2012 nacufs institutes brochure

Customer Service Facilities Management Financial Management

Foodservice Management Human Resources Leadership Marketing

Planning Customer Service Facilities Management Financial

Management Foodservice Management Human Resources Leadership

Marketing Planning Customer Service Facilities Management

Financial Management Foodservice Management Human Resources

Leadership Marketing Planning Customer Service Facilities

Management Financial Management Foodservice Management

Human Resources Leadership Marketing Planning Customer

Service Facilities Management Financial Management Foodservice

Management Human Resources Leadership Marketing Planning

Customer Service Facilities Management Financial Management

Foodservice Management Human Resources Leadership Marketing

Planning Customer Service Facilities Management Financial

Management Foodservice Management Human Resources Leadership

Marketing Planning Customer Service Facilities Management

Financial Management Foodservice Management Human Resources

Leadership Marketing Planning Customer Service Facilities

Management Financial Management Foodservice Management

Human Resources Leadership Marketing Planning Customer Service

Facilities Management Financial Foodservice Management Human

2012 NACUFS INSTITUTES

Customer Service

Facilities Management

Financial Management

Foodservice Management

Human Resources

Leadership

Marketing

Planning

Capstone INSTITUTES

Should be taken after completing the Foundation Institutes.

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)

Continuous professional development is critical

for success.

The InstitutesFor 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.

Capstone INSTITUTES

Should be taken after completing the Foundation Institutes.

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 scholarship 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 through NACUFS scholarships, making the institutes an excellent value for participants and their employers.

To learn more about the application, selection, and scholarship process, visit www.nacufs.org/institutes.

Deadline for Summer Institute Applications March 9, 2012

Deadline for Winter Institute ApplicationsSeptember 4, 2012

Customer Service Institute (CSI)

Facilities Management Institute (FacMI)

Financial Management Institute (FinMI)

Marketing Institute (MI)

Planning Institute (PI)

Capstone INSTITUTESThe 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.

Customer Service InstituteHeld 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

Facilities Management InstituteHeld 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

Foodservice Management InstituteHeld 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

Foundation INSTITUTESThe 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.

Human Resources InstituteHeld 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

Sponsored by Schwan’s Food Service

Leadership InstituteHeld 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 Nestlé Professional.

Financial Management InstituteHeld 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

Sponsored by Coca-Cola North America

Planning InstituteHeld 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 Basic American Foods

INSTITUTECustomer Service

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:

• Develop and apply a personal service philosophy that is appropriate for your dining services department and university.

– Review best practices of the Ritz-Carlton “gold standard” of service.

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 RestaurantsExperience and evaluate aspects of customer service while dining at various local restaurants.

Best Practices in Customer ServiceStudy 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 university-specific examples.

Developing a Customer Service CultureLearn 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.

• Develop 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.

• Positively 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.

HELD AGAIN IN 2013Ritz-Carlton • St. Louis, Missouri

SESSIONS

INSTITUTE

Customer ServiceDAY ONE

Afternoon Welcome and Introductions

What is Customer Service?

Why Focus on Customer Service?

Mystery Shopper Assignment

Evening Group Dinner and Ritz-Carlton Presentation

DAY TWOMorning Best Practices in Customer Service:

The Ritz-Carlton “New Gold Standard” Philosophy

Noon Lunch

Afternoon Best Practices: Ritz-Carlton Daily Line-up

Today’s Customers

Evening Small Group Dinners

DAY THREEMorning Tour of True Food Service Equipment

Discussion of True Food Service Equipment Customer Service Philosophy and Best Practices

Noon Lunch

Afternoon Developing a Customer Service Training Program

Evening Dinner and Tour of Washington University Campus Dining Operations

DAY FOURMorning Moving Service from ‘Extra

Ordinary’ to ‘Extraordinary’

Noon Tour and Lunch at Whole Foods and Trader Joe’s

Afternoon Assessments/Metrics with 11 Best Practices

Group Work on Final Project: Customer Service Plan

Evening Group Dinner

DAY FIVEMorning Best Practices

Group Project Presentations

Graduation and Program Evaluation

Noon Departure

Managing Customer ServiceDiscuss 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.

Tour of True Food Service EquipmentIdentify True Food Service Equipment’s customer service philosophy and best practices.

Creating the Customer Service CultureDevelop 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 ProgramSynthesize information from all institute sessions to develop a personal customer service philosophy that you can apply upon returning to your campus.

CSI

CAPSTONE INSTITUTE

This program is targeted for the foodservice management professional who has preferably completed the Foodservice Management Institute, Human Resources Institute, and Leadership Institute.

Sponsored by

INSTITUTEFacilities Management

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.

Foundation of Facilities ManagementLearn 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 EnvironmentKey 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 SecurityExamine contemporary security and safety issues, and develop a plan of action and response.

Facilities Condition AssessmentDiscover 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 EquipmentLearn how a focused process, a planning team, and clear communication contribute to successful facilities planning.

• Effectively manage facilities and equipment through:

– Needs analysis. – Facility and equipment maintenance. – Sanitation, safety, and security. – Facility use and scheduling. – Equipment use and scheduling.

• Evaluate present and future facility and equipment needs.

• Evaluate designs for future renovations and construction.

• Develop a facilities and equipment management operations manual.

Enrollment is limited to 30 attendees: four from each region and six at-large participants.

JUNE 23-27, 2012The Hobart Educational Center • Troy, Ohio

SESSIONS

Facilities Management

INSTITUTE

DAY ONEEvening Welcome Dinner and Introductions

What is Facilities Management?

DAY TWOMorning Foundations of Facilities Management

Characteristics of Modern Foodservice Layout

Sustainability in Design

Noon Lunch

Afternoon Safety and Security

Contracts

Facilities Planning and Construction


DAY THREEMorning Tour of Hobart Facility with Sessions

on Equipment Use and Maintenance

Noon Lunch

Afternoon Tour of Hobart Facility with Sessions on Equipment Use and Maintenance (continued)


DAY FOURMorning Tour of Culinary Support Facility at

Miami University

Facilities Condition Assessment

Layout Analysis

Noon Lunch and Group Activity

Afternoon Layout Analysis (continued)

Energy and Ergonomics


DAY FIVEMorning Principles of Capital Needs;

Space and Asset Management

Practicum: Facility Design


Noon Departure

Characteristics of Contemporary Collegiate Dining FacilitiesSee examples of campus dining facilities and find out what makes them effective.

Layout AnalysisExplore the operational aspect in layout planning, space allocation, receiving, food processing, and serving.

Principles of Equipment SelectionLearn how to select equipment that will meet your needs.

Space and Asset ManagementDiscover three goals of space and asset management, assessing capital needs, and the 80/20 rule.

The State of Food Equipment TechnologyFind 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 FacilityDiscover ways to effectively and efficiently maintain facilities, including keeping maintenance logs, and analyzing equipment.

FacMI

CAPSTONE INSTITUTE


Sponsored by

INSTITUTEFinancial Management

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).

Basics of BudgetingLearn budgeting philosophies, reasons for budgeting, types of budgets, cash vs. accrual accounting, use of historical data, forecasting techniques, depreciation methods, and more.

Using Excel for FoodserviceParticipate in a tutorial that introduces Microsoft Excel® as a financial management tool for foodservice.

Capital BudgetingLearn the purpose of capital budgets, timing of cash flows, time value of money, discounting of cash flows, and capital budget techniques.

The Operational BudgetDiscuss the purpose of an operational budget, forecasting expenses, budget revisions, and revenue and expense variance analysis.

Financial AnalysisLearn 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.

Analyzing Financial StatementsWith a partner, analyze financial statements using a case study.

Meal Plans and Their Financial ImpactDiscover the impact of various meal plans and their financial implications.

• Evaluate 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.

• Collect, 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.

JUNE 9-14, 2012ConAgra Headquarters • Omaha, Nebraska

SESSIONS

INSTITUTE

Financial Management


Tour of ConAgra

DAY TWOMorning Basics of Budgeting

Noon Lunch

Afternoon Revenue Generation Opportunities

Capital Budgeting

Evening Dinner on Your Own

Team Meetings

DAY THREEMorning The Operations Budget

Noon Lunch

Afternoon Financial Analysis

Analyzing Financial Statements


Team Meetings

DAY FOURMorning The Financial Impact of Meal

Plans, Catering, C-Stores and Retail Operations

ConAgra Presentation

Noon Lunch

Afternoon Menu Engineering

Case Study Introduction


Team Meetings

DAY FIVEMorning Contracts and Their Financial Impact

Negotiations

Noon Lunch

Afternoon Final Presentation Preparation


DAY SIXMorning Final Presentations


Noon Departure

Risk Management and EthicsUnderstand the financial impact of risk management and ethics.

Menu EngineeringLearn 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 OperationsParticipate in a discussion on pricing strategies for myriad collegiate retail food operations.

Contracts and Their Financial ImpactExamine the financial impact of contracts including the RFP process, legalities, ethics, negotiations, effective contractdevelopment, and system audits.

The Economy, the Future, and FoodserviceExperience a special presentation provided by the ConAgra Foodservice and Lamb Weston management team.

Revenue Generation OpportunitiesDiscover non-traditional methods that can be used to grow a collegiate foodservice business.

FinMI

CAPSTONE INSTITUTE


Sponsored by

INSTITUTEFoodservice Management

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.

Budgeting, Financial Reports, and Cost ControlsDiscover how financial and operational information is used to develop plans, contain costs, reduce waste, and maximize bottom-line results.

Marketing and MerchandisingLearn how to build a comprehensive marketing plan and develop effective methods for merchandising your operation.

Menu DevelopmentIdentify critical factors in menu engineering; tailoring the menu to various target audiences; and creative food presentation.

• 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.

• Develop 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.

JUNE 4-9, 2012Rich’s Renaissance Center • Buffalo, New York

SESSIONS

INSTITUTE

Foodservice Management

HACCP and SanitationExamine 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 AssuranceExplore the control systems necessary to ensure a consistent delivery of quality products and how these systems are put into practice.

Develop a Virtual OperationWork 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


Organizational Development and Mission Statements

Team Meetings

DAY TWOMorning Cost Control

Noon Lunch

Afternoon HACCP and Sanitation

Reading Financial Reports and Building the Budget

Team Meetings

Evening Group Meeting

Group Dinner

DAY THREEMorning Building the Menu

Quality Assurance

Noon Lunch

Afternoon Introduction of Pizza/Sub/ BBQ Factory

Tour of Rich’s R&D Center

Team Meetings

Group Meeting


Team Meetings

DAY FOURMorning Merchandising and Marketing

Team Meetings with Coaches/Mentors

Noon Lunch

Afternoon Pizza/Sub/BBQ Factory

Team Meetings


Team Meetings

DAY FIVEMorning Presentation of Pizza/Sub/

BBQ Factory

Team Meetings

Noon Lunch on Your Own

Afternoon Final Project Presentations



DAY SIXMorning Departure

FOUNDATION INSTITUTE

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.

Sponsored by

INSTITUTEHuman Resources

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.

Selection InterviewingExplore 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 SkillsDiscuss 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 WorkshopDiscuss 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 ProgramDiscuss 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.

• 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.

JUNE 11-16, 2012Schwan’s High Performance Development Center • Marshall, Minnesota

SESSIONS

INSTITUTE

Human Resources

Responding and Adapting to ChangeRecognizing 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 ConflictLearn to analyze a situation and apply problem-solving and negotiating skills to resolve conflict.

Virtual OperationWork 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


DAY TWOMorning Selection Interviewing

Noon Lunch

Afternoon Essentials of Leadership


Team Meetings

DAY THREEMorning Setting Performance Expectations,

Part 1

Tour of Schwan’s Ice Cream Plant and Convenience Specialty Food Plant

Noon Lunch

Afternoon Setting Performance Expectations, Part 2

Reviewing Performance Progress


Team Meetings

DAY FOURMorning Building a Training Model

Working Through Conflict

Noon Lunch

Afternoon Talent: Recruitment and Retention

Responding/Adapting to Change


Team Meetings

DAY FIVEMorning Facilitator Overview

Team Presentation Preparation

Team Presentations

Noon Lunch

Afternoon Group Project Overview and Evaluations

Evening Group Dinner and Graduation

DAY SIXMorning Departure



Sponsored by

INSTITUTELeadership

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.

Setting the StageUnderstand 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 SelfDiscover 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 InfluenceLearn to use process to establish directions, get buy-in, and clarify responsibilities including planning, preparing, and presenting.

• 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.

JUNE 3-8, 2012Nestlé Culinary Innovation Center • Solon, Ohio

SESSIONS

INSTITUTE

Leadership

Focus on TeamLearn 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 ChangeDiscover 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 PlanDevelop 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


DAY TWOMorning Setting the Stage

Noon Lunch

Afternoon Focus on Self


Team Meetings

DAY THREEMorning Focus on Communicating to

Influence

Noon Lunch

Afternoon Focus on Communicating to Influence (continued)


Team Meetings

DAY FOURMorning Tour of Nestlé Professional Culinary

Innovation Center

Noon Lunch

Afternoon Focus on Self (continued)

Focus on Team


Team Meetings

DAY FIVEMorning Focus on Team (continued)

Focus on Managing Change

Noon Lunch

Afternoon Focus on Managing Change (continued)


Team Meetings

DAY SIXMorning Presentations of Personal Growth

Plans and Personal Action Plans

Graduation and Program Evaluations

Noon Departure



Sponsored by

INSTITUTEMarketing

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.

Why Marketing? Examine the importance of marketing in a collegiate foodservice operation.

Marketing Tools and MethodsDiscuss the role and application that public relations, customer relations, branding, and merchandising and promotions have in the marketing process.

EthicsUsing 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 StudyWork in a small group to find real-world examples of public relations, customer relations, branding, and merchandising and promotions.

• 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.

• Apply 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.

DECEMBER 4-8, 2012Coca-Cola World Headquarters • Atlanta, Georgia

SESSIONS

INSTITUTE

Marketing


DAY TWOMorning Mini-Tour of Coca-Cola Campus

What is Marketing?

Marketing Tools and Methods

Identifying and Reaching Your Customers

Noon Lunch

Afternoon Competitive Analysis

Case Studies

SWOT Analysis


DAY THREEMorning Case Study Discussion

Defining and Conducting Market Research

Branding

Noon Lunch

Afternoon Branding (continued)

Introduction of Teams and Final Project


Team Meetings

DAY FOURMorning 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

Coca-Cola Presentation

Setting Up Shop

Recap Steps: Developing a Marketing Plan


Team Meetings

DAY FIVEMorning Team Meetings

Group Presentations

Noon Lunch

Afternoon Graduation and Program Evaluation

Departure

BrandingLearn 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 ResearchExplore 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.

Developing a Marketing PlanLearn 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

CAPSTONE INSTITUTE


Sponsored by

INSTITUTEPlanning

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.

Basics of PlanningDiscuss 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 PlanningDiscover the trends—in higher education, in the food industry, and on your campus—that affect planning.

Developing a Strategic PlanLearn how to identify and analyze the situation; make decisions; implement the plan; evaluate the plan; and revise the plan.

• Define 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.

• Apply 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.

HELD AGAIN IN 2013Basic American Foods • Walnut Creek, California

SESSIONS

INSTITUTE

Planning

Getting to YesExplore 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.

Developing a Business PlanDiscover 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.

Virtual OperationWork in a team to apply the intellectual and creative steps in the planning process to a simulated collegiate foodservice operation.

All sessions are presented by Bruce Flye, Jr., a graphic facilitator and expert on strategic planning.

PI


DAY TWOMorning Introduction to Planning Institute

Sense–Making: Designing the Mess

Noon Lunch

Afternoon Sense–Making: Designing the Mess (continued)


Team Meetings

DAY THREEMorning Idealized Design

Noon Lunch

Afternoon Idealized Design (continued)

Means Planning


Team Meetings

DAY FOURMorning Tour of Basic American Foods

Noon Lunch

Afternoon Means Planning (continued)

Resource Planning


Team Meetings

DAY FIVEMorning Implementation

Noon Lunch

Afternoon Implementation (continued)

Monitoring


DAY SIXMorning Team Presentations


Noon Departure

CAPSTONE INSTITUTE


Sponsored by

Pre-Symposium Operator Roundtables January 25–26Albuquerque, N.M.

Foodservice Directors Symposium January 27–28Albuquerque, N.M.

Continental Region Conference February 26–29Grand Forks, N.D.

NACUFS “On the Road” at Catersource Conference & TradeshowFebruary 29Las Vegas, Nev.

Midwest Region Conference March 4–7French Lick, Ind.

Mid-Atlantic Region Conference March 7–10 University Park, Pa.

Northeast Region Conference March 11–14Amherst, Mass.

Southern Region Conference March 19–21Nashville, Tenn.

Pacific Region Conference March 25–28San Diego, Calif.

Webinar Series: Sustainability in Collegiate Dining April 3, 10, 17, & 19 www.nacufs.org/webinars

NACUFS “On the Road” at NRA Show May 8 Chicago, Ill.

Leadership Institute June 3–8 Solon, Ohio

Foodservice Management InstituteJune 4–9Buffalo, N.Y.

Financial Management InstituteJune 9–14Omaha, Neb. Human Resources Institute June 11–16 Marshall, Minn.

Facilities Management Institute June 23–27 Troy, Ohio

2012

PROFESSIONAL DEVELOPMENT OPPORTUNITIES

Institute SCHEDULE

2012Facilities Management InstituteFinancial Management InstituteFoodservice Management InstituteHuman Resources InstituteLeadership InstituteMarketing Institute

2013Customer Service InstituteFoodservice Management InstituteHuman Resources InstituteLeadership InstitutePlanning Institute

2014Facilities Management InstituteFinancial Management InstituteFoodservice Management InstituteHuman Resources InstituteLeadership InstituteMarketing Institute

2015Customer Service InstituteFoodservice Management InstituteHuman Resources InstituteLeadership InstitutePlanning Institute

Pacific Region Conference March 25–28San Diego, Calif.

Webinar Series: Sustainability in Collegiate Dining April 3, 10, 17, & 19 www.nacufs.org/webinars

NACUFS “On the Road” at NRA Show May 8 Chicago, Ill.

Leadership Institute June 3–8 Solon, Ohio

Foodservice Management InstituteJune 4–9Buffalo, N.Y.

Financial Management InstituteJune 9–14Omaha, Neb. Human Resources Institute June 11–16Marshall, Minn.

Facilities Management Institute June 23–27Troy, Ohio

“Best of Boston” Pre-Conference University ToursJuly 10–11Boston, Mass.

Catering Pre-Conference WorkshopJuly 10–11Boston, Mass.

Neighborhood Market Retail Pre-Conference WorkshopJuly 10–11Boston, Mass.

NACUFS National ConferenceJuly 11–14Boston, Mass.

Webinar Series: Customer Service EssentialsNovember (Dates TBA) www.nacufs.org/webinars

Marketing InstituteDecember 4–8Atlanta, Ga.

For a full calendar of events and more information about NACUFS professional development opportunities, visit www.nacufs.org.

2525 Jolly Road, Suite 280Okemos, MI 48864-3680

2012 NACUFS INSTITUTES

2012 nacufs institutes brochure

Documents

foodservice programs

foodservice professionals

foodservice operation

institute programs

core of nacufs

nacufs members

foundation institutesshould

nacufs professional