Friday, October 10th, 2008

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<p>Bob Williams, interim director of ASUCLA, speaks at a Feb. 25 meeting which discussed their budge

Bob Williams, interim director of ASUCLA, speaks at a Feb. 25 meeting which discussed their budge

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On-campus restaurants ponder price flux

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.