Establishing a 24-Hour Hospital Cafeteria with Nutritious Food Options:
Enhancing Patient Care, Staff Efficiency, and Visitor Convenience
A Project Study Presented to
Mr. John Caezar L. Sabas, RN, RM, MSN, MMHoA, CHA, DipHLM, CHRA, FPCHA
Submitted in Partial Fulfillment of the Requirement in
NCMB419 Nursing Leadership and Management
Abigail Suzzette Cipriano
Carla Nicole Dairo
Dranreb Dela Cruz
Charlene Mae Isidro
Lolita Pranada
Rochel Salinas
BSN 4 BLK 4B, SY 2024 - 2025
TABLE OF CONTENTS
Profile of Nueva Ecija Doctors’ Hospital 1
Name and Hospital Background 1
Mission, Vision, and Core Values 2
The Administrators 3
The Support Staff 3
Number of Beneficiaries 3
Visual Presentation of Nueva Ecija Doctors’ Hospital 4
Building 4
Food Services 5
Healthcare Services 6
Facilities and Special Areas 6
Wards 7
Location of Nueva Ecija Doctors’ Hospital 8
Proposed Program for Nueva Ecija Doctors’ Hospital 9
The Project 9
Objective of the Project 9
The Project Background 9
Needs Assessment 9
Issues and Concerns that needed to be addressed 11
Proposed Plan of Action and Strategies to be undertaken 14
Suggestions and Recommendations 15
Future Plans to Sustain the Immersion Program 15
LIST OF FIGURES
Figure 1. Front facade of NEDH 4
Figure 2. Right side facade of NEDH 4
Figure 3. Emergency Room 5
Figure 4. Pharmacy 5
Figure 5. Outside of the canteen 5
Figure 6. Inside of the canteen 5
Figure 7. OR/DR/LR/RR Complex 6
Figure 8. NICU 6
Figure 9. ICU 6
Figure 10. Hemodialysis 6
Figure 11. Ancillary Services 6
Figure 12. Annex III - ESB II Ward 7
Figure 13. PICU and Blood Bank 7
Figure 14. Emerald and Amethyst Ward 7
Figure 15. Sapphire and Garnett Ward 8
Figure 16. NEDH Location 8
Historical Background
In the mid-1960s, Dr. Rodrigo Cuizon gathered 22 American-trained doctors to
practice their profession in Nueva Ecija. When Dr. Cuizon passed away in 1966, Dr.
Rolando Veneracion took over the leadership of the group and planned to establish
a private general hospital. The group purchased a 1.2-hectare lot in Brgy. Sumacab
Este, Cabanatuan City, Nueva Ecija, and met Don Eugenio S. Baltao, who assisted
them in financing the hospital.
In 1967, the construction of a two-story hospital building with a 75-bed
capacity began, with financial support from Mr. Baltao and a loan from the doctors’
Social Security System worth 750,000 pesos. After two years of construction, the
Nueva Ecija Doctors’ Hospital officially opened to the public on August 15, 1969. A
new corporation was organized with Don Eugenio Baltao as Chairman, Dr. Rolando
Veneracion as Vice Chairman and Medical Director, Mr. Celestino Roque as
administrator, and Mrs. Violeta Veneracion as Chief Nurse. The formal inauguration
took place on December 16, 1969. In a short time, the hospital earned the respect
and patronage of the local population, leading to the 1960s and early 1970s being
regarded as the beginning of the “Golden Age of Medicine” in Nueva Ecija and the
entire Central Luzon region.
In 1974, the Medical Staff Organization, led by Dr. Tranquilino Paez, played a
key role in the establishment of the hospital’s “Alay-Pag-ibig” Fund for indigent
patients, which was set up before the advent of PhilHealth benefits. In 1995, Don
Baltao passed away, and Mrs. Rocto Baltao succeeded him as Chairman. In 1999,
Dr. Veneracion retired as Medical Director of Nueva Ecija Doctors’ Hospital.
In 2004, PhilHealth recognized Nueva Ecija Doctors’ Hospital as the best
tertiary hospital in the province. As the years passed, the hospital continued to
innovate. In 2011, under the supervision of Dr. Alex Clemente Santarina as Medical
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Director, the Cardiopulmonary Unit was established and equipped with
state-of-the-art facilities. In 2019, the hospital further expanded by officially opening
its Outpatient Department to the public.
In the present time, the Nueva Ecija Doctors' Hospital (NEDH) has significantly
transformed from a humble medical facility to a well-established tertiary level
hospital with a 133-bed capacity. This progression marks an important milestone in
the region’s healthcare development, enabling the institution to better serve the
growing population of Nueva Ecija. The hospital’s growth reflects the larger trends in
healthcare expansion, the rising demand for quality medical services, and the
commitment to improving access to healthcare for the Filipino people.
Mission:
We are dedicated to provide, with compassion, the highest standards of
healthcare for the populace we serve.
Vision:
To be recognized leader in patient-centered healthcare in Central and
Northern Luzon.
Core Values:
With the intercession of our Divine Providence, Nueva Ecija Doctors’ Hospital
is guided by:
Nobility. We will do our job with dignity and to the best of our ability.
Empathy. In our dealings and interactions with our patients and co-workers,
we are considerate and understanding with their feelings and condition.
Dedication. Together, we provide selfless service for the ultimate satisfaction
of the people we serve.
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Heritage-Inspired. Inspired by legacy of our founders, we continue to nurture
their ideals and beliefs.
Integrity. We are guided by what is ethical, fair, and right. We bring respect,
openness, and honesty in the performance of our duties.
The Administrators
The Nueva Ecija Doctors’ Hospital is known for its commitment to providing
high-quality medical care and fostering a patient-centered environment and the
core of its success is a dedicated leadership team that works together to ensure the
hospital’s efficient services and to achieve the well-being of its patients. Under the
capable leadership of Dr. Alex Clemente Santarina as Medical Director, Ms. Clara
G. Hernandez as Hospital Administrator, and Mr. Pedro Panchito Aganan as Chief
Nurse, the Nueva Ecija Doctors’ Hospital continues to meet the growing healthcare
needs of the community.
The Support Staff
The support staff plays a key role in keeping the hospital running smoothly.
They handle tasks like administration, customer service, and technical support. By
helping both staff and patients, they ensure daily operations are efficient and help
the hospital reach its goals. The Nueva Ecija Doctors’ Hospital has 76 medical
physicians, 140 nursing staff, and 44 administrative staff.
Number of Beneficiaries
According to the 2020 Census, Cabanatuan City had a population of
327,325, making up 14.17% of the total population of Nueva Ecija province. Nueva
Ecija Doctors' Hospital is located in Sumacab Este, a municipality of Cabanatuan
City, which has a population of 4,517, or 1.38% of the city's total population. This
large number of residents is mainly served by Nueva Ecija Doctors' Hospital for their
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healthcare needs. However, people from nearby municipalities and cities also go on
NEDH for their services and patient centered care.
Visual Presentation of Nueva Ecija Doctors’ Hospital
Figure 1. Front facade of NEDH
Figure 2. Right side facade of NEDH
The Nueva Ecija Doctors’ Hospital includes old and new buildings, which
consist of different facilities and wards. With the increasing demand for
hospitalization, the hospital recently renovated some of their facilities, including their
side entrance.
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Figure 3. Emergency Room Figure 4. Pharmacy
The NEDH is a building with four (4) floors. The first floor consists of the
Emergency Room, Admitting Section, Pharmacy, PROCARE (Rehab), Dietary,
Ambulatory Surgical Clinic. Accounting Section, Cadaver Holding Area, Canteen,
Respiratory Unit, and Church.
Figure 5. Outside of the canteen figure 6. Inside of the canteen
The second floor consists of Ancillary Services, Business Office, Outpatient
Clinic, OR/DR/LR/RR/ Complex, NICU, ICU, and Hemodialysis.
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Figure 7. OR/DR/LR/RR Complex Figure 8. NICU
Figure 9. ICU Figure 10. Hemodialysis
Figure 11. Ancillary Services
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The third floor of NEDH consists of Annex III & ESB II, Emerald and Amethyst
ward, PICU and Blood Bank.
Figure 12. Annex III - ESB II Ward Figure 13. PICU and Blood Bank
Figure 14. Emerald and Amethyst Ward
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Figure 15. Sapphire and Garnett Ward
Fourth Floor of the hospital consists of Sapphire and Garnett Ward.
Location of Nueva Ecija Doctors’ Hospital
The Nueva Ecija Doctors’ Hospital is located along the Maharlika Highway,
Sumacab Este Cabanatuan City, Nueva Ecija Philippines. Behind the hospital is the
Our Lady of Fatima University Cabanatuan campus which was formerly known as
Nueva Ecija Doctor’s Colleges.
Figure 16. NEDH Location
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NEDH is a tertiary hospital that offers highly specialized equipment and
expertise to treat specific, complex health conditions. It is now a permanent
hallmark in medical care in Nueva Ecija and the Central Luzon Region
Proposed Program for Nueva Ecija Doctors’ Hospital
The Project :
"Establishing a 24-Hour Hospital Cafeteria with Nutritious Food Options: Enhancing
Patient Care, Staff Efficiency, and Visitor Convenience"
Objective of the Project:
This program aims to enhance patient satisfaction by offering healthier food
alternatives and ensuring comprehensive services, including 24-hour food
availability. Additionally, it seeks to improve employee especially nurses well-being
and productivity by providing convenient access to nutritious meals.
The Project Background:
Hospitals function continuously, delivering essential care to patients, assisting
healthcare workers, and welcoming visitors. A hospital cafeteria contributes
significantly to the well-being and comfort of patients, staff, and visitors. It is more
than simply a place to eat; it is an essential component of the hospital environment,
aiding in recovery, increasing energy levels, and improving everyone’s overall
satisfaction.
Needs Assessment
The cafeteria at the hospital currently has limited hours and is not offering the
nutritious food that patients, visitors, and healthcare staff need, which creates
significant difficulties for those who require healthy meals and snacks during
late-night or early-morning hours, especially in a private hospital where there are
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high expectations for comprehensive services. For this reason, we initiated this
program to provide 24-hour access to healthy meals, snacks, and refreshments not
just for patients but for everyone in the hospital, and we believe that having a
cafeteria open around-the-clock is going to make their life easier by eliminating the
need for additional food preparation at home especially for nurses, their time and
effort in preparing their food could instead be dedicated to their patients, and that
will eventually improve their capacity to provide patients with high-quality care.
Additionally, guests will not have to rely on fast food, which is something that
hospitals need to encourage.
Additionally student nurses understand how challenging it can be to maintain
a healthy diet during clinical nights. Often, they resorted to ordering expensive and
unhealthy food during overnight shifts at hospitals without a 24-hour cafeteria. This
struggle is likely shared by many staff members, further emphasizing the need for
accessible, nutritious food options. We believe that as a hospital there should be
more healthy foods than unhealthy ones.
There are currently three stalls open in the cafeteria, offering cooked meals
and a lot of unhealthy food like sodas, junk food etc. However, they usually operate
only from 7 AM to 7 PM since they are not open 24 hours as a result, the night shift
and graveyard staff often have to buy food outside. Even patient relatives face the
same issue—sometimes there's only one person watching over the patient, so the
patient ends up being left alone when their relative goes out to buy food and drinks.
This situation adds extra responsibility to the nurses, as they need to keep a closer
eye on the patient during those times.
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Issues and Concerns that Needed to be Addressed :
Areas of improvement
Extending cafeteria hours to operate 24/7, while ensuring Healthy food availability
at all times.
Definition of the identified problem and Potential solutions
root cause
There’s no one selling at night because Assigning one stall owner or more to
all three vendors or stall owners work in cover the night shift from 7 PM to 7 AM.
the morning from 7am to 7pm only. This way, the cafeteria remains open
and available during late-night and
early-morning hours, addressing the
needs of staff, patients, and visitors
without overburdening the day shift
vendors.
Limited availability of healthy food Since there is now a 24 hours operating
options forces reliance on fast food or cafeteria we just need to introduce a
unhealthy snacks.especially nurses on diverse menu with an emphasis on
nightship and graveyard duty nutritious meals, snacks, and beverages
tailored to health-conscious consumer
by removing some unhealthy snack and
replacing a healthy one
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Healthy food options, even when Provide affordable meal plans or
available, might be priced higher, discounts for staff and patients to
discouraging regular purchases. encourage cafeteria use and save their
time and energy. Provide a system
where they just provide information that
they are staff there or they are currently
admitted their and then they will get
discount
Hospitals should set an example in Partner with dietitians to create meal
promoting healthy eating habits, but plans and brand the cafeteria as a hub
limited options undermine this goal. for wellness.
Put some posters from DOH in the
cafeteria about healthy eating and
their benefits to our body or posters
about the bad effects of eating junk
food.
Increased cafeteria hours and menu
Implement efficient inventory and
options might lead to food waste
waste management systems, such as
using coded trash bins and offering
leftover food to charity programs or
animal shelters.
Since the cafeteria is located next to
Clearly designate the chapel as a
the hospital chapel, its operations
"Quiet Zone" and place signs reminding
during the night might disturb people
cafeteria staff and patrons to keep
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who are praying or seeking quiet time. noise levels low, especially during night
hours
Success measure
Improved Staff Productivity: Nurses and staff will have more time and energy to
focus on patient care without worrying about meal preparation.
Enhanced Patient and Guest Experience: Providing accessible, healthy food
improves satisfaction and aligns with the hospital's image.
Better Health Outcomes: Access to nutritious meals can promote overall health
and recovery for patients and reduce stress for staff and guests.
Hospital Reputation: A 24-hour cafeteria with a health-focused menu can be a
unique selling point for private hospitals striving to meet high service expectations.
Additional Income for Hospital: Vendors who operate 24/7 will need to pay an
extended operating fee to compensate the hospital for increased utility usage
(electricity, water, etc.) and administrative support during nighttime hours.
Task owner
Vendors stall owner of the cafeteria to plan their shifting to facilitate a 24/7
cafeteria operating hours
Head of the dietary to make a healthy meal plan option throughout the day
Some staff to facilitate the waste management and proper waste disposal
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Timeline
2nd week of january : This program will start with a meeting with the cafeteria
vendors to discuss their shift preferences, including whether they would prefer
alternating shifts or changing shifts every week
3rd week of january: This marks the actual start of the proposed program's
operations
Onwards: Continue the operation of the 24-hour cafeteria while monitoring and
evaluating the effectiveness of the delivery service and addressing any emerging
issues
Proposed Plan of Action and Strategies:
Step 1: Consultation with the hospital administration and other relevant
departments and presentation of the given proposal for 24/7 cafeteria operations,
highlighting the potential benefits of it to the staff specially nurses, patients and
visitors and coordinating with stall owners about the assigning of the night shift
vendors and discussing the benefits of it for them and especially for the patient.
Step 2: Apply for license and permits or any legal permits or health certifications
required for 24-hour food service.
Step 4: Develop a menu with healthy food options by partnering with dietitians to
create meal plans and brand the cafeteria.
Step 7: Monitor performance and gather feedback by continuously monitoring the
cafeteria’s performance, including food quality, customer satisfaction, and
operational efficiency. Collect feedback through surveys, staff observations, or
digital reviews to identify areas for improvement.
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Step 8: Waste management and monitoring by assigning some staff to monitor the
segregation that is happening in the cafeteria especially that there are additional
operating hours.
Suggestion and Recommendations:
Since the cafeteria is small and can easily be crowded at lunch time or at
busy hours, the implementation of a cafeteria delivery service allows hospital staff,
patients, and visitors to order meals and have them delivered to their location within
the hospital. By making their own food delivery apps or adding food delivery options
on their website, the hospital’s staff, patients, and relatives can easily access and
can just order there and the food will be delivered without going to the actual
cafeteria, where they can still enjoy healthy foods provided by the cafeteria when
they are busy. With just an extra fee on the delivery, this will be beneficial for both
the cafeteria vendors staff and specially for the patients. Lastly, since the hospital
vendors need to pay extra for operating at night, hospitals can lower their rent
during nighttime hours or make it free to encourage them to offer discounted prices
for hospital staff, patients and visitors.
Future Plans to Sustain the Immersion Program
● Evaluate and Improve Operations Regularly
Action: Review how the cafeteria is running often, look at feedback, and
check financial performance to find ways to improve.
Goal: Make sure the cafeteria stays efficient, affordable, and meets the
hospital's needs by adjusting to changes and adding new ideas over time.
● Nutritional Quality Enhancement:
Action: Check and update the menu to make sure meals are healthy, full of
important nutrients, and help with recovery and immune health (e.g., rich in
vitamins, antioxidants, and protein).
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Goal: Improve the quality of meals by collaborating with dietitians to ensure
that 90% of meals meet high standards and cater to the needs of patients by
the end of the year.
● Health and Safety Compliance
Action: Follow strict hygiene practices in food preparation, storage, and
handling when serving food to customers.
Action: Do regular checks to make sure safety guidelines are being followed.
Action: Set up daily cleaning schedules and regular inspections to keep the
canteen clean.
Goal: Maintain high health and safety standards in the food service area by
following hygiene practices, doing regular checks, and keeping the canteen
consistently clean.
● Staffs, Patients and Visitors Satisfaction with Meals:
Action: Set up regular ways to get feedback from everyone (like surveys,
taste tests, and interviews) to understand how they feel about the food,
focusing on taste, variety, and how well it meets their dietary needs and
satisfaction.
Goal: Increase patient satisfaction with meal quality and dietary needs by
25% over the next 12 months. Improve overall satisfaction of staff ensuring
better work outcomes.
● Staff Training on Nutrition and Special Diets:
Action: Train food service staff, nurses, and dietitians on how to meet the
nutritional needs of patients with specific health conditions and dietary
restrictions.
Goal: Make sure all relevant staff are trained on special diets and nutrition
best practices within 6 months.
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