Customer Service Facilities Management Financial Management Foodservice Management Human Resources Leadership Marketing Planning
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Management Foodservice Management Human Resources Leadership Marketing
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Customer
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Financial Management Foodservice Management Human Resources Leadership
Marketing
Management Human
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Planning
Customer
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Leadership
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Foodservice
Marketing
Facilities
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Service Facilities Management Financial Management Foodservice Management Human Resources Leadership Marketing Planning Customer Service
Facilities
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Foodservice Management Human Resources Leadership Marketing Planning
Customer
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2014 NACUFS INSTITUTES
Management Foodservice Management Human Resources Leadership Marketing
Planning
Customer
Service
Facilities
Management
Financial Management Foodservice Management Human Resources Leadership Management
Marketing Financial
Planning
Customer
Management
Service
Foodservice
Facilities
Management
Human Resources Leadership Marketing Planning Customer Service Facilities Management Financial Foodservice Management Human
Continuous professional development is critical for success.
Since 1958, education has been at the core of NACUFS, supporting the success of the industry, the institution, and the individual.
The association offers a broad range of educational opportunities that are designed to help foodservice professionals at all levels achieve specific knowledge that can immediately be applied to their foodservice operation.
Foundation INSTITUTES
Should be taken first.
Foodservice Management Institute (FSMI) Human Resources Institute (HRI) Leadership Institute (LI)
The Institutes
For more than a decade, the NACUFS Institutes have been helping foodservice professionals develop the skills needed to advance their careers and strengthen their foodservice programs. Available exclusively to NACUFS members, the eight institutes are among the most rigorous—and rewarding—professional development programs offered by the association. The institutes offer a robust curriculum based on the NACUFS Professional Practices in College & University Food Services manual, focused on practical outcomes and a wide range of subjects. Comprised of three Foundation Institutes and five Capstone Institutes, the program as a whole covers the core competencies identified as critical to success in the collegiate foodservice profession.
The institute programs are open to any foodservice professional employed by a current NACUFS institutional member. Those interested in participating in these elite programs must submit an application for selection and travel grant consideration. Selection is determined through a multi-stage process involving association leaders at both the regional and national level. Registration fees and a travel stipend of $400 for each participant are fully funded by NACUFS, making the institutes an excellent value for participants and their employers. To learn more about the application, selection, and grant process, visit www.nacufs.org/institutes.
Deadline for Summer Institute Applications March 7, 2014
Deadline for Winter Institute Applications September 2, 2014
Capstone INSTITUTES
Should be taken after completing the Foundation Institutes.
Customer Service Institute (CSI) Facilities Management Institute (FacMI) Financial Management Institute (FinMI) Marketing Institute (MI) Planning Institute (PI)
Customer Service Institute Held biennially in odd-numbered years. At the Customer Service Institute (CSI), participants explore a variety of customer service philosophies and principles. Topics covered include: • Setting customer service standards • Developing a customer service program • Responding to and resolving customer complaints • Assessing customer service results Sponsored by True Food Service Equipment with support from Sysco Corporation
Capstone INSTITUTES
The five Capstone Institutes focus on specific principles that, added to the core skills covered in the Foundation Institutes, help participants build and maintain a strong college or university foodservice program. While each institute’s curriculum is designed to stand independently, it is recommended that participants complete each of the Foundation Institutes before moving on to the Capstone Institutes.
Facilities Management Institute Held biennially in even-numbered years. The Facilities Management Institute (FacMI) focuses on the management of facilities, equipment, and environmental issues on college and university campuses. Topics covered include: • Contemporary environmental issues • Sanitation, safety, security, use, and scheduling • Evaluating present and future facility needs • Designing and preparing for renovations Sponsored by Hobart Corporation
Foundation INSTITUTES
The three Foundation Institutes cover the core skills needed to build and maintain a strong college or university foodservice program. While each institute’s curriculum is designed to stand independently, it is recommended that participants complete each of the Foundation Institutes before moving on to the Capstone Institutes.
Foodservice Management Institute Held annually. The Foodservice Management Institute (FSMI) focuses on the basic operational components of collegiate foodservice management. Topics covered include: • Organization and structure for a foodservice operation • Menu development • Quality assurance • Merchandising and marketing • Food safety and sanitation Sponsored by Rich Products Corporation
Financial Management Institute Held biennially in even-numbered years. The Financial Management Institute (FinMI) covers the myriad financial components of collegiate foodservice management. Topics covered include: • Budgets • Contract provisions • Collecting, analyzing, and reporting financial data • Identifying and assessing risk factors Sponsored by ConAgra Foodservice and Lamb Weston
Marketing Institute Held biennially in even-numbered years. The Marketing Institute (MI) spotlights the theory and techniques of marketing a collegiate foodservice program. Topics covered include: • Components of marketing • Developing a marketing plan and strategy • Analyzing the impact of marketing efforts
Planning Institute Held biennially in odd-numbered years. The Planning Institute (PI) focuses on the planning components of collegiate foodservice, including strategic and business planning. Topics covered include: • Differences between strategic and business plans • Components of the planning process • Using creative methods to enhance the planning process Sponsored by Hormel Foods Corporation
Sponsored by Coca-Cola North America
Human Resources Institute Held annually. The Human Resources Institute (HRI) prepares participants to effectively manage and direct their foodservice staff. Topics covered include: • Selection and interviewing skills • Developing and implementing a training plan • Setting and reviewing performance expectations
Leadership Institute Held annually. During the Leadership Institute (LI), participants analyze their own personal leadership style and learn how to effectively work with others. Topics covered include: • Basic leadership styles • Team building • Communicating to influence others
Sponsored by Schwan’s Food Service Sponsored by Nestlé Professional
Customer Service
INSTITUTE
HELD AGAIN IN 2015
Ritz-Carlton • St. Louis, Missouri
A successful foodservice program is focused on creating satisfied customers. At the Customer Service Institute, participants will explore various service philosophies and principles. Through best practices, benchmarking, and tours and visits to local restaurants, you will learn practical tips and tools for offering high-quality customer service at your campus foodservice operations. At the Customer Service Institute, you will learn to: •D evelop and apply a personal service philosophy that is appropriate for your dining services department and university.
–R eview best practices of the Ritz-Carlton “gold standard” of service.
•D evelop and implement a customer service program.
– Identify best practices in customer service. – Assess customer satisfaction (utilizing the NACUFS Customer Satisfaction Benchmarking Survey as one of the tools). – Develop and implement strategies to meet customer needs while applying service controls. – Develop and implement a schedule/system for a customer service training program. – Evaluate the effectiveness of a customer service program and make changes to increase the effectiveness of the program. •P ositively relate to customers and the public, while responding to/resolving customer complaints.
Enrollment is limited to 30 attendees: four from each region and six at-large participants.
SESSIONS What is Customer Service? Create a working definition of customer service and identify opportunities for customer service. Develop an outline for your own campus or department customer service program. Why Focus on Customer Service? Examine the impact customer service has on the organization, and discover its value. Experiential Learning at Area Restaurants Experience and evaluate aspects of customer service while dining at various local restaurants.
Best Practices in Customer Service Study examples of best practices in customer service to use as positive models for potential application on your campus, including exploring “The New Gold Standard” customer service philosophy of the Ritz-Carlton and other universityspecific examples. Developing a Customer Service Culture Learn to identify customers; available products and services; levels of service; factors of and barriers to high-quality service; and components of a customer service culture and philosophy that lead to extraordinary service.
CAPSTONE INSTITUTE
C
This program is targeted for the foodservice management professional who has preferably completed the Foodservice Management Institute, Human Resources Institute, and Leadership Institute.
er m to us e ic rv Se
DAY ONE Afternoon
Welcome and Introductions
What is Customer Service?
Why Focus on Customer Service?
Mystery Shopper Assignment
Evening Group Dinner and Ritz-Carlton Presentation
Morning Best Practices in Customer Service: The Ritz-Carlton “New Gold Standard” Philosophy Lunch
Afternoon Best Practices: Ritz-Carlton Daily Line-up Today’s Customers Evening
Small Group Dinners
DAY THREE Morning Tour of True Food Service Equipment Discussion of True Food Service Equipment Customer Service Philosophy and Best Practices Noon
Morning Moving Service from ‘Extra Ordinary’ to ‘Extraordinary’ Sysco Corporation Customer Service Panel
DAY TWO
Noon
DAY FOUR
Lunch
Afternoon Developing a Customer Service Training Program Evening Dinner and Tour of Washington University Campus Dining Operations
Managing Customer Service Discuss how to assess customer service; conduct benchmarking; define customer service goals; develop and implement plans to achieve the goals; evaluate the program; address dissatisfied customers; and make modifications to increase effectiveness. Tours/Best Practices Identify True Food Service Equipment’s customer service philosophy and best practices. Also visit Washington University and discover additional excellent service practices.
Noon Lunch Afternoon Assessments/Metrics with 11 Best Practices Group Work on Final Project: Customer Service Plan Evening
Group Dinner
DAY FIVE Morning
Best Practices
Group Project Presentations
Graduation and Program Evaluation Noon
Departure
Sponsored by with support from
Creating the Customer Service Culture Develop a customer service training program, discuss possible ways to meet customer needs while applying service controls, and develop a marketing and promotion program. Develop Customer Service Philosophy and Program Synthesize information from all institute sessions to develop a personal customer service philosophy that you can apply upon returning to your campus.
CSI
Facilities Management INSTITUTE
JUNE 21-25, 2014
The Hobart Educational Center • Troy, Ohio
Effectively managing facilities, equipment, and environmental issues is key for keeping a foodservice operation running smoothly. At the Facilities Management Institute, you will focus on best practices related to facilities design, equipment selection, maintenance, sanitation, safety, and security. At the Facilities Management Institute, you will learn to: • Identify and address contemporary environmental issues.
– Space and asset management. – Sustainability and “green” practices. – Energy and ergonomics.
•E ffectively manage facilities and equipment through:
– Needs analysis. – Facility and equipment maintenance. – Sanitation, safety, and security. – Facility use and scheduling. – Equipment use and scheduling. •E valuate present and future facility and equipment needs. •E valuate designs for future renovations and construction. •D evelop a facilities and equipment management operations manual.
Enrollment is limited to 30 attendees: four from each region and six at-large participants.
SESSIONS Foundation of Facilities Management Learn how the combination of people, process, and place affects facilities planning and management. Discover ways to use the NACUFS Operating Performance Benchmarking Survey and other methods to manage effectively. The Impact of the Environment Key environmental issues in facilities management include sustainable design, energy efficiency, indoor air quality, ergonomics, and waste management. Find out how each affects the environment, with special considerations for collegiate settings.
Facilities Safety and Security Examine contemporary security and safety issues, and develop a plan of action and response. Facilities Condition Assessment Discover how to develop and follow an audit process, including performing quantitative assessments; designing and conducting the audit; and utilizing technology and other resources for assessing conditions. Learn about the role of a foodservice consultant in conducting assessments. Foodservice Planning: Layout and Equipment Learn how a focused process, a planning team, and clear communication contribute to successful facilities planning.
CAPSTONE INSTITUTE
li ci Fa
This program is targeted for the foodservice management professional who has preferably completed the Foodservice Management Institute, Human Resources Institute, and Leadership Institute.
s tie M an en em
ag t
DAY ONE Evening Welcome Dinner and Introductions
What is Facilities Management?
DAY FOUR Morning Tour of Culinary Support Facility at Miami University
DAY TWO Morning Foundations of Facilities Management
Characteristics of Modern Foodservice Layout
Noon
Sustainability in Design
Noon
Lunch
Afternoon
Safety and Security
Contracts
Facilities Planning and Construction
Evening
Group Dinner
DAY THREE Morning Tour of Hobart Facility with Sessions on Equipment Use and Maintenance Noon
Layout Analysis Lunch and Group Activity
Afternoon Layout Analysis (continued)
Energy and Ergonomics
Evening
Group Dinner
DAY FIVE Morning Principles of Capital Needs; Space and Asset Management
Practicum: Facility Design
Graduation and Program Evaluation
Noon
Departure
Lunch
Afternoon Tour of Hobart Facility with Sessions on Equipment Use and Maintenance (continued) Evening
Facilities Condition Assessment
Group Dinner
Characteristics of Contemporary Collegiate Dining Facilities See examples of campus dining facilities and find out what makes them effective. Layout Analysis Explore the operational aspect in layout planning, space allocation, receiving, food processing, and serving. Principles of Equipment Selection Learn how to select equipment that will meet your needs.
Sponsored by
Space and Asset Management Discover three goals of space and asset management, assessing capital needs, and the 80/20 rule. The State of Food Equipment Technology Find out about the latest developments in warewashing technology; conveyer designs and applications; and cooking, heating, and food technology. Review NAFEM protocol. Tour the Hobart manufacturing facility. Maintaining the Facility Discover ways to effectively and efficiently maintain facilities, including keeping maintenance logs, and analyzing equipment.
FacMI
Financial Management INSTITUTE
MAY 31-JUNE 5, 2014
ConAgra Headquarters • Omaha, Nebraska
A profitable foodservice program starts with healthy finances. The Financial Management Institute focuses on the financial components of collegiate foodservice management, including budgeting, data analysis, and reporting. At the Financial Management Institute, you will learn to: • Create budgets appropriate for your operation(s).
– Create a capital budget. – Analyze capital needs. – Create a depreciation schedule. – Create a zero-based operating budget. – Analyze the financial impact of meal plans. – Analyze the financial impact of other pricing structures (C-store, retail, catering).
SESSIONS
•E valuate critical contract provisions (e.g., franchising, exclusive beverage, prime vendor).
– Interpret contract language and clauses. – Analyze the financial components of contracts. – Identify and evaluate revenue generation opportunities. – Identify and evaluate cost control opportunities. •C ollect, interpret, process, track, and report financial data.
– Conduct a cost/benefit analysis. – Conduct a pro forma analysis. – Conduct a system audit. – Analyze, synthesize, and report financial data. •Identify and assess risk factors.
– Apply risk management protocols to food safety, cash handling, and employee and customer safety and security. – Identify liability factors. Enrollment is limited to 18 attendees: two from each region and six at-large participants.
Basics of Budgeting Learn budgeting philosophies, reasons for budgeting, types of budgets, cash vs. accrual accounting, use of historical data, forecasting techniques, depreciation methods, and more.
The Operational Budget Discuss the purpose of an operational budget, forecasting expenses, budget revisions, and revenue and expense variance analysis.
Using Excel for Foodservice Participate in a tutorial that introduces Microsoft Excel® as a financial management tool for foodservice.
Financial Analysis Learn how to conduct a financial analysis, including cost/ benefit analysis; breakeven analysis; ratios and what they tell you about your operation; and classes of ratios.
Capital Budgeting Learn the purpose of capital budgets, timing of cash flows, time value of money, discounting of cash flows, and capital budget techniques.
Analyzing Financial Statements With a partner, analyze financial statements using a case study. Meal Plans and Their Financial Impact Discover the impact of various meal plans and their financial implications.
Fi
CAPSTONE INSTITUTE
na ia nc
This program is targeted for the foodservice management professional who has preferably completed the Foodservice Management Institute, Human Resources Institute, and Leadership Institute.
lM an en em
ag t
DAY ONE
DAY FOUR
Evening
Welcome Dinner and Introductions
Tour of ConAgra
Morning The Financial Impact of Meal Plans, Catering, C-Stores and Retail Operations ConAgra Presentation
DAY TWO
Noon
Lunch
Morning
Basics of Budgeting
Afternoon
Menu Engineering
Noon
Lunch
Case Study Introduction
Afternoon Revenue Generation Opportunities
Evening
Dinner on Your Own
Capital Budgeting
Team Meetings
Evening
Dinner on Your Own
Team Meetings
DAY THREE Morning
The Operations Budget
Noon
Lunch
Afternoon Financial Analysis
Analyzing Financial Statements
Evening
Dinner on Your Own
Team Meetings
DAY FIVE Morning Contracts and Their Financial Impact Negotiations Noon
Lunch
Afternoon
Final Presentation Preparation
Evening
Group Dinner
DAY SIX Morning
Final Presentations
Graduation and Program Evaluation
Noon
Departure
Sponsored by
Risk Management and Ethics Understand the financial impact of risk management and ethics. Menu Engineering Learn about menu engineering and priority considerations, and learn how to use the department income statement and operating budget data to establish base selling prices. Pricing Strategies for Retail Operations Participate in a discussion on pricing strategies for myriad collegiate retail food operations.
Contracts and Their Financial Impact Examine the financial impact of contracts including the RFP process, legalities, ethics, negotiations, effective contract development, and system audits. The Economy, the Future, and Foodservice Experience a special presentation provided by the ConAgra Foodservice and Lamb Weston management team. Revenue Generation Opportunities Discover non-traditional methods that can be used to grow a collegiate foodservice business.
FinMI
Foodservice Management INSTITUTE
JUNE 2-7, 2014
Rich’s Renaissance Center • Buffalo, New York
Successful foodservice managers share a core set of skills and knowledge that help them run their operations efficiently. The Foodservice Management Institute focuses on the basic operational components of collegiate foodservice management. At the Foodservice Management Institute, you will learn to: • Evaluate and develop an appropriate organization and structure for an operation.
– Identify and relate financial and cost analysis factors. – Read and interpret operating statements, including analyzing food, labor, supplies, etc. – Create a budget and forecast expenses and revenue. – Describe how pricing and cost and inventory controls affect budget management.
• Develop a menu.
– Tailor the menu to the target market. – Perform a pricing and cost analysis. – Apply principles of menu engineering. – Define marketing. – Identify the components of a marketing plan. – Define merchandising, public relations, advertising, and promotions. – Demonstrate creative food presentation techniques. – Assess customer satisfaction. •D evelop a quality assurance program with effective auditing. • Develop a food safety and sanitation program.
– Apply food storage principles. – Demonstrate safe food-handling procedures. – Describe safe product delivery/distribution systems. Enrollment is limited to 21 attendees: three from each region, one industry member, and two at-large participants.
SESSIONS Budgeting, Financial Reports, and Cost Controls Discover how financial and operational information is used to develop plans, contain costs, reduce waste, and maximize bottom-line results.
Marketing and Merchandising Learn how to build a comprehensive marketing plan and develop effective methods for merchandising your operation. Menu Development Identify critical factors in menu engineering; tailoring the menu to various target audiences; and creative food presentation.
e ic rv se od Fo
FOUNDATION INSTITUTE
M
The three Foundation Institutes are designed to teach the core skills needed in the collegiate foodservice profession and should be taken before attending the Capstone Institutes.
an en em
ag t
DAY ONE
DAY FOUR
Evening Welcome Dinner and Introductions
Morning
Merchandising and Marketing
Organizational Development and Mission Statements
Team Meetings with Coaches/Mentors
Team Meetings
Noon
Lunch
Afternoon
Pizza/Sub/BBQ Factory
Team Meetings
DAY TWO
Evening
Morning
Cost Control
Noon
Lunch
Afternoon
HACCP and Sanitation
Reading Financial Reports and Building the Budget Team Meetings Evening
Group Meeting
Group Dinner
DAY THREE Morning
Building the Menu
Quality Assurance
Noon
Lunch
Afternoon Introduction of Pizza/Sub/ BBQ Factory
Dinner on Your Own
Team Meetings
DAY FIVE Morning Presentation of Pizza/Sub/ BBQ Factory Team Meetings Noon
Lunch on Your Own
Afternoon
Final Project Presentations
Graduation and Program Evaluation
Evening
Group Dinner
DAY SIX Morning Departure
Tour of Rich’s R&D Center
Team Meetings Group Meeting Evening
Dinner on Your Own
Sponsored by
Team Meetings
HACCP and Sanitation Examine the critical control points, how a Hazard Analysis Critical Control Points (HACCP) program is implemented, and what is necessary for an effective sanitation program. Quality Assurance Explore the control systems necessary to ensure a consistent delivery of quality products and how these systems are put into practice.
Develop a Virtual Operation Work in a team to incorporate financial analysis, marketing, merchandising, HACCP/sanitation, and quality assurance programs to create a virtual operation. The Pizza/Sub/BBQ Factory activity will provide a hands-on opportunity to put the program’s content into practice. Teams will be led by experienced foodservice directors working as coaches and mentors.
FSMI
Human Resources
INSTITUTE
JUNE 9-14, 2014
Schwan’s Corporate Headquarters • Minneapolis, Minnesota
Strong foodservice operations rely on efficient, well-trained staff. The Human Resources Institute focuses on preparing participants to effectively manage and direct a workforce through practical application of defined processes. At the Human Resources Institute, you will learn to: • Demonstrate effective personnel management skills.
– Understand the interaction process for working with a diverse group of employees. – Begin the development of a recruiting program based on best practices learned from other colleges and universities. – Demonstrate effective interviewing techniques. – Create accurate and legal job descriptions. – Employ legal, ethical, and relevant hiring practices.
• Create an outline of a model training program.
– Effectively manage the performance of the employee. – Evaluate and document the performance of each individual. – Apply coaching and mentoring skills. – Apply appropriate disciplinary principles. – Create a professional development program. – Develop and evaluate recognition and reward programs. • Effectively manage workforce dynamics.
– Demonstrate conflict resolution techniques. – Manage the change process. – Identify and relate factors of delegation. – Analyze a situation and apply problem-solving techniques. – Demonstrate negotiation skills. Enrollment is limited to 21 attendees; three from each region and three at-large candidates.
SESSIONS Selection Interviewing Explore what good and bad hiring decisions can cost an organization; how to analyze a position description to determine needed skills and competencies; and how to write behavior-based interview questions, employ legal and ethical hiring practices, and demonstrate effective interviewing techniques. Coaching and Mentoring Skills Discuss how to build skills in others, including coaching people to higher levels of performance, creating a coaching relationship, and observing and giving effective feedback.
Performance Management Workshop Discuss how to develop action plans for short- and long-term goals; evaluate and document the performance of individuals; apply appropriate disciplinary principles; and identify components of a professional development program. Model Training Program Discuss a five-step model that is a true foundation for a solid training program. Discover the learning factors each individual possesses and how to combine them for effective comprehension.
an um H
FOUNDATION INSTITUTE
Evening
es rc
DAY ONE
ou es R
The three Foundation Institutes are designed to teach the core skills needed in the collegiate foodservice profession and should be taken before attending the Capstone Institutes.
DAY FOUR Welcome Dinner and Introductions
DAY TWO
Morning
Building a Training Model
Working Through Conflict
Noon
Lunch
Afternoon
Talent: Recruitment and Retention
Morning
Selection Interviewing
Noon
Lunch
Afternoon
Essentials of Leadership
Evening
Evening
Dinner on Your Own
Team Meetings
Team Meetings
DAY THREE
Responding/Adapting to Change Dinner on Your Own
DAY FIVE Morning
Facilitator Overview
Morning Setting Performance Expectations, Part 1
Team Presentation Preparation
Tour of Schwan’s Ice Cream Plant and Convenience Specialty Food Plant
Noon
Noon
Lunch
Afternoon Setting Performance Expectations, Part 2
Team Presentations Lunch
Afternoon Group Project Overview and Evaluations Evening
Group Dinner and Graduation
Reviewing Performance Progress
DAY SIX
Evening
Dinner on Your Own
Morning Departure
Team Meetings
Sponsored by
Responding and Adapting to Change Recognizing that everyone has an individual behavioral style, discover how to recognize your reaction to change, manage the change process, and seek and acknowledge others’ reactions. Working Through Conflict Learn to analyze a situation and apply problem-solving and negotiating skills to resolve conflict.
Virtual Operation Work in a team and use case studies to develop a virtual operation that includes an organizational chart; staffing plan; job descriptions; a recruitment program outline; hiring criteria and process; interview questions; and a training program outline with new-hire orientation and ongoing training plans. Teams will be led by experienced foodservice directors serving as coaches and mentors. Key presentations are made by Schwan’s High Performance Development Center team of professional trainers.
HRI
Leadership
INSTITUTE
JUNE 15-20, 2014
Nestlé Culinary Innovation Center • Solon, Ohio
Leaders exist at every level of a foodservice operation, from directors to front-line supervisors. This program focuses on helping you analyze your personal leadership style and effectively get things done through others. At the Leadership Institute, you will learn to: • Recognize and apply basic leadership principles.
– Differentiate leadership styles. – Identify and analyze your leadership style. – Demonstrate ethical decision-making.
• Demonstrate effective team building.
– Apply coaching and counseling skills. – Manage diversity and cultural differences. • Manage group dynamics.
– Effectively communicate your thoughts and ideas. – Demonstrate positive public speaking/ presentation skills. – Create a motivating work environment. – Implement and manage change. Enrollment is limited to 30 attendees; four from each region and six at-large participants.
SESSIONS Setting the Stage Understand the basics that all leaders build from, including understanding basic motivators; the critical balance of trust and respect; characteristics of a high performance team; the relationship between beliefs, perceptions, and behavior, and creating the willingness to follow.
Focus on Self Discover your own leadership style and isolate strengths and areas for growth, including focusing on observable behavior; understanding the importance of aligning intent and impact; identifying strengths and blind spots; developing observation skills; understanding style needs; understanding tension-reaction behavior; and choosing flexibility. Focus on Communicating to Influence Learn to use process to establish directions, get buy-in, and clarify responsibilities including planning, preparing, and presenting.
ad Le
FOUNDATION INSTITUTE
i sh er
The three Foundation Institutes are designed to teach the core skills needed in the collegiate foodservice profession and should be taken before attending the Capstone Institutes.
p
DAY ONE Evening
Welcome Dinner and Introductions
DAY FIVE
DAY TWO
Morning
Focus on Team (continued)
Morning
Setting the Stage
Focus on Managing Change
Noon
Lunch
Noon
Lunch
Afternoon
Focus on Self
Evening
Group Dinner
Afternoon Focus on Managing Change (continued)
Team Meetings
Evening
Group Dinner
Team Meetings
DAY THREE Morning Focus on Communicating to Influence Noon
Lunch
Afternoon Focus on Communicating to Influence (continued) Evening
DAY SIX Morning Presentations of Personal Growth Plans and Personal Action Plans
Graduation and Program Evaluations
Noon
Departure
Dinner on Your Own
Team Meetings
DAY FOUR Morning Tour of NestlĂŠ Professional Culinary Innovation Center Noon
Sponsored by
Lunch
Afternoon Focus on Self (continued)
Focus on Team
Evening
Group Dinner
Team Meetings
Focus on Team Learn how to develop a team profile; adapt to the changing role of leadership; develop clear expectations; provide feedback to develop people and accountability; and how to address dilemmas and solve problems. Focus on Managing Change Discover why people resist change even when it is good, and the importance of focusing on the future. Learn to manage change and build action plans that work.
Personal Development Plan Develop a personal plan for success, applying the principles learned to a real-life example of an opportunity to influence change. All sessions are presented by Tom Champoux and staff of The Effectiveness Institute.
LI
Marketing
INSTITUTE
DECEMBER 2-6, 2014
Coca-Cola World Headquarters • Atlanta, Georgia
Communicating your message effectively is key for attracting and keeping customers. The Marketing Institute focuses on the theory and techniques of marketing a collegiate foodservice program. At the Marketing Institute, you will learn to: • Identify and apply the components of marketing.
– Define marketing, public relations, promotions, advertising, branding, and merchandising. – Discover different tools and methods. – Explore new marketing techniques, including interactive and social media.
• Develop a marketing plan.
– Identify and analyze the market. – Conduct a SWOT analysis. – Establish marketing goals and strategies. – Coordinate and analyze market research. – Develop a marketing budget. – Build and position an image and brand identity. – Evaluate the plan’s effectiveness. – Make changes to increase the effectiveness of the plan. •A pply ethical marketing practices (truth in advertising, disclaimers, product disclosure, etc.).
Enrollment is limited to 27 attendees: four from each region and three at-large participants.
SESSIONS Why Marketing? Examine the importance of marketing in a collegiate foodservice operation. Marketing Tools and Methods Discuss the role and application that public relations, customer relations, branding, and merchandising and promotions have in the marketing process.
Ethics Using industry examples such as gifts, promotions, and vendor incentives, learn how the foodservice department can promote an atmosphere of integrity and ethical behavior in all your marketing efforts. Case Study Work in a small group to find real-world examples of public relations, customer relations, branding, and merchandising and promotions.
M ar tin ke
CAPSTONE INSTITUTE
DAY ONE Evening
g
This program is targeted for the foodservice management professional who has preferably completed the Foodservice Management Institute, Human Resources Institute, and Leadership Institute.
DAY FOUR Welcome Dinner and Introductions
DAY TWO Morning
Mini-Tour of Coca-Cola Campus
What is Marketing?
Marketing Tools and Methods
Identifying and Reaching Your Customers
Morning Marketing from an Administrative Perspective
Developing a Marketing Strategy
Building a Marketing Budget
Building a Marketing Calendar
Working with the Press/Media
Noon
Lunch
Afternoon
Analyzing the Impact of Your Efforts
Noon
Lunch
Coca-Cola Presentation
Afternoon
Competitive Analysis
Case Studies SWOT Analysis Evening
Group Dinner
DAY THREE Morning
Case Study Discussion
Defining and Conducting Market Research
Setting Up Shop
Recap Steps: Developing a Marketing Plan Evening
Group Dinner
Team Meetings
DAY FIVE Morning
Team Meetings
Group Presentations
Branding
Noon
Lunch
Noon
Lunch
Afternoon
Graduation and Program Evaluation
Afternoon
Branding (continued)
Departure
Introduction of Teams and Final Project Evening
Dinner on Your Own
Team Meetings
Branding Learn how to ensure that the branding of the department effectively promotes its mission and is consistent with the strategies defined in the annual marketing plan. Market Research Explore the variety of research methods that can be used to develop an objective basis for planning how to market the foodservice department to maximize customer satisfaction and achieve financial goals.
Sponsored by
Developing a Marketing Plan Learn the essential steps for developing an effective marketing plan, including market research and assessment; market and situation analysis; department/ university integration; marketing goals, strategies, and action; marketing calendars and budgets; plan approval, effectiveness, and measurement; brand development; and continuous improvement.
MI
Planning
INSTITUTE
HELD AGAIN IN 2015
Hormel Foods Corporation • Austin, Minnesota
The first step toward achieving a goal is developing a strong plan. The Planning Institute focuses on the planning components of college foodservices, with emphasis on strategic and business planning. At the Planning Institute, you will learn to: • Identify the critical components of the planning process.
– Identify trends that impact planning. – Analyze the situation. – Use benchmarking in planning. – Establish goals, strategies, and actions. – Develop evaluation standards and measures. – Develop strategies to gain approval of the plan. – Implement and evaluate the plan.
•D efine the differences between strategic and business plans. • Develop a strategic plan and a business plan.
– Think strategically. – Visualize the process. – Develop the steps needed to accomplish your goals. •A pply a dynamic approach to planning in your own situation.
– Review the plan. – Revise the plan. Enrollment is limited to 18 participants; two from each region and six at-large candidates.
SESSIONS Basics of Planning Discuss why it’s important to plan, the different types of planning, how planning in collegiate foodservice has changed, and how to keep a “futures” orientation in your planning in the midst of daily crises and difficulties.
Scanning the Environment for Effective Strategic Planning Discover the trends—in higher education, in the food industry, and on your campus—that affect planning. Developing a Strategic Plan Learn how to identify and analyze the situation; make decisions; implement the plan; evaluate the plan; and revise the plan.
Pl an ni
CAPSTONE INSTITUTE
ng
This program is targeted for the foodservice management professional who has preferably completed the Foodservice Management Institute, Human Resources Institute, and Leadership Institute.
DAY ONE Evening
DAY FOUR Welcome Dinner and Introductions
DAY TWO
Morning
Tour of Hormel Foods Corporation
Noon
Lunch
Afternoon
Means Planning (continued)
Morning
Introduction to Planning Institute
Resource Planning
Sense–Making: Designing the Mess
Evening
Noon
Lunch
Team Meetings
Afternoon Sense–Making: Designing the Mess (continued) Evening
Dinner on Your Own
Team Meetings
DAY THREE Morning
Idealized Design
Noon
Lunch
Afternoon
Idealized Design (continued)
Means Planning Evening
Dinner on Your Own
Team Meetings
Dinner on Your Own
DAY FIVE Morning Implementation Noon
Lunch
Afternoon
Implementation (continued)
Monitoring Evening
Group Dinner
DAY SIX Morning
Team Presentations
Graduation and Program Evaluation
Noon
Departure
Sponsored by
Getting to Yes Explore ways to persuade key stakeholders and leaders that your plan is workable. Find out how to convince colleagues and foodservice staff to join you in accomplishing the plan.
Virtual Operation Work in a team to apply the intellectual and creative steps in the planning process to a simulated collegiate foodservice operation.
Developing a Business Plan Discover how business planning, an outgrowth of strategic planning, ensures that all of the details of the operation are carefully analyzed and implemented to meet the overall goals.
All sessions are presented by Bruce Flye, Jr., a graphic facilitator and expert on strategic planning.
PI
2014 PROFESSIONAL DEVELOPMENT OPPORTUNITIES Pre-Symposium Operator Roundtables
NACUFS “On the Road” at NRA Show
January 22-23 Savannah, Ga.
May 17-20 Chicago, Ill.
Foodservice Directors Symposium and Chef Summit
Financial Management Institute
January 24-25 Savannah, Ga. Continental Regional Conference
February 23-26 Provo, Utah Midwest Regional Conference
March 2-4 East Lansing, Mich. Mid-Atlantic & Northeast Regional Conference
March 19-22 New Brunswick, N.J. Southern Regional Conference
March 24-26 Stillwater, Okla. Pacific Regional Conference
April 3-6 Los Angeles, Calif. Webinar Series: Customer Service Essentials
April 8, 15, 22, 29 www.nacufs.org/webinars
May 31-June 5 Omaha, Neb. Foodservice Management Institute
June 2-7 Buffalo, N.Y. Human Resources Institute
June 9-14 Minneapolis, Minn. Leadership Institute
June 15-20 Solon, Ohio Facilities Management Institute
June 21-25 Troy, Ohio NACUFS “On The Road” at ACUHO-I
June 28-July 1 Washington, D.C. Neighborhood Market Retail Pre-Conference Workshop
July 8-9 Baltimore, Md.
ow
Institute
SCHEDULE
2014
Facilities Management Institute Financial Management Institute Foodservice Management Institute Human Resources Institute Leadership Institute NACUFS National Conference
July 9-12 Baltimore, Md. NACUFS “On The Road” at NACUBO
July 19-22 Seattle, Wash.
Marketing Institute
2015
Customer Service Institute Foodservice Management Institute
NACUFS “On The Road” at NACAS
Human Resources Institute
October 5-8 Montreal, Canada
Leadership Institute
Webinar Series: Benchmarking
2016
October 14, 21, 28, November 4 www.nacufs.org/webinars
Planning Institute
Marketing Institute
Facilities Management Institute
December 2-6 Atlanta, Ga.
Financial Management Institute Foodservice Management Institute Human Resources Institute Leadership Institute Marketing Institute
-I
For a full calendar of events and more information about NACUFS professional development opportunities, visit www.nacufs.org.
2017
Customer Service Institute Foodservice Management Institute Human Resources Institute Leadership Institute Planning Institute
2525 Jolly Road, Suite 280 Okemos, MI 48864-3680
2014 NACUFS INSTITUTES