was a half-day professional workshop on Dealing with Difficult People, fol-

lowed by a vendor showcase from all of our amazing suppliers. The afternoon was filledwith laughter as Mairlyn Smith, PHEc, presented on How to Live to 100 and Still Re-member your Name. Thursday evening was our Back to the Future Gala Dinner and en-tertainment.Friday morning we had presentations on social media and how to utilize it in the hos-

pitality industry by Leigh McEachran. Then, Bob Moulson spoke on how modest changescreate big savings in your kitchen. Finally, Marge Dempsey had an excellent presenta-tion, It’s Not Just About Nutrition: How to Maximize the Dining Experience for Personswith Dementia.

INDUSTRY & CSNM NEWS

An acute care setting is meant to be just that – acute.Short stay. Admission, treatment and discharge. How-

ever, with the ever-growing aging population who are un-able to return home and are waiting for long-term care andthe complex medical and surgical patients that comethrough, we know this is far from true. So, despite the mostversatile menu, you are bound to run into dissatisfied pa-tients as their stay stretches on and on.In my five years at Yarmouth Regional Hospital, a re-

gional health centre located in rural Nova Scotia, I havehad my share of patient complaints and consider myselfquite the menu wizard. Give me the pickiest eater and,along with my accommodating kitchen staff, I will find away to create a variety of meal options. However, it waswhen I really started looking at the patient population thatwas admitted to an acute care bed, awaiting long term careor rehabilitation (a wait list that can exceed 12 months)that I began to realize a menu of 30 entrées is only goingto get you, at most, two weeks of variety – and that’s ifyou like everything! Once a patient hits the six-week staymark, they have tried every item on the menu at leastthree times, likely more.

I began looking at the whole picture – I looked outsideof my acute care area. The Yarmouth Regional Hospitalfood service department is very versatile. In addition toacute care, it includes three long-term care areas and afull-service cafeteria that has a 4-week cyclic menu withdifferent items offered. To be specific – 45 additional mealentrées are offered in these areas, not to mentiondesserts. So, I asked if the facility is already offering beefpot pie, boiled dinner (a regional favourite) or a simplebowl of corn chowder to the LTC population, why can’t Ioffer it to my stable patient population who do not re-quire therapeutic diet restrictions any longer? Togetherwith the food service software co-ordinator, we addedthese items into the database and our (now) 75-entréemenu was ready to go.I can’t begin to share all the compliments I’ve received

when implementing this “Extended Stay” menu with pa-tients. My advice: look outside the area you work in. Yourkitchen may already be doing more that can easily improvethe quality of the patient stay in hospital.

Candice Phibbs is a dietetic technician at the Yarmouth Regional Hospital.

The Long-Stay Patient By Candice Phibbs


Social media has become a very powerfultool for social networking. Everyoneshould learn how to build a strong on-

line profile because not only is it used toconnect with others, it is used to brand your-self. While using social media, we need to

learn how to protect ourselves because, after all, our personalinformation is now online.

SHORT BUT SWEETBuilding an effective profile will help to captivate your audi-ence. One of the first ways to achieve that is writing a brief bioto introduce yourself. Think about your audience and what theymay want to know. List your academic and professional accom-plishments, then list your characteristics and interests. Reviewyour lists and pick out which content you would like to use foryour bio. Try to leave out as much irrelevant information asyou can. A brief introduction will result in more people read-ing it and a recent portrait photo of yourself will attract youraudience better than having an out of date, blurry photo.

LESS IS MOREThere are a variety of different platforms from which tochoose such as Facebook, Twitter, Instagram, Linkedin, Pin-terest, and Tumblr. It is not necessary to sign up for everyplatform because what matters most is who you want to so-cial network with and where they are mostly engaged online.

SETTINGS ARE YOUR BEST FRIENDTake some time and go through the privacy and security set-tings of each of these platforms to see who can view yourprofile or your content. When you visit some sites, you willnotice that a few users may have their profiles private – youcan’t find them at all – while others have limited profiles soyou can only see certain content. Security/privacy settingsare not just there to block individuals, they block strangersthat may be interested in your personal information.

BE AWARE OF WHAT YOU SHAREAlways use a strong password, never leave your social in-surance number online, never share your password(s) with

anyone, protect all banking information including creditcards and statements, avoid sharing your exact address,avoid sharing your whole birthday and your phone number,unless it’s a business number. This doesn’t mean you need tohide from social media. You simply need to always be awareand pay attention.

KNOW YOUR TONEWhat you post and share on social media may say a lot aboutyou. Remember that you are branding yourself; focus on howyou want to come across. Try to match your tone by gettingto know your members because you want to come across asgenuine as possible to them.

PUT THE SOCIAL IN SOCIAL NETWORKINGWhat are your interests and who inspires you? This is the funpart of social networking – it’s a way to find people or groupswho share the same interests. That way you build, collaborateand maintain relationships. Remember you’re not only on-line to lurk around, you want to socialize. Get involved indiscussions and participate in conversations. Don’t be afraidto ask questions or post your point of view.

SEARCH YOUR OWN NAMESearching your own name is important because it gives youa chance to see yourself as others may find you. Google your-self to understand what kind of information is available aboutyou, what shows up where or even to learn if someone mayhave the exact same name as you. Also, try searching yourfull name, nicknames and/or email addresses. You may findold accounts you don’t use anymore. Following this step willhelp you gain control of your virtual self. ��

Jessica Atan is a recent graduate from Food and Nutrition Management atGeorge Brown College. She is an active member of CSNM. She is currentlyworking at a kefir shoppe in Toronto where she teaches customers about fer-mented products, probiotics and food additives. Jessica has made it her missionto inform others about understanding what is in our foods.• [email protected]

Social Networking in Seven StepsWhen using social media, remember to take control of what information you reveal

By Jessica Atan

MANAGEMENT NOTEBOOK


À LA CARTE

DURE FOODSDure Foods is a Canadian family company, blending fine powders since 1978. Headquartered in Brant-ford, Ontario, we also have a production facility in Columbus, Ohio. In addition to our house brand, wespecialize in custom formulation and co-packing for private label. Our Lifestyle products include, but arenot limited to: proteins, electrolytes, meal supplements, BCAAs, and various functional infusions. DureFoods is BRC Certified, NHP Site-Licensed and Gluten Free. Visit www.durefoods.com.

LANGARA COLLEGEWant to take your diploma a step further and earn a degree? First learn the basics of food service man-agement and supervision through theory, food-service-based practicums and fieldwork in this 60-creditdiploma program that can be completed online. Graduates are prepared for management careers in thefood service industry, eligible for membership in provincial associations, or may apply to bridge into thirdyear of Langara’s BBA program, or programs at Royal Roads University. Visit www.langara.bc.ca formore info.

REUVEN INTERNATIONALReuven International is a 100% Canadian-owned and operated company. We are a supplier of globally-sourced, premium-quality poultry products, and have done so since 1977. Operating in every province,we supply innovative poultry solutions to the retail, foodservice, healthcare and manufacturing channels.We are committed to delivering delicious and nutritious quality poultry products that meet the dietaryneeds of our diverse Canadian population. For more information regarding the full line of Reuven prod-ucts visit our website at www.reuven.com or email [email protected].

FANSHAWE COLLEGE – FOOD & NUTRITION MANAGEMENTStudents are trained in kitchen operations, employee relations and nutrition, enabling them to managekitchens in the dynamic food service industry. Areas of study included nutrition sciences, menu planning,budgeting and institutional cooking. Graduates will be equipped to pursue careers as food service su-pervisor, nutrition managers and dietetic technicians in the health care and hospitality industries. Visitfanshawec.ca for more information.

ALIMENTS ED FOODSAliments ED Foods is a specialist in manufacturing soup bases, soup mixes, seasonings and gravy mixesfor the foodservice and processor market under the LUDA signature since 1951. Canada's foremost pri-vate label expert and top producer of gluten-free, vegetarian, sodium-reduced and other specialty prod-ucts, it has a gold-rated HACCP facility and is GFSI-recognized and SQF 2000-certified. Visit www.ed.ca.

BOW VALLEY COLLEGEAre you interested in becoming a supervisor in the food service industry? Take your career to newheights with Bow Valley College’s CSNM-accredited Nutrition Manager Certificate. This accessibleprogram is in an online, self-paced format. With the support of excellent instructors, learn basic nutri-tion, menu planning for clients with medical conditions, food service safety legislation and guidelines,and management of food service production, finances and human resources. For more information,visit www.bowvalleycollege.ca/nutrition.

COMPLETE PURCHASING SERVICESComplete Purchasing Services (an Aramark Company) is a leading supply chain solutions provider inCanada with a broad range of products and services for foodservice, facilities and operations, and nurs-ing and clinical. Other benefits of membership include access to operational tools and resources in-cluding web-based applications for procurement, inventory management and menu management, menusupport, theme meal planners, educational materials and workshops and a national client services team.For more information visit www.eCPS.ca.

TEAMCompetency 6.0 Human Resources Management

1. Which aspect does not affect team performance? A - EngagementB - EducationC - EnergyD - Exploration

2. Which stage of development is where conflictgets resolved?A - FormingB - StormingC - NormingD - Performing

3. What is the least valuable form of communication?A - TextingB - Face-to-faceC - PhoneD - Videoconferencing

4. What does a sociometer not measure?A - Frequency of interruptionsB - Body movementC - Vocal tone D - Heart rate

MENU OF CHANGECompetency 4.0 Clinical Nutrition

1. What factors affect our food choices?A - Nutrition, Cost, TasteB - Convenience, LifestyleC - Time, Internet AccessD - All of the above

2. How can you manage combination diets?A - You can’tB - Incorporate comfort foodsC - Don’t liberalize dietsD - Keep all unnecessary diet orders

3. Comfort foods are often characterized as…?A - Healthy foodsB - Warm and snugglyC - High carbohydrate, caloric and simple preparationD - Sweet foods

4. How can you incorporate comfort foods into a healthy diet?A - Modify a recipe to include healthier cooking methodsi.e. baking vs. deep fryingB - Modify a recipe to include lower fat ingredientsi.e. 1% or 2% milk vs. creamC - Manage portion sizesD - All of the above

CONTINUING EDUCATION QUIZ

YOUR NAME MEMBERSHIP NUMBER PHONE NUMBER DATE

COMPLETE THIS QUIZ ONLINE!GO ONLINE TO WWW.CSNM.CA • CLICK ON MEMBERS ONLY (UPPER RIGHT) • LOGIN - COMPLETE THE QUIZ

OR, CLIP AND SUBMIT THIS PAGE BY MAIL OR FAX TO:CSNM • 1370 DON MILLS ROAD, SUITE 300,

TORONTO, ON M3B 3N7TOLL FREE: 1-866-355-2766 • FAX: (416) 441-0591

Available in French on the CSNM website | Seront maintenant disponible sur le site web de la CSNM/SCGN

�

�Does the CSNM office have your e-mail address?

For more information,Contact Tracy Jones, Coordinator(519) 452-4430, ext. 4868 [email protected]

Food for ThoughtFood & Nutrition ManagementFULLY ACCREDITED BY THE CSNM

Pursue a career as a service manager in the dynamic, growing food serviceindustry. Areas of study include nutrition, food science, menu planning,maintenance, budgeting and human relations.

TRANSFORM YOUR COLLEGE DIPLOMA INTO A DEGREE!

Culinary Skills – Chef Training(1-year certificate)

Food & NutritionManagement Diploma

(1 year after Chef TrainingCertificate)

CSNM Accredited

Honours Specializationin Nutrition and

Dietetics Degree(Brescia College,

University of WesternOntario)

Registered DietitianInternship

CulinaryManagement Diploma

(1 year after Chef TrainingCertificate)

Fall 2015 - Amazon S3 › ... › fall2015_CSNM › FSNFall2015LO.pdf · 2015-12-02 · From...

Documents

Transcript of Fall 2015 - Amazon S3 › ... › fall2015_CSNM › FSNFall2015LO.pdf · 2015-12-02 · From...