While prepping for a panel discussion we would participate in together earlier this year, Kory Samuels, associate vice president of auxiliary services for the Rochester Institute of Technology, said something that really stuck with me. RIT is a self-operated collegiate foodservice operation, one that supports more than 20 venues across its main campus, Samuels said.
In addition to traditional college feeding, RIT’s dining portfolio includes coffee shops, cafes, full-service catering, concessions in event venues, c-stores and more. Some of these venues feature traditional American fare while others provide internationally inspired cuisine.
“When you consider how big and diverse we are, we are almost like a restaurant group,” said Samuels, who also serves as chairman of the National Association of College & University Food Services.
It’s a comment that’s been ringing in my ears since he said it because while it’s simple and true, it underscores just how much noncommercial foodservice operators have evolved. That’s because today, just about every foodservice operator functions like a small restaurant group.
Take, for example, the British Colonial Nassau in The Bahamas (page 45). Like so many other vacation properties, the main kitchen at this location supports its restaurants, bars, room service and more.
Mention healthcare foodservice to someone from outside the industry and the first and most dominant image that comes to mind is tray service for patient feeding, which is as important as ever. There’s no denying the positive role nutrition can play in driving better healthcare outcomes. Thanks to room service (page 30), patient feeding has become more customizable and convenient. Being able to choose their meals from a diverse menu when they want gives patients additional control over their day and can help raise their spirits. I saw this firsthand earlier this summer when my mom was in the hospital for a few days recuperating from a broken ankle.
Providing tray service, though, is only part of the role these operators must fulfill. As Leisa Bryant, RDN, CPXP, FACHE, executive director, food and nutrition for MD Anderson Cancer Center points out (page 18), today’s healthcare foodservice operators must not only provide contemporary experiences, they must also support customers on their own individual health and wellness journeys. In doing so, they need to satiate consumers’ cravings for convenience and value, adds Bryant, who is also the president of the Association for Healthcare Foodservice.
This development is not the exclusive domain of noncommercial operators, though. Some commercial operators are getting into the act, too. Take, for example, Gather (page 54). This New York City establishment is part cafe, coffee shop, specialty market and community space. It’s a unique concept that encourages creativity and conversations.
As foodservice operators continue to navigate this ever-changing terrain, their designs and equipment packages (page 38) must evolve with them. Speed of service has never been more important. To be successful, operators will need to keep their eyes trained on their customers and continue to lean heavily on their supply chain partners to help identify which rapidly evolving technologies can help them execute at consistently high levels.
