• April 1977 • Volume 7 • Number 2
1·-F-o-r -8-ui-ld-in_g_U_s_e_o·n -ly-
PROPERTY OF THE
LIBRARY
MAY 3 1977
University of North Carolina
at Greensboro
Depository
The Summer Food Service
Program provides meals to
children from needy areas
during the summer and at
other times in areas with a
continuous school calendar.
Summer Food Service
for Children
During the school year, millions
of needy children get nutritious
meals free or at a reduced price
through the National School
Lunch and School Breakfast Programs.
But what about the summer
when school's not in session?
If they live in an area that has
a Summer Food Service Program
for Children, they can continue
to get the nourishment they need.
Administered cooperatively by
Federal, State, and local agencies,
this. nationwide program provides
free meals to needy preschool
and school-age children taking
part in recreational or cultural
activities sponsored by public or
nonprofit private institutions.
Last year, the Summer Food
Service Program reached 3.7 million
children at 24,830 sites run by
2,149 sponsoring agencies. As in
the previous 6 years the program
has been in operation, sponsoring
agencies included local school
systems, civic and church groups,
day care centers, and other nonprofit
service institutions. Last
year, for the first time, residential
camps were also sponsors.
Although these sponsoring
agencies varied in size and in detail
of operation, all had to operate
the summer feeding program
according to the Federal regulations
governing the program.
And all had to be approved by
the appropriate State agency or
the regional office of FNS, which
administers the program in cooperation
with the States.
The following articles are about
some of the people involved in
last year's summer programpeople
at the State level, who
have primary responsibility for administering
the program, and
people from local agencies, who
actually run it.
2
Maryland's summer coordinators
stress the importance
of planning early and
working closely with local
sponsors. By doing this,
they've developed a program
they are proud of.
It doesn't snow much in Baltimore.
It gets cold, but it rarely
snows. Some conjecture that
the city, famed for its ports and
sports, lies too close to water to
get cold enough for snow. But
to Shelia Terry, it doesn't make
much difference whether it snows
or not. Because in the heart of
winter, she's thinking of the next
hot sunny Baltimore summer.
Sheila Terry is the Maryland
State agency's coordinator of the
State's summer feeding program,
and it's her job to plan every
aspect of how the State can best
organize and administer a program
that reaches nearly 50,000
needy children for a span of 8
weeks. Some 30,000 of these
children live in Baltimore.
How does she do it? She starts
early enough to thoroughly organize
every facet of the upcoming
summer program in advance. And
she does all this with a very small
staff, working only with one other
full-time co-worker, her supervisor,
Sherry High, and four monitors
employed during the summer
months. In many ways, Sheila Terry
must rely mainly on her own efforts
to ensure the success of Maryland's
summer program.
Informing potential sponsors
Beginning this careful process
in the fall, the program coordinators
start by contacting potential
sponsors for the coming summer.
They send letters to groups ranging
from local governing bodies to
volunteer nonprofit organizations,
such as YWCA's and YMCA's, the
Council of Churches, the Children's
Fresh Air Society, 4-H Clubs,
and summer camps.
A few weeks later, they follow
up with fact sheets, which briefly
explain how the program works
and some of the key responsibilities
involved for the sponsor.
And, finally, they send planning
materials and instructions to groups
which have expressed interest
in learning more details.
Written agreement used
The Maryland State agency staff
is very specific in drawing up its
informational materials, particularly
the agreement to be used
between the agency and the sponsor.
"There's a very good reason
for this," states Ms. Terry. "The
performance of sponsoring agencies
depends on knowing what
their responsibilities are. We emphasize
that they must serve meals
that meet specific nutritional requirements,
make sure the children
consume their meals on the site,
maintain daily attendance records,
and provide sufficient supervisory
and operating personnel
to properly manage and monitor
each site."
She adds, "Sponsors must also
maintain complete and accurate
records on program expenditures
and income from all sources."
According to Ms. Terry, the
State agency also works closely
with sponsors to make sure they
are aware of all of the fiscal and
administrative responsibilities
that are involved.
"Putting it in writing, as the
saying goes, heads off all kinds of
misunderstandings," adds Sherry
High. "We've found Maryland
sponsors to be very cooperative
and responsive in trying to meet
the terms of their agreement with
the State agency. Potential sponsors
who are unwilling, or unable,
to comply with the conditions
specified in the contract are few
and far between. They realize that
there's no advantage for them to
enter into an agreement they can't
or won't keep."
food and nutrition
Meetings with applicants helpful
In the winter and spring, Sheila
Terry meets personally with all
potential sponsors before approving
their applications. This allows
the prospective sponsors to ask
any questions they might have,
and to seek advice, if they need
it, on how to overcome possible
difficulties, such as limited space
and storage facilities.
The Maryland State agency is
committed to doing all it can to
assist potential sponsors in meeting
the terms of the agreement. "We
feel we have a special responsibility
to make sure that the smaller,
less formally organized groups are
not discouraged from becoming
sponsors," Ms. Terry states. "We
want to make sure they're not
intimidated by the agreement
and that they understand it."
She adds, "A representative
from the local government is usually
a lot more at ease dealing
with a contract like ours than, say,
a representative of a newly formed
block association. By meeting with
all potential sponsors, we can
talk with them face-to-face and
encourage them. We're not just
sending them a piece of paper
and saying 'sign here.' "
The State coordinators meet
with former sponsors, too, even
though these sponsors may have
been operating the program for
some time. For example, they
have frequent meetings with people
from the Baltimore City Mayor's
Office of Manpower Resources,
the agency which last summer
operated 261 feeding sites. The
mayor's office has been a summer
feeding sponsor since 1972, and
maintains its own summer lunch
office with a full-time coordinator.
"Before the program opened
last year, we met many times with
the mayor's summer feeding staff
april 1977
-training, advising, coordinating,
and discussing," says Ms. Terry.
"Baltimore can be very proud of
its summer feeding program," she
says, "and the mayor's office deserves
a lot of credit for the fine
job it does managing such a massive
operation."
Work of monitors is crucial
Once the summer is underway,
the four State monitors visit the
offices of all sponsors, and during
the course of the summer, they
visit 87 percent of all the sites.
Last year there were 409 sites
throughout Maryland.
All large sponsors-with multiple
sites-have their own site monitors,
who visit each site no less
than once a week. In the city of
Baltimore, the mayor's office employs
10 monitors, and each of
them is responsible for visiting 25
sites a week.
The relationship between State
agency and sponsoring agency
monitors is excellent. According
to State representatives, sponsoring
agency monitors show a great deal
of concern and responsibility toward
making operations at their
sites run as smoothly as possible.
do such a good job correcting their
own problems that they make our
job very easy."
Sheila Terry adds, "We do our
best to head off problems from
the very start. If we come across
the same problem at more than
one site-say, a problem where
a vendor is delivering incomplete
meals-our office issues an instruction
advising all sponsors
to be on the lookout for similar
problems at their sites." She continues,
"At first we received many
calls from sponsors saying, 'Why
are you sending us an instruction?
"They have an enormous amount
to learn about the program's rules
and procedures-that's quite a
feat," points out Ella Killette,
who during the school year
teaches nutrition and foods in a _.,.-:&·/ .j ~ ·
Baltimore county high school, and
who is a former site supervisor.
As a monitor for the State agency,
Ms. Killette visits nearly 100
sites during the course of the summer
at least once, unless there is
evidence of a problem. On her
first visit to a site, she notifies the
site supervisor or sponsor of any
corrective action needed. If she
spots a problem, she goes back
a second time. And if the problem
is still there on a third visit, the
sponsor receives a 48-hour termination
notice.
"We're lucky, though," she observes.
"The site monitors usually
3
This isn't happening at our sites.'
But soon they accepted the idea
of receiving our little reminders."
A special notice, indicating that
corrective action is necessary,
goes to the site where the problem
occurred.
Menus planned in advance
In the Baltimore program, kids
at every site eat the same meals · ·
city-wide. A standardized cycle
menu is developed in the spring
by a committee of 12 to 15 people
for sites sponsored by the mayor's
office. The committee consists
of representatives from sponsoring
agencies, as well as nutritionists
from the Baltimore City health
department, supervisory personnel
from the Baltimore City public
school system, city purchasing
personnel, and State people.
"The planning of the summer's
menus gets very specific," says
Ms. Terry. "For example, a topic
of discussion might be how much
breading to put on chicken."
Once the group decides on the
menu, and food specifications
are finalized, the mayor's office
invites bids. Last year the winning
bid was from a caterer who
charged 73.1 cents per lunch, well
under the maximum Federal reimbursement
level.
"A program we can be proud of"
"When we first started our summer
feeding program in Maryland
in 1970, we had the same kinds
of problems that many other
States have had. But, with experience,
we've mastered most of
our difficulties by working closely
with our sponsors. Together, we've
developed a program we can be
proud of," concludes Sherry High.
"And that's taken organization and
commitment from all of us."
4
The Board of Education
sponsors the summer feeding
program in Cleveland,
and the school food service
staff serves lunches in the
secure facilities of the city's
public schools. Last year,
the staff provided meals to
an average of 27,400 children
each day.
School food service director
Constance Gallo is enthusiastic
about using school facilities for
the summer program. As she says,
the arrangement enables both
children and staff to benefit from
the normal safeguards of the
National School Lunch Program.
One big advantage of the arrangement
is obvious to the children
taking part in the playground
activities sponsored by the city
of Cleveland-they get the same
high quality lunches they eat at
school the rest of the year. The
staff serves only the children's
favorites. As Ms. Gallo says, there's
no experimenting with new menus
during the summer program-they
want to make sure the kids get
meals they'll like.
But the arrangement has other
advantages that may not be so obvious
to the children. For example,
it makes use of school facilities that
may otherwise be idle during the
summer months. It provides jobs
for school food service people.
And it makes the program more
enjoyable for the playground supervisors
as well as the children.
Last summer, Ms. Gallo and her
staff served lunches at 113 sites,
mostly school cafeterias, with only
a few exceptions. They served a
total of 1,288,691 hot meals during
the 47 serving days. Their peak day
was in june, with 37,255 lunches.
The center of the food service
system is the Board of Education's
central kitchen, where all the
lunches are prepared and packaged
in individually sealed aluminum
containers. The lunches are.
delivered cold to school cafeterias,
and heated and served as needed.
There are virtually no wasted
meals, since the school staff heats
only the exact number of meals
that will be required on any
particular day.
Ms. Gallo explains, "In the summer
program, we work essentially
the same as we do in the regular
school program. We use the same
procedures in receiving, packaging,
distributing, and reconstituting
lunches." And, as in the
regular program, there is daily
supervision and training of cooks.
The food service director is
proud that the strict controls of
the National School Lunch Program
continue through the summer.
Because of the program's
strict accountability, Ms. Gallo
says, they are "ready for an audit
at any time."
The information below tells
how the Cleveland system actually
works, with details on food preparation
and storage, serving, and
staffing. For sponsors wishing to
start or improve their own programs,
the Cleveland staff recommends
five basic planning steps:
• Study the regulations and get
necessary USDA interpretations to
make sure you understand them.
Everyone involved in the summer
feeding program should be well
informed before attempting to
get into it, the Cleveland sponsors
stress-"lt's not a one-man show."
• Line up the help. Include
union representatives in your employee
planning if there will be
union members hired. Cleveland's
system employs only its
well-trained school food service
personnel, who do virtually the
same tasks for the summer program
as they do for the National
School Lunch Program. They are
paid for hours worked.
food and nutrition
• Determine the number of
lunch sites needed. A school system
does this easily, since it has
the National School Lunch Program
records which indicate the
numbers of needy children getting
free or reduce<i-price lunches in
any school in the city.
• Develop the budget for
USDA approval. Include all costs.
• Hold an orientation program
for everyone who will be invoived,
so they know what to expect.
Cleveland held its orientation
about 2 weeks before the program
started. Experts from the
school board instructed staff in
program philosophy, and explained
the roles of principals,
food service and custodial staffs,
and playground personnel.
Food preparation and storage
Because the children prefer hot
meals, the summer program
serves only hot entrees. Before
the program begins, a registered
dietitian plans the menus for the
entire 47 serving days. The menus
are based on what Ms. Gallo calls
the "time-tested favorites" of the
National School Lunch Programsuch
as hamburgers, pizza, toasted
cheese sandwiches, and hot dogs.
These are served with a variety
of side dishes, but all meals include
the five Type A lunch components
served to elementary
schoolchildren.
The central kitchen does not do
any of the food preparation-all
of the food is supplied by private
contractors who prepare the
cooked portions according to the
food service division 's specifications
and freeze them. When the
food arrives at the central kitchen,
the school food service staff
simply tags it according to date of
april 1977
u·se, and stores it at the appropriate
temperature. When they're
ready to package the meals, they
take out the foods they need.
During last year's summer program,
the central kitchen produced
an average of 27,418 lunches each
day. The staff always works 2 days
in advance-on Monday, for example,
they pack the lunches that
will be delivered to the schools
on Wednesday. Each lunch gets
packaged in two parts-the portions
of the meal that will be
frozen and reheated at the schools
go in , aluminum foil trays. The
foods to be kept refrigerated go
into another package, along with
all utensils. Both sections go back
into the freezer or refrigerator
until they are delivered, 2 days
later, to satellite schools. Milk
is delivered separately by
contracting dairies.
The storage system is important
at both the central kitchen and
the school cafeterias, each of
which keeps a 2-day supply of
meals on hand. Staff at the central
kitchen know exactly how many
lunches were used the previous
day by satellite kitchens. Meals
are adjusted daily, according to
reported inventory.
In case of an emergency, such
as equipment failure in the central
kitchen, each school cafeteria can
carry on routinely with its lunch
program for 2 days. And if more
children than expected show up
for lunch on any particular day,
the staff can simply borrow meals
from the next day's supply.
Staffing the system
The Cleveland school food
service division makes extensive
use of pr ivate contractors in its
school lunch program. Some 25
different firms have year-long
contracts to supply food as well as
utensils and services, such as deliveries.
During the summer months,
the division uses about half of
these contractors. The food service
staff says the experience
gained by the contractors in working
with the school lunch program
is a definite advantage to
summer operations.
The central kitchen and school
cafeterias are staffed with the
well-trained school food service
employees. A little more than a
third of the staff works at the central
kitchen-92 people work as
needed from 2 to 7 hours a day,
depending on production, for the
first 3 weeks. After that, about 45
work, also as needed, from 2 to
7 hours a day.
An additional 319 people work
at the schools. Each school has
one "satellite cook" and one
"back-up cook." The satellite
cook keeps track of deliveries,
checks freezer and refrigerator
temperatures, gets the daily reports
from playground supervisors
on how many children will
be coming for lunch, and oversees
heating, serving, and cleaning up.
She also makes daily calls to the
central kitchen to report the
number of meals served.
The system employs eight area
managers, also experienced food
service personnel, who oversee
the operation of about 13 schools
each . These area managers troubleshoot
problems, check freezer
temperatur~s, make sure each
school has the proper number of
meals, and sometimes make an
inventory if there is a problem.
When the summer program is
well underway, some of the
managers are no longer needed .
Serving
The serving system is based on
careful planning and cooperation
between the food service staff
and the playground supervisors.
Every morning, the satellite cook
gets a call from the supervisors of
the playground areas the school
.7
5
serves. The cook simply has to
take that many meals out of storage.
The playground sites are all
planned close enough so the recreation
supervisors can walk the
children to the school. Since all
supervisors know exactly when to
bring in their individual groups, the
flow of children through the cafeteria
is orderly, and each child has
a seat. Some schools serve as many
as 500 children from 8 different
playground areas, but enough
school board employees are around
to make sure things go smoothly.
Under this arrangement, summer
participants and program staff are
the only people who enter the
buildings. There are no problems
with ineligible children or adults
harassing the staff for free lunches,
and no food is allowed out of the
school to be discarded or given
away. When the weather is bad,
the cafeteria tables are rolled out
of the way after lunch, and the
space is used for games.
Outreach
The food service division considers
itself an important part of
the community. "We run this program
because these are our children,
and we want to provide
for them," Ms. Gallo says. She
and her staff reach out to other
organizations, such as the Salvation
Army and the Council of
Churches, to tell them of the
availability of the summer food
program. But these organizations
must bring their children to the
public schools for lunch.
Problems?
"No," says Connie Gallo. "If
you're feeding children every day,
you know how it's done. Our only
problem was determining if the
children wanted hot foods rather
than cold. And it didn't take us
long to find that out. We just
watched and listened."
6
Volunteers are the key to a
small church-sponsored
~rogram which serves chii(
Jren from rural areas outside
Atlanta. Volunteers
working with food service
get special training in meal
preparation and program
requirements.
"Door secure?"
"Door secure."
"Clear for turn?"
"All clear."
An airline crew running a preflight
checklist? No, it's a bus
driver and his passengers, beginning
a routine they carried out
each weekday last summer.
The driver was AI Laney, a retired
commercial pilot who rose
at 5 o'clock each morning during
july to drive a borrowed school
bus all over the northern part of
Fulton County, Georgia. He was
a volunteer helping with the summer
program run by the Holy
Innocents Episcopal Church in
suburban Atlanta. And it was his
job to pick up the 36 children who
came to the Holy Innocents
School for a program of educational
and recreational activities.
The children anxiously awaited
their turns to play co-pilot and
navigator. They took the checkout
procedure very seriously.
They knew that AI always depended
on his "crew" to carry out
their assigned tasks-opening and
closing the bus doors, operating
the turn signals, watching for late
arrivals at the bus stop. The children
loved AI, and it was obvious
that he loved them, too.
AI Laney was one of 80 volunteers
who helped with the summer
program last year. As the program's
director, Carol Gantt, explained,
the church sees the
program as one that benefits the
people who run it as well as the ~
children it serves. "The program
is a unique and beautiful opportunity
to share our skills, our
knowledge, and our love with
those who can benefit from it,
while the children give us the
opportunity to grow and learn
about ourselves," she said.
Developed by a volunteer
Holy Innocents Rector Robert
Johnson echoes this sentiment,
"The parish is here not only to
minister to our own needs as
families but also to reach out
into the community."
The program began in 1971, the
year before Father johnson's arrival
at Holy Innocents. His
predecessor thought the parish
should have a program that would
reach out to disadvantaged youth,
and he enlisted a talented and
enthusiastic volunteer to develop
the summer program. Using the
facilities of the Holy Innocents
School, the program was designed
to provide remedial help to students
who needed it, as well as
recreational activities and food
service. With backing from some
of the school's teachers, the program-
though shaky-was off the
ground. That summer, a rented
bus, books and lunches cost about
$2,500 in total.
When Father johnson came to
Holy Innocents, the church was
having a hard time financially,
and was ready to drop the program.
But the church managed to
scrape together about $2,000 from
contributions from parishioners,
civic clubs, and other sources.
And the following year, additional
food and nutrition
money came from bazaar proceedings,
as well as from the
vestry and other area churches.
Getting Federal funding
In 1973, the church applied for
Federal reimbursement under
the Special Food Service Program,
and as Ms. Gantt said, getting
authorization to. take part in the
program "really took the crunch
off the budget." Since then, the
church has sponsored a feeding
program each summer.
When the church first applied,
the Holy Innocents program already
met most of the requirements
of the Special Food Service
Program. It was sponsored by a
nonprofit institution; it served
children from areas of poverty;
it had organized activities in addition
to food service; and it used
food service facilities approved
by the county health department.
To receive approval for funding,
the church had to document
the need of the areas the children
came from, and revise its personnel
training to include instructions
on USDA program regulations
and responsibilities.
Now, several weeks before the
start of each summer's program,
there's a special training session
for the 15-20 volunteers who take
turns assisting food service director
Margaret Hawkins. And Ms.
Hawkins attends additional training
sessions sponsored by FNS.
Last summer, the volunteers
served breakfast, lunch, and an
afternoon snack to the 36 children
enrolled in the program. The
church received a 48.25 cent reimbursement
for each breakfast
and a 87.25 cent reimbursement
for each lunch.
A variety of foods offered
According to Carol Gantt, the
first objective of the food service
april 1977
· program was to meet USDA requirements;
the second was to
give the kids foods they like. And
the food service staff made special
efforts to make the meals appealing.
For breakfast, the church
served such foods as French toast,
sausage and biscuits, waffles,
scrambled eggs and English muffins.
Each child received 8 ounces
of both milk and fruit juice.
Luncheon entrees included hot
dogs, hamburgers, sloppy joes,
tuna, and pizza, all served with
fruit, vegetables, and milk. Once
a week, lunch included ice cream
as a special treat.
Usually, one or two volunteers
helped Ms. Hawkins prepare
breakfast, and two or three
helped her prepare lunch. In
addition to supervising food preparation
and menu planning, Ms.
Hawkins was also in charge of
all recordkeeping and food purchasing.
She ordered some of the
food from institutional suppliers,
and she selected some fresh produce
from the Atlanta Farmers'
Market. She also bought bread
and eggs at her grocery store
when they were on sale.
An important support feature
The church is proud of this food
service operation and sees it as
an important support feature
for the academic and recreational
activities which fill the children's
day. The main activities are in the
morning, when children get remedial
help with reading and
math, and take part in such "enrichment
activities" as music, and
arts and crafts.
Four afternoons a week, the
children go swimming in private
pools offered by the parishioners.
And every Friday, they go on field
trips, planned especially to give
these rural children opportunities
to enjoy city activities. As Carol
Gantt explained, most of the children
come from rural areas outside
Atlanta, so things like visiting
the zoo don't impress them.
"They're country kids," she said.
"They've got cows and horses in
their own backyards." The field
trips last year rncluded a tour of
Atlanta's Hartsfield International
Airport, a visit to an art museum,
an afternoon in a city park, and an
ice skating party-new experiences
for most of the children.
Program participants are drawn
from four schools whose principals
are familiar with the program.
The principals recommend students
they feel would most benefit
from remedial help or enrichment
activities. Since there are
usually more applications than the
program can accept, first priority
goes to students who previously
took part, and to children from
the same family.
Some of the teachers, accustomed
to having 9 months with
the children, have to scale down
their expectations for the 4-week
program. Nina Collins, morning
program director said, "Volunteers
can get a little discouraged
if they go into the program with
the idea that they're going to
teach those children a lot academically.
Sometimes it happens.
We had one little boy last year
who had failed first grade twice.
On the second day of the program,
he suddenly caught on to
the difference between a consonant
and a vowel. He was so
excited that he worked eight
pages in his workbook before he
would quit. Things like that make
the program worth it."
Sponsors would like to do more
Despite the program's achievements,
the people at Holy lnno-
7
cents think there's room for
improvement. Father Johnson
said, "We'd like to do a lot of
things that we just don't have time
or money to do right now-like
have better follow-up."
Some people ask why the program
can't be longer than 4 weeks.
"Well," said Father Johnson,
"when you're depending on
volunteers, that's about as long as
you can make it. Some people
also ask why we don't take more
children, but, again, we're depending
on volunteers and
money." He added, "We have the
space for more, but we'd rather
run a small, fine program than
enlarge it to where we can't accomplish
what we set out to."
According to Carol Gantt, the
biggest problem is scheduling
volunteers. "A whole month is a
large chunk of time to give up, so
it takes a lot of people to run
the program-one giving 2 weeks
here, another giving 2 weeks
there. We're fortunate in that this
parish just keeps on growing, and
we keep getting new people."
Some of last year's 80 volunteers
came from civic groups, but
most of them were from the
parish. To recruit volunteers,
Holy Innocents uses a brochure,
designed by a volunteer who is a
commercial artist.
Everyone who worked with the
summer program praised it and
agreed that the problems are
minor compared to the accomplishments.
Nina Collins summed
up the general feeling, "I think
the program is the finest thing
the church does all year."
~ · .
8
Cooking over open stoves,
cam~ counselors in South
Carolina prepared breakfast,
lunch, and supper for city
youngsters tal<ing part in a
s~ecial excursion at the end
of last summer. The regular
program is 7 weeks long.
The girls spent part of the hot
afternoon playing in the cool water
and sliding down the river's mossy
banks. Then slowly, with the help
of their counselors, they made
their way over rocks and through
rapids to the point where the river
cascaded over a cliff into a spectacular
waterfall.
They were a long way from their
homes in Myrtle Beach, South
Carolina. And the distance was
more than miles.
The children-who were primarily
from low-income families-were
taking part in a 5-day camping trip
at Table Rock State Park, in the
foothills of the Blue Ridge Mountains.
They were attending one
of three short camping sessions
sponsored by Community Volunteers
Service (CVS) of Myrtle
Beach, and their excursion to the
waterfall at Falling Rock Park
was part of a planned program of
activities that included arts, crafts,
swimming, and hiking.
As Gordon Campbell, recreation
director of CVS, explained: "These
children are doing things that none
of them have ever done before.
Few of them have ever seen the
mountains, and fewer still have
ever climbed in the mountains~
especially the two younger groups.
They've just never done this before.
They've never been out of
their communities.
"I think we're giving them a
sense of their own worth, I hope,
and a sense of being able to ··
do things that they never thought
they could do."
Part of a larger program
The three residential camp sesions,
which served a total of 130
children, concluded a much larger
7-week day camp program sponsored
by CVS. Although the children
attended both camps free of
charge, they "earned" their way
to attend the residential camp
through "good attendance and
citizenship" in the day camp program,
Mr. Campbell pointed out.
FNS provided reimbursement
for food expenses through the
Summer Food Service Program for
Children. All of the meals met
the program's nutritional requirements,
and were either served
cold or cooked over two portable
stoves. In addition to breakfast,
lunch, and dinner, the children
were served afternoon and evening
snacks. Each day a counselor
shopped for perishable items, like
milk, fresh fruits, and vegetables
at food stores in a nearby town.
The salaries of most of the staff
members were paid by the Wacammaw
Economic Opportunity Council.
And the State Division of Economic
Opportunity paid other expenses,
like campsite rental and
transportation costs.
In addition, CVS received a lot
of community support for the
camp. Two Boy Scout troops on
the Myrtle Beach Air Force Base
loaned them tents; a local car
dealership loaned them a station
wagon; and the local transit company
leased them a bus for $1.00.
For the day camp program, many
local establishments-such as a
roller skating rink, an amusement
park, and a movie theater-gave
the children free admission.
As Dennis McCabe, assistant
recreation director for CVS, explained:
"A lot of people came to
bat for us; otherwise we couldn't
possibly have afforded all the things
we did. People in the community
really want to help out the underprivileged,
it seems. They're
aware of the need, and they want
to help out when they can." 1:<
food and nutrition
II
New serving ~rz;~iiiiii;:;:Iii
systems get
results
By Ronald Rhodes and Frank Johnson
School administrators
in Toledo and
Santa Fe say they're
-getting more luncll
customers these
days, thanks to two
new serving systems.
The systems offer
students more choice
and more time
to enjoy their meals
in pleasant
surroundings.
apri/1977
There's more choice for students.
Participation is up. Plate
waste is down. And labor costs
have decreased, while gross sales
have increased.
According to school officials in
Toledo, Ohio, these are just some
of the results of the "Toledo Scramble,"
the new food service system
being used at seven area high
schools. Scramble is a "free-flow"
system in which students make
their lunch selections at several
different serving stations. Edward
Goodwin, food services director
for Toledo, says that the free-flow
system has proven much more
efficient than the conventional
cafeteria arrangement, where
everyone is served from one line.
The city was able to implement
the new system when a major
bond provided money to put a
vocational skill center in each
high school and to upgrade cafeteria
facilities in all schools. Before
selecting the free-flow system,
the Board of Education and a food
service advisory committee made
a lengthy study of a number of
alternatives. Mr. Goodwin explained
that what they were looking
for was a serving arrangement
that would provide students with
more choice and also help them
learn to make wise food choices
and accept a wide variety of foods.
"It was of primary importance
that we offer a more appealing
selection of Type A meals by providing
four or five entree selections
every day while allowing
students to make up plate combinations
any way they wanted,"
explains Mr. Goodwin.
Another important consideration,
the food service director pointed
out, was the need to control labor
costs and make the most efficient
use of equipment, as well as time
and skills of employees.
"With Scramble," he said, "we
have found that we are able to
meet these goals and to serve all
students in the first 12 minutes of
each 30-minute period. These
goals were much harder to accomplish
with the more conventional,
self-contained cafeterias."
Many selections offered
Like all schools participating
in the National School Lunch Program,
Toledo plans menus based
on the Type A lunch pattern. Designed
to provide one-third or
more of the nutrients students
need each day, the menu pattern
includes foods from the four major
food groups. Because broad food
choices are possible within the
Type A pattern, a large variety of
food practices can be considered
in menu planning.
Students have the option of
buying menu items on an a Ia
carte or Type A basis. If students
decide upon the Type A menu,
they make their selections according
to a color-coded system. The
choices include:
• Six hot sandwiches-five standard,
and one daily special.
• Two hot entrees with a roll
and butter or margarine.
"With Scramble we have
found that... we are able to
serve all students in the
first 12 minutes of each
30-minute period."
• A cooked vegetable, tossed
salad, potato salad, fresh relish
packet, cole slaw, french fries, or
mashed potatoes with gravy.
• Fruit jello, three canned fruits,
two fresh fruits, selection of frozen
juice bars, or orange juice.
The students have a choice of
unflavored, chocolate, or 2-percent
milk. When students enter
the Scramble serving area, they
pass through a turnstile where
they pick up disposable trays.
Then they select their menu items
from different stations scattered
about the area. These stations
consist of self-service portable
food dispensing units, hot and
cold cabinets, drink dispensers,
and ice cream freezers. There is
9
also a conventional hot table from
which hot foods may be selected.
Mr. Goodwin explains, "The system
works out so that every day
we have two hot entrees, such as
spaghetti and roast turkey, which
are cooked in the school. Under
Type A, we also have one vegetable,
mashed potatoes, french
fried potatoes or both, and a vegetable-
type soup."
The most popular plate is a
cheeseburger and french fries,
with a trend that is almost entirely
toward sandwiches. "In a school
with 1,000 Type A lunches sold
each day," Mr. Goodwin adds,
"it's not unusual to have 800 students
select a sandwich combination
to meet their Type A meal
requirements."
The school also has a full-line
vending system for students who
decide not to enter the serving
area. In this area, students can
purchase sandwiches, cold drinks,
milk, and ice cream.
Toledo uses pricing to encourage
students to choose Type A meals
" ... because students are
given the opportunity to
select exactly what they
want to eat, plate waste is
no longer as much of
a problem. "
and nutritious snacks-these
foods have much lower prices
than "non-nutritious" items.
Preparation and serving
Menu items are prepared in
either the cafeteria kitchen or a
central commissary. All hot entrees,
such as soup, chili, and vegetables,
are prepared at the central commissary
and sealed in cellophane
oven-proof bags for delivery to
the school. At the school, the sandwiches
are heated in a convection
oven before being loaded in hot
food dispensing units in the serving
area. Dished fruits, salads, and other
a Ia carte items are also prepared at
the central commissary where they
are packaged in plastic dishes and
sealed. In the Scramble area, these
are packed in baskets that fit into
the cold food dispensing units.
10
As it works at Toledo's DeVilbiss
High School, the Scramble system
requires a larger serving area than
the conventional school cafeteria,
but the overall space is about the
same because of a smaller kitchen.
The kitchen area is simple, and consists
of a walk-in cooler freezer,
three ovens, a four-burner range,
and a steamer-kettle combination.
For a facility that can serve from
100 to 1,500 Type A lunches, total
installation costs ate under $70,000.
The equipment In the Scramble
area itself is all fiberglass, done in
tangerines, blues, and yellows rather
than flat, stainless steel. All hot
foods are served from bright red
counters, while cold foods are
served from blue counters, and
snacks or a Ia carte items are served
from yellow counters. Mr. Goodwin
noted that the color key, in addition
to brightening the room, also serves
as an aid to students in finding various
lunch components. Another
advantage to the new equipment is
that it is all portable-the only fixed
counter is the beverage area. Portability
makes cleaning easier, the
food service director adds.
Plate waste is down
Both the Toledo School Board
and the Advisory Committee are
particularly pleased with the substantial
reduction in plate waste
since the new system began. Irene
Erdman, Toledo school food service
coordinator, notes, "Our
system used to be take-it-or-leaveit,
and we found that many students
took the full Type A meal
and threw away anywhere from
one-half to two-thirds of it. Under
Scramble, because students are
given the opportunity to select
exactly what they want to eat,
plate waste is no longer as much
of a problem."
Ms. Erdman adds that the system
also results in less waste because
it allows students more time
to eat in a more relaxed atmosphere.
After students have made
their selections, they pass through
any of four cashier lines on their
way to the dining room. This eliml:. .
nates waiting time, since they
usually select the shortest line.
The normal flow through the system
is approximately 320 students
"The system is providing
our students with the best
possible lunches at a
minimum cost, while
effectively increasing the
use of school food service
facilities and personnel."
during each period.
The school administration is
also giving Scramble credit for a
reduction in disciplinary problems
during lunch periods. Before
Scramble, one lunch period would
often extend into the next, and
pushing or other disturbances
would often result.
Student reaction
The new system has received
mixed comments from the students
themselves, but most students
favor this system over the
previous one. Miriam Leeper, a
senior, comments, "This system
is good because of better selections
of food. Also, I remember a
couple of times last year when
my lunch would consist of waiting
in line for almost the entire lunch
period, then sitting down, and
quickly eating my favorites and
throwing away what I never wanted
in the first place.
"I only wish that the new system
had been started when I first was
here," she added, "because now
I actually enjoy the lunch period
and the available foods ."
Participation is up
One problem that did occur as
a result of the new arrangement
was criticism that students might
choose to eat snacks instead of
well-balanced meals. Ms. Erdman
points out that when this issue
was placed before the Advisory
Committee, the final decision
was to let high school students
make their own choices. She says,
"I believe increased participation
largely resulted from the decision
that our school food service program
made. Choice is important
to secondary students, and I believe
they deserve to have it."
"With the Scramble system,"
adds Mr. Goodwin, "we are now
seeing the students selecting foods
food and nutrition
...
they like and enjoy and will
eat. And if a student eats a cheeseburger
on an enriched bun, vitamin
fortified french fries, fruit
jello, and milk, he's getting a very
nutritious meal." This new system
has far exceeded everyone's expectations
in some areas, according
to the food service director.
"We believe it will meet other
expectations as time passes," he
says. "The system is providing
our students with the best possible
lunches at a minimum cost,
while effectively increasing the
use of school food service facilities
and personnel."
Can high school students on an
open campus be persuaded to stay
at school during the noon hour?
Santa Fe, New Mexico, school
administrators believe they canif
the noon meal is appealing, and
the cafeteria is attractive.
That's why they have invested
around $1 million in the building
of a new cafeteria and activity
center, located between the Santa
Fe High School's main building
and the vocational building.
The focal point of the facility uses
a new concept in school food service-
it's a revolving counter designed
to serve a peak of 24 students
per minute.
Former State school food service
director Gretchen Plagge
first became interested in the revolving
serving counter when she
saw it at the Smithsonian Institution
in Washington, D.C. Aware that
Santa Fe was planning a new cafeteria,
she described the arrangement
to Santa Fe's then newly
appointed food service director,
juan Romero. Admittedly a little
reluctant at first, he soon became
sold on the idea.
After consultants from FNS discussed
the idea at a Santa Fe Board
april 1977
meeting, board members also became
convinced they'd like to
try this new approach.
A circular design
As planning got underway, architect
Bernabe Romero actually
designed the new building around
the serving counter. "Since the
food would move from the kitchen
to the revolving counter and
then to the dining area, it seemed
only natural for everything to
radiate to the counter in the center,"
he pointed out. "We planned
it so the circular design of the
entire building, including the
kitchen, would emphasize the
movement of the food service system
to the center."
And the plans worked; anyone
entering the serving area cannot
help but notice the revolving
counter and all the activity around
it. The counter revolves constantly
during lunch hour. Its spokelike
arrangement allows food service
personnel to fill one side
of shelves as the counter turns,
while students make their selections
from the other side.
Equipped with four tiers, the
counter displays the food and has
built-in heat lamps and cooling
elements to keep food at the proper
temperatures.
The mechanized counter,
"We planned it so the
circular design of the
entire building, including
the kitchen, would
emphasize the movement
of the food service system
to the center. "
though, is just one of the outstanding
features of the new building.
The modern dining area is spectacular,
with its white walls and
blue ceiling. Large rectangular
light fixtures made from acoustical
material contrast with the blue
ceiling and reduce the noise level.
On the walls are numerous colored
panels, also acoustical, in colors
ranging from deep orange to
blue and purple.
The counter area is raised about
3 feet ·above the dining level, and
the space in front of the counter
can easily be used for stage and
musical presentations.
New plans for menus, too
In addition to the building and
the service counter, Santa Fe High
School is trying to incre·ase student
interest by adding more
choices to its menu. Eventually,
the 3,700 high school students will
have seven entrees to choose
from each day. These will include
pizza, hamburgers, and tacos.
And to complete the meal, students
will select from french fries,
salads, milkshakes, and milk.
"We hope this type of menu
will be more appealing to the
students than traditional cafeteria
fare, and encourage them to
eat lunch here," says food service
director Romero. He points out
that this idea seems to already be
working well in schools in nearby
Las Vegas, Nevada, and Las
Cruces, New Mexico.
Why all the emphasis on food
service in Santa Fe?
"We think that it's important
for our students to stay on campus
and get a balanced meal during
the noon hour," said james Miller,
Santa Fe school superintendent.
"With a 165-acre campus, it is
impossible to see that students
stay at school all day. This type
of facility and food service should
make the students want to stay
here at noon."
And how have the students
reacted? With a lot of enthusiasm,
according to the superintendent.
At the first pep rally held at the
school this year, the superintendent
gave a short address, pointing out
all the new facilities the school
had to offer this year-the new
food service facility was high on
the list. "The students seemed
more excited about this building
than the new gymnasium," Dr.
Miller stated.
Real indication of student interest,
though, has shown up in
the sharp increase in lunch participation.
During the first week of
operation, the number of students
eating school lunches jumped
from an average of around 600
to more than 1,200. -tJ
11
Food
For Life
By Linda Feldman
12
A cooperative effort by
public and private
agencies is enabling
hundreds of elderly
people to get the food
help they need.
food and nutrition
Murray Solomon patiently stood
in line, waiting to pick up the
one hot meal his wife would have
that day.
Until recently, Mr. Solomon was
able to provide enough money
to buy food that Mrs. Solomon
prepared according to the strict
kosher dietary laws they have
followed all of their lives.
These dietary laws are extremely
important to the Solomons. As
religious Jews, the Solomons adhere
strictly to the dietary laws
set down in the Bible-in the
Book of Deuteronomy. Kosher
means "permitted," and Deuteronomy
explicitly prescribes
what foods can be eaten.
Jews who "keep kosher" do not
eat dairy foods with meat. They
keep separate sets of dishes for
each. They eat the meat of certain
animals only, and those
animals must be slaughtered "in
a humane way" as prescribed in
the Book of Deuteronomy.
Mrs. Solomon is no longer
able to cook. She is permanently
disabled, and Mr. Solomon
cannot personally provide her
with adequate nutritional care
within the strict kosher laws.
Nevertheless, the couple is
fortunate. They are able to take
advantage of the Nutrition Program
for the Elderly, authorized
by Title VII of the Older Americans
Act, as amended. Funded by
HEW with donated food assistance
from USDA, Title VII projects
provide meals and companionship
to elderly people in congregate
settings, as well as home-delivered
meals to the home bound.
The Solomons participate in the
Brighton Older Adult Luncheon
Club in Brooklyn, New York. The
Brighton Club is one of 22 Title
VII nutrition programs that
are now able to provide kosher
meals as a result of a processing
contract worked out between
the Food and Nutrition Service
and the Board of jewish Education
of greater New York.
Under this arrangement, local
kosher food processors bid to
supply USDA with products in
the regular purchase program. If
awarded the contract, the vendor
apri/1977
produces a kosher product
which is allocated to the Board
of Jewish Education for distribu-
. tion to Title VII projects and Jewish
day schools, or "yeshivas."
The additional charges for making
kosher products are billed to
the board, which pays the processor
and in turn gets reimbursed
from the schools and projects.
First begun in schools
"The program is marvelous,"
says Carrie Lipsig, who masterminded
the processing and distribution
system. Ms. Lipsig is
director of the board's department
of food services, and she
was responsible for getting
kosher products first produced
from USDA foods in 1972 for
distribution to yeshivas in New
York City. That school program
has since grown to include distribution
in States throughout the
Nation. The kosher program
for the elderly is still limited
to New York City, but Ms. Lipsig
says the Board of Jewish Education
is now working to find a
way to expand it.
Participants see benefits
Murray Solomon may not know
how the Brighton club gets the
kosher foods to prepare the
meals he and his wife enjoy. But
he does know what the program
means to them.
"If not for this lunch program,"
he says in his thick Yiddish accent,
"my wife couldn't make it.
I can't afford to feed her well
with kosher foods, and don't
really know how. The program
lets me get out, see other people,
and eat a delicious meal. Then
I come home to my wife's anxious,
expectant smile, she eats,
and we are happy."
The Solomons are two of the
nearly 330,000 elderly people who
benefit from meals and companionship
at the 800 Title VII
nutrition projects currently
in operation. But there are many
more older Americans who are
eligible for the program. It
has been estimated that there
are some 8 or 9 million people
over 60 who qualify. To be eligible,
a person must be over 60
and live in an area that operates
such a program. Title VII projects
operate only in areas where
there is a high proportion of
people age 60 and over whose
incomes are below the current
Census Bureau poverty level.
Spouses are also eligible.
Why is participation so low1
juan del Castillo, director of
USDA's food distribution program,
suggests several reasons
why more people don't participate.
"Many people have to
travel too far," he says. "Others
provide for their own social
needs. And some feel there's a
stigma in participating in a program
for senior citizens ."
He adds, "Many elderly people
have no concept of leaving
their homes to seek out assistance,
to seek out companionship. It's
a matter of pride and ignorance."
Another problem is that many
elderly people, like the Solomons,
have specific dietary needs that
most nutrition projects for the
elderly do not meet. But according
to Mr. Castillo, the Federal
Governm~nt can help do
something to change this.
"The Federal Government can
do more for special needs," he
says. "We're able to provide
kosher donated foods to the 22
New York projects at no expense
to the taxpayer. And we can
improve services for other Title
VII projects serving people with
different dietary needs. We're
anxious to enlarge the program."
A Federal-State-local program
Title VII of the 1972 Older
Americans Act authorized a
national program to operate in
community centers, schools, and
other public and nonprofit
facilities where older people can
find nutritional and social services
in congregate settings.
Title VII projects are administered
and 90 percent funded by
the Administration on Aging
of the Department of Health,
Education, and Welfare through
cooperating State agencies.
USDA began providing donated
foods to the projects in 1973,
and currently donates 27-1/4 cents
per meal in commodities to
each project. This price is adjusted
13
annually, reflecting changes
in the Consumer Price Index for
food away from home. Donated
foods include frozen meats
and poultry, canned and dried
fruits and vegetables, cheese,
rice, flour, and margarine.
Title VII projects also provide
home-delivered meals to regular
participants, like Mrs. Solomon,
who are unable to attend the
meal service center. About 13
percent of all meals served are
home-delivered.
All Title VII projects are required
to serve at least 1 hot
meal a day, 5 days a week. They
must serve an average of 100
hot meals per day. The Brighton
lunch club is no exception,
serving an average of 210 meals
a day in the social hall of a synagogue
in the Brighton BeachConey
Island area of Brooklyn.
There is no set charge for the
meals at the centers; payment
is on the basis of voluntary contributions.
Each center does have
a suggested contribution-at
Brighton, it's 25 cents per mealbut
no member is ever turned
away. Membership is open to
Cook Hania Laffel supervises meal
preparation in the kitchen of the
14
area residents who are over 60
years old and their spouses.
Companionship is the key
For insurance purposes, the
Brighton lunch club doesn't
open to members until 9 a.m.
Yet, on any given morning, 30 to
40 people gather under the
synagogue's awning an hour or
more before the doors open.
Elly Kleinman is the young and
enthusiastic director of the
club. As he says, the club gives
these people "a stimulus to
socialize, to get out of their
loneliness." They come, day
after day, even in sub-zero weather.
For them, companionship
is just as important as food .
Projects like the Brighton lunch
club are healthy places for senior
citizens-both physically
and mentally. At the Brighton
center, members take part in a
myriad of scheduled activities
from 9 o'clock in the morning to
3 or 4 o'clock in the afternoon.
Forty volunteers, members of
the club, lead their peers in such
activities as rug weaving, bingo,
choral singing, dance, a class in
Jewish heritage, and drama.
Brighton center. She and her statf
prepare about 220 meals each day.
The club also offers special
events, such as speakers, outings
to movies, legal advice, a "senior
safety and crime prevention
program," and a community social
service clinic. In addition to
the volunteers who lead the
activities, the club has an elected
advisory board, consisting of
5 officers and 11 advisors, and
2 newspaper editors who produce
the Brighton Senior News.
"Before the club was established,"
says the club director,
"these people didn't know
what to do with themselves. They
had no feeling of worth and
importance left in this gearedfor-
the-young world. Now they
take great pride in themselves and
in their accomplishments and
responsibilities here."
When the club first started 4
years ago, most of the members
had small incomes. Then the
club began an outreach effort.
They distributed the monthly
newspaper, and activities and
information bulletins to senior
citizen housing and local organizations.
They held an outdoor
summer fair where they sold
arts and crafts which members
had made. Through these and
other outreach activities, the
club enlisted many new members.
Meals are carefully prepared
The people sit patiently, waiting
for their lunches. On this day,
volunteers serve them grapefruit
juice, turkey roll, tomato sauce,
chinese noodles, rice, bread,
plums, and coffee. The turkey
roll, tomato paste for the sauce,
plums, and rice are all USDAdonated
foods.
A nutritionist from the New
York City Department for Aging
comes to the center periodically
to work with the cook, Hania
Leffel. The nutritionist helps
develop men us, and checks the
kitchen to make sure the food is
handled properly.
Ms. Leffel, an imigrant from
Poland, spent 4 years in concentration
camps during World War
II. She speaks in melodic broken
English, "Many of these people
have had a hard time over the
years. They have worked hard for
food and nutrition
.I.
the little they've saved here,
but this country has been good
to us. I am glad to see old people
have a place to come to give
them life, and to give them
good things to eat. God bless
America," she sighs.
Ms. Leffel is helped by an
assistant cook, and two elderly
workers-recent Russian immigrants-
who speak no English.
Her kitchen is clean, but crowded.
"It's a tribute to Hania's talents
that she cooks meals for 200-
220 people a day and prepares
30 homebound meals," says
Mr. Kleinman .
He explains that his club is
probably the only group of its
kind in the area currently serving
homebound meals. "The program
is supposed to be 'meals on
wheels,' but we have no wheels,"
says Mr. Kleinman. Instead,
relatives or neighbors take some
meals to homebound members.
Often the city department for
aging, hospitals, and other area
agencies refer people to the
Brighton club. Mr. Kleinman says,
"The program is a popular necessity.
There is always a waiting
This participant is one of the many
who volunteer to serve lunch. The
april 1977
list of at least one or two names.
We try to accommodate as many
as we can squeeze in."
There are some problems
'According to Carrie Lipsig, a
big problem that clubs like
Brighton have is lack of storage
for the foods. "USDA provides
us with all the food we are entitled
to receive as long as there
is storage space," she explains.
"But the kitchens are not adequately
equipped to store all
of the food they're offered
through this program. The Brighton
club, for example, has to
store some of its frozen meat and
cheese in other places until
freezer space is available there."
Another big problem is funding.
"We get no special financial
help from the Government," says
Ms. Lipsig. "We must pay the
processors first, and then wait
to get reimbursed from participating
yeshivas and projects
for the elderly. Fortunately, we
have funds to cover this cash
outlay in the New York area,
however, we must have some sort
of advance funding to implement
distribution to additional
i
menu features turkey roll with tomato
sauce, rice, bread and plums.
projects in upstate New York."
Variety of foods offered
USDA offers for bids frozen
ground beef, frozen whole
turkeys, frozen cut.up chickens,
cooked turkey rolls, and process
cheese. Kosher processors
who win contracts for these items
work with Ms. Lipsig and the
New York State distributing agencies
to offer these basic donated
foods to schools and projects
for the elderly. In addition, meat
processors use the kosher ground
beef to make such items as frankfurters
and salami.
Through the kosher processors,
these nutrition projects for the
elderly get donated foods which
are economical and which can
be prepared in a variety of ways.
"With all we save from the donated
foods we get," says Elly
Kleinman, "we can have much
lower food costs. And, we can
offer a more varied and interesting
menu."
Like all the people who work
with him, Elly Kleinman is proud
to be serving the elders of his
community-those like the
Solomons who can no longer take
care of themselves properly.
By 'law, States must ensure that
nutrition projects for the elderly
are initiated to serve minority
groups, Native Americans,
and limited English-speaking
people, at least in proportion to
their numbers within each State.
"We are looking forward to the
day when other minority groups
ask us for help in developing
projects which help serve their
own special dietary needs,"
says Juan del Castillo.
Today, older Americans are
beginning to assert themselves as
a collective force. "Grey power"
is coming into vogue. But it
takes centers like the Brighton
Older Adult Luncheon Club to
get our older citizens from behind
their lonely walls to socialize,
to feel important, to feel that
they are still productive and vital
members of their community.
"We must remember," says
Carrie Lipsig, "that they once
provided for us. We must now
fight to provide for them." Y::I
15
UNITED STATES GOVERNMENT PRINTING OFFICE
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BOB BERGLAND
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CAROL TUCKER FOREMAN
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AGRICULTURE
AGR 101
THIRD CLASS BLK. RT.
Pe rmit Number .OOS-5
! Summer food service for children
I New serving systems get results
I! Food for life
~;S,-<G;OV~N'1f.~l:l~ I ~Yfi8.,.)FF ~~~ 1977 241-407/3 1-3
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