Lunch Lessons LLC BVSD Nutritionbvsd.org/schoolfoodproject/Documents/Final_Study... · 2013 E. Front Street Traverse City, ... Final Report ‒ October 28, 2008 . 2 BVSD Nutrition

Contact Information

Ann Cooper に 631-697-0844 に annlunchlessonsorg 537 46th St

Oakland CA 94609

Beth Collins に 231-633-0958 に bethlocalplatescom 2013 E Front Street

Traverse City MI 49686

Lunch Lessons LLC

BVSD Nutrition

Services Feasibility

Study Final Report Ȃ October 28 2008

2 BVSD Nutrition Services Feasibility Study に Lunch Lessons LLC - October 2008

Table of Contents

THﾉW ﾗa FｷｪヴWゲぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐくくン

Introductionぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐヵ

The Plan に Year Oneぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく6-15

The Plan に Years Two and Threeぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐくヱヵ-17

ConclusionぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐくくヱΑ

AppenSｷぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく18

1 Proposed BudgetぐぐぐぐぐぐぐぐぐぐぐぐぐAデデIｴﾏWﾐデ

2 Site Improvement OverviewぐぐぐぐぐぐくAデデIｴﾏWﾐデ

3 Progress Report OneぐぐぐぐぐぐぐぐぐぐくくヱΓ-31

4 Progress Report Twoぐぐぐぐぐぐぐぐぐぐくくンヲ-43

List of Documents on File at Business Services Officeぐぐぐぐぐぐぐぐぐぐぐぐく44


Table of Figures

Figure 1ぐぐぐぐぐぐくBear Creek Elementary Gardenぐぐぐぐぐぐぐぐぐぐぐぐぐくく4

Figure 2ぐぐぐぐぐぐくCreekside Elementary Harvest Barぐぐぐぐぐぐぐぐぐぐぐく5

Figure 3ぐぐぐぐぐぐくCurrent Organizational Structureぐぐぐぐぐぐぐぐぐぐぐぐ7

Figure 4ぐぐぐぐぐぐくくProposed Organizational Structureぐぐぐぐぐぐぐぐぐぐぐく9

Figure 5ぐぐぐぐぐぐくくFood Cost Cﾗﾏヮヴｷゲﾗﾐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく10

Figure 6ぐぐぐぐぐぐくくCurrent MLPH Modelぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐ11

Figure 7ぐぐぐぐぐぐくProposed MLPH Modelぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく11

Figure 8ぐぐぐぐぐぐくWhittier Elementary Satellite Siteぐぐぐぐぐぐぐぐぐぐぐぐく11

Figure 9ぐぐぐぐぐぐくExamples BVSD Offeringsぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐ13

Figure 10ぐぐぐぐぐくScratch Middle School Meal CAぐぐぐぐぐぐぐぐぐぐぐぐぐ13

Figure 11ぐぐぐぐぐくScratch Elementary Meal MIぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく13

Figure 12ぐぐぐぐぐくRecipe for Success Staff Trainingぐぐぐぐぐぐぐぐぐぐぐぐぐ15


Figure 1 Garden at Bear Creek Elementary


Introduction

さIa ﾗヴW ｴデﾗ WデがデｴWﾐ Iげﾏ aゲデが IｴWヮﾐS Wゲくざ

When Alice Waters of Chez Panisse fame ゲデｴデﾉｷﾐW ﾗﾐ HﾏヮWヴゲデｷIﾆWヴがゲｴW ﾗﾐSWヴWSがさIゲデｴｷゲヴWﾉﾉｴデ W ﾐデデｴW SWゲデｷﾐﾗa ﾗヴﾐデｷﾗﾐデﾗ HWいざ

Why did BVSD decide to take a look at its Nutrition Services practices at this particular point in time

School districts are at a confluence in our nationげゲ SWHデW HﾗデデｴW ゲデデW ﾗa ﾗヴ childrenげゲｴWﾉデｴﾐS the districtげs role as the incubator for change CｴｷﾉSヴWﾐげゲ health or lack thereof is deemed a hot topic

along with their math and reading skills It is no longer assumed that our children will live long healthy

and productive lives School nutrition is now seen as an avenue of opportunity to push back the wave of

obesity type 2 Diabetes and high blood pressure that threaten our future communities Schools are

also the location of a key social justice pivot point where those with the fewest resources are most

reliant on the institutional system many of us with more resources take for granted

The quest to offer an equitable education includes another basic need of human civilization に food In

デｴW BﾗﾉSWヴゲIｴﾗﾗﾉゲデｴW ｷﾐWケｷデﾗa デｴW さゲﾐIﾆﾉｷﾐWざ aﾗヴIWS ﾐﾗWヴｴﾉデﾗｴデｷゲﾆﾐﾗﾐゲさHﾉWﾐSWS WﾐデヴざｷﾐデｴW IaWデWヴｷﾉｷﾐWが HデデｴW WデｴｷIゲﾗa ﾐデヴｷデｷﾗﾐﾐS ｴWﾉデｴヴW ゲデｷﾉﾉﾗWヴIﾗﾏW H デｴW WIﾗﾐﾗﾏｷIゲﾗa the lunchroom those with more monW ｷﾐデｴWｷヴヮﾗIﾆWデゲﾐS aﾗIゲﾗﾐさHヴﾐSingざデhat belies the better

intention of Nutrition Services

Schools are where our children spend two thirds of their day They learn many things and create and

practice many habits The habit of grabbing and going versus food flavors and dining is a practice BVSD

is reexamining Food touches every one of us and is often the single common experience that can bring

people together at a table に not to share a bag of Hot Cheetos and a Gatorade but real whole foods -

food with a place a face and traditions This is a goal that is not beyond the reach of the Boulder Valley

School District

Figure 2 Harvest Bar at Creeekside Elementary


The Plan - Year One Departmental Reorganization

Step One Wellness Policy ʹ Mission Vision Commitment Implementation Critical to the success of any project the parameters of the vision act as a guide to the daily practices In

2006 like all districts receiving federal funds Boulder put in place a wellness policy The policy in

Boulder is well intentioned but does not have enough specifics to really define how practices in the

district will change respond or evaluate progress toward the goals laid out in the policy 1

As a first step prior to changes the district decides to make as a result of this study revisiting all policies

related to wellness and food is imperative Defining the broad brushstrokes of current policy with

clearer finite goals as they relate to nutrition instruction and physical activity will assist and inspire

change2 Coming together as a community to define a more unified vision will help launch the education

needed to garner support not only for the policy but for the practices needed to enact it

Step Two Organizational Chart ʹ Redefining Departmental Structure as a Path to Change Current Organization

Aゲ SｷゲデヴｷIデﾗa ヲΒがヰヰヰゲデSWﾐデゲ IﾗWヴｷﾐｪ Α ﾏﾐｷIｷヮﾉｷデｷWゲｷデｴｷﾐ WヴﾉヴｪW ｪWﾗｪヴヮｴｷI ヴW BﾗﾉSWヴげゲ NSD has carried an organizational structure (fig 3) utilizing a site based management model overseen

from the district main office Direct supervision of the 22 production site managers and the NSD staff of

150 is limited as the office based team of five including one year round employee are busy managing a

$6 million dollar fund

Opportunities for growth in participation improvement in the ingredients quality of preparation and

service is extremely limited with a departmental structure that lacks enough support at the top as well

as enough managerial tools and skill sets to build momentum in a department which touches every child

in the district

1 Wellness Policy and Healthy Activities Guideline httpbvsdorgpoliciesPoliciesADFpdf

Healthy Food Choices httpbvsdorgpoliciespoliciesEFA-Rpdf

Healthy Food Guidelines httpbvsdorgpoliciespoliciesEFA-Rpdf 2 Center for Ecoliteracy Model Wellness Policy Guide httpwwwecoliteracyorgprogramswellness_policyhtml

and on file at Business Services Office


Current Organizational Structure

Figure 3 Current Organizational Structure

Proposed Organization

Within the proposed organizational structure (fig 4) the key elements that will create enough support

and accountability to enact growth are

Year Round Staff

Increasing year round administrative team members to seven including the director assistant

director executive chef procurement manager procurement assistant and two office staff will

create a seamless department capable of planning for and capitalizing on future growth in meal

participation and year round services

Job Descriptions and Categories of Responsibility

IﾐヴWﾗヴｪﾐｷｷﾐｪ SWヮヴデﾏWﾐデﾉゲデヴIデヴW ｷデげゲﾐWIWゲゲヴデﾗヴWｷゲｷデデｴW ゲﾆｷﾉﾉゲﾐWWSWS デﾗﾗヮWヴデW デｴW SWヮヴデﾏWﾐデく TｴｷゲヴWヮﾗヴデげゲﾏﾗSWﾉｷゲﾐamelessfaceless organizational plan which asks that the

district view its goals through the lens of system implementation first and then consider the skill

sets it has at hand to populate this view

Procurement

In looking toward a central kitchen model bringing procurement receiving inventory

management and transportation under the oversight of the NSD with the appropriate skill sets is

the most efficient way to maintain accountability and transparency within the system The

current system which carries a combination of independent ordering overlaid with some system

wide ordering inherently has many opportunities for loss Implementing true perpetual

CFO

NS

Director

Sup ervisor

Training

Sup ervisor

HR

Sup ervisor

Menu

Office

Purch as ing

Office Famp

R

8

Produ ction

Sites

6

Produ ction

Sites

8

Produ ction

Sites

11 Satillite

Sites

10 Satillite

Sites

2 Satillite

Sites

W areho useAccoun ting


inventory will bring accountability and cost controls to the department that are essential as it

moves to a more complex model of food service Procurement in a model emphasizing

regionally based foods requires building many new relationships and creative distribution

models to optimize the creation of a true local procurement system

Field Supervision

The current model has supervisors covering so many office based duties that their field

supervision in some cases becomes secondary Supervisors subbing on sites have been

commonplace until this year Concurrently the productionsatellite sites are also at a loss to

combine their on-site management with oversight of their satellite kitchens

In the regional and central kitchen model where the type and style of service will change so

dramatically field supervision is the key to maintaining consistency of product and services

through a time of change During the regional kitchen phase the field supervisors will be housed

out in the district and be able to respond to issues both in the kitchens and to the schoolゲげ needs

while maintaining a direct link of communication with the main office

Reporting Structure and Accounting Link

This model requires the NS Director to have a direct report to the CFO and a communication link

with the Superintendent The far reaching impact of this department and the potential

opportunity it has creating equitable nutrition services district wide requires a clear unfettered

line of communication

The Accounting Department has been assisting the NSD to understand their budget model The

study team recommends this valuable accounting specific position not be moved directly into

the NSD but remain as a liaison position housed in the Business Services Department with a

direct report to the NS Director and the CFO


Proposed Organizational Structure

Figure 4 Proposed Organizational Structure

Step Three Budget Model Development3

Operational Cost Support ʹ Expenses and Revenues

In program change of this scale operational support is critical to building the system needed to

create a sustainable model which will meet the goals of the district At current levels district

wide participation in the school meal program is at 26 To change this paradigm of mediocre

participation and poor quality meals the percentages in the budget will swing over a 3 to 4 year

period until the finalized system is up and running for at least a year Critical to sustainable

change is staff training The budget will carry a higher percentage annually for training in the

first three years Exploring the cost of school meals in Boulder Valley is important because

though BVSD raised meal prices for 2008-2009 they have not raised the quality of the actual

ingredients

3 Proposed 09-10 Budget with Comparison - Electronic Attachment to Report

Communication LinkCFO

Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll


In the implementation of a meal program based on whole foods the weight of responsibility

shifts from offering as many items as the さmini-martゲざ at the Middle or High Schools can handle

to simply preparing and offering real delicious food In implementation of program change

food cost per school meal will rise and food cost and variety of a la carte items will decrease

(fig 5)

Currently food cost of school meals as a percentage of revenue is approximately 38 while food

cost for the a la carte items is 64 The average cost of food for a school meal in BVSD is $100

In the proposed model food cost per meal will be based on $140 Spending the least amount

possible on the ingredients is not the goal Creating meals that look and taste appetizing and

shifting away from the perspective that a la carte is both profitable and necessary is the

direction Boulder needs to headく CﾉWヴﾉデｴW ヴWｷﾏHヴゲHﾉW ﾏWﾉゲﾏﾆW ヮデｴW ﾉｷﾗﾐげゲゲｴヴW ﾗa meal revenue and with focus and attention that will continue to increase

The net gain in a la carte is too low to justify the many costs of it in terms of labor and

procurement systems More importantly this focus of salesmanship as a primary component to

the school day simply is not compatible in an educational environment The presumption is that

a la IヴデW さHa laﾐIWゲデｴW HSｪWデざが Hデｷデｴゲ aｷﾉWS デﾗ Sﾗデｴデ IﾗﾐゲｷゲデWﾐデﾉ aﾗヴﾉﾗﾐｪデｷﾏW ﾐS デｴW さcostsざ are now to the culture of the children we are educating in this environment

Figure 5 Food Cost as Compared to Percentage of Meal Revenue

Standards of Evaluation ʹ Meals per Labor Hour

In the current model the formula for Meals per Labor Hour (MLPH) has contributed to the assumption

that a la IヴデW ｷゲｷﾐIヴWゲｷﾐｪヴWWﾐW H ゲWﾉﾉｷﾐｪﾏﾗヴW さﾏWﾉゲざ (fig 6) This assumption depends upon the

number of students served ｴﾗWWヴさﾏWﾉ WケｷﾉWﾐデざｷﾐデｴW IヴヴWﾐデ aﾗヴﾏﾉ aﾗヴ a la carte is $250

At the middle and high school level where a la carte is a predominant theme $250 reflects more of a

snack purchase than a meal In recurrent observations students routinely spent in excess of $5 on a

variety of junk food Unfortunately the potential to create a reimbursable meal within the parameters

of the a la carte choices exists but the emphasis is not on students obtaining a ba lanced nutritious and

high quality meal it is on spending money Due to the costs of the a la carte program the revenue

simply does not justify the さcostsざ In examining the actual volume of students moving through the

ﾉｷﾐWゲがｷデげゲ WゲデｷﾏデWS デｴデﾏWﾉ WケｷﾉWﾐデﾗa ﾏﾗヴW than $350 is purchased by 42 of the students

purchasing a la carte with an average sale being closer to $500

Using meals per labor hour as way to evaluate performance is a tricky proposition even more so because

the district has lumped the satellite site sales with the production sites sales without really taking into

account that the primary contribution of the production site to the satellite has been storage as so little


cooking actually happens in advance of a meal In the a la carte model the costs are attributed more to

managing the inventory than to cooking When examining the performance of the satellite sites alone

they are some of the most productive sites in the district usually working with the least skilled staff

fewest hours and poorest facilities (fig 7 8)

Figure 6 Current MPLH Model ʹ Labor and Revenue allocated to Production Only meal equivalent value $250

Figure 7 Proposed MPLH Model ʹ Labor and Revenue evaluated independently meal equivalent value $400 HS $150 Elem

Figure 8 Tight Quarters at Whittier Elementary Satellite Site


Accountability and Transparency Through Seamless Reporting

Use of the variety of software available to the NSD is critical to efficiency in this multi unit meal

program Several key components will need to be implemented to maximize efficiency and

transparency in reporting as follows

1 Full implementation of VBOSS as the primary inventory based food service management tool for

all facets of NSD program

2 LｷﾐﾆｪW ﾗa VBOldquoldquo Sデデﾗ LゲﾗﾐデデｴW さヮﾗゲデWS ｷﾐﾗｷIWざヮﾗｷﾐデｷﾐデｴW Iｴｷﾐﾗa ﾏﾗWﾏWﾐデ aヴﾗﾏ order to receiving Accounting and IT have agreed this is a possible solution and change to a

planned linkage earlier in the flow of records which would not have allowed NSD to use VBOSS

to its full potential

3 Further exploration of long term cost effectiveness of DBS Point of Sale program as the primary

tool for on-site sales and records for State and Federal review Use of VBOSS for POS would

expand the transparency of the movement of purchased and produced goods from warehouse

to central kitchen to student but further review is needed

4 Implementation of a fully cashless system at all grade levels

The continued implementation of POS systems throughout federally funded school districts is a

direct response to the inequity of federally funded free and reduced meal recipients being

ｷSWﾐデｷaｷWS ｷﾐデｴW ﾉﾐIｴヴﾗﾗﾏく CﾗﾏﾏﾗﾐデﾗデｴｷゲヮヴIデｷIW ｷゲゲWヮヴデW さaヴWW ﾏWﾉざﾉｷﾐWく Tｴﾗｪｴ Boulder has moved to a blended line as well as a POS style service its willingness to continue to

accept cash particularly at Middle and High School operations highlights and enlarges the still

obvious inequity of dining in the Boulder Valley School District In addition the labor and

potential loss in the burden of managing a cash operation can be immediately eliminated by

only accepting money for account funding に and even then it does not have to happen during

meals which slows down the line

5 Implementation of electronic time clocks linked directly to Lawson which will eliminate the

paper trails currently in use and create a more efficient interface with which to manage large

hourly staff in the department second only to transportation as far as size in the district

6 Tracking of reimbursable meal costs as a separate category from a la carte meal costs


Step Four Food and Menu

Figure 9 Examples of A la Carte a School Meal and Menu Meal Components in Boulder Valley

Figure 10 Scratch Middle School Lunch California Figure 11 Scratch Elementary Lunch Michigan

AゲヴWゲﾉデﾗa デｴｷゲゲデS デｴW さゲﾗSｷﾏゲﾗヮゲざｴW HWWﾐヴWﾏﾗWS aヴﾗﾏ BVldquoD ゲIｴﾗﾗﾉゲ but the process

that led BVSD to the model it has now に primarily industrially grown and processed foods に reflects the

trends of the last 25 years a reduction of investment in personnel training and ingredients (fig 9)

To change this paradigm BVSD as a community will have to fully support and be passionate about the

opportunity and future of real food (fig 10 11) otherwise the investment in change is lost before it has

begun

In year one the focus in food change will be to improve the ingredients in the reimbursable meal

program and simplify and improve the ingredient content of a la carte foods offered for sale Goals for

ingredient content must be more innovative than the simple 351035 formula that the USDA offers

school districts as their barﾗﾏWデWヴデﾗ WﾉデW デｴW ﾉデWゲデゲﾐIﾆ aﾗﾗSくさldquoﾐIﾆざｴｷIｴｴゲﾉﾗﾐｪｴｷゲデﾗヴｷﾐ BﾗﾉSWヴﾐWWSゲデﾗﾏﾗヴヮｴｷﾐデﾗさﾏWﾉがざ and the guidelines on what constitutes food will change from

ingredient listings with ヵヰｷデWﾏゲ W IﾐげデｷSWﾐデｷa デﾗ WｷデｴWヴ aﾗﾗSゲ W ﾆﾐﾗ H ゲight or packaged foods

with ingredients we can easily identify

Use of commodity entitlement funds are a key component of the cost structure in school meals though

さa necessary eviﾉざ would be the way our study team would describe the commodity entitlement

program Until federal policy shifts on the use and content of commodity entitlement foods we


ヴWIﾗﾏﾏWﾐS aﾗIゲｷﾐｪﾗﾐデｴW ﾉWゲデさSﾏｪｷﾐｪざｷデWﾏゲｷﾐデｴW Iﾗﾏﾏﾗdity list avoiding processing and

choosing brown box and raw items

Improvement and implementation of sa lad bars in all elementary and middle schools will be the most

direct and expedient improvement we can make to the overall meal program in year one Facility

improvement and training is critical to this process and shifts will be phased in as the system can

support it

Remove flavored milk from the district Consumption of milk in Boulder is exceptionally high with

annual units sold in excess of 12 million considering the reimbursable meal counts of breakfast and

lunch combined total 132 million meals Flavored milk is driving this volume as its purchase out-

numbers plain milk 4 to 1 Sugar is a powerful draw and the average flavored milk packs an additional

14-16 grams of sugar per serving over plain milk This amounts to 5 to 6 pounds of sugar over the

course of the school year if consumed daily Sugar is the one key ingredient the USDA does not limit in

food product compositions served in American schools Sugared milk simply does not have a place

within innovative program change

Shifting from individually packaged milk to bulk dispensed milk is both efficient and improves the milk

experience as the milk is colder and tastes better The cost savings in bulk dispensing also increases the

possibility of the district being able to afford organic milk

Step Five Facilities Improvements Boulder is fortunate to have kitchens Unfortunately cooking from scratch at all sites is not a practical

or affordable solution Though BVSD has continued to spec and build kitchens for cooking the district

shift to prepackaged food drives those investments to a mute point Very little real food is actually

handled in the district and though it would be fantastic to staff the kitchens with enough people and

skills sets to prepare consisteﾐデﾉｪヴWデ aﾗﾗS デヴヶゲｷデWゲがｷデげゲﾐﾗデヮヴIデｷIﾉﾗヴ fiscally responsible vision

In large scale scratch cooking with the goal to provide each child with the same experience leveraging

facilities improvements and personnel into fewer sites is a reasonablW IﾗﾏヮヴﾗﾏｷゲWく Iﾐ BVldquoDげゲ IゲWが given the current participation and projection that acceptance to real food will take some time cooking

at four regional sites will be possible until a central kitchen facility can be built

To maintain quality food will no longer be transported hot に which though it happens rarely in Boulder

due to the reliance on boxed foods it creates an opportunity for degradation of the food quality (over

cooked) and unsafe transport temperatures A cook and chill bulk operation paired with some cooking

at sites that have enough staff (for example steaming broccoli for service instead of cooking chilling and

reheating broccoli) is a proven method for successful whole foods service where most of the meal is

prepared or prepped at a central site and finished at the satellite as well as the satellite being

responsible for preparation of and maintenance of sa lad bars

In BVSD that means that some sites are over equipped as satellites and some are underequipped For

the most part the underequipped sites fall in the category of the current satellite kitchens4 In addition

4 Site Improvement Overview - Electronic Attachment to Report


sites that currently have antique equipment sitting under hoods that could be replaced with equipment

like steamers which will enhance the quality of meals are also noted

In year one the critical needs sites will be a priority as well as retro fitting the 4 identified regional

kitchens Louisville Middle School Casey Middle School (when available) Monarch High School and

Fairview High School Changes would be made with an eye toward equipment that could be moved to

the central kitchen when it is built Primary needs are refrigeration dry storage and rapid chilling

equipment

Figure 12 Recipe for Success Staff Training

The Plan - Years Two and Three Ȃ Regional to Central

Marketing and Outreach

The list of challenges presented in year one are great and represent the core of this system change

When considering scratch cooked locally and regionally sourced meals on the scale of a district like

Boulder Valley the efficiency of the system model is critical to enabling a uniform and consistent meal

experience district wide に well prepared excellent ingredients building delicious meal choices In

essence though cooking real food may seem like a gargantuan endeavor the end result is much simpler

in concept than what Boulder Valley has been committed to for a very long time

To maintain the momentum and support for this large scale shift it is imperative that the district actively

commit to Marketing and Outreach which in the language of school food change is simply に education

The Wellness Policy work that will take place as the entry point for this project is the ongoing guide and

measure to successful change Policy that is participated in district wide will inform how the lessons of

wellness that may penetrate curriculum will reinforce and support the activities in the dining rooms

Integrating the educational and equity basis of this change work into the fabric of the district is critical

for the investment in this change to make any sense


Food and Staff

As year two unfolds removal of a la carte and competitive foods will be mirrored by the beginning

implementation of scratch cooked meals The stress of changing habits and implementing new

standards of practice means lots of training and lots of support for the teams working throughout the

district (fig 12)

While the elementary sites may be grappling more with the removal of chicken nuggets the middle

schools and high school students will be facing a very different reality - デｴW HゲWﾐIW ﾗa デｴW さﾏｷﾐｷ-ﾏヴデゲくざ

Staff training focusing on communication and dining room service interface will be very important both

in the first year and continuing as change ramps up

In this model what we remove is being replaced with something we know to be much better even if

there is resistance As the initial months can be extremely challenging for the NSD team on the ground

School and Parental support is critical to successful transition

Facilities and Equipment

In year two we will be continuing the task of updating the schools most in need so that their kitchens

and dining areas are both compatible with the model and not substandard when compared with sites

that have had more updates and attention

The regional sites not having been built as central kitchens will be adjusted also and necessary fixes can

be addressed as they come up but with a central kitchen in view investment in these sites should be

compatible with the larger model

Plans and groundbreaking for a central kitchen early in year two will make it possible to move the

production operations in year three but the heart of this proposal is to give Boulder Valley the time to

move at a pace that is compatible with the available resources and support Because of the layout in the

district and the existing cold storage and warehouse system a central kitchen site in close proximity to

receiving and storage is the most efficient long term solution for the district All the training and

systems that are grown in year two can be transferred to the central kitchen concept in year three or

four so loss of efficiency or redundancy in the process is contained as much as possible

School Support and Schedules

As every administrator knows school schedules are sacred In most districts meal times are treated as a

necessary conditionきデｴW ｴW デﾗｴヮヮWﾐが HデｷデﾗﾉS HW ｪヴWデｷa IｴｷﾉSヴWﾐ SｷSﾐげデﾐWWS aﾗﾗS ゲゲデWﾐﾐIWく Iﾐ BﾗﾉSWヴ VﾉﾉW W ﾆﾐﾗデｴWヴWげゲゲWIﾗﾐSヴ program where that さﾐﾗ-ﾐデヴｷWﾐデゲﾐWWSWSざ dream is

assumed since the high school students affected are not scheduled any time to eat at all

At the elementary level this model should expect to add time for either more meal periods that are

incrementally longer or existing period schedules with more time depending on the volume capacity of

the dining rooms Service lines in almost every elementary school are single lines and if the popularity

of a fresher meal program expands as is hoped more lunch periods that allow for staggering of entry

into the dining room rather than en-mass entrance with a third or half the school population at a time is

key We are aware that there are seating issues now even with very low participation in school meals


At middle schools with more complex scheduling and students not necessarily moving around their days

in grade blocks more creative stagger schedules may be needed depending on participation levels

At the high schools which possess open campuses the typical routine is not to schedule many meal

periods at all opting for a few blocks of time assuming that not many students will actually attend

High School participation will have to be monitored and scheduling adjusted as needed

The bottom line is that scheduling in a food service model that is undergoing a lot of change needs to be

a part of communication between principals and the NSD office In investing in program change the

district is also investing in culture change and vibrant and dynamic relationships between NSD and the

individual school sites will benefit the district as a whole

Financial Sustainability and Models for Change

If Boulder Valley steps into this change model national attention will be part of the picture and with that

attention the ケWゲデｷﾗﾐﾗa さｴﾗざデｴW SｷゲデヴｷIデ Iﾐ aaﾗヴS デﾗ Sﾗデｴｷゲﾗヴﾆｷﾉﾉ HW IﾗﾐゲデﾐデデﾗヮｷI ﾗa discussion To make the change sustainable will take time to allow for all the facets of the system to be

implemented and mature but throughout this process the NSD will have to continue to bring new

resources to the table

The district is currently not offering any consistent service at the breakfast level despite the fact it has

many employees on site at a majority of schools during the hours needed Understanding the needs and

potential in after school snack programs summer feeding programs and potential-offsite revenue

through catering are all ways to optimize the investment in the food service structure that is available

Yes the NSD needs year round staff to efficiently maintain and grow and that year round work can be

justified as the NSD continues to build resources

Conclusion

Boulder Valley should be commended for even considering making such a huge culture shift and as the

study team we know that Nutrition Services does want to be change-makers but we also know they

cannot do it alone They need the support of the Valley when considering the potential of change We

need to remember that food service workers in schools interact with more of the student body than all

other employees in a school district Lunchrooms can and should be part of the recipe for creating

school environments that nurture children into adults equipped to live long and productive lives and

Boulder has taken a big leap toward entering that groundbreaking arena


Appendix

Proposed BudgetぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐくくAttachment 1

Site Improvement Overview LｷゲデぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐAttachment 2

Progress Report One May 2008ぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく19-31

Progress Report Two July 2008ぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐくく32-43

List of Items on File at Business Services Officesぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく44


Progress Report One

BVSD Nutrition Services Feasibility Study

May 2008

Contents

INTRODUCTION AND ASSUMPTIONS 20

SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms

SANITATION AND STANDARDS OF PRACTICE 26

NUTRITION SERVICES OFFICE 28

Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31


Introduction and Report Assumptions

The focus of the first visit to Boulder by the study team was site visits Over two weeks three of us

Beth Collins Coleen Donnelly and Marguerite Lauro visited 40 of the 46 sites covered in the study I use

デｴW デWヴﾏさゲｷデWざゲﾗヮヮﾗゲWS デﾗさゲIｴﾗﾗﾉゲがざゲ several sites house both a middle school and an elementary

ゲIｴﾗﾗﾉがﾗヴｷﾐ NWSWヴﾉﾐSげゲ IゲWがﾏｷSSﾉW ゲIｴﾗﾗﾉﾐS ｴｷｪｴゲIｴﾗﾗﾉく TｴW ｪﾗﾉﾗa デｴW ゲｷデW ｷゲｷデゲゲデﾗ inventory the physical plants of the kitchens and dining rooms and when possible to meet the manager

and staff of the site observe work habits and meal service The team used the same set of questions to

guide their visits took photographs and logged the equipment IDs into spreadsheets As the visits

progressed the team shared their observations daily identifying patterns of practice Those patterns

ヮﾉゲｷｪﾐｷaｷIﾐデﾉｷﾐゲﾗﾏW ﾗa デｴW IﾗﾐIﾉゲｷﾗﾐゲ WげW SヴﾐデデｴｷゲゲデｪW ﾗa デｴW ゲデSく

It should be noted at this point that the time frame of site visits on this trip was the last two weeks of

school and we were aware that getting ready to shut down for the summer did affect some of what we

saw Because of closing we did not see typical inventory capacity of many sites meaning that some sites

might look like they have a lot more available space than they really would if they were running

normally Menus were also affected by the end of the year as sites tried to run down overstocks of

items not on the menu In some cases that meant they were not serving the published menu at all The

other poiﾐデデｴデヴWaﾉWIデゲデｴｷゲデｷﾏW ﾗa WヴｷゲデデｷデSW ゲｷデげゲﾗHｷﾗゲデｴデﾏﾐ WﾏヮﾉﾗWWゲヴW ゲｷﾏヮﾉさSﾗﾐWざﾐS ﾉﾗﾗﾆｷﾐｪ aﾗヴヴS デﾗデｴWｷヴ HヴWﾆく

We will be returning when the schools are open again in the fall and will visit the remaining sites as well

as spot visit sites where we did not talk to anyone and in some cases given what we saw previously we

feel it would be important to see them in service at full production level Schools where renovations

were taking place this summer may be bringing a new look and organization or even in some cases a

new location to the site so we will also re-visit any construction completions

This report is organized in sections relating to summarizing the types of sites the district has namely

production sites where they prepare their own food as well as order stock and prepare foods that are

ゲｴｷヮヮWS デﾗゲデWﾉﾉｷデWゲﾗヴｴデデｴW SｷゲデヴｷIデ IﾉﾉゲさIヴヴﾗデゲくざ TｴW ﾐWデ IデWｪﾗヴｷゲｴデ W ヴWaWヴデﾗゲゲﾗﾉﾗ sites Solo sites are self contained and order stock and prepare food only for their own population and

occasionally may prepare food for a Head Start contract And finally satellites which are the recipient

partners of the production sites

Aside from the purpose these categories serve within the department it should be noted at the outset

that the district operates its schools from a site-based management perspective meaning that school

principals have more influence over the individual operation of each site This does affect nutrition

services in that they at times must satisfy both the direction of the individual school as well as following

the policy and procedure laid out by the department This is particularly important as we move forward

デﾗ WﾉデW BVldquoDげゲ IヮIｷデデﾗゲｴｷaデヮヴIデｷIWく Iデ SSゲﾐ SSｷデｷﾗﾐﾉﾉyer in the evaluation that is difficult

デﾗヮｷﾐ Sﾗﾐ HWIゲW デｴW ﾐﾐIW ﾗa ヮヴデｷIﾉヴゲIｴﾗﾗﾉげゲﾏﾐｪWﾏWﾐデﾐS ｴﾗデｴデ aaWIデゲ aﾗﾗS ゲWヴｷIW is not always apparent when the site is visited


WｴWﾐヴWaWヴヴｷﾐｪデﾗさﾏWﾉゲヮヴﾗSIWSざ W ｷﾉﾉ aﾗIゲﾗﾐヴWｷﾏHヴゲHﾉW ﾏeals as a la carte sales are more

reflective of foods that the schools do not cook or prepare themselves and the formula the department

ゲWゲデﾗ WケデW さﾏWﾉざ aﾗヴ a la carte is an average sale of $250 Through our discovery it appears that

$250 would be a low estimate for many middle and high school customers and for elementary age

purchases $250 may be too high Discovery data the study team wishes to examine but have not yet

had access to are descending dollar reports for each school site so we can interpret the volume of sales

in particular categories and compare that to sales records data from the Point of Sale computer system

(POS) The POS register set-ヮゲWS ｷﾐデｴW ヮゲデ SﾗWゲﾐﾗデ SWデｷﾉﾗデデｴW IデﾉｷデWﾏゲゲﾗｷデげゲ SｷaaｷIﾉデデﾗ evaluate what tｴW さWヴｪWざゲﾉWゲヴWaﾉWIデく

Another factor affecting the content of this report is the amount of data we currently have At the

current time we do not have complete detailed data on Nutrition Services (NS) staffing from the district

offices and although we can describe preliminary impressions about staffing lack of too much etc until

we have a full disclosure of NS staffing assignments throughout the district including detail of job splits

meaning bus driverdishwasher or delivery driverserver FTEs in the NS department who work in other

departments etc we will not draw many conclusions about staffing This report will briefly summarize

our time spent in the NS District office and outline the next steps in our discovery process for this study

FACILITIESSCHOOL SITES

Production Sites

There are 11 production sites in the district They are evenly split between high schools and middle

schools with one elementary school also in the mix The production sites appear to be chosen for their

location に in that they are strategically located to be efficient locations from which to move food in a

particular area To a lesser extent production sites might have been selected for size and equipment

but clearly over time the newer schools have created an imba lance in scale particularly reflected in

storage space both dry freezer and refrigerated For example one of the largest and most well

equipped kitchens in the district Monarch High School ships out an average of 228 reimbursable meals

to two sites while Southern Hills a much older and smaller site ships out over 400 meals to four sites

One factor that is consistent among all the production sites except two Angevine and Fireside is that

their own reimbursable meal production is below 140 and some as low as 41 (Southern Hills) or 50

(Platt) A la carte volume among the various production sites is marked by high school sites having the

largest volume overall middle school production sites a la carte numbers are lower presumably

because there is more parental control at the middle school age level or in the case of Angevine the

population of the school is less advantaged and uses the freereduced meal program Since the fresh a

la IヴデW ｷデWﾏゲﾉｷﾆW ヮｷがさWﾗﾆﾐS RﾗﾉﾉゲざﾐS さldquoHざヴW ゲﾗﾉS デｴW S they are delivered there is no

storage issue related to them More significant is adequate storage for drinks and bulky dry goods

items like chips or freezer space for the cookies muffins etc


Solo Sites

The solo sites also vary quite a bit as far as their equipment and space depending on age and location of

the site but with the exception of a few sites where a high meal count is paired with inadequate

footprint and storage (Columbine and Emerald Elementary are good examples of this) the solo sites

would be characterized as adequately equipped small kitchens even by scratch cook standards Many

solo sites possess ovens mixers walk-in coolers and freezers and adequate room to move around and

organize their service On the East side the K-8 solo sites possess large footprints and lots of equipment

relative to the number of meals they actually produce Eldorado and Monarch K-8s produce meals for

17 percent of their populations while Aspen Creek produces meals for 37 percent of theirs

Satellite Sites

Satellite sites fall into three categories sites that may have been solo sites in the past and so have more

equipment or storage than their meal count would actually call for (Mesa Bear Creek and Foothills are

good examples) or sites that simply lack footprint and facility to comfortably and in some cases safely

support meal service (University Hill Pioneer Louisville Middle and Whittier are good examples of that

category) and finally sites that fall somewhere in between the last two

Satellite sites are characterized by limited staffing meaning much shorter hours though some staff split

their days between sites The combination of lesser facilities and lack of staff time and what appears to

be less training on these sites is evident in what we found to be less organized and dirtier sites There

appears to be more use of these kitchens by other groups such as YMCA and afterschool programs に

sometimes taking up as much as half the dry storage space and adding the heat of residential

refrigerators in the dry storage areas We did not as a whole meet as many of the site managers at the

satellites because of their limited hours of operation so many of the sites were visited after or before

hours

Equipment

WｴWﾐゲゲWゲゲｷﾐｪ BVldquoDげゲゲｷデWゲ aヴﾗﾏデｴW standpoint of cooking equipment the district on the whole has

large numbers of ovens stoves deck ovens steam kettles and mixers Though the district houses all

this equipment for the most part the menu does not require much actual cooking There is a noticeable

favoring of baking equipment as compared to other standard items for example large numbers of cake

pans and many schools with more than one standing mixer Baking appears to be the last vestige of

regular scratch preparation to have been removed from the district menus This was reflected in the

repeated lament by long time employees who used to bake bread rolls cakes and cookies from scratch

We were told that the decision to remove scratch baking from the repertoire was initiated by the

retirement of 7 long time kitchen managers and the challenge of hiring and training appropriate

replacements We have not analyzed the cost difference in labor and supplies of scratch baking of prior

years to the current budget but when considering a total meal as served in the district today the value

of a scratch baked roll cookie or bun within the framework of a largely processed meal program does

carry some contradiction


For the most part items like convection ovens fell along numbers and types equating with production

kitchens having the most and satellites having the least - one single convection oven There is also a

presence of very old deck ovens and stoves sprinkled throughout the district even in kitchens that also

have newer equipment In many cases the deck ovens are no longer used though they do take up a

large footprint under the hoods

Though cooking and baking equipment numbers may be high by and large refrigeration space including

both walk-in freezer s and coolers varies much from site to site Larger andor newer schools fare

better in the ba lance of refrigeration space and dry storage than some of the smaller sites to the

volume of food they have to store and prepare but some sites even if they are satellites do not have

adequate dry storage or refrigeration for their operation Concern with regard to this is food safety and

because of that we will address sanitation as a separate area

We did obtain school specifications for build outs of kitchens at the elementary middle and high school

levels but the specifications are only general descriptions and are not tied to square footage

population meal count menu type or service style All three sets of specifications were exactly the

same with the only determining factor being whether the site was to be a preparation unit or a serving

unit and that the determination would be decided before design work begins What is apparent when

looking at the equipment is that the district did cook food from scratch at one time and have continued

to build kitchens with the assumption that they would be cooking as opposed to reheating and selling

ready to eat a la IヴデW ｷデWﾏゲく EWﾐヮﾉﾐゲ IヴヴWﾐデﾉﾗﾐデｴW デHﾉW Sﾗﾐげデﾉｷｪﾐ WﾉﾉｷデｴデｴW デヮW ﾗa ゲWヴｷIW they are currently providing

A detailed cumulative district kitchen equipment distribution spreadsheet will be provided with the final

study report materials in October

Food buffet lines also vary throughout the district and because many of them are built-ins for the most

part they remain even in sites that need a different set up Use of mobile three and four well steam

デHﾉWゲｷゲ Iﾗﾏﾏﾗﾐ HデｷデゲｴﾗﾉS HW ﾐﾗデWS デｴデﾏﾐゲｷデWゲヴW ゲｷﾐｪデHﾉWゲｷﾐデWﾐSWS aﾗヴ SヴｴWデゲさWデざ units and there appears to be a general lack of understanding of proper use and cleaning of the units In

sites where the existing built-in line is not sufficient or the layout of the space means the mobile table is

ﾉゲﾗﾐﾗデケｷデW ヴｷｪｴデがｷデげゲﾐﾗデﾐIﾗﾏﾏﾗﾐデﾗゲWW デヴゲﾉｷS ﾗデﾗﾐ IﾗﾐデWヴゲ HWｷﾐｪヮヴW-plated so the server

can hand the students their food more quickly or serve the last hot item more easily since the server

maybe working alone (very common in smaller sites)

The Food

The contradiction between the equipment and the actual food is distinct The key ingredients of the

reimbursable meal entrees are processed items compiled of either frozen or canned goods Essentially

the necessary equipment for reheating and assembling most of the meals is minimal As our discovery

ヮヴﾗIWゲゲｷﾐデﾗデｴW SｷゲデヴｷIデげゲヮヴﾗIヴWﾏWﾐt and vendor choices has not yet been completed these

impressions are based only on what we saw during the site visits


Regardless of how little cooking is actually happening all meals are not created equal There is a great

degree of difference in food handling from site to site so even food that is not actually prepared from

ゲIヴデIｴｴゲヴﾐｪW ﾗa ｴWデｴWヴｷデげゲｪﾗｷﾐｪデﾗ HW ｴﾐSﾉWS WﾉﾉﾐS ﾉﾗﾗﾆヮヮWﾉｷﾐｪﾗヴﾐﾗデく TｴW SｷaaWヴWﾐIWゲ can be largely attributed to skills or lack thereof among the nutrition services staff both from a basic

food handling and organizational standpoint and the managerial abilities at a particular site In addition

the supervisory team at the district level is not staffed in great enough numbers to routinely address

consistency and competence at every site in addition to managing the overall basic departmental

ﾐWIWゲゲｷデｷWゲく VｷゲｷデゲデﾗゲｷデWゲヴW ヮヮヴWﾐデﾉ SヴｷWﾐﾏﾗヴW H さヮヴﾗHﾉWﾏゲﾗヴ HゲWﾐIWざヴデｴWヴデｴﾐ IﾗﾐIWヴデWS effort to maintain quality efficiency and consistency from site to site

This overall system may have been structured based on the site management model but if that is true

the degradation of the overall skill set both at the hourly worker level and the site managerial level has

resulted in an uneven quality of service throughout the district In addition there is no budgeted

professional development for the nutrition services staff so with the exception of sanitation training

which happens every five years no system is in place to train maintain correct or improve performance

ﾗa デｴW SWヮヴデﾏWﾐデげゲゲデaaく

The introduction of Harvest Bars in 2008 at the elementary level has broadened the access to fresh

ヮヴﾗSIデデデｴW ヮヴデｷIｷヮデｷﾐｪゲIｴﾗﾗﾉゲきｴﾗWWヴｷﾐﾗHゲWヴデｷﾗﾐがデｴW WSIデｷﾗﾐヴﾗﾐS ｴﾗデﾗ HｷﾉS さゲa

laSざﾏ HW lacking In following strict offer vs serve guidelines the only limitation to choice is guidance

on portion size so students tend to choose more familiar foods and may avoid vegetable components

altogether Regardless of that fact the addition of the Harvest Bars is a key factor in improving meal

quality at the elementary level where most of the meals consumed are reimbursable meals

A la Carte food choices are everywhere in the district but again they vary from site to site Equity of

food offerings (a la carte versus reimbursable) vary widely depending on where one visits and what

grade level At the elementary level a la carte offerings could be as few as selling water juice or soy

milk to a full array equivalent to the middle school level choices (Eldorado 3rd grade and above) but

overall the offerings at the elementary level are more consistent in that the primary choice is the

reimbursable meal Again site based management comes into play with regard to a la carte sales at the

elementary level ﾐS ｷﾐ EﾉSﾗヴSﾗげゲ IゲW デｴWヴW ｷゲ SWﾏﾐS aﾗヴ aﾉﾉ IIWゲゲ aﾗヴ WﾉWﾏWﾐデヴｴWヴW デ school like Bear Creek the choices are much more restricted What is actually more surprising is that a

la carte choices are offered at the elementary level at all beyond the typical sale of milk or juice to cold

lunch kids

At the middle and high school levels the students are inundated with the sight of countless choices In

addition to the reimbursable meal there are snacks entrees frozen treats cookies drinks and the

HｷケｷデﾗゲさJｷIW AﾉｷWがざﾐWﾗﾐ IﾗﾉﾗヴWS ゲﾉゲｴｷWがｴｷIｴｷゲ SﾗHﾉｷﾐｪゲ IﾗﾏヮﾗﾐWﾐデﾗa デｴW ヴWｷﾏHヴゲHﾉW meal (a fruit) or as an a la carte item sold in a larger size The list of available lunch a la carte items that

site managers can stock tops 30 items ranging in sales price from 50 cents to $400 To comply with

Federal requirements of not separating snack or a la carte items from reimbursable meal distribution in

many sites they have had to adapt a service line that was not designed to be compatible ｷデｴさHﾉWﾐSWS Wﾐデヴくざ ldquoデaa ゲデｷﾉﾉゲデヴｪｪﾉW ｷデｴデｴW さaヴWWざﾆｷSゲﾗﾐﾉ IﾗﾏｷﾐｪデﾗデｴW さﾗﾉS ゲｷSWざく ldquoﾗﾏW ﾗa デｴWゲW ゲWヴｷIW ﾉｷﾐW


adaptations have resulted in the reimbursable meal components being pre-plated and sitting for long

periods of time (unappetizing and potentially unsafe) sometimes not sitting on under or in the proper

heating element

Overwhelmingly at the middle and high school level the a la carte fare is dominant to the eye Only at

sites where the population of freereduced students is higher does the emphasis shift to the

reimbursable meal and the visual impact of a la carte lessens Our impression of the a la carte impact

on the district food service was that with so many choices often the choice or combination of choices

will be poor From a staffing standpoint some sites simply seemed overwhelmed with managing that

many choices The middle and high school sites resemble 7-Elevens more than school cafeterias except

the oversight of their control from inventory storage sales and ordering is much looser There appear

to be no checks in place to manage shrinkage Items like drinks end up in the walk-in because that is

デｴW ﾗﾐﾉゲWIヴW ヮﾉIWがヮﾉゲデｴWヴWげゲヴﾗﾗﾏゲｷﾐIW デｴWヴW ｷゲゲﾗﾉｷデデﾉW aヴWゲｴ aﾗﾗS ｷﾐデｴW ﾏｷSSﾉW ﾐS ｴｷｪｴ schools

Future study research into the cost and sales of a la carte and their attendant staffing needs across the

district will be needed to discover how shifts can be successfully achieved The culture of the district

population around having choice and access to these types of food will play greatly in the strategy the

district may want to employ in the future

Dining Rooms

It should be noted from the outset that overwhelmingly when asking nutrition services staff about the

SｷﾐｷﾐｪヴﾗﾗﾏデｴWｷヴﾐゲWヴゲさW ｴW ﾐﾗデｴｷﾐｪデﾗ Sﾗｷデｴｷデくざ TｴW SｷゲIﾗﾐﾐWIデｷﾐデｴW ヴWﾉデｷﾗﾐゲｴｷヮﾗa デｴW service of the food to the consumption and atmosphere that food is intended for was definitive and

should be considered when discussing a future vision of nutrition services It should also be noted that

the introduction of Harvest Bars does engage the staff in dining room activity however the prevalence

of cashiers who are not working as directly with the food itself limits what could be a very positive link

between the staff and the students directly around consuming fresh foods

The good news is Boulder has some dining rooms even very bright and cheery ones with windows and

space The elementary schools in some cases are fairly challenged on seating space and across the

board when asking staff if they could feed more kids if more kids were purchasing meals the schedules

of the lunch periods come into question

Adult supervision and interaction in the dining rooms vary and this appears to be driven in part by the

site based management as far as how many or how often a lunch room may have an aide or whether

teachers assist their elementary age students through the line For the most part teachers are not

purchasing meals and in the case they do they usually eat in the teachers lounges There are a few

exceptions for example at Heatherwood teachers go through the line with the students and sit and eat

with them Potential dining room based education that reflects having adults present who are vested in

healthy food choices and positive social interaction in the dining room is possible We did observe aide-

student relationships in the dining room that I would describe as very positive (Pioneer Elementary) and

demonstrate an understanding of dining as a valuable positive aﾐS WSIデｷﾗﾐﾉヮﾗｷﾐデｷﾐデｴW ゲデSWﾐデゲげ day


Maintenance of the dining rooms is assigned to the custodial staff and in most sites we visited

custodians were present and active during service handling compost programs at elementary schools

that have begun the Eco-Cycle Program and managing waste and recycling in middle and high school

dining rooms Few dining rooms have access to water and the sales of water appear brisk Only at

Centennial MS did we observe a water fountain designed for cups but they do ﾐﾗデｴW Iヮゲゲﾗｷデ SｷSﾐげデ appear to be used

Some custodians appear to have a vested interest in the students during lunch (Manuel at Uni Hill is a

good example and custodians at Creekside and Fireside are other examples) and help them get what

they need as well as assist nutrition services in moving trays condiments and the like back to the

kitchen area Other schools appear to have less cooperative relationships with custodians

and this may result in dirtier floors and just overall less cooperation

WｴWﾐケWゲデｷﾗﾐｷﾐｪｴﾗデHﾉWゲヴW IﾉWﾐWS ﾐS ゲﾐｷデｷWS デｴW ﾐゲWヴゲ WｷデｴWヴデｴデデｴW SｷSﾐげデﾆﾐﾗﾗヴ that they provided a container of sanitizer water and a rag There appears to be no cleaning system or

series of steps that custodians universally follow on surface cleaning in the dining rooms and this is a

concern and will be noted under sanitation This would also be a question when considering the floor

cleaning and cleaning of floor mats in the kitchens There were kitchens where it was clear the mats

were never picked up or washed And the variety of mat washing techniques varied so addressing

some uniform practice with regard facility cleaning is needed

SANITATION AND STANDARDS OF PRACTICE

This area with regard to the entire district is a primary area of concern Though most sites do have

IﾗヮｷWゲﾗa デｴW SｷゲデヴｷIデげゲ HACCP ふHヴS Aﾐﾉゲｷゲ CヴｷデｷIﾉ Cﾗﾐデヴﾗﾉ PﾗｷﾐデゲぶﾐS ldquoデﾐSヴS OヮWヴデｷﾐｪ Procedures Manual as mandated under the National School Lunch Program since 2006 there is great

inconsistency in practice throughout the district

Basic food safety practices common in food service even before the implementation of HACCP

programs are spotty For example practices such as wearing hair restraints washing hands proper use

of gloves FIFO (first in first out) product date labeling and temperature logs were extremely

inconsistent and often non- existent Another widely accepted method that monitors food safety the

use of freezer and refrigeration temperature logs is rare in the district When asked most staff said they

looked at the thermometers (often there were not internal thermometers in place for more accurate

monitoring) but did not record temps At satellite sites there was less evidence of food safety practice

and by and large their refrigeration lacked internal thermometer devices All staff is required to go

through STAR training a sanitation training program offered through the Colorado Department of

Health and when asked most staff said they had attended training But what is lacking is a thorough

systemic practice and oversight district wide of implementing required food safety practices and

continued monitoring support and training

Food temperature logs though part of the records handled with regard to production of foods to be

transported and foods received are not regularly maintained at all sites The SOP handbook is

ゲHゲデﾐデｷﾉﾐS IﾗWヴゲﾉﾉデｴW ﾐWIWゲゲヴデゲﾆゲが Hデｷデげゲ IﾉWヴデｴデデｴW ゲゲデWﾏゲﾐWWヴヴWﾉﾉ


implemented The site managWヴゲげ WヮWヴｷWﾐIW ﾐS ﾗヴｪﾐｷデｷﾗﾐヴW ヮヴﾏﾗﾐデデﾗｴWデｴWヴゲｷデW ｴゲゲデWS ヮヴIデｷIWがﾐS WWﾐｷﾐｴデ W ﾗﾉS SWゲIヴｷHW ゲさWﾉﾉﾏﾐｪWSざゲｷデWゲがﾐﾗﾐW ゲ Iデﾉﾉ Sﾗｷﾐｪ all the basic required practices

Notable as well with regard to sanitation is the role of linen in the department Common to food service

is the practice of wearing hair restraints aprons and the use of side towels as well as hot pads by the

stoves When asked if the district provided hair restraints the answer was no Aprons which we

observed on most employees throughout the district are also not provided And finally side towels

which were in most kitchens but often hanging to dry in on boiler room pipes or piled up on the dividers

of a sink had the most variety of responses Towels were sometimes ordered from the warehouse

sometimes acquired from custodial staff brought in or purchased by the employee sometimes sent to

the warehouse for washing sometimes provided by the production site and sent back there to wash

occaゲｷﾗﾐﾉﾉゲｴWS ｷﾐデｴW さHﾗﾏW EIざヴﾗﾗﾏゲが HデデﾗﾗﾗaデWﾐデｴW ヴWゲヮﾗﾐゲW デﾗｴﾗ SﾗﾗヴゲｷSW デﾗWﾉゲｪWデ cleaned was that the workers were taking them home In some cases employees log in hours on their

time sheets for that service of taking the towels home to clean them but not always

TｴｷゲﾉWSゲゲデﾗ SヴWゲゲ IﾗSWくさPヴﾗaWゲゲｷﾗﾐﾉヮヮWヴﾐIWがﾐWデﾐS IﾉWﾐざｷゲデｴW ﾉｷﾐW ﾉｷゲデWS ﾐSWヴ BVldquoD Food Service Sanitation Training Check List There was a variety of dress found throughout the sites

さNWデﾐS IﾉWﾐざｷゲﾐﾗデ specific enough to ensure a safe and sanitary working environment We saw

sleeveless shirts shorts CROCS (specifically listed as not acceptable) no aprons capri shorts and most

hair un-restrained despite the fact the HACCP manual lists the need for IﾉWﾐヮヴﾗﾐﾐS さBVldquoD ヮヮヴﾗWS ｴｷヴヴWゲデヴｷﾐデゲざく

This inconsistency is tied to the lack of oversight by the department but starting clearly with a lack of

thorough training From a sanitation and food handling perspective this is unacceptable Regular linen

service whether in-house or contracted is a standard in the food service industry A clean hat or a hair

net a clean apron and the provision for clean side towels and hot pads is the minimum one would want

to observe in a food service environment and in a situation where your average worker is not a

ヮヴﾗaWゲゲｷﾗﾐﾉﾉデヴｷﾐWS aﾗﾗS ゲWヴｷIW ﾗヴﾆWヴがｷデげゲ HWゲデデﾗヮヴﾗｷSW デｴWゲW HゲｷIゲﾐS ﾗヴﾆデﾗデヴｷﾐデｴWﾏデﾗ respect the need for closed toed shoes sleeves legs covered etc

This is a primary area of concern because if the district has any desire to handle freshly prepared and

cooked foods it must staff adequately and train and retrain adequately to maintain safe operating

procedures In this instance the lack of centralized management of food services and inadequate

training throughout the district would be tagged as the primary reason for this issue The supervisory

team is aware that their staff lacks training but it appears that department is between a rock and a hard

place as there is no budgeted staff or time to accomplish adequate training The fact that various

schools are passing Board of Health inspections means nothing as it was clear from talking to long time

managers that the Board of Health inspections are brief and perfunctory Colorado Board of Health is

aware that the district by Federal mandate must have a HACCP plan in place but their own inspections

and standards are not requiring HACCP for every food service establishment they license so they would

not be inspecting to that level of detail however the CRE reviews from the State should be looking

carefully at HACCP compliance


Our basic response to this level of inadequacy with regard to food handling and sanitation practice is

that the district will have to take five steps back before they can take one step forward Implementing a

standardized plan and adequately training all staff that have contact with food should be at the top of

the list for BVSD This extends also to warehouse practice where we observed improper rotation no

case dating and out of date product throughout The fact that non-nutrition services staff are the first

response handlers of most of the food product in the district is a concern and further that product is

being moved from the warehouse into sites に often directly into the refrigeration units - by staff who are

not operating under nutrition services HACCP standards and do not answer to the Director of Nutrition

Services is an issue that must be addressed

NUTRITION SERVICES OFFICE

The Team

As the focus of this trip was the site audits our time spent in the district office was minimal but was

enough to follow the paper trail of recordkeeping and ordering back from the sites to those who are

either handling the orders managing the Point of Sale records or writing

menus and production records At the end of the first week of sites visits we met with

Leslie Stafford and the supervisory team Ms Stafford is district CFO and oversees the nutrition services

department under the new district reorganization Present at that meeting was Sue Anderson now

director Deb McCormick supervisor and Sara Acker who has recently moved into a supervisory role in

the department from her previous position as site manager at Monarch High School Sara will prove to

be a valuable member of the team as she represents real on the ground experience in the commercial

food industry outside of schools as well as proving to be a solid manager and trainer within BVSD Her

ability to troubleshoot assess and train throughout the district will be a real asset

It should be noted that as far as leadership of nutrition services at the time the study team was engaged

the district did not have a nutrition services director The prior director departed in April

and Sue Anderson nutrition services supervisor was playing double duty managing her supervisor

duties as well as working as acting director The first week of our visit Sue Anderson was selected as the

new nutritioﾐゲWヴｷIWゲ SｷヴWIデﾗヴく TｴW ｴｷゲデﾗヴﾗa デｴW SWヮヴデﾏWﾐデげゲﾉWSWヴゲｴｷヮｷゲヴWﾉWﾐデゲﾗWヴデｴW ヮゲデ five years the department has had the retirement of a long time director in 2003 a very

short term replacement 7 months then a return appearance by followed by the hiring of

in 2005 until this past spring Sue Anderson worked under all of those directors so her ability

to understand the prior status of the department and the various changes it has made in the last few

years is very valuable and will serve the district well as it considers future growth

One notable point when studying the department is the fact the district food service is managed with so

few staff The intended supervisory team is the director plus three supervisors but there has been only

a director and two supervisors prior And the only year round position is the director With our study of

the sites and our feeling that there is not enough oversight to keep a system running efficiently or

effectively coming to the office and experiencing the number of tasks this small group is charged with

drives home our first point に the management structure as it exists now which is heavily weighed for


site based management is not effective with the present style and content of food service and certainly

would not be effective if the district wishes to transform itself into a more health focused and whole

foods focused program

Technology and Recordkeeping

From what we saw it looks like began to update the paper based system that the department

had been running for a long time Within the last two years Point of Sale (POS) has been instituted

throughout the district and within the past year several modules of food service software made by

Horizons called VBOSS has begun to be implemented We will be auditing these systems more fully on

our next trip but first impressions from the interviews we did with and as well

as speaking to all the managers in the field about the systems in place at their sites is the department is

tied to both old and new and there are some real obstacles to fully realize efficiency in these system

changes primarily because of the disconnect between management and systems of the warehouse and

nutrition services

The number of software systems or technology related pieces used include Nutrikids for recipes and

nutritional analysis only (though BVSD is a not nutrient based district and the program can also do

freereduced appsPOS production records menus and more) MCS for free and reduced application

processing which works with Data Business Systems QSP which is local company that is the vendor for

the POS as well as operating a Pay For it option These programs interface with Infinite Campus which

is the student information database

TｴW ﾐWWヴゲﾗaデヴWが Hﾗヴｷﾗﾐげゲ VBOldquoldquo ｷゲﾐﾗ HWｷﾐｪｷﾏヮﾉWﾏWﾐデWS aﾗヴヮﾉIｷﾐｪﾐS デヴIﾆｷﾐｪﾗヴSWヴゲ aヴﾗﾏデｴW ヮヴﾗSIデｷﾗﾐゲｷデWゲが IヴWデｷﾐｪヮヴﾗSIデｷﾗﾐヴWIﾗヴSゲがﾐS デﾆｷﾐｪｷﾐWﾐデﾗヴが HデデｴW ヮヴﾗｪヴﾏげゲ IヮHｷﾉｷデｷWゲ Iﾐげデ HW aﾉﾉデﾆen advantage of because the warehouse system both from a management and

technology side (Lawson) is usurping the food service department as far as control of inventory

ﾗヴSWヴｷﾐｪﾐS ヴWIWｷｷﾐｪく Hﾗヴｷﾗﾐげゲ K-12 offerings do include freereduced application processing POS

menus production records warehouse inventory and purchasing but at this point we do not know

which modules BVSD owns We will meet with technology in July to better understand the history and

future plans with regard to the existing systems

There are still a number of paper based records managed within nutrition services namely menu

production records food transport temperature records and sales reports sent from satellites to

production sites Overwhelmingly we heard from production site managers that they took work home

or that they stayed late to complete all the paperwork required There were also a number of managers

who were not fully aware of all of their paperwork responsibilities Another area we need to explore is

the role of the cashier It appears that the district is not really taking advantage of the potential for a

cashless system Though there are some elementary schools that appear to have totally removed

handling cash in the dining room for the most part it was approximated that at least 50 of sales at the

middle and high school level involve cash

What this represents when looking at the whole system is simply more opportunity for loss much more

time consuming tracking and records and the loss of potential labor hours to the food side because the


district is hiring people whose only job is to sit at the cash register This is particularly a disadvantage at

the satellite sites where the labor hours are much more limited Some sites have teams that are fully

cross trained but that is not the accepted norm

Ordering

As a subset of technology and recordkeeping the procurement piece in the department will be

researched more fully on our next trip but in the few hours I spent with and in the

questioning of managerial staff throughout the district the procurement system is not efficient as it

IヴヴWﾐデﾉ Wｷゲデゲく FﾗヴゲデヴデWヴゲがヴｷWデヮﾆﾗa ｴデゲデｴデゲｴW Wヴゲｷゲデﾗﾗ HヴﾗS ｴWﾐ W consider that her handling of ordering and processing of invoices alone is enough for a full time position

TｴW IﾗﾏヮﾉWｷデﾗa デｴｷゲｷゲ WヮﾐSWS ｴWﾐｷWｷﾐｪデｴW ﾗWヴﾉﾗa ゲゲデWﾏゲゲｴWげゲﾗヴﾆｷﾐｪｷデｴ HWデWWﾐ vendor orders warehouse orders and orders from sites either via VBOSS Lawson or on paper To

complicate matters the fact that the previous director handled all the commodity entitlement orders

and did not cross train any member of the office on the process leads to a current supervisory team that

is not well ba lanced from the stand point of being able to step in and cover this very important task of

ordering and procurement

Menu and Wellness Policy

Menus recipes and production records are handled by and at the point of our first visit

the menu for the following school year was incomplete She had AugSeptember done This is very

unusual in a school district Particularly when one considers that the commodity entitlement orders for

デｴW aﾗﾉﾉﾗｷﾐｪ WヴヴW ヮﾉIWS ｷﾐ Jﾐヴがゲﾗｷデげゲ IゲデﾗﾏヴデﾗデﾉWゲデｴW ゲWﾐゲW ﾗa ｴWヴW デｴデヮヴﾗSct

is going to fit within your menus In addition the weekly set of production records that maintains is

very complex and appears to take more time than it should It is unclear how implementation of VBOSS

will shift the efficiencies in this area but when considering the roles of the various supervisors the

importance of efficiency in the basic system is vital as they are also expected to be monitoring quality at

the sites Obviously that is not happening to the extent it needs to

The menu choices as far as the prepared foods used and sold appears to be following the USDA

guidelines but not moving beyond that The current selections are apparently a few steps up from the

past but the ramen soups which are an a la carte mainstay at all grade levels which are known by their

ﾐｷIﾆﾐﾏW ﾗa さldquoﾗSｷﾏ ldquoﾗヮゲがざｷゲ WﾐﾗｪｴデﾗﾏﾆW ゲケWゲデｷﾗﾐｴデデｴW IﾗﾏﾏｷデﾏWﾐデｷﾐデｴW SｷゲデヴｷIデデﾗ redirect energy to helping kids make healthy choices Breakfast offerings such as 4 mini pancakes in a

cellophane wrapper that is heated in a warmer and served with maple flavored high fructose corn syrup

ｷゲ Wヴヮﾗﾗヴ WIゲW aﾗヴﾐデヴｷデｷﾗゲ HヴWﾆaゲデヴWｪヴSﾉWゲゲｷa ｷデげゲさﾉHWﾉざﾏWWデゲデｴW ﾏｷﾐｷﾏﾏ UldquoDA guidelines

The Board Policy on Food Choices offers a viable vision of school health and wellness but the practice

we observed in the district is not meeting the challenge as yet The Healthy Food Guidelines offer a

starting point for change in the district but without real implementation follow up and annual review

processes engaging a broad spectrum of the district these guidelines just remain as a document

fulfilling federal requirements


STUDY NEXT STEPS

In our next visit to the district in July we will focus more heavily on the technology systems

procurement and warehousing system including commodity entitlement and vendor contracts

personnel and budget and further assessment of potential system changes that would work best to

bring BVSD to a whole foods and local procurement system


Progress Report Two


July 2008

Consultants on site

Ann Cooper - Beth Collins - Coleen Donnelly

Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43


INTRODUCTION As stated in our previous progress report the intent of the July visit was to focus on the technology

systems procurement and warehousing system including commodity entitlement and vendor

contracts personnel and budget and further assessment of potential system changes that would work

best to bring BVSD to a whole foods and local procurement system

Prior to our visit we requested various documents and reports that would help prepare us for meetings

with BVSD personnel as well as a few key vendors to the district As expected summer got in the way

and many staff were either on vacation or not scheduled to work in the district in the interim Though

we did obtain some documents for example the budget history dating back to 2003 it actually took

meeting with people to explain and restate what kind of records we needed before we received them

In the end the face to face meetings were extremely useful in making more transparent the current

state of the Nutrition Services Department (NSD) in Boulder as well as understanding how NSD works

with and relates to from their perspective the Technology Division Procurement and Materials

MﾐｪWﾏWﾐデがヴｷﾗゲ aIWデゲﾗa デｴW SｷゲデヴｷIデげゲ AIIﾗﾐデｷﾐｪ DWヮヴデﾏWﾐデが as well as a few of their vendors

TECHNOLOGY Kevin Cubillas - Director Enterprise Technology Information Technology Division Rodney Eslinger - Account Executive Horizon Software International Kevin Cubillas was our first meeting during this trip We posed to him the various questions we had

concerning the history of software choices for NSD what drove those choices cost and maintenance to

support them and what the possibilities were to rethink existing plans to reflect a more efficient system

geared toward the NSD having better accountability of their day to day data に purchasing sales and

inventory

Key to this discussion was understanding from the IT side how VBOSS (the back office software that NSD

purchased in December 07 to manage ordering inventory menus and production records)fit into the

picture We knew its implementation had just begun in early 2008 but we had concerns about the

efficiency of running food service specific software as well as a warehouse management module of the

GL software Lawson when no single person in the NSD actually understood or knew both systems

completely and when it appeared that their functionality overlaps significantly We also wanted to

understand the history behind the choice of Data Business Systems QSP Point of Sale (POS に the

software that runs the cashieringsales in the district and generates the sales reporting) software and

what challenges or advantages IT saw in that as opposed to the concept of purchasing the POS module

of VBOSS and running an integrated reporting system that links menu procurement and sales with the

perpetual inventory

Kevin explained that at the time VBOSS was purchased the idea of replacing QSP with a POS module in

VBOldquoldquo ゲﾐげデ aｷﾐﾐIｷﾉヮﾗゲゲｷHｷﾉｷデに however it does not appear that a cost benefit analysis was

performed to determine this or that linking sales data to the purchase and inventory systems was

viewed as a priority

The other key piece of information we wanted to understand from IT was the relationship or potential

relationship between VBOSS and Lawson with regard to purchasing and inventory management As

stated in our previous report the disconnect between warehouse systems in the district and NSD is

IヴｷデｷIﾉﾐS デｴW aIデデｴデ NldquoD SﾗWゲﾐﾗデｴW さIﾗﾐデヴﾗﾉざ over their own warehouse inventory needed to be

explored further The other key point was that NSD had implemented VBOSS with the intention of


tracking orders and inventory on the sites and also to help consolidate orders for the warehouse but it

was not using it to track inventory at the warehouse which is the heart of the functionality of inventory

management in the software design That role and the eventual reporting to accounting falls to use of

Lawson

Because there is a significant difference between the functionality of back office software designed

specifically for food service operations and software designed for warehouse management and general

ledger interface we wanted to find out if the point where IT could bridge the two entities could be

considered differently The plan that had been explained to us was to link Lawson to VBOSS in a way

デｴデ VBOldquoldquo IﾗﾉS さゲWWざデｴW ヮWヴヮWデﾉｷﾐWﾐデﾗヴｷﾐ Lゲﾗﾐく HﾗWWヴデｴデﾆｷﾐS ﾗa ﾉｷﾐﾆｪW ﾗﾉS ゲデｷﾉﾉ never accomplish the accountability of inventory anS IデﾉゲヮWﾐSｷﾐｪヮﾗゲゲｷHﾉW ｷa デｴW NldquoDげゲヮヴIｴゲｷﾐｪが receiving posting and perpetual inventory was maintained in one place and then reported back to the

general ledger in Lawson

We proposed that if VBOSS fully managed purchase order creation receiving and posting of invoices and

maintaining the perpetual inventory then the final posting of approved purchases could be exported or

linked to Lawson Kevin thought that was both possible and potentially easier than the existing plan

To fully understand the functionality of VBOSS we had a meeting with the regional Horizons Software

representative Rodney Eslinger who spent 3 hours thoroughly walking us through the functions of the

VBOSS modules that the district owns as well as becoming familiar with the modules it does not own

As all of us have utilized various food service specific software for many years we appreciate the detail in

functionality this company has brought to their product Were the district able to fully utilize the

product they own the ability for NSD to be fully accountable for management of their financial picture

would greatly enhance labor efficiency and create the potential for the department to truly get a handle

on their menu planning production procurement and subsequent inventory control all of which will be

required for the district to consider program change The bottom line is that current accountability is

poor in the existing system as the NSD cannot view all aspects of their system from a central point

which is what VBOSS is designed to do

The NSD currently only has one person trained as a trainer on the program and with her other duties

with regard to processing the free and reduced program in the district more expertise on the software

by the supervisors and director is essential to expedite implementation of the software and gain the

savings it could provide This would enhance capturing the benefit of the $100000 initial cost on the

package as well as the annual $10000 maintenance costs

WAREHOUSE and MATERIALS MANAGEMENT Joel Johnson - Inventory Control Materials Management Rebecca Zidan - Procurement Manager Sharon Meyer - Director of Procurement and Materials Management Our warehouse meeting was with Joel Johnson Inventory Control for Materials Management Matt

Stewart Warehouse Manager was on vacation or we would have also met with him also Following our

meeting with IT discussions with Joel were very informative and carefully illustrated how an order from

NSD leaves that office and flows intﾗ JﾗWﾉげゲﾗaaｷIWがデｴWﾐデﾗ PヴﾗIヴWﾏWﾐデが HIﾆデﾗ JﾗWﾉがデｴWﾐ RWIWｷｷﾐｪが stocking and later back to NSD for site orders back to Joel to input those POs then to Transportation for

filling the pick ticket and moving product to sites In the end we figured that starting with the site


managers an order requiring delivery from the warehouse might be touched six to seven times between

writing paper orders entering computer orders consolidating those then writing a paper order for the

warehouse then input into Lawson more than once because NSD will produce both a warehouse

inventory stock order as well as the site orders

On our previous visit the NSD described the warehouse as challenging to work with and that the

warehouse was telling them what they could ﾐS IﾗﾉSﾐげデﾗヴSWヴ HゲWS ﾗﾐゲヮIWが Hデ aヴﾗﾏデｴW warehouse perspective the picture looks different It appears that perpetual inventory data viewed by

NSD in Lawson is not clearly understood and translated into what is actually needed to be stocked on

hand The inventory is the responsibility of the NSD and clearly the potential for a more efficient system

exists given adequate skill sets to run it

MWﾐゲﾐS ﾏWﾉ Iﾗﾐデゲ SﾗﾐﾗデヮヮWヴデﾗ HW SヴｷｷﾐｪデｴW ヮヴIｴゲｷﾐｪﾐS ﾉゲﾗｴWﾐげデ HWWﾐ Sヴｷｷﾐｪ commodity entitlement orders for some time and when that happens the difficulty of maintaining

reasonable stock levels in the warehouse do become a challenge for those handling the inventory This

was evident in the number of overstocked items we observed Many of these items are not regularly

used in the menu and some are not even listed

After this meeting we did meet with the director to alert her to the problem and recommended

immediate action with regard to prioritizing moving current inventory ASAP by rewriting the menu

(which at the point we visited had only five complete weeks and had not been released to the public)

and putting a hold on any existing POs that were in conflict with running down inventory に for example

purchasing applesauce when adequate supplies of cut apples applesauce and pears are in inventory

AIIﾗヴSｷﾐｪデﾗ JﾗWﾉが NldquoD ヮWヴゲﾗﾐﾐWﾉ SﾗﾐﾗデさﾉﾆデｴW ヴWｴﾗゲWざヴWｪﾉヴﾉく WｴWﾐ JﾗWﾉデﾗヴWS ゲデｴヴﾗｪｴ the warehouse which as we noted in our last report did contain items of questionable shelf life he

explained that the warehouse ID numbers for commodity items had been blended with the regular

commercial stock IDs for similar products (per the instruction of the previous director) His explanation

was that NSD thought it was unnecessary to maintain them separately as many of the items they also

purchased and perhaps it would be easier to maintain FIFO (first in first out) inventory if they were

stocked as one ID We believe that a subsequent interview with the warehouse manager who worked

directly with the former director will reveal exactly what the reasoning was but our concern is that

blending stock numbers makes it impossible to run a year end commodities stock report reflecting both

the Fair Market Value of that item plus the delivery fee which is usually a requirement of most state

agencies operating the NSLP Commodity Entitlement program

Our immediate recommendation prior to receiving any 09 commodity product would be to reverse that

practice and if possible with the use of historical records to reference any certain historical commodity

stock with specific commodity codes so detailed reporting can be easily achieved Efficient utilization of

Commodity Entitlement funds is both a key point in controlling overall meal cost and an opportunity to

utilize those savings on better quality product to improve the meal program

To the end of helping the NSD to identify the warehouse stock and initiate action and responsibility of

NSD over their inventory に whether or not they actually personally handle the stock themselves に we

asked Joel to run a stock inventory report on Lawson which can immediately help the NSD identify

critical inventory use needs In addition we suggested that creating a system of recording inventory age

and tracking it will prevent overstocks provided that NSD shifts its procurement practice to actual need

ﾐS ヮヴゲふHゲWS ﾗﾐ IデﾉぶヴデｴWヴデｴﾐヮWヴIWｷWS ﾐWWS ﾗヴﾏWﾐゲデｴデ SﾗﾐげデヴWﾉデW デﾗゲデﾗIﾆWS ｷﾐWﾐデﾗヴく


Since school has not begun aggressively addressing this area is an opportunity for savings in 08-09 food

costs We understand that the current director is not responsible for the current state of the

warehouse but what is important for the new director to understand is that it is the NSD responsibility

to work with the warehouse and keep the inventory levels at manageable levels that are in sync with

WaaｷIｷWﾐデﾏﾐｪWﾏWﾐデﾗa デｴW ゲデﾗヴｪW ヴWゲ aヴﾗﾏデｴW ヴWｴﾗゲW ゲデaaげゲヮWヴゲヮWIデｷWきﾏWﾐｷﾐｪデｴW Hｷﾉｷデ to rotate stock easily with fork lifts maintaining FIFO having adequate storage areas for Commodity

deliveries etc We found it fairly challenging to find receiving dates on the various lots in the

warehouse particularly once a pallet had begun to be used From a warehouse maintenance

perspective those dates are critical for those managing the movement of the stock in the warehouse

and that identification is important and should be improved

On our next visit we will revisit the outcomes of this discussion and meet with the warehouse manager

to further discuss potential efficiencies in shifting the ordering and warehouse management records to

VBOSS and learn more about the warehouse management history We did discuss this possibility to

Joel who is the primary person who touches the software interface from the warehouse side and he

admitted the redundancy of the current system can be frustrating and that he spends a considerable

number of hours every week dealing entering information that was entered in VBOSS then moved to

paper and then reentered in Lawson In addition because of both the disconnect of the two systems

and the lack of management oversight by NSD site managers are consiゲデWﾐデﾉヴWケWゲデｷﾐｪさWﾏWヴｪWﾐI ﾗヴSWヴゲざﾉゲﾗﾆﾐﾗﾐゲさﾉﾆ-デｴヴﾗｪｴゲざデｴデヴWケｷヴW ﾐ SSｷデｷﾗﾐﾉヮヮWヴヴWIﾗヴS ゲ WﾉﾉﾐﾗデｴWヴ IﾗﾏヮデWヴ Wﾐデヴく WWヴW NldquoD デﾗゲｷﾏヮﾉヴWaゲW さWﾏWヴｪWﾐIｷWゲざがデｴW Iﾗゲデゲｷﾐｪゲデﾗ Hﾗデｴ SWヮヴデﾏWﾐデゲｷﾐ labor efficiency could be significant The walk-through issue was also mentioned by Sharon Meyer as a

point of inefficiency

Another key area of potential savings to both departments would be to examine deliveries of products

throughout the district Currently the Warehouse runs three trucks with six people and NSD also visits

デｴﾗゲW ゲｷデWゲｷデｴﾐﾗデｴWヴゲWデﾗa ﾐゲﾐS SヴｷWヴゲｷﾐ SSｷデｷﾗﾐデﾗデｴW NldquoDげゲヴWaヴｷｪWヴデWS デヴIﾆﾐS SヴｷWヴ who is handling produce and bread deliveries In our subsequent meeting with Becky Zidan and Sharon

Meyer we discussed the history of the produce and bread deliveries in the district and they confirmed

that the warehouse has delivered the bread products on their trucks in the past and could in the future

As well in prior years the produce contract has gone to vendors that deliver directly to sites At the

time of our meeting with them the produce bid for 08-09 was not complete and we discussed the

potential of writing it to explore direct site delivery of produce and eliminate the fuel and maintenance

costs of the district owned truck Another consideration is HACCP (Hazard Analysis and Critical Control

Points) procedure in the warehouse All the warehouse deliveries of food are made in unrefrigerated

trucks Joel stated that the routes can take 4-6 hours to complete and there is not a temperature log

procedure which would identify if refrigerated products may be spending too much time out of proper

storage temperature and potentially reaching unsafe temperatures Exploring use of the refrigerated

truck and reviewing delivery routes has potential for both safety and savings When we return in

September we will pose these questions to the warehouse manager to learn more and will consider

efficiency in transportation costs a key area when proposing future organizational structures for the

department

Another question posed to Becky and Sharon was district policy with regards to bids and procurement

and Sharon outlined the guidelines We discussed the potential of district policy reflecting different

protocol for perishable products as opposed to the purchases of shelf stable foods supplies or paper

products and Sharon said that would be possible to explore From the standpoint of creating a new


vision of the NSD that prioritizes whole foods and healthy choices as well as from the perspective of

finding vendors that will provide both quality and service bidding on produce is antithetical to the

business Produce companies operate on very slim margins and are at the mercy of the market trends in

a way thaデ SﾗWゲﾐﾗデ aaWIデゲｴWﾉa ゲデHﾉW ヮヴﾗSIデゲゲケｷIﾆﾉく BWIﾆゲｷS デｴデデｴWげS ｴS ヮヴﾗHﾉWﾏ getting produce vendors to bid on the district and that is not surprising since locking in bid prices on

produce puts the distributor at a great disadvantage as well as not reflecting a smart seasonal

purchasing strategy by the district Sharon and Becky stated that they have relied on the expertise of

the NS director in the past when guiding decision making on bids and that the decision for the NSD to

buy its own truck to handle self delivery of bread and produce last year had been made without

thorough input of Materials Management and that they also questioned the need and cost efficiency of

that choice

BUDGET ANALYSIS GL ANALYSIS LABOR HOURS AND REPORTING Leslie Stafford ʹ Chief Financial Officer Chuck McElwainʹ Accounting Services Director Mike Pederson ʹ Payroll Specialist Karen Samuels ʹDistrict Accountant To gain a greater understanding of the history of the NSD we requested budget histories dating back to

2003 prior to our visit to the district Karen Samuels District Accountant who has been helping the NSD

analyze their financial performance through creating trend reports and site P and Ls in the past year was

instrumental in guiding us through the SｷゲデヴｷIデげゲｴｷゲデﾗヴﾗa デｴW NldquoD HSｪWデゲ Wﾉﾉゲ HWｷﾐｪデｴW ヮヴｷﾏヴ contact to obtain 07-08 sales records from the vendors

Of particular interest to us were the assumptions used to create the annual budget and what criteria the

district was using to trend projected revenues and expenses for each year What we discovered by and

large is that the NSD budgets have not been based on actual head counts and federal reimbursement

rates but have reflected prior years with some percentage increases added

Similarly food cost expenses have not been based on the actual relationship to meal counts but have

reflected purchase history In looking forward to a program where perishable food plays a larger part

and where the efficiency of handling and production figureゲゲｷｪﾐｷaｷIﾐデﾉﾗﾐデｴW HﾗデデﾗﾏﾉｷﾐWが W aWWﾉｷデげゲ essential to configure the budget to be as aligned with actual costs as possible so the district can set

realistic goals based on their vision for the NSD as a daily participant in the lives of students in the

district

In general with a basic perusal of the budget it is clear that the reimbursable meals are the bread and

HデデWヴﾗa デｴW NldquoDげゲヴWWﾐW ゲデヴWﾏく IﾏヮﾗヴデﾐデデﾗデｴW SｷゲIゲゲｷﾗﾐﾗa ｴﾗデｴW HSｪWデゲゲﾏヮデｷﾗﾐゲヴW written is to begin to isolate the net value of a la carte sales as opposed to the reimbursable meal

Gross sales figures tend to predominate when a la carte is discussed and that approach gives an

inaccurate picture of a la carte when factoring in labor and food cost

TｴW SｷゲデヴｷIデげゲｴｷゲデﾗヴｷIl view of a la IヴデW ゲﾉWゲｷゲデﾗヴWﾉデW ガヲくヵヰﾉW ゲさﾏWﾉ WケｷﾉWﾐデくざ Oヴｷﾐｷデｷﾉ response to that formula is that it does not reflect typical sales as stated in the previous report We

have been in contact with the owner of QSP and he is going to write a program into QSP that will allow

accounting to run a report showing the average transaction amount in the schools This should help us

analyze the relationship between the amount of labor attributed to a la carte as opposed to

reimbursable meals


Fﾗヴ Iﾉヴｷデ W ﾉゲﾗﾐデデﾗｷゲﾗﾉデW デｴW IヴヴﾗデゲｷデWゲげヮWヴaﾗヴﾏﾐIW ゲWヮヴデWﾉ aヴﾗﾏデｴW ヮヴﾗSIデｷﾗﾐゲ sites Currently in the P and Ls that Karen Samuels has created for the NSD the production sites and

their carry outs are lumped together as one cost center so isolating the relationships of labor to actual

ﾏWﾉヮヴﾗSIデｷﾗﾐｷゲﾐﾗデ SWaｷﾐWS デﾉﾉ aﾗヴデｴW IヴヴﾗデゲがデｴデデｴﾗｪｴデｴW SﾗﾐげデﾉゲｴW ヴﾗﾗﾏデﾗ stock all the food they serve very often have to handle finish and heat much of the meal For example

in some carry out sites they both stock and prep their Harvest Bars

Karen also provided us data via general ledger summaries of vendor payouts which we will use in

combination with actual reporting from vendors to isolate the food cost attributable to reimbursable

meals versus a la carte

Relative to this discussion and labor resources is to look at the meals per labor hour formula the district

is using As with revenue analysis the meals per labor hour (MPLH) formula both lumps production sites

with carry outs as well as utilizes the $250 meal equivalent across the board elementary MS and HS

As we examine this data and gain access to average transaction data from QSP we will most likely

propose a more realistic formula to assess performance There is no universally accepted MPLH

formula but in general higher MPLH are expected in schools where more use of heat and serve is found

Use of MPLH data is not always conclusive but it is a guide to evaluating performance of various schools

and teams of workers and is useful data if the formula really makes sense for the style of service

provided in a district Another important point is that MPLH calculations should be inclusive of a

percentage of all the support labor of the department including administrative transport and

managerial and this currently is not the case in the district

Because of the timing of this visit analysis of 08-09 labor distribution could not be completed but Karen

Samuels has prepared a spreadsheet that once the 08-09 FTEs and schedules are inserted will give the

NSD a clearer view of how labor is distributed throughout the department に in sites the office

warehouse and other FTE attributable to NSD Mike Pederson did provide us with total billouts of labor

attributable to NSD for 07-08 and we are evaluating that data against the practice we observed in the

district in May

An area that came up as a particular problem both in May and restated for the coming year is the

challenge of filling absences in the NSD The supervisors are often filling-in in substitute roles because

maintaining a reliable sub list has been a challenge for the department When examining the labor

hours in subs from the data obtained for 07-08 it appears that the NSD has relied heavily on bus drivers

to fill sub roles and the differential of cost to use drivers as opposed to NSD designated subs is higher In

addition we consistently heard complaints from NSD employees about the difference in pay and the

reliance on the bus drivers has led to employee dissatisfaction

We will examine this further but in general it appears that hiring several permanent subs in the NSD

would both create savings and efficiencies Another area we want to explore more is the efficiency of

having two job categories for cashier and cook helper に both listed at the same rate of pay We have

been told that staffing the 2 hour cashier slots is challenging but there are sites where the cashier is

ﾉゲﾗ IﾗﾗﾆげゲｴWﾉヮWヴゲﾗ IヴWデｷﾐｪﾏﾗヴW ﾗヮヮﾗヴデﾐｷデｷWゲ aﾗヴデｴﾗゲW ヴﾗﾉWゲゲゲｴヴWS SデｷWゲ IﾗﾉS ﾉﾉWｷデW ゲﾗﾏW of the HR pressures the NSD faces on a daily basis when considering staffing for 46 sites

With regards to reporting and how sales data is communicated back to the general ledger and also the

amount of cash handled in the district we met with Chuck McElwain who described how the records


from QSP are exported into Lawson This interface appears to work fairly well The other area we

wanted to explore was the amount of cash handled throughout the district as that is a key area of labor

and potential loss that could be avoided if the district emphasized use of the their debit system as a

requirement rather than a choice The use of cash becomes preeminent at Middle School and High

School sites where the mini mart mentality is strong and where kids may not want their parents to know

ｴデデｴWげW HWWﾐ Hｷﾐｪく WｴWﾐ W ヴWデヴﾐｷﾐ September we will explore further the percentage of

cash sales line speed and multiple transactions by the same students when observing meal periods at

the MS and HS and explore how that might change if a greater buy-in to reimbursable meals could be

instituted particularly at the MS level We will also meet with Data Business Systems to understand the

breadth of reporting possible from their sales system to explore if there is further information not

generated presently that could assist NSD in managing day to day

NUTRITION SERVICES OFFICE POS VBOSS UPDATES MENU PRODUCTION COMMODITIES AND VENDORS Sue Anderson ʹ Director Deborah McCormick ʹ Supervisor Sara Acker - Supervisor Ruth Campisi ʹ Technician David Pytlinski - Bid Accounts Andrews Foodservice Systems The timing of this visit brought us back in the NSD office at a point in the summer where staff that were

off since June were coming back or poised to return so from that perspective it was not the best

possible time We had several follow ヮゲHﾃWIデゲｷデｴヴWｪヴS デﾗデｴW ヮﾉﾐゲ WげS ｴWヴS ｷﾐ M ﾗa changing the QSP POS screen to reflect more detail of a la carte sales items allowing for more detail by

parents wishing to track what their kids are eating as well as greater accountability for inventory

management The screen shots we viewed do allow for more detail but in general given the many

items that can be purchased it would be impossible to accurately track sales of every item in inventory

at every site unless a PLU scanning device was implemented for the a la carte foods We are in the

process of obtaining all the a la carte vendor sales data from 07-08 for analysis of what items are most

popular and how sales vary from site to site but the primary issue in the current system is the inventory

control at the sites Many items have high per unit costs (20 ounce Gatorade at 73 cents) but many sites

do not have adequate secure storage and the accountability link that could be created between an

electronic sales record debiting perpetual inventory is not able to be utilized in the current system

Again this brings up the net value of an a la carte program and justifies inquiry as to its value and

purpose in the landscape of offering students nourishing options versus junk in their schools on a daily

basis

We also had the opportunity to meet with NSD director Sue Anderson and David Pytlinski from Andrews

Food Service with regard to Andrews interface on the commodities Andrews has the state contract for

delivery of commodities in Colorado as well as their commercial division having the bid of the Northern

CﾗﾉﾗヴSﾗ Cﾗﾗヮ aﾗヴデｴW IﾗﾏﾏWヴIｷﾉｷデWﾏゲデｴW SｷゲデヴｷIデゲWゲく DｷSげゲｷゲｷデゲヮヴｷﾏヴｷﾉデﾗ Hヴｷﾐｪ ldquoW ヮデﾗ speed on the state of their commodity deliveries and costs associated with how the processed and

brown box items are delivered

Sue Anderson was never directly involved with commodity entitlement allocation diverting entitlement

dollars to value added processing and delivery fees It is apparent through conversations with Vicky

Huff who handles ordering for NSD as well as a myriad of other duties that though Vicky handles some


commodities related paperwork her knowledge base is also fairly narrow We have viewed the

Colorado web site that deals with food distribution and we will need to contact the State to access more

ヮヴWIｷゲW ｴｷゲデﾗヴｷIﾉ SデﾗﾐデｴW SｷゲデヴｷIデげゲゲW ﾗa IﾗﾏﾏﾗSｷデ WﾐデｷデﾉWﾏWﾐデﾉW ゲ WﾉﾉゲデｴW Iデﾉ Sﾗﾉﾉヴ value in past years This is not clear from the files that Sue has access to left by previous directors

We know from looking at the GL reports that the district spent approximately $165000 on processing by

diverting commodity entitlement dollars but we need to research further to isolate the net value of that

decision (Note Diverting commodity entitlement to value adding means for example that a district

pays to have bulk chicken processed into chicken patties)

As a result of many of our meetings and tours through the warehouse we suggested to Sue that instead

of spending time every month writing a new menu that the district take the opportunity to reutilize the

menus of the previous year and tweak them as they relate to procurement and vendor items they have

made decisions about already but not accounted for directly in terms of volume needs for the annum

For example though we know that in 07-08 commodity cheese was diverted to Brunos Pizza as a result

of a bid at the point we visited no one really knew how many pizzas had been sold how much cheese

was used per pizza and how much IﾗﾏﾏﾗSｷデ IｴWWゲW ゲゲデｷﾉﾉｷﾐ BヴﾐﾗげゲｴﾐSゲ aヴﾗﾏﾉゲデ Wヴく Iﾐデヴﾐが 08-09 commodity cheese had also been diverted to Brunos (probably planned as far back as December

07) but the assumption of sales and whether that product would affect both the a la carte and

reimbursable meal menus had not been decided

ldquoｷﾏｷﾉヴ SｷWヴゲｷﾗﾐゲﾗa IﾗﾏﾏﾗSｷデｪﾗﾗSゲヴW ゲWデヮｷデｴ Pｴｷﾉげゲ FヴWゲｴ FﾗﾗSゲく TｴWゲW Iﾐ HW WデヴWﾏWﾉ beneficial relationships for the district but accountability of the transaction and planning in menu as

well as how that affects the overall food cost for meals should all be clearly laid out by the director and

their team well in advance of moving forward on these relationships In addition the current director is

working with several new team members in the office training people on duties she used to do as a

supervisor etc so being conscious of what is realistic to accomplish this year is key If using work

product (menus) from the previous year is going to give the NSD some much needed time then it should

be a consideration

It was obvious from this visit that reviewing purchase histories inventories food cost and even what

menu type is being implemented in the district has not been evaluated from the perspective of the

さｴﾗﾉW ゲゲデWﾏざ HデヴデｴWヴﾉﾗﾗﾆｷﾐｪデ WIｴヴW ﾉﾗﾐWがｴｷIｴｷゲｴﾗ W ﾉﾗゲW Wfficiency both in vision and

practice Any steps the department can take to begin to utilize a whole system approach will be useful

now and in the future

We met with Ruth Campisi again to see how the VBOSS next steps were working out She was working

with the local Horizons technician to further implement the use of VBOSS generated menus and

production records and she had been inputting recipes into VBOSS all summer in preparation for this roll

out We learned from Sue that the district is trialing this process in only a few sites which surprised us

as the site managers have been using parts of VBOSS for many months and it was our understanding in

May that VBOSS as a menu and production record tool would be used starting this year

Given what we learned about the ease of use of the VBOSS interface and knowing that Deb McCormick

spends a lot of her time inputting menus and purchasing specs into excel spreadsheets we suggested to

Sue that NSD might be able to roll the use of VBOSS generated menus and production logs out more

quickly if Deb McCormick was redirected toward recipe and menu input in VBOSS and abandoning the


time consuming spreadsheets If the district reutilized 07-08 menu work during this transition time

there would be adequate time to redirect Deb on this new project Sue is concerned about weaning the

site managers off of the paper based system but with the limited supervisory team that the NSD has

WaaｷIｷWﾐデゲW ﾗa ゲヮWヴｷゲﾗヴゲげゲIｴWSﾉW ﾐWWSゲデﾗ HW ヮヴｷﾏヴ IﾗﾐゲｷSWヴデｷﾗﾐく

As we continue to gain access to vendor records we will apply that information into analysis of the

current budget structure as well as consider inventory control as a key area with regard to the a la carte

program In addition this visit has brought up the question of the costs and intent of which menu type

the district is running The menus last year were based on enhanced food based the menus this year

are based on traditional food based but the menus are also being analyzed within the nutrient based

menu framework apparently so those menus can be posted on the website Menu production relative

to meeting the nutrient analysis formula required by the Feds can lead to the addition of sugar based

calories in the menu to meet the specs (which does appear to be the case in Boulder) but these empty

calories can cost the district unnecessary funds as well as not promote a nourishing image of the meal

program so more analysis will be tied to that question

Our suggestion with regard to the nutrient analysis information as a popular feature for the parents is

to list the nutrient analysis and ingredient labels for each item in the reimbursable menus as well as the

a la carte menu に item by item By shifting emphasis on their web information away from the whole

menu which is not required in a Food Based Menu the district will be providing information about the

products they serve in the meal but not tie themselves to the weighted averages which can lead to the

addition of products which in the end are really not menu enhancing


DISTRICT CULTURE CAFEacute AS A CLASSROOM PROFESSIONAL DEVELOPMENT CUSTODIALNSD INTERFACE Dr Judy Skupa- Assistant Superintendent of Learning Services Steve Hoban- Director of Operations Security and Environmental Services Joe Sleeper - Assistant Superintendant of Operations

Oﾐデｴｷゲｷゲｷデ W ﾉゲﾗﾐデWS デﾗ IﾗﾐデｷﾐW デﾗ WヮﾉﾗヴW デｴW SｷゲデヴｷIデげゲ IﾉｷﾏデW aﾗヴ IｴﾐｪW ﾐS ゲヮヴデﾗa デｴデ discovery we were directed toward Dr Judy Skupa Assistant Superintendent of Learning Services

Valuing meal periods as important to the instructional day is not typical in many districts but the ability

to see the result of valuing that interface as critical to student development is often the entry point for

wholesale change in meal program redesign

Challenges to change can vary by district as different priorities in school culture management structure

and educational goals are set Judy informed us that Boulder has historically been highly academically

oriented and like many services programs lunch can be viewed as a hurdle to leap each day not a help

to charging the students with the energy to learn That said she said principals could be brought to the

table in a positive way if they are given a voice in change and that in this process of reevaluating

priorities around food health nutrition education and all-round student wellness the potential for a

dynamic culture shift does exist

In exploring how site based management affects the NSD throughout the district challenges to district

wide system change versus site specific customization is that at core food service operations run more

efficiently when utilizing uniformity in training style of service and menu The uniformity drives cost

savings quality of service and meals and food safety In a program shift the district would want to

capitalize on that uniform change Where individual school culture plays a part is the one on one

interaction that can lead to valued relationships between NSD staff and students when more than a

money changing exercise is brought to the lunchroom Administrators play an important role in

bringing their school teams (faculty staff students parents) to the forefront to support these potential

shifts in the system

Also noted in our discussion historically whether a school or district values meal periods or not at the

elementary level the social interaction at those younger age levels is critical to their social and cognitive

development and enriching that meal period may be more easily valued as important to improve at the

elementary level

When looking at program change at the secondary level the whys behind it continue to make sense

because what is established in the elementary level can grow as the students grow In the district right

now we know that the introduction of Harvest Bars at the elementary level is being contradicted by the

mini marts of the secondary schools Practice that encourages sharing a meal followed by practice that

encourages not dining at all but reinforces the idea that a few cookies and a Gatorade are an acceptable

ﾏWﾉ HヴWﾆｷﾐデｴW ゲデSWﾐデげゲ Sく

We also discussed professional development days for classified employees as opposed to credentialed

and she firmly believed that support for including those days for NSD was possible when considering

safety and skills associated with interacting with students on a daily basis Food service personnel in

most districts are the only group that touches every child in their area of work every day Giving

BﾗﾉSWヴげゲ NldquoD ゲデaa デヴｷﾐｷﾐｪデﾗｷﾏヮヴﾗW デｴWゲW ヴWﾉデｷﾗﾐゲｴｷヮゲﾐS Iﾗntinue skill development that will


enrich the efficiency and cost savings of the NSD as well as aid in program redesign is critical Judy

stated that proposals for professional development days for NSD needed to be proposed with a training

plan in hand

Another opportune meeting we had was with Steve Hoban of Director of Operations Security and

Environmental Services and Joe Sleeper Assistant Superintendant of Operations The meeting had

been scheduled by Leslie Stafford and Sue Anderson as a result of the discussion in our previous report

that reviewed the custodial interface with NSD and specific practice related to cleaning and sanitizing

tables in the dining rooms as well as handling refuse cleaning kitchen floors and how floor mats are

cleaned and handled

The discussion resulted in the recognition that NSD basically stops their area of responsibility at the

service line We had noted this before as key to program change where education extends itself from

food and nutrition to dining and social skills Particularly with the introduction of sa lad bars that

imaginary barrier has been dismantled and to effectively manage the potential of program change the

NSD staff must step out from behind the stove and serving line

We noted in our previous report that the custodians in Boulder are playing key roles particularly in the

elementary school dining rooms In the elementary schools the custodian may be working with the

students throughout the meal period helping them with the Eco Cycle program and talking with them

ｴｷIｴｷゲﾉゲデｴW Wﾐデヴヮﾗｷﾐデ aﾗヴ WSIデｷﾗﾐく CﾗﾐWヴゲWﾉｷﾐデｴW ゲWIﾗﾐSヴゲIｴﾗﾗﾉゲデｴW IゲデﾗSｷﾐゲ Sﾗﾐげデ have enough support as the climate of the meal period is not as pleasant and without administrative

support the custodians end up being referees as well as trying to maintain a pleasant and sanitary

environment for the community

TｴW WﾐS ヴWゲﾉデﾗa デｴｷゲ aｷヴゲデﾏWWデｷﾐｪ HWデWWﾐ CゲデﾗSｷﾉﾐS NldquoD ｷゲデｴデデｴW ｷﾉﾉｷゲｷデ WIｴﾗデｴWヴげゲ trainings in August and come together on a uniform practice of table sanitation that satisfies HACCP

regulations Floor mat inventories in the kitchens will be done and the two departments will come to an

agreed practice for floor cleaning and matt handling In addition the NSD will begin to step out into the

dining rooms and assist the custodians in table breakdowns thereby reducing back injuries related to

that daily practice and beginning a shared vision of the dining rooms as the meeting point for the two

departments to work together

NEXT STEPS Our next visit to Boulder will include follow up to this trip including meetings with the warehouse

manager and with Data Business Systems We also want to investigate the current practices in the

Universal Breakfast program currently being run at Sanchez Elementary We will finish our site visits and

revisit other key sites at times of service that we were unable to in May More investigation into

transportation is vital to final recommendations as well as a follow up of on inventory management in

the district when it is in full swing rather than closing down for the year We did revisit several sites on

this trip to investigate further footprint and capacity potential and more investigation in food

production and meal distribution redesign will be considered during the September visit


List of Files Available at Business Services Office

1 Equipment Inventory Spreadsheet に All Sites

2 Site Photos

3 Site Audit Notes

4 Aging Notes on Stock Report に July 2008

5 Cﾗﾉﾉｷﾐゲげ NﾗデWゲﾗﾐ WヴWｴﾗゲW IﾐWﾐデﾗヴに July 2008

6 Center for Ecoliteracy に Model School Wellness Policy Tool


Table of Contents

THﾉW ﾗa FｷｪヴWゲぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐくくン

Introductionぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐヵ

The Plan に Year Oneぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく6-15

The Plan に Years Two and Threeぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐくヱヵ-17

ConclusionぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐくくヱΑ

AppenSｷぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐぐく18

1 Proposed BudgetぐぐぐぐぐぐぐぐぐぐぐぐぐAデデIｴﾏWﾐデ

2 Site Improvement OverviewぐぐぐぐぐぐくAデデIｴﾏWﾐデ

3 Progress Report OneぐぐぐぐぐぐぐぐぐぐくくヱΓ-31

4 Progress Report Twoぐぐぐぐぐぐぐぐぐぐくくンヲ-43

List of Documents on File at Business Services Officeぐぐぐぐぐぐぐぐぐぐぐぐく44


Table of Figures
















Introduction


















School District





















in the district











Year Round Staff









Procurement






CFO

NS

Director

Sup ervisor

Training

Sup ervisor

HR

Sup ervisor

Menu

Office

Purch as ing

Office Famp

R

8

Produ ction

Sites

6

Produ ction

Sites

8

Produ ction

Sites

11 Satillite

Sites

10 Satillite

Sites

2 Satillite

Sites







Field Supervision
































ingredients



Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll






(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





Table of Figures
















Introduction


















School District





















in the district











Year Round Staff









Procurement






CFO

NS

Director

Sup ervisor

Training

Sup ervisor

HR

Sup ervisor

Menu

Office

Purch as ing

Office Famp

R

8

Produ ction

Sites

6

Produ ction

Sites

8

Produ ction

Sites

11 Satillite

Sites

10 Satillite

Sites

2 Satillite

Sites







Field Supervision
































ingredients



Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll






(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes







Introduction


















School District





















in the district











Year Round Staff









Procurement






CFO

NS

Director

Sup ervisor

Training

Sup ervisor

HR

Sup ervisor

Menu

Office

Purch as ing

Office Famp

R

8

Produ ction

Sites

6

Produ ction

Sites

8

Produ ction

Sites

11 Satillite

Sites

10 Satillite

Sites

2 Satillite

Sites







Field Supervision
































ingredients



Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll






(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





Introduction


















School District





















in the district











Year Round Staff









Procurement






CFO

NS

Director

Sup ervisor

Training

Sup ervisor

HR

Sup ervisor

Menu

Office

Purch as ing

Office Famp

R

8

Produ ction

Sites

6

Produ ction

Sites

8

Produ ction

Sites

11 Satillite

Sites

10 Satillite

Sites

2 Satillite

Sites







Field Supervision
































ingredients



Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll






(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes























in the district











Year Round Staff









Procurement






CFO

NS

Director

Sup ervisor

Training

Sup ervisor

HR

Sup ervisor

Menu

Office

Purch as ing

Office Famp

R

8

Produ ction

Sites

6

Produ ction

Sites

8

Produ ction

Sites

11 Satillite

Sites

10 Satillite

Sites

2 Satillite

Sites







Field Supervision
































ingredients



Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll






(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes










Year Round Staff









Procurement






CFO

NS

Director

Sup ervisor

Training

Sup ervisor

HR

Sup ervisor

Menu

Office

Purch as ing

Office Famp

R

8

Produ ction

Sites

6

Produ ction

Sites

8

Produ ction

Sites

11 Satillite

Sites

10 Satillite

Sites

2 Satillite

Sites







Field Supervision
































ingredients



Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll






(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes









Field Supervision
































ingredients



Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll






(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes

















ingredients



Sup erin tenden t

NS

Directo r

Ass it

Director

Procu rement

Manager

Executive

Chef

Field

Sup ervisors

Office

F amp R

Satellite

Operato rs

Foo d

Service

Ass is tants

Procu rement

Ass is tantStock

Han dlers

Drivers

Stock

Exec

Ass is tant

Field

Sup ervisors

Field

Sup ervisors

Field

Sup ervisors

Satellite

Operato rs

Satellite

Operato rs

Satellite

Operato rs

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Foo d

Service

Ass is tants

Office

Gen eral

Office

Payro ll






(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes









(fig 5)







































































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes
















































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes








































begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes













begun
















support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes










support it





































equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes











equipment


















Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





Food and Staff




district (fig 12)





















































Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes

























Conclusion









Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





Appendix







Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





Progress Report One


May 2008

Contents


SCHOOL SITES 21

Production Kitchens

Solo Kitchens

Satellite Kitchens

Equipment

Food

Dining Rooms



Team

Technology

Ordering

Menu

STUDY NEXT STEPS 31




















































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes























































Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





















Production Sites



















Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





Solo Sites









Satellite Sites













hours

Equipment











































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes

































The Food


































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes
































lunch kids










heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes







heating element














Dining Rooms





































































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





















































































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes

















































The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes















The Team








































nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes

















nutrition services




























Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes








Ordering
































STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





STUDY NEXT STEPS






Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





Progress Report Two


July 2008

Consultants on site


Contents

INTRODUCTION 33

TECHNOLOGY 33

WAREHOUSE 34

BUDGET ANALYSIS 37


DISTRICT CULTURE 42

NEXT STEPS 43



















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes






















inventory











perpetual inventory














Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes








Lawson










































































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes















































































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes







































department















that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes














that choice













district









reimbursable meals

























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes




























district in May









































basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes






























basis
































be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes



























be a consideration






























































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes


















































elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes





























elementary level















plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes







plan in hand






cleaned and handled





























2 Site Photos

3 Site Audit Notes







2 Site Photos

3 Site Audit Notes


