Based on the given case study, perpare a formal memo to CEO of the faciltiy highlighting the current situtation $,$ what will be the possible concerns and recommendations. The C$.$H$.$A$.$ Nursing home is a $150$ bed facility located in Ottawa, Ontario. It was built in $2010$ anc

historically has always operated at $100\%$ capacity on average. Given the aging population and the

lack of nursing home $b?$ds in the area, the home is projecting it will stay at $100\%$ capacity for at least

the next few years. You have recently been hired as the food service manager. The previous manager

recently retired. In the last year, the manager became very complacent which has resulted in many

financial concerns in the food service department. You have been asked by the C$.$E$\mathrm{.}0.$ to review the

current information and answer the $7$ parts of Question $1,$ in point form. He would also like you to

prepare a formal memo that he can share with the board highlighting the current situation of the

department, what your concerns are and your suggested action plan.

To accomplish this you have found the attached documents which you hope will help you on this

project. You have also discovered the following information:

The head cook has been at the facility for $25$ years. She doesn't like to be told what to do and

does not use production sheets. She states, "I have been here for $25$ years I know what they

like and how much to make". However, you notice a lot of leftovers in the fridges and

freezers.

The union is in the process of negotiating a new collective agreement which will start at the

beginning of next year. You ask the Human Resources manager what she thinks the increase

is going to be and she is fairly comfortable that she can get an agreement at $2\mathrm{.}5\%.$ Whatever

increase is accepted will also be the increase for non$-$union employees including

management.

You have discovered that there are $2$ employees currently on long term sick leave. One of

them, accounting for half of the sick cost this year, is retiring at the end of the year.

Surprisingly there has been no other use of sick time this year, only these two employees.

Your suppliers are projecting a $2\%$ increase in paper and chemical costs next year.

The facility operates on a $13$ period system with each period being $4$ weeks.

After reviewing the staffing situation you notice there is a master schedule, but it is not being

followed. On several days you have noticed employees scheduled in excess of the master

schedule. You also could not find any job routines for the employees to follow.

The Ministry of Health announced a $3\%$ increase in funded food costs next year.