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Abstract

School cafeterias and, subsequently, food service directors (FSDs) play a vital role in feeding children in the U.S. This study investigates which FSDs with different characteristics and organizational affiliations are most willing to embrace and implement new programs in their cafeterias. In 2014 we surveyed a representative sample of 8143 school FSDs across the U.S. regarding their knowledge and use of innovative methods that encourage children to select healthy food options. Nearly all of the surveyed FSDs (93%) are aware of behavioral strategies to promote healthier eating in school lunchrooms, and nearly 93% report having made at least one change in their lunchroom. Male FSDs are more likely to be aware of new programs, though they are less likely to adopt them relative to female FSDs. In addition, membership in a professional organization increases awareness as well as the number of changes made by 0.14 (p < 0.01). Finally, 22% of all respondents say they know about the Smarter Lunchrooms approach, a set of research-based lunchroom behavioral strategies that positively influence children to select healthy foods. The findings highlight the importance of participation in professional associations which provide career-building activities for school FSDs increasing awareness and adoption of innovative approaches to motivate children to eat the nutritious foods. Given these findings, there is reason for policy makers and school districts to consider allocating funds to encourage FSDs to engage more fully in professional association meetings and activities.

5. Conclusions and implications

for school health Results from this study highlight the characteristics that differentiate “movers” and “shakers” in school food service from those who might either resist change or lack the financial resources and support to obtain the training and knowledge necessary to adopt new methods. Consistent with the literature, we find FSDs in school lunchrooms are more likely to innovate and adopt changes when they have career building opportunities (such as trainings provided through professional organizations) and work in areas in which the residents have more disposable cash. This presents a particularly important challenge in motivating change in school cafeterias with severely limited financial reserves and those which serve more households that qualify for free or reduced price meals. Since food insecurity, poor diets, and childhood obesity are most prevalent in these lower income neighborhoods, there is a great opportunity for policy makers to provide financial resources to FSDs to develop their set of skills that can have a measureable impact on foods children take and eat. We find that the more seasoned FSDs are less likely to make changes in their cafeterias. Interestingly, however, the effect of the years of experience is small, suggesting that this factor carries minimal economic significance except for those at the end of their careers. Those with 20+ years of experience make 0.6 or fewer changes, though they are not less likely to implement anything at all. These veteran school cafeteria managers seem to still be willing to adapt to the changing environments and learn new methods.