SENIOR DINING
foodservice operation, Guerra says. In fact, that Sunday brunch has become so popular that Seabrook added a second seating to accommodate all the demand. “It’s never just about changing a dish,” he said. “It’s how the order is taken, how the meal is prepped, how it looks, how it tastes, how it’s presented.” That meant training front-of-house and back-of-house teams both separately and together. FOH team members practiced real-life scenarios and service rather than simply reading training manuals, and they tasted dishes so they could offer recommendations confidently when residents asked. Back in the kitchen, Guerra noticed that language barriers sometimes slowed down back-of-house work. He installed a screen that displays common kitchen phrases, names for tools, and service cues in both Spanish and English. The simple change made a notable impact. “It really just helped get people together,” he said. “The effort shows respect and helps people connect. Once you have the communication, everything else follows.” Another helpful behind-the-scenes tool is Restaura’s technology platform, iCubed, which provides a simple dashboard with real-time access to metrics. Seabrook leadership says this reinforces a culture of transparency. “We can see inventory, costs, comments—all of it,” said Uppenbrink, the Seabrook Executive Director. “It feels like a partnership, not a black box.” That transparency is especially essential in senior living, where, as Uppenbrink noted, change can be tough. “What’s a four-letter word for residents? Change,” Uppenbrink says, laughing. For other operators taking over or revamping an operation, Guerra says the most critical ingredient for success is buy-in and partnership from day one. As in so many types of relationships, it comes down to communication. “Listen first,” Guerra says. “That will always be time well spent when you’re doing your due diligence. Those comments will help guide you to what to do, and then you commit fully to executing.”
He and the leadership team explained that Seabrook is a single-site, non-profit community made up of people unafraid to use their voices: an engaged board and a resident population that cares deeply about how decisions are made. Guerra saw that clearly on Day one in the auditorium, and that early moment with the residents set the tone for everything that followed: The residents would be an integral part of the turnaround team. The collaboration began immediately, with menu committees, open conversations and giving residents “homework.” “I put together all these cuisines and dishes across American, European, Asian, everything, and said, ‘Tell me what you like,’” Guerra says. “They came back with a whole list, their thoughts and suggestions—and that’s what we used to start making menu changes right away.” The exercise gave residents an immediate feeling of ownership, which in turn fostered natural buy-in and excitement. Guerra and his team overheard conversations in the hallways: Have you tried that piña colada French toast with grilled pineapple and toasted coconut? Or Harry’s making a dirty martini flank steak—can’t wait to see what that is! “One woman has family members come in almost every weekend to enjoy our Sunday brunch, and one of them saw our table with flavored butters, blueberry, apple, cinnamon,” Guerra says. “He looked at his grandmother and said, ‘Wow, Grandma, you are really living in a top-notch place.’ That’s what it’s about.” In fact, that Sunday brunch has become so popular that Seabrook added a second seating to accommodate all the demand. BEYOND THE MENU The reimagined menu, full of well-loved favorites and novel options like Peruvi- an octopus with olive sauce, certainly served to spark excitement. But menus alone don’t define—or transform—a
The dining team started making menu changes as soon as possible after residents shared their feedback.
QUARTERLY | Q2
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