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Data-Driven Dining: How Johns Hopkins University Transformed Its Campus Food Experience

Rob White April 22, 2025

Reading Time: 8 minutes 
Key Topics: Self-Operation Transition, Community Integration, Operational Effectiveness 
Author: Rob White, President, Envision Strategies 
Featured Interview: Matt Moss, Assistant Vice Provost of Hopkins Dining Auxiliary Services
Watch the Full Video Interview Here

A New Chapter in Campus Dining 

When Matt Moss arrived at Johns Hopkins University just over three years ago, he stepped into a transformative moment. After 50 years of contracted foodservice management, the university had made the bold decision to transition to a self-operated dining program. This shift represented not just a change in management structure, but an opportunity to fundamentally reimagine how dining could enhance the student experience and strengthen connections to the broader Baltimore community. 

"It was an opportunity to align the dining program with [the university's] overall vision and mission, and really be able to make choices for what was best for our students, and have the flexibility to be able to be nimble enough to do that," Moss explains. 

Building from the Ground Up 

The transition to self-operation presented numerous complexities, from assembling an entirely new management team to developing systems, recipes, and vendor relationships. Among the most significant challenges was negotiating a new collective bargaining agreement with the union team, as employees who had worked on campus for decades would finally become direct university employees. 

This transition held profound meaning for long-term staff. As Moss shares, the university recently celebrated an employee who marked her 50th year at Hopkins: "For 47 of those years she was a contracted employee, and now there was the opportunity to celebrate her 50th as truly a part of the university, which I think just provides great sense of value and appreciation." 

A Three-Stage Journey 

Moss describes the transformation as occurring in three distinct phases: 

  1. Initial Planning and Transition: Understanding what was needed to make the shift to self-operation 

  2. Current Operational Effectiveness: Focusing on engaging students while implementing systems to ensure consistent quality and financial sustainability 

  3. Future Vision: Planning for significant infrastructure developments that will shape the program for years to come 

This strategic approach has allowed the team to manage immediate needs while maintaining focus on long-term goals. 

Community Integration Through Local Partnerships 

A cornerstone of Hopkins Dining's new vision is deeper integration with the Baltimore community, particularly through the university's "Hopkins Local" initiative. When the new student center opens next summer, it will feature six food hall locations, all operated by local restaurant partners rather than national brands. 

"We see this as an opportunity to integrate the city of Baltimore onto our campus," Moss explains. "It's as much about giving our students, staff and faculty, a taste of what Baltimore does have to offer, and giving those businesses an opportunity to expand their brand growth and be exposed to a large population in the center of the city." 

This partnership approach extends beyond mere vendor relationships. Hopkins Dining provides these local operators with menu review, nutritional analysis, website access, and support for sustainability and safety. The university sees these partnerships as mutually beneficial, helping local businesses grow while enriching the campus dining experience. 

Transparency and Engagement 

The dining team has prioritized integration across all facets of university life, from student services to academic departments. Their dietitian works closely with Student Disability Services and student health and wellness, while their sustainability manager is fully integrated into the university's sustainability department. 

"The greatest response that we've probably gotten is that we continue to hear appreciation for us asking people what they think," Moss notes. "There's been intentional outreach... At the core of everything we've tried to do is been our transparency and just making sure that we're not afraid to show what cards we have on the table." 

This transparent approach has helped build trust and foster collaboration across the university community. 

Expanding Accessibility and Engagement 

Perhaps the most striking metric of success has been the nearly 30% growth in meal plan participation. This growth stems from intentional efforts to make dining more accessible to the entire campus community—not just residential students, but also commuter students, faculty, and staff. 

By expanding operating hours at key locations and implementing meal exchange programs, the dining team has dramatically increased engagement. Their largest retail location, which previously operated from 11am to 2pm, now serves until 9pm and processes approximately 800 meal swipes nightly—without diminishing traffic at other venues. 

The team has also introduced innovative meal plan options, including specialized kosher block plans, to meet diverse student needs. Their marketing team has strategically promoted the value of meal plans to non-residential students, emphasizing flexibility and accessibility. 

Creating Campus-Wide Community 

The dining program's commitment to community building was showcased in their recent Blue Jay Bash, which expanded from an event for meal plan holders to a campus-wide celebration. With approximately 3,100 attendees, including students, faculty, and staff, the event embodied the program's philosophy that "food brings people together." 

"We had initiated when we first came on board, a welcome to Campus Party called the Blue Jay bash our first year... working in collaboration with our student engagement and our Dean of Students Office, we decided this summer that we were going to open that up to the entire campus," Moss shares. "It really embraced an experience that food brings people together." 

Looking Forward 

With five construction projects underway or in planning stages, the Hopkins dining program is positioned for continued growth and innovation. The reimagining of Hopkins Cafe, the largest residential dining facility, will further integrate dining into the broader campus experience. 

As Moss describes it, these developments support "the Living Learning vision that we have as an aspiration for the university, that we can provide an environment where students are certainly here to learn, but in their time when they're not necessarily learning in the classroom, how are they having an incredible experience here at the university that strengthens their connection to the university and the city of Baltimore as a whole." 

Key Takeaways for Dining Leaders: 

  1. Transparency builds trust: Open communication about challenges and opportunities fosters stronger relationships with stakeholders 

  2. Community partnerships create mutual value: Local business integration enriches campus life while supporting local economic development 

  3. Accessibility drives engagement: Expanding service hours and meal plan options can significantly increase participation 

  4. Cross-campus integration enhances relevance: Aligning dining initiatives with other university departments multiplies impact 

  5. Strategic planning balances immediate needs with long-term vision: A phased approach allows for effective management of complex transitions 

Through strategic vision, community engagement, and operational excellence, the Johns Hopkins dining program demonstrates how campus dining can transcend simple foodservice to become an integral part of the educational experience and a bridge to the surrounding community. 

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In e360, Dining Tags Insights, Thought Leadership, Self Op Transition, Community Integration, Operational Effectiveness
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