When colleges and universities evaluate their dining programs, the debate often centers on a familiar question: Should we self-operate, or should we contract out our food services? This binary framing can lead decision-makers down a path of incomplete evaluations and missed opportunities. Why? Because the question itself is fundamentally flawed.
The real focus should be on taking ownership of the campus-wide dining program, a process that begins with an independent, strategic assessment of the institution’s needs, goals, and values. Only after a robust strategy is in place should institutions determine whether a self-operated or contracted management model best aligns with their desired outcomes. Porter Khouw Consulting (PKC) offers a unique approach to help institutions take this ownership, ensuring their dining program is designed to meet long-term objectives while enhancing student success.
The Common Pitfall: Focusing on the Management Model First:
Colleges and universities often approach dining program evaluations with preconceived notions about self-operation versus outsourcing. Advocates of self-operation emphasize control, customization, and alignment with institutional values. Proponents of contracted services point to economies of scale, operational expertise, and reduced administrative burden. Both sides present valid points, but starting the conversation here skips a critical step: defining what the dining program should achieve for the institution and its stakeholders.
Without a clear strategy, the decision about management models becomes reactive, often driven by budget pressures, immediate operational challenges, or external lobbying. This approach risks implementing a model that fails to address deeper issues such as student engagement, retention, or dining quality.
Taking Ownership: The PKC Approach
The better question isn’t “self-op or contracted?” but rather, “What should our campus-wide dining program achieve?” PKC’s approach begins by helping institutions take ownership of their dining program through a strategic, campus-wide assessment rooted in Social Architecture™ principles. This method ensures the program aligns with the institution’s goals while meeting the needs of students, faculty, and staff.
Define the Vision
The first step is to define what success looks like. Every institution is unique, so cookie-cutter solutions won’t work. Key questions to explore include:
- What role should dining play in fostering student engagement and community building?
- How can dining contribute to retention and enrollment goals?
- What are the specific needs and expectations of students, faculty, and staff?
- How does the institution’s mission and culture influence dining priorities?
By clarifying these objectives, institutions establish a foundation for building a program that delivers on their vision.
Conduct an Independent, Objective Analysis
Before determining a management model, PKC conducts a detailed analysis of the institution’s existing dining program. This assessment includes:
- Market researchto understand student preferences, satisfaction levels, and dining habits.
- Operational auditsto evaluate financial performance, service quality, and operational efficiency.
- Benchmarkingagainst peer institutions to identify areas for improvement and innovation.
An independent evaluation ensures that decisions are based on data, not assumptions or vendor-driven narratives.
Develop a Strategic Dining Plan
Once the assessment is complete, PKC works with the institution to develop a comprehensive dining strategy. This plan serves as a roadmap for achieving the institution’s goals and addresses key components such as:
- Dining space design and functionality.
- Menu development and culinary standards.
- Meal plan structures and pricing strategies.
- Marketing and student engagement initiatives.
The strategy is tailored to the institution’s unique needs, ensuring that dining becomes a powerful tool for enhancing campus life and student success.
Confirm or Determine the Management Model
With a strategic plan in place, the institution is ready to evaluate the management model that best supports its vision. The decision is no longer about whether self-op or contracted services are inherently better; it’s about which model aligns with the institution’s goals and resources.
- Self-Operated Model:For institutions prioritizing control, customization, and alignment with their mission, self-operation may be the right fit. PKC can help assess whether the institution has the internal expertise and resources to manage a self-operated program effectively.
- Contracted Model:For institutions seeking operational efficiencies and access to industry expertise, a contracted model might be the better choice. PKC’s independent food service operator selection process ensures that the institution partners with a vendor aligned with its strategic goals.
By approaching the decision from this perspective, institutions avoid the pitfalls of one-size-fits-all solutions and make informed, strategic choices.
The Benefits of Taking Ownership
Shifting the focus from management models to strategic ownership offers several key advantages:
Aligned Goals and Outcomes
By defining what the dining program should achieve before selecting a management model, institutions ensure that the program aligns with their broader goals. Whether the priority is improving student satisfaction, boosting retention, or enhancing financial performance, the strategy drives the decision—not the other way around.
Enhanced Student Engagement
A well-designed dining program, guided by Social Architecture™, creates spaces and experiences that foster connection and community. These programs address critical issues like loneliness, improving emotional well-being and student success.
Informed Decision-Making
An independent, data-driven process eliminates bias and ensures that decisions are based on the institution’s needs—not vendor sales pitches or internal assumptions. This approach empowers leaders to make confident, informed choices.
Long-Term Sustainability
By focusing on strategy first, institutions create dining programs that are adaptable and sustainable. Whether self-operated or contracted, the management model supports the institution’s goals rather than dictating them.
Real-World Examples
Institutions that have embraced this approach have seen transformative results. For example:
- A small liberal arts college shifted from a self-operated model to a strategic partnership with a vendor after PKC’s analysis revealed operational inefficiencies that were limiting the dining program’s potential. The transition led to improved food quality, increased student satisfaction, and significant cost savings.
- A large state university, previously under contract with a food service provider, decided to move to a self-operated model after PKC’s strategic plan demonstrated the institution’s capacity to manage its program more effectively. The change allowed the university to align dining with its sustainability goals and enhance customization.
These success stories highlight the value of focusing on strategy before making decisions about management models.
Breaking Free from the Binary Debate
The self-op vs. contracted debate persists because it’s easy to frame the conversation in binary terms. However, this oversimplification does a disservice to institutions and their stakeholders. The real question isn’t about choosing sides—it’s about taking ownership.
When institutions work with PKC to develop a strategic dining plan, they gain the clarity and confidence needed to make decisions that support their vision. Whether the ultimate choice is self-op or contracted, the decision is made in the context of a robust, student-centered strategy.
Conclusion: The Right Question, the Right Approach
Colleges and universities should stop asking, “Should we self-operate or contract our food services?” and start asking, “What should our dining program achieve, and how can we make that vision a reality?”
Taking ownership of the dining program through an independent, strategic process is the key to unlocking its full potential. With PKC as a trusted partner, institutions can create dining programs that enhance student engagement, improve retention, and align with their long-term goals. Once the vision is clear, the question of management becomes secondary—a matter of how to best execute the strategy, not whether one model is inherently superior to the other.
By reframing the conversation and focusing on strategy first, colleges and universities can transform their dining programs from transactional services into transformative tools for campus success.
