The future of UCLA’s food model is mostly contingent on
the Food Services Master Plan and the ASUCLA fee referendum.
As it stands, the campus’ food model is a mixture of
privately contracted and university-operated restaurants. While the
structure of ASUCLA eateries may not be altered, smaller changes
may take place in the near future.
ASUCLA is a non-profit multi-faceted organization that works
closely with companies in almost every aspect of business,
including concessions, purchasing and distribution.
When determining food prices at associated restaurants, ASUCLA
strives to keep the prices as low as possible but still make enough
profit to keep the eateries running, said Roy Champawat, associate
director of operations and business development for ASUCLA..
“We are anxious to provide as affordable a set of choices
as we can, and I think for that reason, compared to the
marketplace, you would find that we are quite competitive,”
Champawat added.
The ASUCLA Board of Directors is considering a 4.5 percent price
increase at associated restaurants such as Mucho Taco and Northern
Lights.
“This increase will offset the cost of a 3 percent merit
increase. If this (fee) referendum passes, one part of the process
is to increase student pay by 50 cents per hour,” said
Richard Delia, ASUCLA chief financial officer, regarding the
general ASUCLA fee referendum proposed earlier this month.
“We try to have a model that includes students in our
supervising and managing of our operations, and that benefits the
student body,” said Champawat.
The employment of students is a normal characteristic for
restaurants associated with ASUCLA. They employ about 1,500
students a year, according to the Web site.
There are currently 15 restaurants associated with ASUCLA, three
independently operated and two partnered, Champawat said.
All of these restaurants must pay a percentage of their sales to
ASUCLA to gain access to the community of students and staff here
on campus. Companies that partner with ASUCLA share the operating
costs and must pay a higher percentage of their profits in order to
offset the cost.
“An example would be Tsunami. We have a partner who brings
in their expertise on the food, prepares it, they acquire it, and
deliver the food. We do marketing support and create some space.
Basically, we do a lot of coordination on-site,” said
Champawat.
As for the Food Services Master Plan for on-campus eateries, it
will revolve around changing and developing its prices and
restaurants. Currently, part of the plan includes renovations at
the Bombshelter and, eventually, the Cooperage.
Using focus groups, ASUCLA is in the process of figuring out
what the student body wants.
A focus group regarding the proposed South Campus Student
Center, a south campus area that may offer spaces and services
similar to those found in Lu Valle Commons, has talked about
conference seating and the possibility of waitressing, said Yousef
Tajsar, the undergraduate representative to the ASUCLA Board of
Directors.