As a consultant to URS Corporation, HOPKINS designed a new 25,000 square foot dining hall to serve up to 3,000 soldiers 22 hours a day. When the budget for this project was slashed, HOPKINS was sent to Djibouti to survey surplus foodservice equipment in storage to identify pieces that could be salvaged to allow the project to proceed through construction.
Our aim is to tread lightly on the planet and always to help professionals find joy in the art of cooking.
The sale of the existing urban facility provided ample funds to purchase new land in a remote London suburb and to hire Kieran Timberlake to design a striking new embassy. Its expansive, light-filled cafeteria was designed to host important embassy events formerly held off-site at great expense. To add to the benefits, a new cafe offers a perfect venue for staff happy hours.
This new $25 million facility is the first of more than 20 State Department Bureau of Overseas Building Operations’ projects with HOPKINS that make use of various teams and an array of contracting methods. Built with ZGF on a hilltop overlooking the Bosporus, the new embassy is surrounded by a landscape planted with plenty of figs and grapes. No one goes hungry on this hill.
Since 2011, HOPKINS has been working on and off with Pritzker Prize winner Maki and Associates and FXFowle Architects to provide the United Nations with planning options. Maki’s design incorporates a dramatic setback with a green roof that contributes to the ambiance of the dining room with its stunning views of Manhattan and a roof garden. The Consolidation Building is to achieve LEED Gold certification.
The New York Times. Construction of the newspaper company’s latest home meant that, in place of the antiquated cafeteria and executive dining room, a new and improved foodservice system could be designed not only to serve as an exciting gathering place but also as an in-house conference center, which would save thousands of dollars in off-site event fees. During a three-month planning study, HOPKINS conducted extensive interviews in every department of the Times company to learn its culture and needs before we prepared the comprehensive predesign foodservice plan.
Because poor diet and obesity are causal factors for various forms of cancer and many other diseases, when the National Cancer Institute, was given an opportunity to plan its first in-house cafeteria, they took the project very seriously. HOPKINS was brought in to perform an extensive planning effort. NCI wanted to provide an environment in which visitors and staff could make optimal food choices, model behaviors that reduce risk for cancer and other diseases, and increase wellness. The healthy choice was to be the easy choice.
The Corporate Executive Board is an association of the highest executives of Fortune 500 companies who meet in Washington, DC several times a year to discuss their issues and earn from each other. In the Foggy Bottom home for many years, Susan Cage was the caterer of choice who brought the kind of high-end gourmet meals that their illustrious members were accustomed to. When they decided to make the move to an I.M. Pei designed building in Roslyn, Virginia the CEB included a staff cafeteria, designed by HOPKINS with Gensler. Towards the end of the design process, CEB asked HOPKINS directly to lead the process of identifying a high-end operator which could manage both the in-house cafeteria and the member events.
The Academies sold its historic building to move into the World Trade Center 7, the first building to replace the fallen towers. The finishing kitchen was to support New York Academies events and be used by outside organizations as well, with the idea that the space could be rented as an income generator for the organization. The Academies asked HOPKINS to perform a City-wide RFP search for the ideal caterer. The two-month process involved multiple site visits, tastings and interviews and resulted in finding a fulltime operator, rather than a part time caterer. The chosen operator brought the advantage of being able to market the venue to outside groups as well.
Dickstein Shapiro moved into International Square on K Street in Washington, D.C. An aspect of the renovation of the space formerly occupied by the IMF was to gut and redesign its cafeteria. This in-house cafeteria needed to compete successfully with a large public food court on the ground floor. To maximize the benefit of the Dickstein Shapiro foodservice system, HOPKINS was asked to lead the search for a full-time operator. When the project was in full-swing, the client expressed its delight that the entire spectrum of employees from top attorneys to admin assistants at Dickstein Shapiro enjoyed dining together for the first time. The cafeteria successfully changed the culture of the firm.
At the request of the Washington, D.C., health department, HOPKINS performed a thorough survey of the condition of the Bank’s foodservice equipment and identified possible health code violations. The extensive study was completed within a week and was received equally well by the Bank and the city’s health department.
During the design of a new laboratory building, the client questioned the need for in-house foodservice. To answer this question, HOPKINS was asked to perform a campus foodservice study. The report identified all locations of foodservice and made a recommendation regarding including another café in the new HOK designed lab building.
Despite the nearby presence of the American Museum of Natural History, with its large and popular cafeteria, NYHS asked HOPKINS to explore the feasibility of an in-house restaurant of its own as part of a renovation project. The restaurant was to be designed as a modern version of an automat, both to serve staff and to enhance the visitor experience. In addition to the design, HOPKINS conducted a study to help assess whether such a restaurant could break even.