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- 1. NACUFS 2015 From Vision to Reality Steve Carlson Garry Griffith
- 2. From Vision to Reality: Making a financial case for a new dining center Augustana College Center for Student Life
- 3. Setting the Stage: The Dining Scenario at Augustana before the new facility Two dining centers - 38 years old and 55 years old C-Store, Coffee operation - 205 sf Snack Bar Café Faculty/Staff DR
- 4. Setting the Stage Meal Plan Structure: • 100% retail, declining balance • Overhead taken out up front • Remaining points/flex used at all food venues • 2-tier pricing meal plans and cash Meal Plan Issues: • Hard to market /show value to students and parents • Students ran out of points before term end
- 5. Existing Operational Issues: • 90% of food was processed (pre-made entrees, soups, salad dressings, frozen veggies, potato pearls) • Long register lines • Theft due to no hard checkpoints • Dining dollars spread out between too many venues (dining centers had declining sales and the largest labor pool) • Take-out mentality with 280,000 to-go boxes/year Setting the Stage
- 6. Step One of the Transformation Create a new C-Store Expand Grab & Go selections with centralized production Return to Scratch cooking Create a 5-year Strategic Plan Update cost controls – food/ labor Increase Student employment Add new concepts - Freshens/C-store Establish an Employee partnership Add local foods Evaluate hours in each operation
- 7. Step Two of the Transformation Propose new Dining Center Implement AYCTE meal plans with Flex-Block for off-campus Develop the Proforma (the only building on campus that will pay for itself) SWOT Close Faculty Staff DR Small C-Store Two dining halls Freshens Dining Center, Brew, C-Store, Snack Bar (hours based on traffic) Concessions Making CSL THE place to be on campus
- 8. Step Three of the Transformation Sell to the President and Board: • You can have extended hours, AYCTE format, and lower food and labor costs • Guaranteed $900k more to bottom line first year
- 9. The Process
- 10. Priority # 1 • Stay Self-Op –Make sure everyone who has a job today has a job tomorrow!
- 11. Making Lemonade with Lemons 20 25 30 35 40 45 50 2006 2008 2012 2014 Labor Food Reserve
- 12. Let’s Hire a Consultant! Agreed! ? ? ? ? ? Really? Making the Case for a New Dining Facility All you care to eat All-day dining More choices Make more money! CEO
- 13. Initial Vision • 8 Marketplace Stations • Stations “dispersed” throughout seating • Display cooking at all stations • Tray-less operation • All-day dining • Display bakery • Central production for bakery & catering
- 14. Study Results • Confirm number of stations matches peak volume • Confirm Trayless, all-day dining, market- place can be successful and exceed students’ and parents’ expectations • Define space required • Define equipment required and cost
- 15. Administration Approves the Project
- 16. Project Hurdles • Do you really need all those stations? • Can seats be available for student events? • Do we really need all those hoods? • Boy, that equipment is expensive • Why did we eliminate Faculty Dining?
- 17. Do you really need all those stations? There must be a computer program to model customer flow
- 18. Can that seating be open for student events?
- 19. Do we really need all those hoods?
- 20. • It has to last a long time • Regulatory approvals Why is that equipment so expensive?
- 22. Final Concept
- 23. Final Concept
- 26. Culinary Trends, Menu & Recipe Development • Culinary-focused • Scratch cooking standard for all locations • Fresh-only vegetables • Display cooking – Preparation method for half of all meals served
- 27. Customer Service • One-on-one interaction between staff and customer • Continuous service • Extended hours of operation • Made-to-order / Grab-and-go option
- 28. Environmental Responsibility • Reusable to-go containers • Napkins – only paper used in dining room • Catering – all disposables compostable
- 29. Farm2Fork relationships / Augie Acres
- 31. Special Dietary Needs • Wild Thymes • Vegan, vegetarian, gluten-free
- 32. Floor Plan
- 33. Marketplace
- 34. Salad Bar
- 35. Dining Room
- 36. Questions?
- 37. Augustana Dining Services 20 25 30 35 40 45 50 2006 2008 2012 2014 Labor Food Reserve
- 38. Thank you Steve Carlson www.robertrippe.com Garry Griffith garrygriffith@augustana.edu
Editor's Notes
- Possible Intro by Terry: The reasons we most often hear for renovating or replacing a dining facility are that “it’s outdated” and the “equipment is worn out” and the most common benefits attributed to a new dining center are assisting in recruitment and retention. When the cost of a new, modern dining center is 3-4 times the cost of just replacing the equipment more tangible, one has to make a financial case to show how dining will help pay for the bonds needed to build the new dining center. While replacing dining facilities on a 25-30 year(Terry, feel free to adjust time frame) cycle may be not be easy at campuses with 30,000-50,000 students it it’s even harder at colleges with 2500 students. This presentation will show how one director first built financial credibility by improving profits with 8 aging facilities (Garry do we want to count the C-stores and Snack Bar?) and then made a financial case for replacing five of these operations with one modern marketplace to serve on-campus and off-campus residents as well as faculty and staff.
- Possible Intro by Terry: The reasons we most often hear for renovating or replacing a dining facility are that “it’s outdated” and the “equipment is worn out” and the most common benefits attributed to a new dining center are assisting in recruitment and retention. When the cost of a new, modern dining center is 3-4 times the cost of just replacing the equipment more tangible, one has to make a financial case to show how dining will help pay for the bonds needed to build the new dining center. While replacing dining facilities on a 25-30 year(Terry, feel free to adjust time frame) cycle may be not be easy at campuses with 30,000-50,000 students it it’s even harder at colleges with 2500 students. This presentation will show how one director first built financial credibility by improving profits with 8 aging facilities (Garry do we want to count the C-stores and Snack Bar?) and then made a financial case for replacing five of these operations with one modern marketplace to serve on-campus and off-campus residents as well as faculty and staff.
- Possible Intro by Terry: The reasons we most often hear for renovating or replacing a dining facility are that “it’s outdated” and the “equipment is worn out” and the most common benefits attributed to a new dining center are assisting in recruitment and retention. When the cost of a new, modern dining center is 3-4 times the cost of just replacing the equipment more tangible, one has to make a financial case to show how dining will help pay for the bonds needed to build the new dining center. While replacing dining facilities on a 25-30 year(Terry, feel free to adjust time frame) cycle may be not be easy at campuses with 30,000-50,000 students it it’s even harder at colleges with 2500 students. This presentation will show how one director first built financial credibility by improving profits with 8 aging facilities (Garry do we want to count the C-stores and Snack Bar?) and then made a financial case for replacing five of these operations with one modern marketplace to serve on-campus and off-campus residents as well as faculty and staff.
- Possible Intro by Terry: The reasons we most often hear for renovating or replacing a dining facility are that “it’s outdated” and the “equipment is worn out” and the most common benefits attributed to a new dining center are assisting in recruitment and retention. When the cost of a new, modern dining center is 3-4 times the cost of just replacing the equipment more tangible, one has to make a financial case to show how dining will help pay for the bonds needed to build the new dining center. While replacing dining facilities on a 25-30 year(Terry, feel free to adjust time frame) cycle may be not be easy at campuses with 30,000-50,000 students it it’s even harder at colleges with 2500 students. This presentation will show how one director first built financial credibility by improving profits with 8 aging facilities (Garry do we want to count the C-stores and Snack Bar?) and then made a financial case for replacing five of these operations with one modern marketplace to serve on-campus and off-campus residents as well as faculty and staff.
- Possible Intro by Terry: The reasons we most often hear for renovating or replacing a dining facility are that “it’s outdated” and the “equipment is worn out” and the most common benefits attributed to a new dining center are assisting in recruitment and retention. When the cost of a new, modern dining center is 3-4 times the cost of just replacing the equipment more tangible, one has to make a financial case to show how dining will help pay for the bonds needed to build the new dining center. While replacing dining facilities on a 25-30 year(Terry, feel free to adjust time frame) cycle may be not be easy at campuses with 30,000-50,000 students it it’s even harder at colleges with 2500 students. This presentation will show how one director first built financial credibility by improving profits with 8 aging facilities (Garry do we want to count the C-stores and Snack Bar?) and then made a financial case for replacing five of these operations with one modern marketplace to serve on-campus and off-campus residents as well as faculty and staff.
- Possible Intro by Terry: The reasons we most often hear for renovating or replacing a dining facility are that “it’s outdated” and the “equipment is worn out” and the most common benefits attributed to a new dining center are assisting in recruitment and retention. When the cost of a new, modern dining center is 3-4 times the cost of just replacing the equipment more tangible, one has to make a financial case to show how dining will help pay for the bonds needed to build the new dining center. While replacing dining facilities on a 25-30 year(Terry, feel free to adjust time frame) cycle may be not be easy at campuses with 30,000-50,000 students it it’s even harder at colleges with 2500 students. This presentation will show how one director first built financial credibility by improving profits with 8 aging facilities (Garry do we want to count the C-stores and Snack Bar?) and then made a financial case for replacing five of these operations with one modern marketplace to serve on-campus and off-campus residents as well as faculty and staff.
- Possible Intro by Terry: The reasons we most often hear for renovating or replacing a dining facility are that “it’s outdated” and the “equipment is worn out” and the most common benefits attributed to a new dining center are assisting in recruitment and retention. When the cost of a new, modern dining center is 3-4 times the cost of just replacing the equipment more tangible, one has to make a financial case to show how dining will help pay for the bonds needed to build the new dining center. While replacing dining facilities on a 25-30 year(Terry, feel free to adjust time frame) cycle may be not be easy at campuses with 30,000-50,000 students it it’s even harder at colleges with 2500 students. This presentation will show how one director first built financial credibility by improving profits with 8 aging facilities (Garry do we want to count the C-stores and Snack Bar?) and then made a financial case for replacing five of these operations with one modern marketplace to serve on-campus and off-campus residents as well as faculty and staff.
- Possible Intro by Terry: The reasons we most often hear for renovating or replacing a dining facility are that “it’s outdated” and the “equipment is worn out” and the most common benefits attributed to a new dining center are assisting in recruitment and retention. When the cost of a new, modern dining center is 3-4 times the cost of just replacing the equipment more tangible, one has to make a financial case to show how dining will help pay for the bonds needed to build the new dining center. While replacing dining facilities on a 25-30 year(Terry, feel free to adjust time frame) cycle may be not be easy at campuses with 30,000-50,000 students it it’s even harder at colleges with 2500 students. This presentation will show how one director first built financial credibility by improving profits with 8 aging facilities (Garry do we want to count the C-stores and Snack Bar?) and then made a financial case for replacing five of these operations with one modern marketplace to serve on-campus and off-campus residents as well as faculty and staff.
- Anne, I would like Garry’s Callout to say “-All you care to eat”; “-All day dining”; “-more choices”; “Make more money!” Paul’s Cloud call-out should have 4 “?” At the
- This slide could be a pdf of the original sketches with 8 stations and the bullet points could be in notes
- Is this too much?
- Is this too much?
- This slide could be a pdf of the original sketches with 8 stations and the bullet points could be in notes
- Facilities was sure there must be a computer program to model customer flow The menus change everyday, and so do customer preferences Consultant provided data-based peak meal volumes at other facilities
- Anne, We could show a slide of the Big Bad Wolf Salivating and on the other side a graphic that says “Free Food”
- Anne, Let’s show a slide of a glove box and the photo from Pueblo of Isleta casino with the Asian Chefs. Terry can talk about Low volume island hoods, demand control ventilation, counting exhaust from hoods as air required changes for the dining areas (not additional exhaust), we used end panels on wall hoods in kitchen and one back-shelf hood over a fryer. We also got Don Fisher from FishNick consulting involved which provided credibility for the Facilities department.
- Let’s show a .pdf of the overall plan with station names called out. Verbally we can tell them we gave up one station, I think we lost the action cooking at Carvery
- Let’s show a .pdf of the overall plan with station names called out. Verbally we can tell them we gave up one station, I think we lost the action cooking at Carvery
- This is where I’m hoping Shelby’s model will show how the addition fit on the back of the Library and took advantage of the existing traffic flow from the upper campus to the lower campus
- This is where I’m hoping Shelby’s model will show how the addition fit on the back of the Library and took advantage of the existing traffic flow from the upper campus to the lower campus
- Now, with the addition the campus has a new “Social Center” where students can eat, study, collaborate, meet, relax or just hang-out. In addition to providing a variety of seating and spaces throughout the building the 5th floor dining room has stunning views of tree tops and down to the “slough” below.
- Now, with the addition the campus has a new “Social Center” where students can eat, study, collaborate, meet, relax or just hang-out. In addition to providing a variety of seating and spaces throughout the building the 5th floor dining room has stunning views of tree tops and down to the “slough” below.
- Now, with the addition the campus has a new “Social Center” where students can eat, study, collaborate, meet, relax or just hang-out. In addition to providing a variety of seating and spaces throughout the building the 5th floor dining room has stunning views of tree tops and down to the “slough” below.
- Now, with the addition the campus has a new “Social Center” where students can eat, study, collaborate, meet, relax or just hang-out. In addition to providing a variety of seating and spaces throughout the building the 5th floor dining room has stunning views of tree tops and down to the “slough” below.