FOOD SERVICES
This chapter reviews the Dallas Independent School District's (DISD) Food and Child Nutrition Services function in five sections:
- A. Organization and Management
- B. Financial Management
- C. Cafeteria Operations
- D. Student Meal Participation
- E. Facilities and Equipment
C. CAFETERIA OPERATIONS
During the on-site review, observations and interviews were conducted at cafeteria operations of the following 25 district schools:
- Elementary Schools: James, Rhoads, Silberstein, Sam Houston, Knight, Weiss, Martinez, Allen, Bonham, Kleburg, Urban Park, Rowe and Hooe.
- Middle or Junior High Schools: Cary, Seagoville and Comstock.
- High Schools: Skyline, Jefferson, North Dallas, Carter, Woodrow Wilson, Molina, Long and Sunset.
- Cesar Chavez Learning Center
FINDING
Adequate cash controls have not been fully implemented into district cafeteria operations. Although the departmental policies and procedures manual covers the details of daily cash handling practices, cash control procedures seemed relaxed in some of the district cafeterias. The review team noted the following:
- Cashiers in food stations located in the dining rooms were observed leaving cash drawers unattended while they checked and replenished the food line. Students were observed walking past the cashier stand unnoticed and uncounted;
- Cashiers and cafeteria supervisors were observed counting cash for daily deposits in kitchen offices and storerooms in full view of individuals entering and exiting the kitchen. In some cases, there was conversation and activity going on in the area making it more difficult for the money counters to concentrate; and
- At most campuses, daily cafeteria sales deposits are secured in a school safe located in the school's main office. Cafeteria field specialists reported that missing daily cafeteria deposits have been occasionally linked with bank deposits left in the school office safe. The principal should be the only authorized person given the safe combination for his or her campus. However, based on interviews with cafeteria field specialists, additional school personnel at some campuses also have been provided with combinations to the safe.
An examination of the cash deposit review summary showed that 58 schools had deposit discrepancies of $5.00 or more during August. In addition, four deposits totaling $943.82 were reported missing or stolen.
Recommendation 170:
Strengthen cash controls at district cafeterias.
All cafeteria supervisors and cashiers who deal with cash should be trained or retrained on proper cash handling procedures. The training should include instruction on completing bank deposit slips. Field specialists should review their respective cafeterias to ensure that proper cash handling practices and bank deposit procedures are followed.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The director of Business Logistics meets with Food Services administrators, field specialists, cafeteria supervisors and cafeteria personnel to identify problem areas and needed training topics in cash handling practices. August 2001 2. The director of Business Logistics determines which training topics will be covered and schedules training for the year. August 2001 3. The director of Business Logistics communicates training schedule to Food Services administration and cafeteria personnel. August 2001 4. The director of Food Operations and Compliance works with relevant personnel to implement the training program. Training of all relevant cafeteria personnel is completed. August 2001 - May 2002 5. The director of Food Operations and Compliance ensures proper cash handling practices are followed by cafeteria personnel. Beginning August 2001 FISCAL IMPACT
This recommendation can be implemented with existing resources.
FINDING
Food Services field specialists and cafeteria supervisors reported that the armored car service contracted by the district often failed to pick up daily cash deposits. According to records maintained by Food Services, the armored car service did not pick up bank deposits for four consecutive days at Holmes Middle School during one month. As illustrated in Exhibit 11-6, cafeterias at 24 schools went three or more consecutive days in May 2000 without scheduled armored car pick-ups of daily cash deposits. In May 2000 alone, the armored car service failed to arrive 111 times.
Exhibit 11-6 Source: DISD Food Services Department.
Failed Armored Car Pick ups of More Than Three Days
Dallas ISD
May 2000
School Number of Failed Pick-ups Holmes Middle 10 Fannin Elementary 8 Miller Elementary 8 Lanier Elementary 7 Central Elementary 6 Seagoville High 6 Washington (Arts) 5 Florence Middle 5 Quintanilla Elementary 5 Edison Academy Middle 5 Seagoville Alternative 4 Seagoville Elementary 4 Starks Elementary 4 Frank Elementary 4 Medrano Elementary 3 Seagoville Middle 3 Zaragosa Elementary 3 Titche Elementary 3 Kennedy Elementary 3 Pleasant Grove 3 Chavez Elementary 3 Sunset High 3 Kleberg Elementary 3 Lee Elementary 3 Total 111 Recommendation 171:
Review the district's contract with its armored car service.
Before signing a contract for armored car services, Food Services should evaluate the service provider. The service provider should furnish guidelines in the contract that clearly confirm their responsibilities involved in transporting deposits. If daily cash pick up is stipulated, then the contract should be enforced.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The Business Logistics director reviews the terms of the current contract to determine if the contract is sufficient to enforce daily cash pick up. August 2001 2. The Business Logistics director meets with armored car service representatives to discuss the contract and determine an action plan for ensuring deposits are picked up daily, if stipulated. August 2001 3. The Business Logistics director takes appropriate action to secure a contract with an armored car service provider that guarantees the company will strictly adhere to operating procedures. September 2001 4. The Business Logistics director conducts a follow-up evaluation of the armored car service for daily pick up. Annually, beginning September 2002 FISCAL IMPACT
This recommendation can be implemented with existing resources.
FINDING
DISD is not systematically, consistently, objectively and scientifically monitoring and identifying food and process hazards. The district delivers prepared meals in handicapped-equipped school buses to eight satellite school locations. The temperature of the food on these buses is not regulated or checked to ensure the food remains at proper temperature upon arrival. The District Service Center does not follow a documented process that ensures sanitation issues are being addressed along each step of the transportation process to the district's satellite schools.
The District Service Center transports and delivers these meals to the eight satellite locations, and returns food leftovers, pots, pans and other supplies to the production kitchen locations after meal service. Food Services attempted to deliver these products to satellite locations using warehouse vehicles but found that the design of the vehicles and the delivery schedule were not effective methods for completing this task. In addition, since deliveries were required early in the morning and afternoon, it was cost-prohibitive for warehouse personnel to be involved.
As part of the review of district Transportation services, a concern was raised about the cost of continuing to provide these services and the appropriateness of District Service Center personnel's involvement. In previous years, the District Service Center charged $100,000 annually for transporting these meals. In recent years, however, the Food Services department has not been charged for these services.
Food Services is accountable for the sanitation of these services and must ensure proper food safety procedures have been implemented and are followed. According to the U.S. Department of Agriculture (USDA), food transportation requires strict adherence to food safety practices and procedures and is recognized as a potential source of food contamination. The temperature of hot foods must remain above 145o F and cold foods must remain at or below 45o F throughout the transport process.
The limit for safely preparating, holding, rethermalizing and serving food is four hours. The USDA requires that food processors implement a Hazard Analysis Critical Control Point (HACCP) program to ensure the safety of food products.
HACCP principles include:
- Assessing hazards at each step in the flow of food and developing procedures to lower the risk for each;
- Identifying critical control points;
- Setting up control procedures and standards for critical control points;
- Monitoring critical control points;
- Taking corrective action if a deviation from procedures occurs at a critical control point;
- Developing a record-keeping system that documents the HACCP plan; and
- Verifying that the HACCP program is working.
Recommendation 172:
Evaluate alternatives for providing and transporting food services to the eight satellite locations and conduct an audit of proper sanitation procedures.
The transportion of food requires strict adherence to good food safety practices. The safety of the food sent to satellite locations should be investigated at all points in the delivery system. A temperature study and an audit of procedures based on HACCP principles should be conducted and a HACCP program implemented for continued use in the delivery of food to satellite locations.
Food Services and Transporation managers should collaborate to determine the best way to transport meals to the eight satellite schools. If the District Service Center can no longer provide these services, Food Services management should evaluate the alternatives for performing these activities in-house or outsourcing the services.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The executive director for Food Services and the director of Transportation evaluate alternatives for transporting meals to the eight satellite schools. They decide who will provide the services and estimate what the costs will be. August 2001 2. The director of Food Operations and Compliance conducts a time and temperature study and audits procedures for delivery to satellite locations. September 2001 3. The director of Food Operations and Compliance develops an HACCP program for food delivery to satellite locations. December 2001 FISCAL IMPACT
This recommendation can be implemented with existing resources.