THE POWER OF US
enabled share tables and food do- nation systems, reducing waste while increasing access. Operation- al improvements like placing fruit first and offering cut fruit increased healthy consumption without add- ed cost. These efforts align directly with school foodservice principles, where education meets environ- ment to make healthy choices easi- er. When partnerships scale, impact multiplies. Partnerships exist across four key areas: peer-to-peer, hierarchical, internal cross-functional, and ex- ternal. Each plays a role in shaping culture, driving alignment, and ex- panding innovation. The best pro- grams are not built in silos—they are built at the intersections. The ability to evaluate and evolve partnerships is a defining leadership skill. Leaders must ask whether rela- tionships are aligned with mission, whether they create or drain energy, and whether they drive meaning- ful outcomes. Misaligned part- nerships can lead to wasted ly touches students. When the right people align around a shared purpose, we create more than programs— we create healthier stu- dents, stronger commun- ities, and more sustainable systems. Individually, we can make progress. Together, we create transformation. That is the true Power of Us. To reflect on your own partnerships, identify five key relationships in your work, evaluate their alignment, energy, and impact, and take action to strengthen, redefine, or expand them. Strong partnerships are not static—they are continuously built, assessed, and refined. resources, staff frustration, and missed opportunities. In school nutrition, every partnership ultimate-
Building Intentional Partnerships in School Nutrition
H umans are wired to connect. Research in well-being and health confirms what we ex - perience every day—we are not solitary by nature. We thrive in relationships and partner- ships. We grow through them. And in many cases, we succeed because of them. But not all partnerships are good partnerships. A very close friend told me something as a young man, that has resonated with me throughout my life: it’s okay to let relationships change—and people may come and go from your life. It is ok to let them go and im- portant to stay open to new
difference between simply serving meals and creating programs that improve student health, sustainabil- ity, participation, and pride. At the New York City Department of Education Office of Food and Nu - trition Services, partnerships were the engine behind meaningful and lasting change. Through collabora-
relationships. That applies just as much in profession- al settings as it does in our personal lives. In school foodservice—where com- plexity, scale, and impact intersect daily—under- standing the difference between a healthy and un- healthy partnership is not just helpful, it’s essential.
In my “Power of Partnerships” framework, one idea stands above the rest: strong partnerships don’t happen by accident. They are built with intention. Partnership is not about proximity. It’s not about titles. It’s about alignment, trust, and shared outcomes. Transactional partnerships focus on tasks. Transformational partner- ships focus on outcomes. In school nutrition, that shift can mean the
tion, sal- ad bars expanded across schools, increasing access to fresh fruits and vegetables. Culinary training partnerships supported a return to scratch cooking and fresher meals. Cross-functional teamwork
Stephen O’Brien | Founder and President, SOBX2 Strategic Operations and Business Consulting Stephen is a nationally recognized leader in school foodservice, sustainability, and strategic partnerships. He helps school districts and industry partners design innovative programs that advance healthy, sustainable, and efficient foodservice operations nationwide. Prior to consulting, Stephen was a director with New York City Public Schools for over 33 years. He holds a Masters in Public Administration and Bachelors of Science in Foodservice Management and an Associates degree in Culinary Arts, from Johnson & Wales University.
Powered by FlippingBook