MENU DEVELOPMENT

1. MENU DEVELOPMENT An inherent appreciation of good food, a lack of prejudice, a flair for planning based on creativity and imagination, and the ability to merchandise food attractively are traits that aid the menu planner. If one person is responsible for menu planning, it is helpful to get input from purchasing, production and service personnel. Many foodservices assign the menu planning responsibility to a team rather than to an individual a practice that is especially appropriate for a multiple-unit foodservice.

2. Input from the actual and potential customers through marketing research, food preference studies, test marketing and participation on food or menu committees can be of assistance. The planner should be alert to new products and to trends to consumer preferences and also be aware of menu items that are offered successfully by the competition, whether it is a nonprofit or commercial situation. Menu planning should be ongoing, current, and flexible enough to respond to changing conditions.

3. TIMETABLE FOR PLANNING, DEVELOPMENT & IMPLMENTATION : How far in advance of actual production and service should menus be planned ? The answer depends greatly on the type of menu used, the extent of selections offered, and the size and complexity of the foodservice system. For example, a single-use menu for a holiday meal in a restaurant may require as little as a week of planning time, assuming the recipes are tested and standardized. A selective, cycle menu with several selections and never-before-used items for a large hospital can take several months of advanced planning to ensure proper implementation.

4. STEPS IN MENU DEVELOPMENT : A suggested step-by-step procedure for planning menus follows.

5. Entrees : Plan the meats and other entries (i.e. Center of the plate) for the entire period or cycle because entrees are generally the most expensive items on the menu. Costs can be controlled to a great extent through careful planning by balancing the frequency of high-cost versus low-cost entrees. If the menu pattern provides entrée choices, it is recommended that the selection include at least one vegetarian option.

6. Soups and sandwiches : If a soup and sandwich combination is to be an entrée choice, it should be planned with the other entrees. In a cafeteria, a variety of sandwiches may be offered, and these may not change from day to day. If more than one soup is included, one should be a cream or hearty soup and one a lighter, stock-based soup.

7. 3)Vegetables and “sides” : Decide on the vegetables and side dishes appropriate to complement the entrees. Potatoes, rice, pasta or other grains may be included as one choice. On a selective menu, pair a less popular vegetable with one that is well accepted. 4)Salads : Select salads that are compatible with the entrees and vegetables. If a protein-type salad, such as chicken, tuna or deviled egg is planned as an entrée choice, it should be coordinated with the other entrée selections. If only one salad is offered, choose one that complements or is a contrast in texture to the other menu items.

8. 5)Desserts : For nonselective menus plan a light dessert with a hearty meal and a richer dessert when the rest of the meal is not too filling. On a selective menu the number of choices may be limited to two or three plus a daily offering of fruit, ice cream or sherbet and yoghurt. For a commercial cafeteria, the dessert selection may be quite extensive and include a two-crust pie, a cream pie, cake or cookies, pudding, fruit, ice cream or sherbet and gelatin dessert.

9. 6)Garnishes :To maximum plate appearance, it is recommended that a planned garnish be considered for each meal. The garnishes should be part of the master menu or a separate cycle. The planned garnishes eliminate last-minute decision-making and allow adequate time to ensure that proper ingredients are available to assemble garnishes for each meal. Menu planning books and trade publications are excellent resources for garnish ideas.

10. 7)Breads :vary the kinds of breads offered or provide a choice of white or whole-grain bread and a hot bread. Many foodservices use homemade breads as one of their specialties. Vary the shape and ingredients of bread selections to maximize variety. • Breakfast items : Certain breakfast foods are standard and generally include fruit juices, hot and cold cereals, and toast. It is customary to offer eggs in some form and to introduce variety through the addition of other entrees, hot breads and fresh fruits.

11. 8)Beverages : A choice of beverages that includes coffee, tea and a variety of milk is offered in most foodservices. Decaffeinated coffee and tea are generally provided and soft drinks and a variety of juices also may be included. Some hospitals offer wine selections to their parents when approved by the attending physician.

12. MENU EVALUATION : Menu evaluation is an important part of menu planning and should be an ongoing process. The menu as planned should be reviewed prior to its use and again after it has been served. A foodservice manager can best evaluate menus by looking at the entire planned menu and responding to the following questions. The use of a checklist helps to make certain that all factors of good menu planning have been met.

13. CHECKLIST FOR MENU EVALUATION : • Does the menu meet nutritional guidelines and organizational objectives? • Are the in-season foods that are offered available and within an acceptable price range ? • Do foods on each menu offer contrasts of colour? texture? Flavour ? Consistency? Shape or form? Type of preparation? Temperature? • Can these foods be prepared with the personnel and equipment available? • Are the workloads balanced for personnel & equipment? • Is any one food item or flavour repeated too frequently during this menu period ? • Are the meals made attractive with suitable garnishes and accompaniments ? 8) Do the combination make a pleasing whole, and will they be acceptable to the clientele ?

14. WRITING MENUES FOR MODIFIED DIETS In many foodservice operations, especially those affiliated with health care, the foodservice department is responsible for ensuring that physician-ordered diets are provided accurately. A qualified dietetics professional, such as a registered dietitian or dietetic technician, works with the foodservice manager to implement these special menus.

15. Modified menu extensions are an excellent management tool for monitoring this responsibility. The modified menu extensions are generated from the master menu and a diet manual that defines the modified diets for a particular facility. Many dietetic associations and hospitals have written diet manuals that are available for sale. It is important to select a diet manual that best represents the diets needed in a given situation. For example a manual developed for a hospital may not be the best choice for a long-term care facility.

16. Once diets are defined, the foodservice administrator should meet with a dietetics professional knowledgeable in modified diets and develop the menu extensions. A menu extension should be planned for each day. The extended portion of the menu illustrates how the modified diet, as defined in the manual, can be adapted from the master.

17. Extended menus have several advantages. These menus serve as a tool for menu analysis to ensure that modified diets are prepared and served according to physicians written diet orders. • The extensions also serve as a reference for the foodservice employees so that can be certain that diets are prepared and served accurately. • Finally, the extensions are a useful purchasing tool, clearly identifying the need for special dietary foods (i.e. low-sodium items).

18. MENUS AS DOCUMENTS : Printed master menus for both general and modified diets are excellent documents for department evaluation and budget planning functions. Any menu changes made should be noted on the master menu for future evaluation. Master menus are sometimes signed and dated by the person responsible for menu content.