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The crisis in higher education is not just financial—it’s emotional, social, and deeply personal. Today, more than ever, students are showing up on campus anxious, disconnected, and uncertain about their place in the world. According to The Oxford Handbook of Well-Being in Higher Education by Tay and McCuskey, nearly 44% of students report symptoms of depression, 37% report anxiety, and 15% have seriously considered suicide in the past year. These are not just numbers—they’re signals that the traditional models of student engagement are failing.

David Porter, president of Porter Khouw Consulting (PKC), believes colleges and universities have an opportunity and an obligation to act. Fortunately, a powerful tool is already present on every campus: the dining program. When reimagined through David’s SOCIAL ARCHITECTURE™ framework and implemented as a Next Generation Dining Program, campus dining becomes more than a place to eat. It becomes a platform for belonging, resilience, empathy, academic success, and emotional security and well-being.

Let me show you how.

The Case for a Holistic Approach

Tay and McCuskey define well-being as “achieving positive, optimal functioning across all levels of analysis, populations, and contexts.” In other words, student success is not only academic—it’s emotional, social, physical, and psychological. It exists at multiple layers: individual, relational, institutional, and societal. The handbook urges institutions to build ecosystems of support that integrate both research and practice in ways that are culturally responsive and equitable.

What the handbook doesn’t explicitly say—but what David Porter has been demonstrating for over three decades—is that dining is the only recurring, non-classroom-based touchpoint that reaches virtually every student every day. That makes it the perfect lever for building what the Oxford authors call a “culture of care and connection.”

SOCIAL ARCHITECTURE™: From Meal to Meaning

SOCIAL ARCHITECTURE™ is our proprietary framework for transforming dining into a catalyst for enriching levels of student engagement, purposeful connections and accidental collisions, transforming campus culture “The College Experience”. It’s built on a simple but powerful insight: the programmed and built environment and human behavior are deeply intertwined. When you create and invest in the student value proposition by organizing space, hours of operation, menu variety and selection, and meal plans intentionally, you can promote the face-to-face human interactions students are craving—and missing and results in students increasing the frequency that they come and go from the dining halls every day.  Thus making the campus more “Sticky.”

Every element of a PKC Next Generation Dining Program is designed to spark human connection and conversation, build friendships, and support identity formation. From strategically designed communal seating and customizable food stations to student programming that celebrates cultural diversity and peer-to-peer mentorship, every detail is curated to encourage social capital building.

Why is that important? Because research from the Oxford Handbook shows that well-being is relational. Students who report strong friendship networks, a sense of belonging, and opportunities for emotional expression are more likely to persist through challenges, maintain higher GPAs, and graduate.

The First 45 Days: The Critical Window for Social Integration

SOCIAL ARCHITECTURE™ shines during what we call the “First 45 Days” of the academic year. This is a crucial period when students are forming their identities, routines, and relationships. If they haven’t made at least one friend and one place of belonging by the end of that window, the likelihood they’ll return for sophomore year plummets.

In a well-run Next Gen dining program, this window becomes a launchpad. We help our campus clients program daily and weekly events in their dining halls that bring people together: small-group dinners, chef’s tables, community storytelling nights, and even collaborative cooking classes. We curate the “architecture of time and space” so that dining doesn’t feel like a chore—it feels like coming home.

Food as a Foundation for the Whole Student

The Oxford Handbook emphasizes that well-being isn’t just the absence of illness—it’s about flourishing. That includes having access to basic needs (like nutrition), as well as the opportunity to develop socially, emotionally, and ethically.

Next Gen dining addresses this head-on:

• Nutritional Access: Our strategic planning ensures that dining halls serve inclusive, nutrient-dense meals that reflect a diversity of dietary needs—halal, kosher, vegan, allergen-friendly.
• Equity & Inclusion: We empower schools to break down cultural barriers through food storytelling, where students share their identities via cuisine.
• Emotional Support: Our environments are trauma-informed, acoustically mindful, and emotionally safe—important features for neurodiverse or anxious students.
• Community Co-Creation: We invite students into the planning process, allowing them to shape the experience. This autonomy fuels intrinsic motivation and a sense of purpose.

Bridging Research & Practice: The Implementation Science of Social Dining

The Oxford Handbook calls for a stronger bridge between research and real-world application, a challenge they note is often neglected. This is where PKC’s evidence-based methodology and success-fee model provide distinct value.

We do not deliver cookie-cutter plans. We deliver tailored strategies grounded in behavioral science, operational metrics, and our decades of experience. And we don’t just hand off the strategy—we partner with the institution to select and onboard food service operators who align with these transformative goals. Our compensation is tied to outcomes, meaning we only succeed when our clients succeed.

This is implementation science in action: translating the theory of well-being into the practice of transformation.

Dining as the Epicenter of Student Success

Let’s stop pretending dining is just an auxiliary service. It is a mission-critical component of student success. When designed and managed correctly, dining is:

• A social incubator for building lifelong friendships.
• A behavioral intervention to combat loneliness and depression.
• A resilience laboratory where students develop interpersonal skills and empathy.
• An equity engine that ensures every student—regardless of background—has a seat at the table, both literally and figuratively.

This is not hypothetical. Institutions that implement our Next Gen Dining strategies have seen measurable gains in retention, housing occupancy, emotional well-being, elimination of food and nutrition insecurity, and, yes, academic performance.

Final Thoughts: Beyond Surviving, Toward Thriving

As the Oxford Handbook so eloquently states, “Higher education institutions have a unique opportunity and responsibility to go beyond mitigating ill-being and actually cultivate well-being.” This is not a slogan—it’s a call to action. The stakes have never been higher, and the solutions have never been clearer.

Dining is not just about feeding students—it’s about nourishing their futures. Through SOCIAL ARCHITECTURE™ and Next Generation Dining Programs, we are helping institutions turn their campuses into ecosystems of connection, compassion, and community.

If we reimagine the purpose of dining, we reimagine the purpose of education.

Let’s serve more than food. Let’s serve belonging.

“If you don’t tell your story, someone else will—and they won’t get it right.”

That’s the realization that continues to echo in my mind as I reflect on the robust conversations I’ve been having with campus dining leaders across the country. Whether I’m sitting in on a NACUFS roundtable, helping a university reimagine their entire dining ecosystem, or rolling up my sleeves with a team struggling with declining meal plan participation, the thread remains the same: our programs have incredible value—but we’re not always telling that story clearly, intentionally, or powerfully enough.

And when we don’t, we leave students, parents, administrators—and even our own staff—guessing about our purpose, our potential, and our impact.

Today’s dining programs are at a crossroads. The pressures are real: weaponized meal plan complaints, shifting labor dynamics, authenticity in marketing, and the need to demonstrate ROI to administrators. But if we approach this moment with creativity and courage, it can become our finest hour. I believe the path forward is rooted in something I’ve spent my career developing: SOCIAL ARCHITECTURE™—the intentional design of spaces, systems, and stories that forge emotional bonds, social capital, and long-term value in campus dining.

Here’s how we write our story—and why we must.

1. Start from the Inside: Your Story Lives in Your Staff

In a breakout session I attended recently, someone posed a provocative question: “Does your catering team know how good your retail team is? Does anyone on your staff know the bigger picture of what your program is doing well?” That hit home.

Too often, we underestimate the internal narrative. The truth is, your staff are your first storytellers. They need to be fluent in your mission—not just the menu. They need to know how your scratch cooking, your cultural food celebrations, your sourcing strategies, and your student engagement efforts all connect to something bigger: helping students feel seen, supported, and successful.

Building internal storytelling means celebrating wins at shift meetings. It means spotlighting staff accomplishments on campus communications. It means connecting the dots between culinary excellence and student emotional well-being. When your team understands the “why,” their performance and pride follow.

2. Build Social Capital Through Intentional Programming

Dining is not just about nutrition; it’s about connection. That’s why I created SOCIAL ARCHITECTURE™—because the dining table is still the most effective place to combat loneliness, spark friendships, and strengthen retention.

Let me tell you a story.

At one university, dining leaders collaborated with student cultural groups to host a Diwali event featuring a student Bhangra dance group. What happened? Meal counts jumped 45% over the daily average. But more importantly, 1,400 students showed up—not for the food alone, but because they felt represented and included. That’s social architecture in motion.

We need to build programs with students, not just for them. Cultural dinners. Late-night breakfast during finals. DIY hot cocoa bars recommended by students themselves. These aren’t “special events”—they are connection strategies. And they drive results in meal plan participation, satisfaction, and student stories that go viral—for all the right reasons.

3. Define and Deliver Value—Then Promote It Relentlessly

When a student (or a parent, or a VP) asks, “Why should I buy a meal plan?” we should have an answer that’s not just rational—it should be emotional.

Let’s stop hiding our magic. One campus featured in a roundtable discussion made a brilliant point: they were serving 15-hour smoked pulled pork sourced from their on-campus processing facility, paired with cheese from their own dairy. But no one knew. “Who is actually celebrating this?” the chef asked.

This is where strategic storytelling becomes indispensable. Use your digital menus to showcase sourcing. Create short videos showing behind-the-scenes culinary craftsmanship. Compare the real-world value: for $7.42, a student can access a variety of fresh, balanced meals vs. a $9 fast food combo with limited nutrition. That’s not just a better price—it’s a better life.

If we want students to stop weaponizing the meal plan, we have to stop hiding the value behind it. Show them where their dollars are going—and more importantly, what that investment is giving back.

4. Leverage Student Voices to Build Authentic Trust

Trust doesn’t come from a banner ad. It comes from relationship.

One of the best ideas I’ve heard recently came from a young operator who created a student “Dining Ambassador” program. These weren’t focus groups—they were storytelling allies. Students who shared why the dining program mattered to them. Why a certain dish made them feel at home. Why they trust the people behind the food.

In one instance, a student-led promotion of a smoothie tasting resulted in a line out the door—and the CFO stopped by to sample. That moment got posted to social media. It was fun, yes—but it was also strategy.

As leaders, we must connect with student media, align with influencers on campus, and provide the experience that makes them want to share our story organically. Real voices, real people, real food—that’s the content strategy we need.

5. Craft Your Story for Every Audience

One of the most insightful exercises I’ve seen involved breaking down your story into concentric circles: internal, campus, local, national. It’s a solar system of storytelling. And you need a communication plan for each orbit.

• To students: “We see you. This food is for you. Let’s build it together.”
• To parents: “Your child’s meal plan is an investment in health, happiness, and academic success.”
• To administrators: “Our program increases retention, enhances the freshman experience, and generates revenue.”
• To staff: “You are ambassadors of culture, comfort, and connection.”

When your storytelling aligns with each audience’s values and concerns, your message doesn’t just inform—it inspires action.

6. Close the Loop: Measure and Share Impact

Finally, track your wins. Use social engagement metrics, dining participation spikes, meal swipe data, and even short student testimonials. Share the anecdotal evidence with the hard numbers. For example:

“Our Hispanic Heritage Month event increased dining hall traffic by 47%, generated 12K impressions on Instagram, and got featured in the local paper.”

This isn’t fluff—it’s ROI. It’s why your program matters.

Writing the Next Chapter—Together

As someone who has spent decades helping colleges and universities unlock the power of dining, I believe this is the moment we’ve been preparing for. The enrollment cliff. The retention crisis. The loneliness epidemic.

Dining can solve all of these—when it’s grounded in SOCIAL ARCHITECTURE™, driven by strategic storytelling, and amplified through value-focused programming.

So write your story. Tell your story. Live your story.

Because when we do, we don’t just feed students.

We fuel futures.

If you were at NASPA 2025’s Opening Keynote, you felt it: the tension, the urgency, the hope—and most importantly, the community. Whether you were nodding along with Dr. Amelia Parnell’s deeply personal reflections or digesting the clear-eyed analysis of the state of our profession, one message rang clear: we are in the midst of profound transformation in student affairs.

As someone who has spent decades advocating for a more human-centered, socially connective model of campus life, I felt an unmistakable alignment between the keynote’s themes and the foundation of our work at Porter Khouw Consulting. Namely, that next generation residential and retail dining programs—when developed through our trademarked methodology of SOCIAL ARCHITECTURE™—are no longer “amenities.” They are vital, strategic interventions that directly address the core concerns voiced in NASPA’s keynote sessions.

Let’s unpack that.

From Crisis to Connection: The Keynote Context

In her opening remarks, Dr. Parnell titled her talk “The Joy and Challenge of Student Affairs”—a duality that couldn’t be more fitting. With state and federal pressures mounting, staff burnout at an all-time high, and questions about the value of higher education dominating headlines, she didn’t shy away from the realities we face.

But she also reminded us of the deep joy and purpose that lives in this work—especially when we are in community.

One quote hit me in the chest:

“One of the best places you can be during difficult times is in community with people who care about and understand what you are going through.”

Dr. Parnell’s message was echoed in the NASPA Opening Session, which laid out three core focus areas:

1. Changing the Student Affairs Profession
2. Sustaining and Celebrating Our Profession
3. Centering Student Success

Each of these priorities depends, at its heart, on our ability to help students and staff form meaningful relationships—to belong, to be supported, and to find joy in the shared experience of campus life.

This is where dining becomes transformational.

Dining as Infrastructure for Belonging

You may be asking: what do food halls, meal plans, and cafés have to do with combating burnout, fostering mentorship, or demonstrating the ROI of higher education?

Everything.

Our work has proven that next generation residential and retail dining, designed and programmed with SOCIAL ARCHITECTURE™, is the most effective campus-wide system to engineer belonging, connection, and emotional well-being.

Here’s why:

1. We Help Solve the “45-Day Window” Challenge

Research shows colleges have a critical 6-week window—just 45 days—to socially integrate new students. Miss it, and you risk increased loneliness, mental health issues, and early attrition.

Our dining strategies are intentionally designed to optimize this window. Through deliberate design, curated programming, and daypart diversity, we make dining halls into third places where friendships are formed, peer networks are built, and students anchor themselves in campus culture.

This directly supports NASPA’s emphasis on rethinking retention and fostering belonging.

2. Dining Staff as Hidden Mentors

Much like the keynote’s focus on mentorship—highlighted beautifully in the video testimonials—our training and management models for dining staff emphasize consistent, empathetic, and human-centered service.

The line cook who remembers a student’s dietary needs, the cashier who checks in with a struggling freshman—these are micro-mentorship moments that build trust and make students feel seen.

Just as Dr. Parnell’s keynote recognized the power of “comfort animals” like Marcus, we know that safe, predictable human touchpoints in campus life matter more than we often acknowledge.

3. Burnout, Budget, and the Business Case for Social ROI

We’re in an era where CFOs want to see clear value—and student affairs professionals need to show it without burning out. Our Success Fee Guarantee model de-risks that equation.

By aligning strategic planning with operator selection and financial optimization, we’ve helped campuses recover hundreds of thousands—even millions—in new remuneration while transforming student life outcomes.

More joy, less stress, real ROI.

4. Data-Driven Design That’s Not Creepy (But Deeply Personal)

Dr. Parnell joked about Netflix knowing her rom-com preferences—but her underlying point was serious: our profession must become more personalized and predictive.

We’ve been doing just that. Our Porter Index and RateMyFreshmanExperience.com platform collect live, psychographic data on how students are engaging with their campus environments. This insight fuels continuous iteration of dining programs that actually meet students where they are.

This is the kind of value and insight NASPA wants to see: actionable, assessment-driven transformation that proves student affairs matters.

Prediction Meets Practice: SOCIAL ARCHITECTURE™ as Strategic Insurance

Dr. Parnell made four predictions in her keynote:

1. Things will be hard for several years—but higher ed will survive.
2. NASPA will remain vibrant and versatile.
3. The field will become more collaborative.
4. We will thrive through shared stories and community.

We agree. And we know from experience that you can’t build resilience without designing for it.

SOCIAL ARCHITECTURE™ is the blueprint for that resilience. It’s a human-centric system that:

• Fosters friendship networks and community
• Reduces anxiety and improves emotional well-being
• Increases student retention and average GPA
• Strengthens students’ social capital for a lifetime of personal and professional success

And we do it not with theory alone, but with real-world execution—facilitated through strategic planning, operator alignment, financial modeling, and campus-wide activation.

Let’s Talk Joy

Dr. Parnell closed with a powerful question:

“If things remain difficult for a while, how do we find and keep our joy?”

My answer is simple: we engineer it. Through intentional, inclusive, dynamic environments where people eat together, laugh together, and connect deeply.

At Porter Khouw Consulting, we aren’t just planning dining programs. We’re building infrastructure for community, belonging, and hope.

And that’s the kind of joy that lasts.

If your institution is ready to align with the core goals NASPA has laid out—to support your students, empower your staff, and transform your campus experience—let’s talk. Our Success Fee Guarantee model removes the financial risk and puts transformation within reach.

The future of higher education doesn’t have to be reactive. With SOCIAL ARCHITECTURE™, it can be designed.

Choosing the right college is a monumental decision that shapes your academic journey, personal growth, and future opportunities. While traditional metrics like academic rankings and campus amenities are important, the essence of a fulfilling college experience often lies in the social environment and community you’ll become a part of. To aid in this crucial decision-making process, RateMyFreshmanExperience.com serves as a valuable resource, offering insights into the authentic experiences of college freshmen.

Understanding the Importance of Social Architecture in College Selection

I emphasized that beyond academics, the social ecosystems of a college significantly influence your overall experience. Factors such as the student center’s vibrancy, the dining commons’ inclusiveness, and the collaborative spirit within the library and learning commons play vital roles in shaping your college life. These elements collectively form the “classroom outside of the classroom” of a campus, impacting your ability to build and establish meaningful friendship networks, engage in enriching activities, and develop the emotional security from their new community and support network.

Introducing RateMyFreshmanExperience.com

To provide prospective students with firsthand insights into these social aspects, RateMyFreshmanExperience.com offers a platform where current college students can share their freshman-year experiences. This initiative allows high school students—from as early as 8th through 12th grade—to access candid reviews and reflections, helping them make informed choices about their future alma mater.

How RateMyFreshmanExperience.com Assists Prospective Students

1. Authentic Peer Reviews: Gain access to unfiltered accounts from current students about their freshman experiences, covering aspects like campus culture, social life, and community engagement.
2. Comprehensive Overviews: Understand how effectively universities support their students by exploring detailed surveys and ratings provided by freshmen.
3. Informed Decision-Making: Utilize these insights to assess whether a college’s social environment aligns with your personal preferences and expectations.

A Call to Current College Students: Share Your Freshman Experience

To enrich this resource, we encourage current college students, freshmen, sophomores, juniors, and seniors to contribute by sharing their own freshman experiences at RateMyFreshmanExperience.com. By doing so, you “pay it forward,” assisting future generations in navigating their college selection journey with greater confidence and clarity.

How to Contribute

• Register: Visit the registration page to create an account.
• Share Your Story: Provide honest feedback about your freshman year, highlighting both positive experiences and challenges.
• Impact Future Students: Your insights will serve as a guiding light for high school students embarking on their college search.

Exploring the Mini Documentary: SOCIAL ARCHITECTURE™: The Missing Ingredient

To further understand the significance of social architecture in higher education, I recommend watching the mini documentary, “SOCIAL ARCHITECTURE™: The Missing Ingredient.” This 9-minute film delves into how thoughtfully designed dining programs can create safe spaces, strengthen social connections, and positively impact student well-being and academic success. It features interviews with stakeholders and students from institutions like the University of Houston, Montana State University, Simon Fraser University, and the University of Ottawa, showcasing real-world applications of SOCIAL ARCHITECTURE™ principles.

The journey to selecting the right college extends beyond brochures and statistics; it delves into the heart of campus life, the social interactions, the community spirit, and the support systems in place. RateMyFreshmanExperience.com bridges the gap between prospective students and the authentic experiences of their predecessors, fostering a community where shared stories lead to informed choices. Whether you’re a high school student seeking the ideal college environment or a current student willing to share your journey, this platform invites you to be part of a collective effort to enhance the college experience for all.

*Explore, share, and discover with RateMyFreshmanExperience.com, where real experiences shape future decisions.

For a deeper understanding of the impact of social architecture on student life, watch the mini-documentary, “SOCIAL ARCHITECTURE™: The Missing Ingredient.

Higher education is at a crossroads. Declining enrollment, retention challenges, and shifting student expectations demand bold, strategic action. At the heart of these issues lies a fundamental question: How can we make campuses more engaging, supportive, and essential to student success?

The answer lies in SOCIAL ARCHITECTURE™, a transformative approach to campus dining that turns meal plans, dining halls, and food venues into powerful tools for community-building, student engagement, and institutional resilience. Dining isn’t just about feeding students; it’s about creating an environment where friendships flourish, connections are made, and students feel at home.

The Challenge: Keeping Students Engaged and On Campus

With more students commuting, seeking off-campus dining options, or feeling disconnected from their institutions, colleges and universities must reimagine how they structure the student experience. The first six weeks of a student’s college journey are critical—if they don’t form strong connections, they are far more likely to leave. Dining, as the most frequented campus space, offers the greatest opportunity to foster engagement and retention.

However, many institutions unintentionally push students off campus with limited meal plan flexibility, uninspired menu options, and restricted dining hours. To reverse this trend, we must make the campus more “sticky”—a place where students want to be, where they find variety, convenience, and vibrant social interactions.

SOCIAL ARCHITECTURE™ and Next-Gen Dining: The Key to a ‘Sticky’ Campus

Through SOCIAL ARCHITECTURE™, Porter Khouw Consulting has pioneered a new vision for campus dining that strengthens student engagement and institutional success. Our work with over 400 institutions has demonstrated that dining is the single most effective tool for creating a campus culture that students don’t want to leave.

Here’s how:

1. Revolutionizing Meal Plans to Keep Students On Campus
   • Comprehensive, student-centric meal plans encourage more frequent on-campus dining. Flexible swipes, multi-tiered access, and all-inclusive options ensure that students view dining as a daily habit rather than an obligation.
2. Expanding Hours of Operation, Especially Late Night
   • Students’ schedules don’t fit traditional meal hours. Late-night options, extended weekend service, and grab-and-go selections cater to students’ real dining habits, keeping them on campus and engaged in campus life.
3. Enhancing Menu Variety and Selection
   • Culinary diversity and continuous menu innovation keep dining exciting. Rotating global cuisine, allergen-friendly options, and student-driven menu development increase satisfaction and participation.
4. Designing Dining Spaces for Social Connection
   • The physical environment matters. Intentional seating arrangements, communal tables, and inviting lounge areas turn dining halls into hubs of social interaction, not just places to eat.
5. Leveraging Data to Predict and Enhance Engagement
   • Smart dining analytics track usage trends, allowing institutions to proactively identify students who may be disengaging. Integrating this data with student affairs efforts can create early intervention opportunities.

A Call to Action: Watch SOCIAL ARCHITECTURE™ in Action

The impact of SOCIAL ARCHITECTURE™ is not hypothetical—it is real, measurable, and already transforming campuses across North America. To see the power of this approach firsthand, we invite you to watch SOCIAL ARCHITECTURE™: The Missing Ingredient, a compelling mini-documentary showcasing four universities that have successfully reimagined their dining programs with our guidance.

This film illustrates how strategic dining programs enhance retention, build community, and redefine the student experience. If your institution is struggling with engagement and retention, this is the evidence you need.

Partner with Us to Transform Your Campus

Porter Khouw Consulting has spent decades refining the art and science of Next-Gen Dining, proving that a well-designed dining program is the most powerful tool an institution has to improve student success. If you are ready to:

• Make your campus more “sticky” by keeping students engaged throughout the day and week
• Enhance meal plan participation and satisfaction
• Strengthen student connections and community through dining
• Increase institutional revenue and dining program sustainability

Then let’s talk. Meet us at the NASPA conference, visit our website, or schedule a consultation to explore how SOCIAL ARCHITECTURE™ can revolutionize your campus.

Together, we can create dining environments that don’t just feed students—they transform lives, one meal, one conversation, and one connection at a time.

It has been said that college is the best time of your life—a formative period filled with intellectual growth, new friendships, and unforgettable experiences. But for a growing number of students, the reality is starkly different. Instead of feeling invigorated, they feel isolated. Instead of flourishing, they flounder. Anxiety and depression are rampant on college campuses, and institutions are scrambling to address the mental health crisis that has engulfed this generation.

One of the most overlooked yet powerful solutions to this crisis is not found in counseling centers, self-help books, or meditation apps—it’s found in the dining halls, student unions, and communal spaces where face-to-face interaction can thrive. This approach, known as SOCIAL ARCHITECTURE™, has the power to heal and restore human connection in ways few other strategies can.

The Crisis of Loneliness and Mental Health

Nicholas Kristof has pointed out that if you want to understand the gravity of the crisis facing college students today, look no further than the statistics. According to the American College Health Association, nearly 60% of college students reported feeling “overwhelming anxiety” in the past year, and 40% said they felt so depressed it was difficult to function. A 2023 CDC report found that suicide rates among young adults have increased dramatically in the past two decades.¹

Why is this happening? One key factor is that we are raising a generation that is more digitally connected than ever before, yet more emotionally disconnected. The so-called “social” media revolution has paradoxically left us more alone. Students scroll through Instagram and TikTok, watching highly curated highlight reels of others’ lives, all while sitting alone in their dorm rooms. They swipe, they like, they comment—but they don’t talk, they don’t listen, they don’t connect in a meaningful way.

The Power of Face-to-Face Interaction and the Empathy Deficit

Daniel Goleman, author of Emotional Intelligence, has extensively researched how empathy and human connection are formed. Neuroscience confirms that nothing replaces face-to-face interaction. The brain is hardwired for it. When we look into another person’s eyes and engage in conversation, our brains release oxytocin—the so-called “bonding hormone.” This fosters empathy, trust, and emotional resilience. Conversely, chronic isolation and loneliness can lead to heightened levels of cortisol—the stress hormone—contributing to anxiety, depression, and even physical illness.²

Frank Bruni has argued that empathy is in crisis. As a longtime observer of higher education, he has noted how the shift toward digital communication has eroded essential interpersonal skills that define strong communities.³ College students are struggling to read social cues, hold deep conversations, and navigate the complexities of real-life human relationships. This is not just a problem for their personal lives—it’s a societal issue.

Empathy is not something that can be taught in a textbook or through a Zoom lecture. It is cultivated in real-time, in real places, with real people. It develops when students sit across from one another in a dining hall, sharing a meal, debating ideas, and learning to appreciate perspectives different from their own. It is built when they engage in spontaneous conversations in common areas, when they console a friend after a tough day, or when they collaborate on projects in person rather than via email.

The Curative Powers of Next-Gen Dining and SOCIAL ARCHITECTURE™

Dining halls and communal spaces on college campuses are not just about food. They are incubators of connection, places where students naturally come together, where friendships are forged, and where the social fabric of a university is strengthened.

Imagine walking into a dining facility designed not just for eating, but for human connection. The layout encourages small-group conversations. There are communal tables that invite students to engage with new people, flexible seating that accommodates different social dynamics, and food stations that become gathering points. The atmosphere is warm, welcoming, and intentional. It is a place where students linger, where friendships blossom, and where the magic of face-to-face interaction is revived.

This is the essence of Next-Generation Dining—a concept rooted in SOCIAL ARCHITECTURE™. It goes beyond traditional dining halls and sterile food courts to create spaces that nurture relationships and foster a sense of belonging. And the impact is profound:

• Higher Retention Rates: When students form strong social connections in their first 45 days on campus, they are significantly more likely to stay and thrive. The absence of these connections is one of the leading causes of dropout rates.
• Improved Mental Health: A simple, shared meal can combat loneliness and anxiety in ways that therapy alone cannot.
• Greater Academic Success: Studies show that students who feel socially connected perform better academically and are more engaged in campus life.
• Stronger Communities: The more students interact face-to-face, the more empathy they develop—leading to more inclusive, supportive campus cultures.

A Call to Action: Restoring the Human Experience on Campus

Nicholas Kristof has argued that if we want to address the mental health crisis among college students, we need to go beyond band-aid solutions. We need to reimagine the college experience as one centered around human connection.¹ This means designing campuses that prioritize communal spaces, investing in dining programs that bring students together, and recognizing that the most important education students receive may not be in the lecture halls, but in the moments they share with one another over meals, coffee, and conversation.

Daniel Goleman has emphasized that colleges must be deliberate about fostering environments where face-to-face interaction is the norm, not the exception.² This means designing spaces that encourage conversation, teaching students the value of empathy, and emphasizing the importance of real-world social skills.

Frank Bruni reminds us that higher education is about more than just academics. It is about shaping individuals who are emotionally intelligent, socially engaged, and prepared to contribute meaningfully to society.³ And that begins with restoring the lost art of human connection.

SOCIAL ARCHITECTURE™ and Next-Gen Dining are not just ideas—they are imperatives. The mental health crisis in higher education will not be solved by more digital apps, virtual counseling, or online interactions. It will be solved when we bring students back together, when we make dining halls the heart of the campus, and when we embrace the power of shared experiences, real conversations, and genuine human connection.

If we truly care about the well-being of our students, then we must prioritize what has been missing for far too long: the simple yet profound act of sitting down, face-to-face, and sharing a meal.

The future of higher education—and the health of an entire generation—depends on it.

 

 

Sources:

¹ Nicholas Kristof, “The Loneliness Epidemic,” The New York Times, 2023. ² Daniel Goleman, Social Intelligence: The New Science of Human Relationships, Bantam Books, 2006. ³ Frank Bruni, “How College Shapes Character,” The New York Times, 2022.

Higher education is in crisis. Declining enrollment, an impending “enrollment cliff,” and a surge in mental health challenges threaten the future of institutions across the country. Colleges and universities scramble to address retention issues, yet they often overlook a powerful, research-backed solution that’s hiding in plain sight: dining.

Dining programs—when designed intentionally—can be a catalyst for student engagement, emotional well-being, and long-term academic success. Through the principles of Social Architecture™, we argue that Next-Generation Residential and Retail Dining Programs can be the most effective, scalable intervention for improving student retention and mental health.

The Mental Health and Retention Crisis on Campus

Today’s students are more anxious, depressed, and disconnected than any previous generation. The pandemic accelerated a trend that was already underway: rising loneliness and declining in-person social interaction. At the same time, college retention rates hover between 60% and 80%, with sophomore return rates being one of the strongest indicators of institutional success.

The reasons students leave are complex, but at the core, it often boils down to one thing: a lack of belonging.

Daniel Goleman’s research on emotional intelligence (EI) has demonstrated that social connection and emotional well-being are inextricably linked. Human beings are wired for face-to-face interaction. Empathy, rapport, and a sense of security are built through real-world conversations, not through screens. Colleges must create spaces and systems that foster organic, meaningful interactions if they want students to persist.

The question is: How can institutions intentionally design for connection?

The Power of Face-to-Face Interaction: A Biological Necessity

Social scientists, including Robin Dunbar and Daniel Kahneman, have long studied the importance of small-group interactions in strengthening emotional health. Goleman’s work highlights the role of mirror neurons, which fire when we interact face-to-face, allowing us to read emotional cues, develop empathy, and create bonds.

Yet, many universities operate dining programs that actively discourage these interactions. Takeout meals, limited hours, food deserts on campus, and transactional service models prevent students from forming the very relationships that could anchor them to the institution.

When students have a routine, communal space to share meals, they engage in conversations that strengthen their sense of belonging and emotional resilience. They not only develop friendships but also become part of friendship networks—a key distinction. The friends they make introduce them to their friends, expanding social capital exponentially.

This is where Social Architecture™ comes in.

The 45-Day Rule: The Make-or-Break Window

Colleges have a six-week window to integrate students into the campus community. If they fail, students disconnect, struggle emotionally, and are more likely to drop out.

Research consistently shows that friendships formed in the first 45 days of college are a predictor of long-term success. Students who fail to establish strong social connections early on feel isolated, disengaged, and eventually leave.

Dining is one of the only universal touchpoints in a student’s daily life. Unlike residence halls (where students may self-isolate) or extracurricular activities (which require active participation), every student needs to eat. Institutions must rethink dining as an intentional platform for human connection.

Next-Gen Dining as a Retention Strategy

So, what does Next-Generation Dining look like in practice?

1. Transitioning from Transactional to Experiential Dining

Most university dining halls operate like food distribution centers rather than social ecosystems. Long lines, rushed service, and uninspiring spaces do little to encourage students to linger and connect.

Next-Gen Dining reimagines dining halls as community hubs—vibrant spaces where students naturally gather, interact, and build relationships.

2. Designing for Social Interaction

Physical space dictates behavior. When dining facilities are designed with long communal tables, intimate seating areas, and interactive food stations, students are more likely to engage with each other.

Imagine walking into a dining space where you are encouraged to sit with others, where food is prepared in front of you, and where conversation is part of the culture. These elements activate mirror neurons, increase oxytocin (the bonding hormone), and reduce stress levels.

3. Extending Friendship Networks Beyond the First Circle

It’s not just about making friends—it’s about tapping into the friendship networks of new friends. When students dine together, they don’t just meet one person—they are introduced to a whole new network of people.

Institutions that invest in dining-driven relationship-building initiatives (such as rotating chef’s tables, cultural dining nights, and interactive food events) expand students’ social circles organically.

4. Rethinking Meal Plans as Social Infrastructure

Traditional meal plans fail because they are designed around financial models rather than student well-being. Institutions must create flexible, student-first meal plans that prioritize:

• Extended hours for more social dining opportunities.
• Mobile ordering with communal dining incentives (e.g., rewards for dining in groups).
• Off-campus meal partnerships to extend social engagement beyond the campus bubble.

5. Leveraging Food as an Emotional Anchor

Food is deeply tied to emotional memory and comfort. Campuses can use cultural cuisine nights, student-led dining initiatives, and faculty-student dining programs to reinforce identity, reduce homesickness, and build cross-cultural empathy.

The Enrollment Cliff: Dining as an Enrollment Stabilizer

The stakes couldn’t be higher. Higher education is bracing for a 15% decline in traditional college-aged students due to demographic shifts. Institutions that fail to prioritize retention will struggle to survive.

Dining is one of the most overlooked yet effective levers for reversing retention declines. When institutions create social infrastructure that fosters face-to-face interaction, expands friendship networks, and builds community, they directly impact student persistence.

ROI of Next-Gen Dining

The financial impact of retaining students far outweighs the cost of recruiting new ones. Consider this:

• If a university loses 500 students per year at an average tuition of $30,000, that’s a $15 million annual revenue loss.
• Investing in a transformative dining experience that improves retention by even 5% could generate millions in recovered tuition revenue.

Beyond finances, the emotional and psychological benefits of creating a socially engaging dining experience ripple across campus.

Conclusion: The Time to Act Is Now

Higher education leaders must stop viewing dining as an auxiliary service and start treating it as a strategic intervention for student mental health, retention, and enrollment stability.

The most effective way to increase student persistence, happiness, and emotional well-being is to invest in Next-Generation Residential and Retail Dining Programs built on Social Architecture™ principles.

This isn’t just about food—it’s about creating a campus culture where students feel seen, heard, and connected.

Dining may not seem like the most obvious solution to the mental health and enrollment crisis, but if done right, it might just save higher education.

For decades, I have advised colleges and universities—both self-operated and contracted—on how to structure their dining programs for maximum financial sustainability, student engagement, and operational efficiency. One of the most common concerns I hear from institutions with self-operated dining programs is:

“Can we match the purchasing power, volume discounts, and rebates that large food service contractors enjoy?”

It’s a fair question. Global food service management companies—Sodexo, Compass Group, Aramark, and others—operate on a massive scale, leveraging billions of dollars in annual purchasing power to negotiate preferred pricing, exclusive contracts, volume discounts, and substantial rebates from food manufacturers.

This scale often leads institutions to believe they must outsource their dining operations to achieve competitive pricing and cost efficiencies. But in reality, self-operated programs have more leverage than they might think—provided they take a strategic, data-driven approach to procurement and contract negotiation.

Let’s break this down.

How Do Large Food Service Companies Achieve Cost Advantages?

Global food service organizations have distinct advantages that allow them to control costs and generate revenue through purchasing power. These include:

1. Centralized Procurement & Volume-Based Pricing

Contracted food service companies aggregate purchasing across thousands of accounts, enabling them to:

• Negotiate significantly lower per-unit costs for core menu items.
• Secure preferred supplier agreements with top food manufacturers.
• Receive volume discounts for bulk purchasing across all client accounts.

2. Maximized Manufacturer Rebates (5%–30%)

One of the biggest cost advantages for large contractors comes from manufacturer rebates, which can range from 5% to as much as 30% on high-volume items. These rebates apply to:

• Protein (beef, poultry, seafood)
• Dairy products
• Packaged goods
• Beverages and disposables

These rebates are often kept by the contractor, rather than passed directly to the client institution. This is a key hidden revenue source that self-operated programs need to be aware of when evaluating pricing claims from large contractors.

3. Exclusive Prime Vendor Agreements

Food service contractors maintain long-term, exclusive agreements with broadline distributors (Sysco, US Foods, Gordon Food Service, etc.), offering:

• Locked-in pricing on high-volume items.
• Guaranteed inventory priority during supply chain disruptions.
• Tiered pricing structures that reward higher volume purchases.

4. Private Label & Proprietary Products

Many large contractors develop private label food brands, allowing them to cut out third-party markups and further control costs. Self-operated programs typically don’t have the volume to create their own private label, but there are alternative strategies to offset this (which we’ll discuss below).

5. Built-In Supply Chain Efficiencies

Large firms use centralized data analytics to track costs, monitor supplier pricing trends, and optimize purchasing cycles—helping to further reduce costs.

Challenges Self-Operated Dining Programs Face

While self-op dining programs maintain greater control over operations, menu quality, and student experience, they often struggle with:

• Higher per-unit food costs due to lower volume.
• Missed opportunities for volume discounts due to fragmented purchasing.
• Minimal rebate eligibility compared to billion-dollar purchasing groups.
• Lack of leverage in vendor negotiations.

Does this mean self-ops are at a fundamental disadvantage? Not necessarily. Institutions can deploy strategic purchasing models to close the gap and retain financial and operational control while benefiting from competitive pricing.

How Self-Operated Dining Programs Can Maximize Purchasing Power

1. Join a Group Purchasing Organization (GPO)

One of the most effective ways for self-operated programs to access volume-based pricing, manufacturer rebates, and volume discounts is through Group Purchasing Organizations (GPOs).

GPOs aggregate purchasing from multiple institutions, allowing self-op programs to benefit from:
✅ Lower food and non-food costs
✅ Access to manufacturer rebates (sometimes up to 30%)
✅ Streamlined vendor relationships
✅ Preferred pricing on high-volume products

Some of the top GPOs serving higher education dining include:

• E&I Cooperative Services
• HPS (Health & Hospitality Purchasing Services)
• Premier Foodservice
• Entegra Procurement Services (Sodexo-affiliated, but open to self-op programs)

By partnering with a GPO, a self-op program can secure contractor-level purchasing advantages without relinquishing operational autonomy.

2. Negotiate Direct Contracts with Broadline Distributors

Self-operated programs may not have the same volume as a billion-dollar food service firm, but they still have negotiating power—especially if they structure their procurement strategy effectively.

Some key tactics include:

• Committing to a prime vendor agreement with a broadline distributor (Sysco, US Foods, Gordon).
• Standardizing core food products to consolidate purchasing volume.
• Negotiating rebate-sharing agreements to capture a portion of manufacturer incentives.

3. Develop Regional Supplier Partnerships

Rather than relying solely on national distributors, self-op programs can often cut costs and enhance quality by sourcing directly from:

• Local produce farms
• Dairy cooperatives
• Independent bakeries and butchers
• Regional seafood providers

These relationships can eliminate third-party markups while reinforcing sustainability and community engagement—two major selling points for students and administrators alike.

4. Optimize Procurement Through Data & Forecasting

Large food service firms use centralized procurement data to track spending trends and prevent cost creep. Self-operated programs can replicate this approach by:

• Implementing menu-driven purchasing models to reduce ingredient redundancy.
• Benchmarking costs against industry standards to identify savings opportunities.
• Using real-time data analytics to monitor supplier pricing fluctuations.

5. Consider Hybrid Self-Op Models

Some institutions take a hybrid approach, maintaining operational control while outsourcing procurement and purchasing functions. This allows them to:

• Retain campus dining independence
• Capture bulk pricing efficiencies
• Reduce supply chain risks

For schools concerned about pricing parity with large contractors, this model offers a best-of-both-worlds approach.

Final Thoughts: Can a Self-Operated Dining Program Compete?

Absolutely. While self-operated programs may not have billion-dollar purchasing networks, they can achieve cost efficiencies through strategic supplier relationships, GPO memberships, volume discounts, and data-driven procurement strategies.

Instead of assuming that outsourcing is the only way to control costs, institutions should ask:

• Are we leveraging all available procurement tools?
• Can we negotiate better rebate structures with suppliers?
• Is our menu and purchasing strategy optimized for cost efficiency?

With the right approach, self-op programs can achieve pricing parity with global food service firms—while maintaining superior student engagement, operational flexibility, and institutional alignment.

At Porter Khouw Consulting, we help colleges and universities strategically evaluate their dining operations, optimize procurement, and structure contracts that maximize financial sustainability. If your institution is considering self-op dining or wants to improve purchasing power, let’s talk.

Colleges and universities have debated whether to self-operate their dining programs or contract with a large food service provider for decades. The stakes are high—cost, quality, student experience, financial sustainability, and institutional control all come into play.

Many institutions believe self-operation provides greater menu flexibility, control, and alignment with institutional values, but they worry about losing the purchasing power, rebates, and operational efficiencies that large food service contractors bring to the table.

Through our work at Porter Khouw Consulting (PKC), we’ve helped institutions navigate this decision clearly, ensuring they don’t walk blindly into a self-op model without a fully developed strategy. A self-operated dining program can be highly successful—but only if it follows a disciplined approach with the right systems, leadership, and financial oversight in place.

A recent self-op feasibility study PKC completed for a major university in the Midwest United States illustrates both the challenges and opportunities of self-operation. It’s clear that self-op dining can succeed, but only under the right conditions.

To guide institutions considering this transition, I’ve developed The Porter 10X Self-Op Promises—a framework for ensuring that a self-operated dining program is not just viable but thriving.

The Porter 10X Self-Op Promises

These 10 fundamental promises define the difference between a successful self-operated dining program and one that struggles financially, operationally, and strategically.

Each promise is a non-negotiable requirement for self-op success. If your institution is unwilling or unable to commit to these, then self-operation is likely not the best choice.

1. We Promise to Fully Invest in the Required Pre-Opening Capital

A self-operated dining program requires a significant upfront financial investment to cover:
✅ Management hiring and training (starting up to 18 months before launch).
✅ IT, business systems, and labor forecasting technology.
✅ Kitchen renovations, equipment repairs, and facility branding.
✅ Procurement, vendor contracts, and supply chain integration.

In the recent self-op feasibility study, we estimated a $10 million pre-opening capital requirement—primarily for hiring management ($6M), IT systems ($1.7M), and facility investments ($1.75M). Institutions must be financially prepared to make these investments or risk operational and financial failure.

2. We Promise to Hire Highly Skilled Leadership Before We Need Them

One of the biggest mistakes institutions make when going self-op is delaying key leadership hires until just before launch. Instead, a highly skilled leadership team must be in place at least 12–18 months before the transition.

This includes:
✔️ A Director of Dining Services with experience running a complex, high-volume food service operation.
✔️ A Director of Finance & Procurement to ensure proper financial controls, reporting, and vendor negotiations.
✔️ A Director of Retail & Catering Operations to maximize non-board revenue streams.

Without experienced leadership, the self-op model will struggle with cost control, staffing, and operational discipline.

3. We Promise to Implement Advanced Procurement and Inventory Systems

Self-op dining programs must compete with billion-dollar contractors that have sophisticated purchasing networks. Institutions must implement:
📌 A fully integrated food procurement system to manage costs and vendor contracts.
📌 Weekly inventory tracking at every location to prevent waste and control expenses.
📌 Direct supplier negotiations to secure volume discounts and manufacturer rebates (which can range from 5% to 30%).

Without these systems, food costs will quickly spiral out of control, undermining the financial viability of self-operation.

4. We Promise to Utilize Data-Driven Labor Forecasting and Scheduling

Labor is the single largest expense in a self-operated program. The self-op feasibility study projected:
💰 $126 million in management wages & benefits over 10 years
💰 $140 million in hourly wages & benefits over 10 years

Institutions must implement labor forecasting and scheduling technology to:
✅ Optimize staffing levels based on real-time demand.
✅ Prevent excessive overtime and labor inefficiencies.
✅ Ensure compliance with wage laws and university policies.

If labor costs aren’t tightly controlled, the self-op model will become unsustainable.

5. We Promise to Benchmark Financial Performance and Adjust Accordingly

A self-operated dining program must have weekly and monthly financial reviews—just like a corporate food service provider.

📊 Weekly P&L statements by location.
📊 Monthly financial roll-ups with performance vs. budget.
📊 Annual benchmarking against peer institutions and contracted services.

Without financial accountability, self-op models often run in the red, requiring continuous university subsidies.

6. We Promise to Maintain an Entrepreneurial, Service-Driven Culture

Self-op programs cannot operate like a bureaucratic university department—they must function like a customer-focused business.

This means:
✔️ Daily customer service training for all staff.
✔️ Menu innovation to keep offerings fresh and competitive.
✔️ Engagement with students through social media, surveys, and advisory boards.

A contractor’s biggest advantage is its ability to deliver consistently, professional service—self-ops must match this standard.

7. We Promise to Create a Competitive, Flexible Meal Plan Structure

Meal plans must be designed to drive participation and revenue, not just meet minimum board requirements.

📌 Unlimited dining options that encourage social engagement.
📌 Flexible meal plan tiers to appeal to different student demographics.
📌 Commuter and faculty/staff meal plans to increase revenue.

A poorly structured meal plan can cripple the financial sustainability of self-op dining.

8. We Promise to Fully Utilize Campus Retail and Catering as Revenue Drivers

A financially viable self-op program doesn’t rely solely on board plans—it maximizes:
✔️ Retail dining concepts (fast casual, coffee shops, convenience stores).
✔️ Catering for campus events and external clients.

Retail and catering revenues are critical to offsetting the higher costs of self-op dining. Institutions must develop a strong retail and catering business plan.

9. We Promise to Invest in Student-Focused Dining Experiences

Dining isn’t just about food—it’s about building community and enhancing student life.

Self-op programs should:
✔️ Design social dining environments that encourage interaction.
✔️ Implement student engagement programs (theme nights, chef pop-ups).
✔️ Prioritize health, wellness, and sustainability initiatives.

10. We Promise to Plan for Long-Term Financial Sustainability

The biggest risk of self-op dining is failing to account for long-term cost growth.

📌 Wage increases (minimum wage, union contracts, benefits).
📌 Capital reinvestments in facilities and equipment.
📌 Market fluctuations in food costs.

Institutions must project 10+ years out to ensure the self-op model remains viable.

Final Thoughts: Is Self-Op Right for Your Campus?

If your institution can commit to the Porter 10X Self-Op Promises, then self-operation can be a game-changer—delivering financial sustainability, student satisfaction, and institutional control.

At Porter Khouw Consulting, we help institutions strategically evaluate self-op transitions, ensuring they have the right plan, leadership, and systems in place before making the leap.

Many colleges and universities struggle to keep retail à la carte food service locations financially sustainable. With high food costs, excessive labor expenses, and price-sensitive students, many institutions are forced to subsidize their dining operations, sometimes by hundreds of thousands of dollars annually.

Two critical tools—Menu Engineering and Prime Cost Optimization—offer a way to eliminate financial losses and transform campus dining into a self-sustaining operation. But can these strategies truly remove the need for subsidies?

Understanding Prime Cost: The Key to Profitability

Prime Cost is the total of food cost and labor cost as a percentage of revenue. In a healthy retail à la carte operation, the Prime Cost should be between 65% and 75%. However, many campus locations exceed 100%, meaning they spend more than they generate.

This problem worsens when two fundamentally different dining concepts—a convenience store (C-store) and a full-service café or restaurant—are combined in one location without proper cost controls.

C-Store Model

• Food Cost: 45%–75% (packaged items, bottled drinks, grab-and-go)
• Labor Cost: 12%–18% (minimal staffing, cashier-focused)
  ✅ Prime Cost Target: 57%–93% (works if labor stays low)

Café or Restaurant Model

• Food Cost: 28%–32% (freshly prepared meals, ingredient control)
• Labor Cost: 38%–45% (cooks, prep staff, customer service)
  ✅ Prime Cost Target: 66%–77%

🚨 The Problem:
When both models are combined in a single location without adjusting costs, Prime Cost soars past 100%—forcing the institution to subsidize the operation.

The Power of Menu Engineering

Menu engineering analyzes and optimizes a menu based on profitability and popularity, using a Star-Plow horse-Puzzle-Dog framework:

Category	High Profit	Low Profit
High Popularity	⭐ Stars – Promote aggressively	🐎 Plow horses – Reduce cost to improve profitability
Low Popularity	❓ Puzzles – Improve placement & marketing	🐶 Dogs – Eliminate or rework

 

How Menu Engineering Lowers Prime Cost

1. Strategic Pricing – Ensures each item covers food and labor costs.
2. Combo Deals & Bundling – Increases average check size while balancing cost percentages.
3. Eliminating Low-Margin Items – Reduces waste and inefficiency.
4. Promoting High-Profit Items (“Stars”) – Maximizes revenue from existing foot traffic.
5. Labor Optimization – Simplifies food prep to reduce on-site staffing needs.

The Solution: Combining Prime Cost Control & Menu Engineering

For campus dining to eliminate subsidies, institutions must:
✔ Separate C-store and café operations—track financials individually.
✔ Implement menu engineering—optimize pricing and food mix.
✔ Use technology (self-checkout, kiosks) to reduce labor reliance.
✔ Recalibrate Prime Cost targets—C-store must keep labor low, and café must keep food costs controlled.

By aligning menu strategy with cost control, campus dining can become self-sustaining, and financially viable, and eliminate the need for subsidies.