CDT Summer 2022 - 15

SHRIVASTAV: in May 2018, iU dining was launched
to manage and serve food all across campus, including
indiana Memorial Union, where food service was
delivered by a contract company. Both models have their
pros and cons. Self-operated programs now have a lot of
resources and support from the university to accomplish
the task of serving students and the university
community.
is no question that the degree of control available to
the institution is highest with self-operation, in that
the institution can choose to implement programmatic
features to the program without regard to the financial
or contractual impacts of those changes.
PROVIDING FLEXIBILITY TO ADAPT
TO CHANGING INSTITUTIONAL
PRIORITIES
SUPPORTING LONG-TERM OR
MISSION-BASED PRIORITIES OF
THE INSTITUTION
AUBREY: institutions of higher education have a
mission that serves as their bedrock-defining purpose.
the mission speaks to the academic purpose and the
student experience. traditional 4-year institutions often
have an on-campus residential requirement to immerse
new students, freshmen, and potential transfers to the
campus life experience to learn to navigate the launch
of their academic career and to build community. the
student living campus experience, housing, and dining
serve as a living and learning laboratory for life skills-
establishing life skills and learning
lessons-that will serve well in the
future.
GREENE: Both contracted and selfoperated
dining models can address
long-term goals and the strategic
mission of an institution; however,
one approach likely makes more
sense for your campus. At georgia
tech, we recently transitioned to selfoperated
dining to better accomplish
the institution's strategic goals,
putting students and high-quality
food above convenience.
WHITE: there is little reason
to believe that the level of
" responsiveness " evidenced by an
operator is necessarily related to the
management model being utilized
by the institution. Presumably, in
each scenario, it is in the operator's
best interest to be as responsive
as possible to the needs of the
community. Having said this, there
AUBREY: the higher education landscape has
institutions that view academics as their core
competency and focus, choosing to outsource the
necessary but non-academic functions of the institution.
Alternatively, there are institutions that view all
functions within itself as academic, and have academic
support complimented with ad hoc outsourcing for
other services.
Adaptability to changing institutional priorities from
macro sources or a change in leadership is essential,
and reviewing changes with anticipated outcomes is
important to understand the net effect on the student
experience and the cost to attend. An important point
ContRACt oR SELF-oP? | CAMPUS DINING TODAY
15

CDT Summer 2022

Table of Contents for the Digital Edition of CDT Summer 2022

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https://www.nxtbook.com/nacufs/NACUFS/summer-2024-campus-dining-today
https://www.nxtbook.com/nacufs/NACUFS/spring-2024-campus-dining-today
https://www.nxtbook.com/nacufs/NACUFS/winter-2023-campus-dining-today
https://www.nxtbook.com/nacufs/NACUFS/cdt-summer-2022
https://www.nxtbook.com/nacufs/NACUFS/cdt-national-conference
https://www.nxtbook.com/nacufs/NACUFS/campusdiningtodayspring2023
https://www.nxtbook.com/nacufs/NACUFS/cdt-fall-2022
https://www.nxtbook.com/nacufs/NACUFS/cdtsummer2022
https://www.nxtbook.com/nacufs/NACUFS/campusdiningtodayspring2022
https://www.nxtbook.com/nacufs/NACUFS/campusdiningtodayfall-winter2021
https://www.nxtbook.com/nacufs/NACUFS/campusdiningtodaysummer2021
https://www.nxtbook.com/nacufs/NACUFS/campus-dining-today-spring-2021
https://www.nxtbook.com/nacufs/NACUFS/Winter2020
https://www.nxtbook.com/nacufs/NACUFS/summer2020campusdiningtoday
https://www.nxtbook.com/nacufs/NACUFS/Spring2020
https://www.nxtbookmedia.com