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    Roi Final

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    This document evaluates a proposed after-school snacking program at Wethersfield High School. It finds that implementing the program would be financially beneficial. An analysis of resources and expenses found the program would cost around $45 per day to run but generate around $75 in daily sales, resulting in around $30 in daily revenue. Over the course of a school year, this could amount to nearly $6,000 in annual revenue. Non-financial benefits include satisfying students' requests, strengthening the relationship between food services and students, and helping to ensure students are nourished after school. The analysis finds the program would become profitable after only a few sales and have a high return on investment, making it a worthwhile undertaking.

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    Roi Final

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    api-307103979
    28 views4 pages
    This document evaluates a proposed after-school snacking program at Wethersfield High School. It finds that implementing the program would be financially beneficial. An analysis of resources and expenses found the program would cost around $45 per day to run but generate around $75 in daily sales, resulting in around $30 in daily revenue. Over the course of a school year, this could amount to nearly $6,000 in annual revenue. Non-financial benefits include satisfying students' requests, strengthening the relationship between food services and students, and helping to ensure students are nourished after school. The analysis finds the program would become profitable after only a few sales and have a high return on investment, making it a worthwhile undertaking.

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    This document evaluates a proposed after-school snacking program at Wethersfield High School. It finds that implementing the program would be financially beneficial. An analysis of resources and expenses found the program would cost around $45 per day to run but generate around $75 in daily sales, resulting in around $30 in daily revenue. Over the course of a school year, this could amount to nearly $6,000 in annual revenue. Non-financial benefits include satisfying students' requests, strengthening the relationship between food services and students, and helping to ensure students are nourished after school. The analysis finds the program would become profitable after only a few sales and have a high return on investment, making it a worthwhile undertaking.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    28 views4 pages

    Roi Final

    Uploaded by

    api-307103979
    This document evaluates a proposed after-school snacking program at Wethersfield High School. It finds that implementing the program would be financially beneficial. An analysis of resources and expenses found the program would cost around $45 per day to run but generate around $75 in daily sales, resulting in around $30 in daily revenue. Over the course of a school year, this could amount to nearly $6,000 in annual revenue. Non-financial benefits include satisfying students' requests, strengthening the relationship between food services and students, and helping to ensure students are nourished after school. The analysis finds the program would become profitable after only a few sales and have a high return on investment, making it a worthwhile undertaking.

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    © All Rights Reserved
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    of 4

    SEMINAR IN DIETETICS

    DIETETICS 4470
    Evaluation of Written Dietetic Management Project
    PRESENTER: _____Andrew Crotty__________
    Criteria POINTS EARNED

    Introduction/Purpose/Need (20 points) ________


    Was the need for the product or service clearly identified?
    Was the case for the new service/program/equipment compelling?
    Was the overall benefit to the institution considered?
    Were industry standards noted as appropriate?

    Resources Expended (30 points) ________


    Were all expenses (personnel, equipment, space, etc.) considered?
    Were the appropriate details provided for each expense?
    Was a calculation of the true cost provided?

    Outcomes (30 points) ________


    Were appropriate outcomes (improvements in clinical data, money saved, revenue
    generated, quality of life, etc.) described?
    Were the appropriate details provided for each outcome?
    Was the connection between the resources expended (i.e. cost) clearly linked
    and/or traceable to the stated outcome(s)?

    Synopsis (20 points) ________


    Was the bottom line clearly defined?
    Did the benefits of the investment outweigh the cost?
    Was a time frame established for when the ROI would be realized?
    If the benefits did not outweigh the cost, were non-monetary benefits identified?

    Total: ________
    Dietetic Management Project
    Return on Investment

    Introduction/Purpose/Need
    According to the United States Census Bureau 6 out of every 10 children
    aged 6 to 17 years old participated in an after school program in 2008. The report
    found children were most likely to participate in sports (35%).1 This was
    supported by the feedback received from a recent collaborative meeting between
    student council and Wethersfield High Schools Food Service, whereas many
    students exclaimed the need for an after school snacking program. The students
    offered that themselves and about 50 additional peers spent time in the cafe after
    school prior to their respective after school programs and would utilize a
    snacking program.
    Based on records from the schools Point of Sale (POS) system, Nutrikids,
    only 22.3% of students in Wethersfield are eligible for free or reduced lunch. This
    means that the school district is not eligible for reimbursement through
    implementing an after school snacking program. Realizing that only 18.7% of
    Wethersfield High School students are eligible for Free or Reduced lunch, it is
    apparent that the majority of students shouldnt have trouble purchasing after
    school snacks out-of-pocket. This makes the school a strong candidate for an out
    of pocket snacking program versus one in a district closer to the requirement for
    a reimbursable snacking program of 50% of students eligible for free or reduced
    meals.
    To look further into the feasibility of implementing an after school snacking
    program the audience needed to be more accurately quantified. This occurred by
    recording the amount of students in the cafe after school, in order to determine a
    daily average (see attached excel file). A survey was then implemented to
    determine the predicted frequency of snack purchasing by these students based
    on a random sample of 25 students spending time in the cafe after school. The
    results of the survey were that 100% of the students claimed that they would
    utilize the out-of-pocket snacking program. 100% of students predicted they
    would purchase snack options and/or drinks, while 60% predicted purchasing of
    pre-made sandwiches and wraps. Based on frequencies gathered it was
    determined that 0.712 average daily purchases would occur per student.
    The statistics uncovered represent interest in an Afterschool snacking
    program that provides snack items, drinks and pre-made sandwiches and
    wraps. Overall, Jamie Davies, the Food Service Director and Joanna Morillo, the
    Resident Dietitian wanted to see if the potential benefits outweighed the cost.

    Resources expended

    For the school food service department to provide snacks and drinks they
    would not need to pay for space or any additional equipment in order to operate
    an after school snacking program. The cost of the program is based almost
    entirely off the figure of a 40% food cost of items sold a la carte. This figure was
    developed directly by Jamie, whom has years of experience in the finances of
    this food service operation. Another figure developed by Jamie is $2 in checking
    for each sale based on the predicted ratio of purchases that would be a drink, a
    snack, or both. By taking average sales per student daily, multiplied by the
    average amount of students in the cafe daily and the estimated checking per
    sale, it was predicted that $74.90 in sales would occur daily. Based on the
    average food cost (see excel sheet) the projected food cost would be $29.96
    daily. The other main expense is staffing the program. It would be required that
    one associate mans the register for the 30 minutes that the program operates.
    Since associates typically leave at 1:30 pm, and the program doesnt begin until
    2:00 pm (the time school ends), the associate would be staying an additional
    hour. Based on the average salary of the 12 associates working at Wethersfield
    High School, this hour would cost roughly $11.80. These figures demonstrate a
    total daily cost of operation of about $44.94. It appears there would be no
    additional true cost, because, allowing the students access to healthful snacks
    before their after school activities would mainly enhance their ability to properly
    nourish themselves.

    Outcomes
    *Calculations attached

    Currently the schools lack of an afternoon snacking program means the


    food service operation doesnt generate any profit during this time period. As the
    tables show (see attached) it is expected that the after school snacking program
    stands to make an average of $33.14 daily. Based on the typical length of a
    school year (180 days), the program could result in $5,965 annual revenue. This
    substantial figure doesnt include additional revenue the operation stands to
    make by selling leftover wraps and sandwiches from lunchtime, which have been
    routinely discarded, these sales could drive the revenue up even further without
    additional cost. The ROI is a positive percent of 79.4% for the first day and
    onwards. The breakeven point of $9.83 in sales should be reached within the first
    five sales based on the project average check of $2.
    Please note yearly annual revenue is based on steady sales, when in
    reality it is thought that the sales would actually increase. The hope is that sales
    would increase positively with rising awareness of the program among students
    following implementation. In addition to being highly profitable, the program
    would satisfy the students request for such program, strengthening the food
    service programs relationship with students by acting upon requests and
    feedback. The strengthening in relations between the school food service
    program and the students could contribute to increased participation of both the
    lunch and breakfast programs.

    Synopsis
    In conclusion, implementing an after school snacking program would be a
    worthy investment in terms of revenue generation. This is based on the fact that
    it would take only five sales on the first day of program implementation for the
    program to become profitable and an annual revenue of $5,965 could be
    expected. Recall that this figure is based on consistent sales. The programs
    benefits also go beyond monetary gain. This is because, the program satisfies a
    direct request from the student body, vocalized during a meeting with student
    council. The program not only makes the students happy, but also healthier by
    ensuring they have an opportunity to nourish themselves prior to after school
    activities. Furthermore, strengthening bonds with the student body could
    translate into increased cooperation with students leading to future success in
    projects or additional services provided by the food service operation.

    References

    1. "Mapping School Breakfast: Participation, Funding, and Growth." . Food


    Research and Action Center, n.d. Web. 20 May 2015.

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