Researchers have long argued that mealtimes should be more than a food service function. Best practice recommendations consistently call for person-centered dining environments that promote choice, independence, social engagement, and quality of life.
The challenge has never been knowing what to do but has been figuring out whether it can actually be done in a real-world care setting where budgets are limited; administrators are busy, and direct care professionals are stretched to capacity.
A recent study explored the implementation of the Making the Most of Mealtimes (M3) model in a residential aged care community and found that meaningful change was not only possible but also produced measurable improvements for residents and staff.
The Research
The M3 model is a multidisciplinary approach to dining that recognizes mealtimes as an important part of care and quality of life.
The organization built on existing practices by adding structural changes to dining services and additional training for staff.
- Creating more home-like dining environments
- Increasing opportunities for resident choice and independence
- Introducing new recipes and fresh ingredients
- Training staff across disciplines in person-centered dining practices
- Encouraging collaboration between dietary, nursing, care, and leadership teams
- Embedding mealtime practices into daily operations and organizational culture
Importantly, this study wasn’t testing whether person-centered dining is a good idea. Previous research has already proven that it is.
Instead, this study examined whether a comprehensive M3 approach could actually be implemented in practice and how to do so.
Research Findings
The results of this study were extremely encouraging!
Residents reported improvements in meal quality and overall dining experiences. Dining environments became calmer and more welcoming, staff-resident interactions improved, and residents experienced greater opportunities for choice and independence.
One finding that stood out was the role of staff education and engagement. Staff described training as a key factor in helping them understand the purpose behind the changes and apply them consistently in daily practice.
The researchers concluded that successful implementation depended not only on environmental changes, but also on leadership support, communication, staff training, and organizational commitment.
Why Does This Matter for Kansas Providers?
Many aging services organizations are working to improve resident satisfaction, quality of life, and person-centered care while navigating workforce challenges and limited resources.
What makes this study valuable is that it moves beyond abstract theoretical ideas and provides actionable implementation.
Rather than asking what ideal dining practices should look like, the researchers demonstrated that meaningful change can be implemented in an operational setting. The findings suggest that improving resident experience is not solely dependent on adding resources, but on how organizations align staff, environments, and daily practices around a shared goal.
While the study focused on dining, the broader lesson may resonate across aging services: evidence-based practices are most effective when implementation and training receive the same attention as the intervention itself.
What Can You Do?
Implementing an entire dining model may feel overwhelming, and for some organizations it may not be realistic in the short term.
The encouraging news is that researchers emphasize that organizations do not have to do everything at once.
Even small changes can move practice in a more person-centered direction.
Consider:
- Increasing opportunities for resident choice during meals
- Evaluating whether dining spaces feel welcoming and home-like
- Providing staff education on person-centered mealtime practices
- Creating opportunities for collaboration between dietary and care teams
- Identifying one aspect of the dining experience that could be improved this year
Evidence-based practice doesn’t always begin with large-scale transformation. Sometimes it begins with one intentional change.
