Through this article Orlando Orozco explores how applying business principles, strategic financial management and student-focused innovation can transform school nutrition programs. Drawing from his private-sector experience, Orozco shares insights on improving food quality and fostering a culture of collaboration within school meal programs.
I began as Director of Child Nutrition Services for Moorpark Unified School District (MUSD) in 2013. At the time, the program was struggling—our finances were in the red by $400,000 annually and the cafeterias weren’t meeting the needs of the 5,800 students we serve. Coming from the private sector—I’ve owned my own restaurant since 2010—I brought a clear philosophy: treat students like valued customers and ensure their school dining experience is as enjoyable and inviting as possible.
Transitioning from private industry to education was an eye-opener. Here, it’s not just about the bottom line; it’s about feeding children healthy meals that meet their nutritional needs. I leaned heavily on advice from other Child Nutrition Services directors. Learning from successful districts helped refine our policies and procedures without reinventing the wheel. Education is a collaborative environment and veteran directors are always willing to share insights.
Now, especially with uncertainty around federal education funding, nutrition services directors must be mindful of budgets. Balancing compliance with financial responsibility is challenging, but regular cost monitoring is critical.
When I stepped into this role, I started in the warehouse as a storekeeper, learning the department from the ground up. Within two years, I became director and that experience reinforced my belief in teamwork and organization—both essential in transforming MUSD’s Child Nutrition Services.
One of our first hurdles was staff turnover. As we aligned with USDA policies and prioritized better food quality, some employees chose to leave. While challenging, it allowed us to build a dedicated team of 24 employees passionate about serving students. Having staff who not only follow the rules but also care about making a difference has been crucial.
By focusing on food quality, we brought students back to the cafeterias. We used entitlement funds and Department of Defense produce to create menus that were inviting and nutritious. Understanding per-meal and labor costs became a cornerstone of our financial recovery. In our first year, we went from a $400,000 deficit to a $3,000 surplus. By year two, we were $10,000 in the black and in recent years, the program has generated more than $800,000 annually.
“Upgrading to energy-efficient tools like automated salad bars and combi-ovens (giant air fryers) improved food quality and boosted staff morale. When employees have the right tools, they’re more motivated and when students have exciting food options, they’re more likely to eat at school.”
Investing in better equipment was another game-changer. Upgrading to energy-efficient tools like automated salad bars and combi-ovens (giant air fryers) improved food quality and boosted staff morale. When employees have the right tools, they’re more motivated and when students have exciting food options, they’re more likely to eat at school.
Listening to students has always been a priority. I visit school sites, talk to staff and hear directly from kids about what they like and what they’d like to see on the menu. My daughter, a second-grader, eats our meals and my two sons, who attended MUSD from kindergarten through high school, were some of my earliest and most vocal critics. Their insights have been invaluable in shaping a menu that’s both nutritious and appealing.
Some students won’t eat if they don’t like what’s offered or if the lines are too long, meaning they aren’t getting the calories needed for focus, learning and participation in activities. To address this, we improved the dining experience by creating multiple service lines to speed up food distribution, giving students more time to eat and socialize.
Lastly, innovation requires a willingness to take risks. We’ve introduced new dishes that I wasn’t sure would resonate, but by letting students decide, we’ve discovered unexpected favorites that have become menu staples. The key is balancing these risks with a solid understanding of costs and operational realities.
Reflecting on this journey, I’m reminded that innovation, collaboration and a student-centered focus are the foundations of success in any school nutrition program. Never hesitate to reach out for advice or support—whether through a quick call or email, we’re all in this together.
