Summary of themes and subthemes related to the impact of contracting out school district food services to a large private food service management company
| Themes | Subthemes |
|---|---|
| Overall positive financial impact allowing for funds to be reallocated to other areas | Relatively short turnaround financial situation |
| Transfer of financial responsibility to the private food service company | |
| Expertise, economies of scale and bargaining power of private food service management company | |
| Positive impact on ability to meet federal nutritional regulations | Expertise and resources of the private food service management company allows for efficiency in operations and meeting of frequently changing guidelines requirements of federal school meal programs |
| School district should focus on the core function of education | |
| Positive impact on students that are enrolled in schools within the school district | Nutrition education programs for students on healthy eating and food choices |
| Exposure to a wide variety of foods to increase students’ interest in healthier foods | |
| Positive impact on student behavior and cognitive ability, especially for low-income and at-risk populations | |
| Development of positive clean and modernized dining environments | |
| Nutritious meal for low-income, at-risk student population | |
| Overall impact of contracting out to the private food service management company on the food service operations | School district retains the ultimate control of food service operations |
| School district being pleased with the management of the food services | |
| Gradual acceptance of implementation of private management of district food services by all stakeholders | Initial concerns regarding job security, etc |
| Successful contracting out of other school district services as models helped to ease job security concerns | |
| Higher turnover of food service staff | |
| Requirement of total support from main stakeholders |
| Themes | Subthemes |
|---|---|
| Overall positive financial impact allowing for funds to be reallocated to other areas | Relatively short turnaround financial situation |
| Transfer of financial responsibility to the private food service company | |
| Expertise, economies of scale and bargaining power of private food service management company | |
| Positive impact on ability to meet federal nutritional regulations | Expertise and resources of the private food service management company allows for efficiency in operations and meeting of frequently changing guidelines requirements of federal school meal programs |
| School district should focus on the core function of education | |
| Positive impact on students that are enrolled in schools within the school district | Nutrition education programs for students on healthy eating and food choices |
| Exposure to a wide variety of foods to increase students’ interest in healthier foods | |
| Positive impact on student behavior and cognitive ability, especially for low-income and at-risk populations | |
| Development of positive clean and modernized dining environments | |
| Nutritious meal for low-income, at-risk student population | |
| Overall impact of contracting out to the private food service management company on the food service operations | School district retains the ultimate control of food service operations |
| School district being pleased with the management of the food services | |
| Gradual acceptance of implementation of private management of district food services by all stakeholders | Initial concerns regarding job security, etc |
| Successful contracting out of other school district services as models helped to ease job security concerns | |
| Higher turnover of food service staff | |
| Requirement of total support from main stakeholders |
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