The issue

An Oregon Army National Guard unit had an idle team of Culinary Specialists due to ongoing catering from a fast-food franchise. Food service operations ceased after some of the cooks were deployed, leaving the unit without a functioning food service program.

The situation

The 141st Brigade Support Battalion had previously deployed troops to Afghanistan, leaving a gap in their food service program. Prior to deployment, the program served four companies within the Battalion, but with cooks away, the unit relied on catered meals from a fast food franchise. I joined as a Staff Sergeant, overseeing the CBRN¹ section, but quickly realized my expertise was underutilized. Noticing the food service program’s decline, I requested a role change to lead the remaining cooks and revive the program. After completing culinary specialist training, I returned to the unit, only to discover we faced a looming CLRP inspection². The unit was ill-prepared, with a disorganized storage unit, faulty equipment, and poor cleanliness standards. I took on the challenge to rectify these issues and reinstate proper food service operations.

The story

I completed my culinary specialist training and returned to the unit, only to face a Command Logistics Review Program (CLRP) inspection in less than a month. The food service section was in a disastrous state with defective kitchen equipment, unacceptable cleanliness standards, and a lack of required paperwork. Determined to overcome these challenges, I had to immediately resume food service operations and prepare for the inspection.

My first priority was a situation and resource assessment:

• • • How many people needed to be served meals on a regular basis?
    • What equipment and resources were available to produce the meals?
    • What was the budget and how were purchases and acquisitions processed?
    • How many food service personnel were available?
    • What was the unit training and operations schedule?
    • How were food service operations previously managed?

I conducted a thorough assessment, coordinating with the Logistics Manager and command staff to resume meal service within two weeks. Simultaneously, I needed to determine the CLRP inspection requirements and assess what was needed to meet the standards:

• • • Printed and current copies of all manuals, policies, directives, and procedures available in the food service section.
    • Unit food service documentation records for the past 3 years.
    • Complete inventory of all necessary equipment and supplies matching logistics procurement records and as outlined in the service directives.
    • Inventory of all stored food products for proper storage standards.
    • Inspection of all food service areas is expected to meet health and safety standards.

Addressing all these requirements, I worked with the team to correct deficiencies. Command staff provided a team of soldiers and authorization to acquire all required items for the inspection.

The result

Our hard work paid off, and the inspection was a success. We achieved remarkable improvements in a limited time, earning me the Army Commendation Medal. Here are the key elements that led to our success:

• All kitchen equipment was repaired and fully functional.
• The equipment and supply inventories were complete, with 100% accounted for.
• The storage room was overhauled with a deep clean, new layout, new paint, and all new storage containers and shelving.
• All food service areas were cleaned, sanitized, and met all health and safety requirements.
• All field equipment was fully functional with a complete inventory.
• All manuals and documentation were available, accessible, and current.
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As the food service program continued to evolve, our team improved exponentially. We received recognition from the Oregon Army National Guard command, catered for foreign dignitaries, provided equipment tours and demonstrations, and even won a Top Chef culinary competition. Our unit became an example for others to follow.

Reasons for success

In reviving the National Guard Food Service Program and achieving remarkable results, several key factors contributed to our success. These elements not only helped us overcome initial challenges but also allowed the program to thrive and set an example for others to follow.

• Initiative: Recognizing the need for change and improvement, and proactively taking on the responsibility of leading the remaining cooks and reviving the program.

• Command staff support: Providing a team of soldiers and authorization to acquire all required items for the inspection.

• Strong teamwork and collaboration: Working together to correct deficiencies and meet the required standards.

• Situation and resource assessment: Understanding the current state of the program, the available resources, and the necessary actions for improvement.

• Diligent preparation for the CLRP inspection: Ensuring all manuals, policies, directives, procedures, records, and inventory were up-to-date and meeting standards.

• Servant-leadership: Providing the team with the necessary resources and support, removing any impediments, and empowering them to succeed.

• Continual improvement: The food service program continued to evolve and improve, leading to recognition and accolades.

I credit this program’s success to the command staff’s unwavering support for my innovative leadership style, which combined the servant-leader approach with the standard military leadership structure. I ensured each team member had the support and resources to succeed and transformed the kitchen’s atmosphere into a place where troops wanted to be. Treating all team members with respect, including those on KP duty, led to increased productivity, satisfaction, and even specialty transfer requests to become cooks.