Stop by for Thirsty Thursdays!

Good day to All!

Picking up where I left off last week....

During that same conversation with Scott Pierz, Code Enforcement Officer at the China Town Office, he explained that even though the building had lost its commercial status, we should be able to qualify for commercial status again, provided we meet certain DEP and other environmental requirements for a resource protection zone.

Scott then asked me, "what the use of the building was going to be" and I told him "I am looking at a small strip mall". He then asked "who the tenants were going to be" and I quickly replied "I have no idea at this point". Scott then informed me that until I knew the use for the building, I could not apply for a building permit. I was really stumped. After about 15 minutes of conversation, I learned that in order to apply for a building permit, I needed an approved septic system design. The design of the septic system would be contingent upon the amount of water usage, that the tenants would require. Now I was at a cross roads and did not know which way to turn. If I chose to only lease to professional offices with no public restrooms, I could get by with a very small system, however, my future tenants would be limited to only these types of tenants.

If I went with a larger septic system, then I could facilitate a possible hair salon, barber shop, pet grooming shop and/or a restaurant. But what if I put in a large system and ended up with none of these tenants?  I would have just thrown away potentially in excess of $150,000. (the cost difference between a large and a small system) I had a big decision to make. My thought process was that I needed an "anchor" tenant that had high water usage, then I could go with a larger system and have capacity for the remaining tenants. Who would that anchor tenant be? Well, I didn't have one...so I had an idea. What if I put in a small 30 seat diner on one end of the building, go with a  larger septic system, building in capacity for my other future tenants, whoever they may be.  

At about this same time, I was in the market to hire an individual who liked early mornings, was good with people, and had a basic knowledge of food handling. I also wanted someone who was currently employed, but was undervalued. Enter Jean Johnson into the picture. I had known Jean for three or four years at this point for she ran the concession stand at the Augusta West Little League field.
She had been doing this for several years as a volunteer and was the most upbeat person that I knew. She would purchase the food, deliver and stock the concession stand, as well as cooking and serving, always with a smile.

I approached Jean and inquired about her current employment and she shared with me  that she was a CNA at a local nursing home, making just a little more than minimum wage. She also worked the morning shift, starting a 4 or 5 in the morning. I said to myself "This is my morning person", and she proved to be just that. I told her what I was doing and Jean was extremely excited about the opportunity, and neither one of us ever looked back.      

I was off and running, and that was the plan. One of my first inquiries was the cost of restaurant equipment of which I knew would be a big expense. I solicited some pricing and learned very quickly, that I needed all kinds of specialty equipment, including a large hood that required a fire suppressant system. The cost of these items blew my mind and I quickly realized that the numbers would never work with only 30 seats. Rather than set aside this train of thought, I got it into my head, that if I could get more seats, I could make the numbers work.

I was about to make a significant investment in this project using monies I had set aside for retirement from working 30+ years at my other business and needed to consult with someone to see if I was crazy. Mind you, I did not want to spend it all, just the portion that I felt was prudent. I asked my younger sister Jennifer, who at the time, was my office Manager at G & E Roofing, what she thought about this investment. She told me "Norman, you could buy a big boat and dock it down in Boothbay Harbor for the same cost and you would not be happy", she was right! She knew how much I enjoyed being around people and realized I needed another challenge in life. All I needed to hear. The timing was perfect I took it out just prior to the stock market crash in '08. Pure luck. And, oh by the way, Jennifer was the one who came up with the name "China Dine-ah" and when I heard it, I immediately said "That's it!".   

Enter Sherri Glidden into the picture, who at the time was an Ed Tech teaching Title 1 at the China Middle School. It was during the time when "no child left behind" was coming to be. The talk on the street was that Ed Techs were going to have to go back to school and get a degree or lose their positions. Also, school had become more about testing than teaching (face to face time with the kids) and that is what Sherri loved about her job, working with the children. Sherri had been tutoring my two boys at the time and I started up a conversation to see if she had any interest in being part of the new venture. She was very interested because the thought of going back to school was not something she was remotely interested in doing at this stage in her life. Employee #2.

It was Sherri that I worked with finalizing the layout of the Dine-ah with it's original 70 seats as you know it today, minus the back function room, which serves as dining area during busy times. We went back and forth on the layout, so many times that we decided to get a piece of sheet metal and make magnets the size of tables, booths, and chairs, so that we could easily change the design without having to totally redraw it.



By this time, I also had hired an architect to assist with the design to the point where I could get a Fire Marshall's permit. He was also an expert on all ADA requirements, and with the information provided by the architect, we were able to flip-flop booths and tables until we decided on the layout that so many of you know today. 

At this point, I enlisted the services of Steve Roberge Engineering from Augusta to assist in the septic system and parking lot design. Steve also designed a retention pond to take care of storm water run off, seeing we were in close proximity of a stream and China Lake.  After several planning board meetings, we had our permit in hand and construction was underway.

I have to cut this short for I could go on for another several pages. It goes without saying that a lot of work occurred from this point to the day we opened. A couple milestones were hiring the Head Chef, who assisted in the menu design and the hiring of all kitchen staff. I also secured all the sub trades needed to complete the project, and contracted with a kitchen equipment service provider, who was an expert in kitchen layout and design.  

I have left out a lot of people who added so much to this project but I must mention the two people directly responsible for the interior finishes that everyone comments on today. Mike Boddington (a cabinet maker) and Harry Langis (a very good carpenter and "Jack of all trades") deserve a tremendous amount of credit.

On October 23rd, 2007 with 30 employees hired to cover all our shifts, we opened to a full house and the rest is history. Our problem was, we had waits upwards of an hour and twenty minutes and after a month, I decided we needed another 30 seats and added the back room, completing the Dine-ah as you know it today.   

It has not always been easy, especially opening and then heading into the deepest recession since the Great Depression. In order to serve 90,000 to 100,000 meals per year, we have relied on our locals, our summer people and many of you who make the Dine-ah a destination point for your dining needs.
We are all very thankful for your continued support and will always strive to provide good home cooked meals, with great service, at a reasonable price.     

Sorry so lengthy