Organizational Structure

Organizational structures are not standardized in school food service, and many departments might not have a finalized structure. Some districts post organizational charts on the district website, but these rarely show much hierarchy detail at the department level. However, it’s really useful to chart out current structure and examine the roles and tasks associated with each position.

In the sample organizational structures below, the size of the district and type of operational model are the most important factors. Of course, the department must be able to support the proposed organizational structure financially. Laying out a detailed organizational chart is an excellent tool to help you assess what it will take to move your program toward your goals.

ABOVE: Organization Chart for Food Services—Site-Based Production Model, Small-Sized District

ABOVE: Organization Chart for Food Services—Central Production Model, Large-Sized District

Job Descriptions

Job descriptions include all the details that flesh out the organizational chart. The descriptions in every district will vary depending on the district size and staffing history; there truly is no standard. A few school districts will list directors and assistant directors, but many districts have only a director and a few managers on the administrative team. Other districts have clearly defined divisions between operational positions and jobs involving accountability and financial analysis.

We have developed a variety of sample job descriptions to provide some of the language to describe the breadth of positions required for your proposed operational model. It’s generally a good idea to simplify the number of job titles to create a more efficient workflow. Position descriptions that assume multiple tasks will help you meet the bottom line. It’s also essential to create job descriptions and roles that emphasize accountability, which can be evaluated over time by managers or supervisors. Titles like supervisor, coordinator, manager, lead, and assistant will vary significantly from district to district. The most important distinguishing factor is whether the position involves directing, supervising, or evaluating other staff.

Practical Tests

When shifting to a fresh, whole-foods approach to school food, it is essential to hire qualified candidates. Because the skill-set needed is so specific, it’s a good idea to evaluate applicants for food production positions through both written and practical tests. School-site staff candidates can also be tested for math and practical questions that relate to site-based tasks. Take a look at the sample testing materials we’ve developed for this purpose:

Staffing Shortage Tips

It’s important to be proactive and have a plan in place for when sudden challenges hit your school, like the COVID-19 pandemic. Here are some tips for how to navigate staffing shortages and ways to stay prepared:

• Cross train your staff. Make sure your staff at each site knows how to complete various jobs such as cooking, serving breakfast, and operating a POS. Keep procedures at each site as similar as possible. This enables your staff to cover for one another, be helpful where needed, and fill in at another location if the opportunity arises.
  
• Communicate with the school office. Make sure that there is a daily open line of communication between the kitchen staff and the front office of your school. This way, if there are a high number of absent students, the kitchen doesn’t over produce food. Alternatively, if the kitchen is short staffed, the office can recruit additional staff members from the site to help with service.
  
• Develop standard operating procedures (SOPs). A standard operating procedure (SOP) helps inform staff to what tasks need to be done, how to complete the tasks, and when various tasks need to be completed. This also creates accountability so that all necessary procedures are being followed and staff are serving food safely. Make sure all staff are aware of the SOP and that it is posted in the kitchen.
  
• Create a phone tree and sub procedure. It’s important to have an established procedure that staff follows when they need to call out, whether that is a sub line to call or a phone tree to follow for school closures. This way, all staff can stay informed and all phone numbers are shared in case of emergency.
  
• Post the schedule for each day in the kitchen. School schedules and lunch times can change daily. Make sure these are clearly posted in your kitchen so that a sub knows exactly what time to have meals ready and is prepared accordingly.
  
• Have a back up menu item or two in your freezer ready to serve. Whether it’s a supply chain issue or a staffing challenge, it’s a good idea to have a back up plan/menu item ready to go in the freezer. Prepare this item at a time when you are caught up and fully staffed. Make sure it is an item that freezes well and can be quickly heated and easily served. Some ideas for this may be pizza or homemade chicken quesadillas.
  
• Encourage parents to volunteer. Many school food programs are relying on parent volunteers now more than ever. Be proactive in your approach with this. Have a list of approved parent volunteers and connect with them weekly. Stock up on extra hair coverings and aprons for sanitation purposes. Make sure your permanent staff is aware that you may need to rely on volunteers to serve kids. When informed, your staff can look forward to the extra help and be prepared to lead the volunteers.
  
• Invite students into your kitchen. When adults are not available to work, utilize student labor. Many high schools offer catering, pro-start, hospitality, or life skills courses. These students can be a great addition to kitchen staff, plus they’re getting hands-on experience!

Performance Evaluations

Regular performance evaluations are commonly overlooked. No matter how much time is spent on human resource issues, a lack of regular reviews and consistent standards for staff performance contributes to a time-consuming negative cycle of retaining employees whose performance is marginal.

Cooperating with the human resources department to establish clear protocols that address the breadth and variety of positions is invaluable. In many cases, this requires the development of specialized review forms that are compatible with food service positions. We have provided some samples that can be used as models when developing your own. Completing meaningful performance evaluations will help prevent non-performing employees from hindering the success of your programs, as well as provide an opportunity for growth and recognition for above-average employees.