Case Study
District: Brownsville
(TX) Independent School District
Director: Dora Rivas, MS, RD
Enrollment: 33,000
The inTEAM Food Management System, developed by Dot Pannell Martin and
Gertrude Applebaum, was introduced for the first time in Texas as a pilot
in 1994. As I sat in the training session, it came to me that much of
the information was textbook information that I had been exposed to in
college; however, here the system was presented in a practical approach
to successfully operate a school lunch program. The introduction of this
system came at a very critical time for Brownsville ISD. Although, Brownsville
had just successfully implemented Provision 2 and a positive bottom line
and fund balance had been achieved, block scheduling was going to be
implemented at the high schools and this created a new challenge. Without
expanding the number of lines, participation increases from the Provision
2 could be jeopardized. The inTEAM concept offered changes in menu planning,
training, implementation of food court, time management and work scheduling,
merchandising of serving line, and staffing.
Results:
- Menus were revised from a standard six-week
cycle district wide to a one-week cycle with expanded choices for
secondary schools
and a three-week cycle for elementary schools—
- Participation at
high schools increased by an average of 12%
- Inventories at all schools
were reduced due to streamlining of menu items that were the students
favorites being served more often
- Menus were printed for the year. More
attractive menus were produced and sent to parents instead of the monthly
8 ½” X 11” copies
on colored paper
- Work schedules were planned based on the
menus. Managers were trained to plan their work schedules daily based
on menu and for each
employee. The labor hours were further adjusted from 16 MPLH to 18
MPLH based on inTEAM staffing formula. This formula was phased in through
attrition and annual MPLH adjustments
- Merchandising was also a factor
in increasing participation. Serving areas were decorated, walls
painted and tiled,
patio seating
was provided, trash cans were covered, signage was designed and hung
- The
district process for pot and pan washing with purchased power-soak
sinks further reduced labor from 18 to
20 MPLH.
Conclusion:
By 1997, the district had increased fund balance from $1.5 million to
$5 million. Funds have been used to further renovate elementary schools,
provide interior design for all secondary schools, equip new schools,
and annually replace obsolete equipment.
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