/David Struve

About David Struve

This author has not yet filled in any details.
So far David Struve has created 5 blog entries.



A diverse hospitality workforce is brought together by a program that encourages recognition and relationships, driving better engagement, retention and satisfaction. 

Taking Teamwork to New Levels

Cantata is a nonprofit senior living community helping individuals to live their best lives as they age. Based in Illinois, their successful campus services include independent living, assisted living and enhanced, long-term care. When Stephen Manno came on board as Morrison Community Living’s on-site General Manager of Hospitality in 2017, he noticed a disconcerting trend. Cantata’s nutritional, environmental, housekeeping and nursing teams all depended on each other, yet interactions between these groups were siloed, with limited intergenerational and inter-group communication. The result was a staff whose members were serious about their jobs but lacked the higher levels of inclusiveness and open communication found in the most successful healthcare and hospitality organizations.

Manno and Cantata’s leadership agreed that there was an opportunity for improvement and Manno leveraged Morrison’s Hospitality Experience program to make it happen. The process began at Showtime, Morrison’s short, all-hands meeting held at every client location before breakfast, lunch and dinner. In addition to providing information necessary for meal service, Showtime also offered team members an opportunity to recognize each other for jobs-well-done. The experience was so heartening and successful that it opened the door to a more formal, expanded program. 

An early component of the program was the establishment of a core mode of behavior, which could be summed up as, “We’re happy to be here.” This included being sure to speak kindly to one another, always remembering to say “please” and “thank you.” It also included a recommendation to respond to thanks with “my pleasure” or “happy to do it,” which reinforces ownership of a helpful act, instead of “you’re welcome.” Even the simple act of smiling at each other helps to set the stage for developing better relationships, common ground and mutual respect. From there, Manno instituted Morrison’s formal peer-to-peer recognition program in which he began by telling team members, “Managers can’t be at all points of service to witness all of the extraordinary things this team does. We need your help to bring those moments of excellence to light.” He then set up a computer to make it convenient for his associates to write recognitions for each other at the start or end of a shift.

Morrison Director of Field Learning, Tom Rummel, noted that language barriers needed to be overcome in order to encourage better interactions and communication. Even though all team members spoke English, many felt more comfortable speaking their first language (most commonly Spanish and Polish). Since the formal recognition was input into a computer, team members were encouraged to write comments in their preferred language; Manno then translated comments into English. Even with the imperfections of online translation tools, the specific information and feelings within everyone’s comments were clear.

Read the Full Article


Case Study: Friendship Village



Data, analytics and insights from Morrison Community Living drove transformation, branding and programming for Friendship Village dining venues. Morrison’s findings and resulting actions are increasing revenue, improving resident satisfaction and boosting occupancy.

“We pushed the envelope by building a restaurant in a senior living community that can be open to the public.”
Phillip Dopson, Vice President of Design and Retail

A Bold, First Step

 With its resident-centric philosophy, Friendship Village recognized how important state-of-the-art dining venues are – and would continue to be – for residents. With an eye toward transformation, the community’s leaders awarded Morrison Community Living the dining services contract in 2015. “Right away, we began to engage in strategic visioning with Morrison which led to the first big step forward with our dining transformation – the Mosaic dining room,” explained Ben Gilchrist, Friendship VillageVice President of Operations. 

“Current and future residents wanted an upscale, full-service dining venue and more on-campus dining variety,” noted Phillip Dopson, Morrison Vice President of Design and Retail. With that in mind, the multi-phase transformation started by converting 

an existing three-meal-a-day buffet into Mosaic, a chic, new restaurant that couldn’t be more different from its predecessor. Guests are greeted and seated by hostesses, orders are taken tableside on iPad technology and chefs prepare food in a central, 360-degree open kitchen – with no walls or doors. And, guests order what they want from a menu that changes seasonally to reflect the freshest of ingredients. Adjacent to the restaurant is a permanent Teaching Kitchen which offers creative, culinary hands-on learning experiences for residents, families and prospects. “We went from no experience to a true dining experience,” Dopson affirmed.

Continue Reading Full Article

Case Study: Friendship Village 2019-05-20T11:55:29-05:00

Trendsetting is Here to Stay


Foodservice is an ever-changing landscape. As new trends emerge, business practices need to change to stay ahead of the curve. It is critical to keep up with new styles, yet it can sometimes be difficult and challenging.

Morrison Community Living is constantly looking for new solutions to help quickly adjust to market changes, drive revenue and profitability, and identify ways to streamline and strengthen business processes.

We want to create a truly valuable experience, make it easy, and give residents what they want, when they want it. Our entire culinary team actively participates in trendsetting. Here are some foodservice trends they’re keeping an eye on this year.


Blockchain is transforming the food industry by improving transparency

10% of consumers have used blockchain technology thus far, but this is just the beginning of the revolution.

Blockchain will allow every single transaction in a product journey to be tracked and documented, which will improve transparency.

Table Talk

According to Tasting Table, The 70s and 80s will come back with regards to restaurant design in 2019.

We are seeing a shift from the sharp and clean white walls, moving more towards bolder color schemes.

Industrial-feel is losing its momentum, being replaced with the old-school vibe.


According to Nielsen, analysis reporting on global snacking trends, the snacking business grew $3.4 billion globally in 2017. Trends show
consumers refusing to trade convenience for quality as the clean label search continues.

Here in the United States, success has been found in the “snackable” fruit and vegetable category.


The food industry welcomes artificial intelligence in the form of production & delivery robots.

JLL Global Food Trends tells us that the supply of industrial robots has grown by 15% on average per year from 2016-2018.

Companies such as Orderscape are developing food ordering robots, called chatbots, who work with Alexa to bring food to consumers throughout the U.S.

Food Business

We learned from Food Business News that as emerging technology and innovations are developed to transform the future of food, today’s consumer wants to be educated on these topics and involved in the food they eat.

Hershey is one of many companies that are sharing ingredient and sourcing information online to regain and maintain trust with their customers. 

IBM is utilizing Blockchain as a way to transform communications with
their consumers.


The New York Times says veggies are replacing traditional flours. 

Vegetable-based flours such as cauliflower and rice flour are becoming more commonly used as replacements in households throughout the U.S.

Food companies are capitalizing on the low-carb, gluten-free and plant-based trend by using alternative flour sources, such as vegetables, to replace simple carbs in their dishes.

National chains are making a cauliflower-based crust part of their standard menu. Vegetables are being used in place of pizza crusts, spaghetti noodles, rice and more.

According to Nielsen, sales of packaged cauliflower “rice,” zucchini noodles and other vegetable-based replacements for pasta and other simple carbs reached $47 million this year, with sales of cauliflower substitutes, in particular, doubling over the past year to $17 million.

Cold Brew CupCold Brew is Hot!

According to market intelligence firm, Studylogic, cold-brew consumptions was up by 80% in 2017. Cold-brew is quickly moving from just coffee houses to refrigerated retail aisles, restaurants and more.

As consumers become more educated about how their food and beverage choices affect their health, they are beginning to choose cold-brew coffee instead of their usual soft drink or other caffeinated beverage.

Trendsetting is Here to Stay 2019-02-20T14:29:06-05:00

HumanGood CEO Envisions Innovation at Every Price Point


HumanGood has gained industry attention for its plans to reinvent the continuing care retirement community (CCRC), but the large nonprofit provider has even grander ambitions when it comes to senior living innovation. This year, it plans to hire an executive to focus on its wide-ranging innovation efforts, which include creating a prototype offering for the middle market and seeking new ways to expand affordable housing.

Pleasanton, California-based HumanGood was formed from the 2015 merger of American Baptist Homes of the West and be.group. The consolidated entity became the largest nonprofit provider in the Golden State and one of the largest in the nation, with more than 80 communities across five states.

The company is not afraid to be a trendsetter in the senior living industry. For instance, in rebranding to HumanGood last year, it dropped any overt reference to seniors or housing. But HumanGood is seeking to stand out in various other ways, which CEO John Cochrane [pictured above] recently outlined at the company’s annual meeting and in a follow-up conversation with Senior Housing News.

Ingredients for innovation

In August, Cochrane spoke with SHN about HumanGood’s intention to reinvent the CCRC concept. There are a number of issues with the traditional CCRC model that Cochrane views as outdated or ineffective, including that services are too bundled for the consumers of today and tomorrow.

“The CCRC reinvention is getting a lot of traction in the industry,” he told SHN last week. “From HumanGood’s perspective, we’re taking a deliberative and careful approach to this.”

As a first step, the company is hiring a vice president of innovation and experience design. The new executive will be responsible for creating a culture of innovation that will drive the CCRC reinvention and other projects.

A concept that has been widely embraced by the hospitality industry, experience design refers to taking a more holistic approach to how consumers interact with a brand. It’s a less transactional way of building a relationship with customers, Cochrane said, and more about creating a high-quality experience through products, services, interactions with team members, and other touchpoints.

HumanGood began the hiring process four or five months ago and received more than 130 applicants. They have included people who previously worked for tech companies like Google and Apple, as well as Fortune 100 companies.

“What this tells us is that this space is getting attention of players outside the traditional environments from which we draw,” Cochrane said. He believes HumanGood will be the first senior living provider to combine innovation and experience design into a single senior-level role.

Final candidates have been selected, with the goal of having someone on board by early May. The big innovation push is still to come, pending this key hire. However, HumanGood has made progress in upgrading its dining offerings, a focus of the CCRC reinvention.

“We started out with a blank-sheet approach to finding stragetic partners who understood our corporate values and goals of reinventing that experience to fulfill customer expectations, which have changed fairly dramatically in the last five to 10 years,” Cochrane said.

Through that process, HumanGood has struck a partnership with Morrison Community Living and Bon Appetit Management Company, both part of foodservice and support services company the Compass Group. Morrison specializes in serving senior living, while Bon Appetit has a deep background in taking a local, sustainable approach to dining. Together, the partnership is poised to elevate senior living dining through practices such as farm-to-table, use of whole foods and scratch cooking, and sustainable disposal of food waste, Cochrane said.

“We think we have something unique and exclusive to HumanGood,” he said of the approach.

Bon Appetit is currently in one location working on a prototype experience, which is slated to debut in mid-April or early May.

Beyond CCRCs

At the HumanGood annual meeting, Cochrane laid out two initiatives for 2018 in addition to the CCRC reinvention: developing solutions for the middle market, and expanding the organization’s commitment to affordable housing.

The middle market—that is, middle-income consumers—represents a huge opportunity for senior living, which so far has excelled mainly in serving people who can afford six-figure CCRC entrance fees or monthly assisted living rents averaging nearly $4,000. However, providers have struggled to devise a scaleable model to serve the middle market, in part due to the costs that go into developing and operating private-pay senior living.

“You speak of the puzzlement of how to serve this market, and that is spot-on,” Cochrane said. “I would echo that from my conversations with other execs.”

HumanGood is collaborating with a design firm to create a middle-market prototype, with hopes of starting a pilot in 2019. This concept is in early stages, but so far it is focused on people living in their single-family home, not a congregate housing model—although that could end up being a component in the future.

Yet, it’s not accurate to characterize the middle-market approach as based around “home care,” Cochrane said. He described home care as a needs-based offering, while HumanGood is exploring what he calls a “lifestyle engagement concept” to help people meet their aspirations as they age.

Serving older adults who have the fewest resources is also part of HumanGood’s mission as a nonprofit, and the company currently has a portfolio of 63 affordable housing properties.

“We’re facing a challenge as a company and industry, of how do we grow our collective commitment to serving the disadvantaged as the [aging] population is going through the roof and government resources to develop and operate [affordable housing] are diminishing, if not going away,” Cochrane said.

Though he is not sure what the new financing vehicles are going to be as traditional grants and tax-credit based options are curtailed, he wants to serve an even greater portion of the affordable housing market—perhaps even the senior homeless population. He believes that financing and operational models will emerge, because there is such economic and social value in providing housing and services to those most in need.

“It’s easier to say than to find, but that’s what we’re looking for,” he said.

There are no immediate plans at HumanGood to create sub-brands for its offerings at different price points, which is a common approach in the hospitality industry, and a strategy being explored by providers such as Eclipse Senior Living. However, Cochrane does not rule sub-brands out for the future.

Yet, he also believes that mixing all these different populations might become more common, as mixed-use projects bring together higher-end options as well as affordable units and perhaps even workforce housing.

“I think there are going to be new models that blend populations, not just among the economic but the age spectrum,” he said. “You’re no longer going to see bubbles of, here’s the low-income building, here’s the high-end CCRC, here’s the discrete middle market bubble over here.”

Aside from some affordable housing projects that have already been in the pipeline, development is on hold for HumanGood as it creates and refines its new operational models, which is to be the focus for 2018. The plan is for large-scale innovation to be achieved step-by-step through prototypes and pilots.

“We want to move forward with all due speed, but we want a measured approach,” Cochrane said.

Written by Tim Mullaney

VIA: https://seniorhousingnews.com/2018/03/25/humangood-ceo-envisions-innovation-every-price-point/

HumanGood CEO Envisions Innovation at Every Price Point 2018-03-28T15:08:44-05:00

Morrison Community Living partners with Bon Appétit to create new HumanGood dining program


Compass Group Sectors join forces to deliver new culinary experience at ALL living levels

ATLANTA – HumanGood has selected Morrison Community Living to serve as their culinary partner.  Morrison Community Living will work with Bon Appétit Management Company and other Compass Group sectors to help HumanGood reimagine the culinary possibilities for senior living at all levels of care.

HumanGood represents the marriage of American Baptist Homes of the West and be.group, two nonprofit organizations with rich histories in the senior living industry. When fully transitioned, Morrison Community Living will manage a dining program that embraces seventeen HumanGood communities in California, Arizona, Washington and Nevada.

Morrison Community Living is one of the nation’s premier providers of hospitality services to senior living communities. As the culinary services provider for the communities previously known as be.group, they’ve served HumanGood for 17 years.

According to HumanGood President and CEO, John Cochrane, “Reimagining our lifeplan communities is a bold undertaking. Morrison Community Living and Bon Appétit offer unique capabilities as we take on that challenge.”

Scott MacLellan, CEO of Morrison Community Living, noted that HumanGood offers a whole new kind of opportunity for Compass Group. “HumanGood’s long-term goal to transform the market lines up perfectly with our own.  We’ll leverage Morrison Community Living’s expertise in the senior market with the culinary innovation of Bon Appétit and the strength of Compass Group to support HumanGood in their pursuit of innovation.”

Partnering with Bon Appétit was a key element in Morrison Community Living’s win.  Starting in 1987, Fedele Bauccio, CEO and Co-founder of Bon Appétit Management Company had a vision to offer diners an exceptional restaurant experience through a contract food service company.  Today, clients as varied as Google, the Art Institute of Chicago, and University of Pennsylvania now rely on Bon Appétit to provide great food and local sourcing in a socially and environmentally responsible manner that has been a benchmark for the industry.

“Bon Appétit has been amazingly successful in raising culinary expectations in corporate America, as well as top cultural and educational institutions.  Exploring senior living options for my own mother opened my eyes to the need in the senior space.  HumanGood is pursuing the right vision at the right time and we’re thrilled to support their journey,” said Bauccio.

Mary Platt, Regional Vice President of Operations, will oversee all of the HumanGood business, which will begin transitioning this spring.

About Morrison Community Living

Morrison Community Living (MorrisonCommunityLiving.com) has a 95 year history of serving up hospitality to seniors. With a strong belief in the power of community, the company is dedicated to “enriching the lives of seniors every day” through its culinary, environmental services and nutrition and wellness offerings.

Across more than 450 locations nationwide, Morrison Community Living fuels each client’s business by offering exceptional and engaging experiences for residents and the associates who serve them.  As a partner, they configure their offerings for each client’s business and marketing needs, using their own deep industry experience and the transformational power of the Compass family.

About Bon Appétit Management Company

Bon Appétit Management Company (bamco.com) is an on-site restaurant company offering full food-service management to corporations, universities and specialty venues. Based in Palo Alto, CA, it operates more than 1,000 cafés in 33 states and is a recognized industry leader in environmentally and socially responsible practices, receiving the Acterra Award for Sustainability, as well as many previous awards from organizations including the International Association of Culinary Professionals, the James Beard Foundation, Natural Resources Defense Council, Seafood Choices Alliance, and The Humane Society of the United States.

Morrison Community Living partners with Bon Appétit to create new HumanGood dining program 2018-01-28T20:20:40-05:00