Professional Practices Visitation University of Montana

Section 2.1 continued Vision/Mission Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable.. Section 2.2 continued Structure Status Key: Y=Yes; N=No; PI=Partia

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V ISITATION R EPORT

October 29 - November 2, 2006

University of Montana Missoula, Montana

TEAM MEMBERS

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College of the Holy Cross

Ms Patricia Lee Klos

Director Dining & Business Services

& Retail EnterprisesUniversity of RichmondRichmond, VA

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transmitted in any form or by any means, electronic or mechanical, including but not limited to photocopying, recording or by any information storage and retrieval system, without the prior express permission in writing from the

National Association of College & University Food Services

The National Association of College & University Food Services

2525 Jolly Road, Suite 280

Okemos, MI 48864-3680

Web: http://www.nacufs.org/nacufs

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Abstract

University Dining Services (UDS) completed a comprehensive peer review calledthe Professional Practices Review in fiscal year 2007 UDS first completed a self

assessment based on the National Association of College and University Food Services

professionals from the university food service industry was invited to The University of Montana to assess our operations A comparison of the self assessment and team’s

findings were completed for each chapter Action plans were developed for each practice requiring change

opportunity to participate in a Professional Practices review and will use the findings to:

1 Ensure that UDS is performing in accordance with professional standards

2 Gather information to help the department grow strategically

3 Provide best practices education for the staff

4 Use organized peer review as a great assessment tool

5 Focus on departmental weaknesses to prioritize change and allocation of resources

6 Drive strategic, operations, and capital plans

Assessment Procedure

The NACUFS (National Association of College and University Food Services)

Professional Practices Visitation Program provides colleges and universities with a voluntary and non-binding operational review of their food service departments The

reviews are based on the Professional Practices in College & University Food Services

Manual (PPM), published by NACUFS The PPM is an assessment guide and

professional development tool Visitation teams use the PPM to review the degree to

which best practices are being met in an operation

The Professional Practices Visitation Program uses experienced food service directors and senior managers (listed below) to conduct on-site diagnostic reviews Host

institutions receive both oral and written reviews All recommendations are voluntary and are aimed at improving an institution’s food services by comparing current conditions

with the best practices outlined in the PPM

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Professional Practices Manual Chapters

Professional Practices Manual to team leaders and committees Committees were

comprised of UDS and non-UDS members as we involved key stakeholders in the self review process

The committees met and reviewed each chapter in detail The entire UDS

Management team reviewed the committees work and submitted comments This self review was sent to the peer review team comprised of the following individuals:

Team Leader:

Arthur Korandanis, Director of Auxiliary Services, College of the Holy Cross

Sharon Coulson, Foodservice Director, University of California-Davis

Mary Lou Kennedy, Director of Dining & Bookstore Services, Bowdoin College

Patti Klos, Director of Dining Services, Tufts University

Mona Milius, Associate Director of Residence/Dining, University of Northern IowaBlake Widdowson, Associate Director of Cash Operations, University of RichmondChristine McLane, NACUFS Member Services Coordinator

On Thursday, November 2nd, the visitation team presented an oral report of their findings to UDS Senior Management, the Vice President for Student Affairs and other

UM executive officers A formal written report was submitted to UM President

Dennison, Vice President Teresa Branch and the UDS Senior Management Team

Following the publication of the review committee, chapter chairs were asked to review any areas where discrepancies existed and investigate Short term action plans were developed and completed for any immediate needs, and other areas were flagged forattention during our strategic planning process and for upcoming Unit Operations Plans

Findings

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areas for improvement included:

1 A better recruitment, orientation and training process should be developed

for all staff

2 Communication within the department should be improved, especially

between operations and between management and classified staff

Recommendations

Assistant Director for Training and Staff Development

unit specific management

2008-2013 Strategic Plans and in Unit Operational Plans as appropriate

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Table of Contents

What is NACUFS? iii

NACUFS Mission Statement, Purpose, & Code of Ethics iv

Preface v

The Professional Practices Visitation Report vii

1 Executive Summary

Chapter

2 Organization

3 Planning

4 Marketing

5 Operational Controls

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W HAT IS NACUFS?

The National Association of College & University Food Services is the trade association for foodservice professionals at more than 625 institutions of higher education in the United States, Canada and abroad

Founded in 1958, NACUFS provides members with a full-range of educational programs, publications, management services, and networking opportunities

In addition to colleges and universities, over 400 industry suppliers are members of the

association These companies exhibit at national and regional showcases, serve on standing committees, and participate in various educational conferences

NACUFS is governed by a national board of directors and six regional councils and uses volunteer committees, project teams, and professional staff to deliver service to its members

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Mission Statement

The mission of NACUFS is to promote the highest quality of foodservice on school, college and university campuses by providing educational and training opportunities, technical assistance, related industry information, scholarships, and support for research to the membership

Purpose

The purpose of NACUFS shall be:

• To advance the highest standards of foodservice on school, college and university campuses;

common interests, goals and objectives;

publications, discussions and research;

• To advance the cause of good nutrition;

• To work cooperatively with professional associations in the fields of higher education and thefoodservice industry towards the attainment of compatible objectives

Code of Ethics

NACUFS members shall:

• Promote the highest standards of food, customer service, nutrition, food safety, and

sanitation;

• Maintain the highest standards of professional and personal conduct;

• Perform all business activities in a manner that is consistent with the policies of their

employers and NACUFS

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Creating Professional Practices in College and University Food Services has been the largest

professional development activity NACUFS has ever undertaken One hundred seventy-eight NACUFS members responded to a needs analysis questionnaire and more than 50 members volunteered their time to work on reviewing, rewriting and editing The result is a premier resource for defining excellence in college and university food services

The Professional Practices Manual (PPM) is built on the foundation of the NACUFS Mission, Purpose and Code of Ethics The PPM is a tool for identifying how a food service department measures against an ideal set of operational characteristics, while taking into account the needs specific to that institution

The PPM also served as the guiding document for the review requested by University of

Montana The objective of this review is to determine the status of implementation of each applicable principle and accompanying practices, and offer suggestions for further

implementation to achieve the spirit of these voluntary and non-binding guidelines within the vision and mission of the department

The writers of the PPM considered the food service needs of schools ranging from the smallest community college to the largest comprehensive research university Each NACUFS member is different; therefore, each school uses different processes and techniques to achieve its mission and best serve the campus community The goal of each member school should be to implement the principles and practices necessary to support students, the food service department and the university community The vision and mission of each food service department and the

institution it serves should be the cornerstones of all activities and services provided by the department

We believe that the PPM identifies "principles of best practice" that will help define the

profession of college and university food services into the 21st century Food service

departments contribute to the campus community by providing different service styles and locations, by encouraging interaction between customers and staff, and by being responsive to the culture of each campus There is no one right or wrong way to organize college and

university food service departments, provide products and services to customers or implement the PPM NACUFS intends the PPM to be one of many good resources available for improving operations and services

The sequence of chapters in the PPM provides an organizational model to facilitate development

of a food service department from the ground up This format provides the user a logical

sequence to aid in finding information

NACUFS makes the PPM available to it members as a service, with the understanding that it is aset of voluntary and non-binding guidelines for food service departments While the association provides the PPM primarily as an internal development tool, members may also use it as a basis for developing food service policies and procedures, as an internal audit guide, as a checklist for training and development and as a framework for communication

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The decision by your institution to implement these principles and/or practices or request peer assistance through NACUFS, is entirely voluntary.

NACUFS members who participate in peer review teams do so as volunteers The association does not assume any legal responsibility for the use or application of the principles and/or practices or peer assistance in any situation associated with such implementation

The key to successful use of the PPM is as a guide for self-study Through a self-study, the dining service department thoroughly assesses whether it meets the spirit and intent of the PPM

By using Professional Practices in College and University Food Services as a guide, each

NACUFS member has an opportunity to become a leader in their campus community

A number of published resources were used in developing the PPM We recommend that those who use the manual also make full use of published resources from your institutions’ library, local libraries, the Internet and your own professional reference library

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The Professional Practices Visitation Report

Throughout the Professional Practices Visitation Report, there is a rating scale for each practice The NACUFS members who developed the PPM, on which this report is based, believe that implementing the principles and practices will improve the overall professionalism of the food service department However, implementation of any or all aspects of this report is voluntary andNACUFS in no way mandates implementation of the principles or practices

The rating scale does not lead to an overall score The scale focuses the assessment of each practice individually compared to processes that the food service department currently uses Individual principles and practices should interact with and support each other and not stand alone As each component of a food service department is part of a total organization, individual principles and practices are part of the total report We encourage you to consider the purpose of the entire report and not limit your focus to one or a few principles and practices

The review team used this same rating scale in making its assessment In addition, the team comments offered additional oral and/or written remarks The focus of both the internal and external review processes is to continually improve the quality of the food service department through ongoing assessment, analysis and implementation of professional principles and

practices

Status of Practices Key:

PI Partially Implemented The department has implemented the practice in some, but not

all, appropriate areas, there is institutional shared governance of the practice, or the

implementation is in process but not complete The reviewer should state the

reasons for determining the partial implementation status.

E Exempted The department follows this practice but another department on campus

administers it Explain in comments section.

NA Not applicable The practice does not apply in this food service department.

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Section 1.1 Legal Impact

Principle: The foodservice department respects all laws, regulations, and

policies, and demonstrates full compliance with legal and regulatory requirements.

Status Key: Y=Yes; N=No; PI=Partially Implemented; E=Exempted; NA=Not Applicable (See p x.)

Status:

Y 1.1.1 A system is in place for keeping the department informed of

changes and developments in laws, regulations, and policies affecting the department (Cross-Reference: 2.3.10; 2.3.11; 2.3.12)

The dining services department has a good relationship with the legal counsel as well as the Environmental Health and Safety Department They are promptly advised of changes or developments that may affect the department.

federal, state, and local laws and regulations, as well as departmental and institutional policies.(Cross-Reference: 5.4.1; 5.5.1; 6.1.2; Sec 6.2; 6.6.8; 6.11.4; 6.11.8; 6.13.1; Sec 6.15; 8.5.5; 8.6.1; Sec 9.1; 9.4.7; 9.9.13; 10.6.3; 10.7.2; 10.7.3; Sec 11.1; 11.2.8; 11.2.18; 11.4.8; Sec 12.1; 12.2.3; 12.2.9; 12.4.12; Sec 12.5; Sec 14.3; 15.6.8)

customers, where appropriate, of laws, regulations, and policies that might affect their behavior or rights while on thefood service department’s or institution’s premises (Cross- Reference: 6.4.2; 6.6.12; Sec 6.15)

policies governing business activity, financial accountability, and taxation are accurate and honest, submitted on or before deadlines, and satisfy applicable legal or regulatory

requirements.(Cross-Reference: 5.2.3; 5.2.4; 5.2.11; Sec 5.5; 6.2.5; 11.1.5)

that inspect or audit the activities of the department Reference: 9.9.14; 9.9.31; Prin 9.10; 11.1.3; 11.2.7; 11.2.36; 11.2.37; 11.2.48; 14.3.7)

(Cross-(This section is continued on the next page.)

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Section 1.1 (continued) Legal Impact

Status:

for regulatory permits and licenses, as applicable under federal, state, or local laws and regulatory codes (Cross- Reference: 1.1.2; 10.7.2)

The dining services department is viewed as very pro-active with regard to pending regulation changes The department is usually aware of changes and has strategies to address them.

restricted products, such as alcoholic beverages and tobacco products, to minors. (Cross-Reference: 10.4.15; 10.7.8)

service and discontinues the sale or service of alcohol to any individual who is exhibiting physical signs of alcohol impairment. (Cross-Reference: 10.6.3; 10.7.5; 10.7.6; 10.7.7)

Catering serves alcohol at University Foundation events and handles the service appropriately An outside vendor is used for all cash bar events.

Practice#: Comments:

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Section 1.2 Integrity

Principle: The foodservice department promotes an atmosphere of

professionalism, integrity, and ethical behavior in dealing with colleagues, students, administration, faculty, and the public.

Status:

include principles of professional ethics, honesty, and integrity related to job duties and responsibilities. (Cross- Reference: 2.3.14; Sec 6.5.3; 6.6.14; 8.1.3; Sec 8.3)

fairness, and integrity in a manner consistent with the NACUFS Code of Ethics (Cross-Reference: 6.5.3; 6.6.14)

department has incorporated a professional code of ethics into the way staff members act in the workplace (Cross- Reference: 6.5.3; 6.6.14 ; 8.1.3 )

and document each alleged violation of the code of ethics in

a timely manner, and follow through with appropriate corrective action (Cross-Reference: Sec 6.11)

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Section 1.3 Community Involvement

Principle: The staff members of the foodservice department make a positive

contribution to the educational, social, and economic development of the campus and local community

Status:

involved in campus events, task groups, and campus and local community organizations, when appropriate, to help those activities and organizations achieve their goals.(Cross- Reference: 1.3.2; 4.6.6; 4.6.7; 6.8.8)

and off campus on professional topics or issues related to their positions at work (Cross-Reference: 10.5.2)

write articles for publication in news, trade, and professional publications (Cross-Reference: 4.6.3; 4.6.5; Sec 10.5)

to tour the department’s facilities and dine as guests of the department (Cross-Reference: Sec 4.6)

other informational materials to campus and external community organizations, describing the department and its services (Cross-Reference: Sec 4.6; Sec 10.5)

Section 2.1 Vision/Mission

Principle: The foodservice department has clearly defined and communicated

its vision and mission to staff members to provide the focus for departmental behavior.

Status:

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Y 2.1.1 The department’s vision and mission statements are

consistent with the institution’s vision and mission Reference: 2.1.2; 2.2.6; 3.1.3; 3.1.5; 3.1.8; 3.2.6; 4.1.1; 4.2.3; 6.5.3; 6.6.3; 6.6.5; 6.9.1; 15.1.2; 15.5.1)

desired direction and market position for the department, andprovides a basis for establishing long-term priorities (Cross- Reference: 3.1.3; Sec 3.2; 4.1.1; 4.2.3)

department’s identity, constituency, and primary purpose for existing (Cross-Reference: 3.1.3; 3.1.5; 4.2.3)

statements of the department with participation from all levels of staff, plus individuals from outside the department,

as appropriate. (Cross-Reference: 3.1.5; Sec 3.2)

mission statements at least annually and revise them, if needed, to reflect changes in long-range direction, identity, constituency, and departmental focus Following the review, departmental management is timely in communicating changes to upper administration and individuals and groups impacted by the change.(Cross-Reference: 2.3.10; 3.1.5; Sec 3.2; 3.3.1)

(This section is continued on the next page.)

Section 2.1 (continued) Vision/Mission

Status:

widely disseminated throughout the department (e.g., in staffmember handbooks, manuals, web pages, planning

documents), institution, and external communities, as appropriate (Cross-Reference: 4.2.3; 4.2.7; 4.4.5; 4.4.6; 4.6.5; 6.9.1; 15.5.1)

The vision and mission statements need to be reinforced more frequently beyond the initial hiring process.

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PI 2.1.7 Staff members of the department emphasize the vision

and mission statements in orientation, training, staff meetings, and performance review sessions. (Cross-Reference: 2.2.6; 2.3.14; Sec 6.5; 6.6.3; 6.9.1)

The guidelines are shared at employee orientation; additional review and referencing would be helpful.

state the departmental vision and mission and relate them to their job duties (Cross-Reference: 2.2.6; Sec 6.5; 6.6.3; 6.9.1)

Most members cannot recite the statements, but some can relate the key element(s).

PI 2.1.9 A clear sense of mission is evident in the way the staff

members make strategic and operational decisions in the department and conduct day-to-day activities (Cross-Reference: Sec 3.2; Sec 3.3)

The service seems to be evident in the day to day operations;

however, the mission is not referenced as an integral part of the decision-making process.

Section 2.2 Structure

Principle: The foodservice department has a logical system for defining lines of

authority and responsibility, assigning span of control, and delineating individual job responsibilities to achieve the mission of the department while maximizing efficient and effective use of human resources.

Status:

visually depict the lines of authority, areas of responsibility, and reporting relationships within the department (Cross- Reference: 2.2.6; 2.2.7)

Y 2.2.2 The organizational structure provides a logical, effective,

and efficient framework for operating the department Reference: 2.2.5; 2.2.6; 2.2.7)

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(Cross-As positions become vacant, the department reviews the organizational structure before automatically hiring a replacement.

Y 2.2.3 Position titles are descriptive of job functions and are gender

neutral (Cross-Reference: 6.1.1)

to the lowest appropriate level, permitting staff members to exercise personal discretion in performing their jobs (Cross- Reference: 2.1.9; 3.3.5; 10.7.5)

This practice depends on the situation and the manager’s willingness

to delegate and the employee’s capacity to “own” the decision.

commitment to diversity and maximizing the potential of all staff members (Cross-Reference: 4.5.3; Sec 6.8; 10.1.7 )

There is a good balance between the potential to move up and hiring from the outside for infusion of new ideas The Culinary Skills Workshop is a great example that provides support for the culinary career ladder This also creates pride and loyalty to the department.

Section 2.2 (continued) Structure

Status:

opportunities to discuss the department’s organizational structure, reporting relationships, and formal communicationchannels through a variety of means including orientation, training, staff meetings, and performance review sessions, with a focus on achieving the department’s vision and mission (Cross-Reference: 2.1.7; 2.1.8; 2.2.7; 6.5.3; 6.6.3)

Follow–up discussions to reinforce and integrate the department’s vision and mission throughout all of the above communication channels do not occur.

the organizational structure to all affected staff members (Cross-Reference: 2.1.7; 2.2.6; 2.3.10)

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Section 2.3 Policies and Procedures

Principle: The foodservice department has written up-to-date internal policies

and procedures covering each aspect of the operation.

Status:

institutional policies and have the approval of the institution, when appropriate (Cross-Reference: 2.3.9)

policies and procedures that includes meaningful staff member participation (Cross-Reference: 2.3.10; 2.3.12; 4.3.1; 6.5.2)

department’s mission (Cross-Reference: Prin 2.2)

members consider essential to operating the department in anorderly, safe, and accountable manner (Cross-Reference: 1.1.3; 1.2.2; 6.5.3)

corresponding policy (Cross-Reference: Prin 2.2; 2.2.2; 2.3.6)

terms, and easy to understand and apply (Cross-Reference: 2.3.9; 2.3.10; 2.3.12; 6.5.2)

For the most part this practice has been met.

accountable for following policies and procedures Reference: 6.1.1; 6.5.3)

(Cross-For the most part this practice has been met.

to, or waivers of, policies and procedures fairly, and thoroughly documents these exceptions (Cross-Reference: 1.2.4; 6.7.2)

Not all exceptions have been documented.

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Section 2.3 (continued) Policies and Procedures

Status:

Y 2.3.9 A process is in place that supports the revision of existing or

the development of new policies and procedures to meet the changing needs of the department or institution (Cross- Reference: 2.3.10)

The department is very close to meeting this practice.

PI 2.3.10 Staff members of the department review all policies and

procedures at least yearly, revise them as appropriate, and promptly communicate changes to appropriate individuals and groups (Cross-Reference: 1.1.1; 1.1.3; 2.2.7; 2.3.9; 6.6.7; 6.7.6; 6.15.1)

The department is very close to meeting this practice.

of the department widely throughout the department so they are available for reference, as needed (Cross-Reference: 1.1.3; 6.7.6; Sec 6.15)

PI 2.3.12 Staff members discuss the application of policies and

procedures appropriate to specific positions during orientation, training, staff meetings, and performance review sessions to ensure clear understanding (Cross-Reference: 2.2.6; Prin 6.5; 6.5.2)

Policies are reviewed during employee orientation.

the staff the department’s official stand and policies related

to campus or community issues that could impact the operation of the food service department.(Cross-Reference: 6.5.2; 6.5.3; 11.2.24)

N 2.3.14 An up-to-date operations manual is available for reference

and training with topics such as current customer service standards, uniform requirements, hours of operation, and departmental policies (Cross-Reference: Section 6.5)

Not every operation has an operations manual.

Section 3.1 Situation Analysis

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Principle: The foodservice department uses a planning process that increases

the probability the department will successfully accomplish its mission.

Status:

each year before developing an annual marketing plan and operating budget (Cross-Reference: 2.1.5; 2.3.10; Sec 3.1; 3.2.1; 3.3.1; 4.1.2)

There is not a departmental marketing plan.

analysis process in an efficient, effective, and timely manner.(Cross-Reference: Prin 2.2)

conditions and reflects a clear understanding that the vision and mission statements are the cornerstones and guides of the department The analysis focuses on determining where the department is in relationship to its vision and mission (Cross-Reference: Sec 2.1)

as customer satisfaction surveys, student, faculty, and staff input, as well as a competitive analysis of on- and off-campus food service operations in terms of menu, pricing, and targeted market segments (Cross-Reference: 4.1.4; 4.1.6; 4.1.7; 4.1.8; 4.1.10; 7.7.2; 14.1.5)

Several aspects of this practice are considered and used There is a need to formalize the process.

department review their shared values and consider how these values relate to achievement of the vision and mission

of the department (Cross-Reference: Sec 2.1; 3.2.6)

The departmental vision statement is not considered in the process.

Section 3.1 (continued) Situation Analysis

Status: Practices:

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Y 3.1.6 Staff members preparing the annual situation analysis

consider the challenges and opportunities presented by changes occurring in the economic and political environment (Cross-Reference: 3.1.7; 3.1.10; 4.1.2; 4.1.3; 15.5.3)

department’s strengths, weaknesses, opportunities, and threats (SWOT analysis) considering its position in the marketplace (Cross-Reference: 3.1.6; 3.1.10; 4.1.2; 4.1.3; 15.5.3)

Rating is partially implemented because a SWOT analysis is not conducted The assumptions section of the Operating Plan covers some of this, but there was no evidence presented of a complete SWOT analysis being conducted.

potential events and conditions that are likely to affect the department as it strives to accomplish its mission and achieve its vision (Cross-Reference: 2.1.1; 2.1.3; 2.1.5; 2.3.9; 3.1.3; 3.1.6; 3.2.2; 3.2.6; 4.1.2)

planning groups throughout the institution

evaluates the potential impact of planned changes within the institution that might affect the department (Cross-Reference: 2.3.9; 3.1.7; 3.1.8; 3.2.2; 3.2.11; 4.2.6)

Section 3.2 Long-Term Planning

Principle: The foodservice department has a formal, written long-range

strategic planning document that provides a vision of the future, reflects the department’s long-range decision-making process, and supports its short-term operational planning.

Status:

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PI 3.2.1 A system is in place for developing, reviewing, revising,

updating, and communicating long-term strategic plans The long-term strategic plan is reviewed and updated annually (Cross-Reference: 3.3.1; 5.2.2; 13.1.1; 14.1.1; 15.2.4; 15.4.10; 15.5.2)

The most current strategic plan has expired and the findings from this review will be used for developing the next plan

food service needs for the next 6–10 years, or a timeframe consistent with the institution’s long-term planning process (Cross-Reference: 2.1.2; Chap 14; 15.2.4; 15.4.10; 15.5.2)

At this point, there is not a current strategic plan.

customers, students, vendors, and institutional representatives (Cross-Reference: 3.2.4; 13.2.1; 14.4.2)

All audiences listed in this practice were not included in the development of the last plan.

experienced in food services and service concepts, strategic planning, financial management, technology systems, facilitydesign, and management, or other areas as needed to assist inthe strategic planning process (Cross-Reference: 14.1.4; 14.1.6;

14.4.2; 15.2.3)

size and staffing of the department (Cross-Reference: 15.3.2)

Section 3.2 (continued) Long-Term Planning

Status:

covered by the long-term plan, consistent with the department’s mission, vision, and values, and the institution’s strategic plan (Cross-Reference: 3.2.7; 3.2.8; 3.2.9; 3.2.11; 3.3.2; 3.3.3; Prin 4.1; 4.2.3; 15.1.1; 15.5.2)

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Y 3.2.7 Goals are realistic and achievable in relationship to the size

of the department, budgetary considerations, and the goals ofthe institution. (Cross-Reference: 3.2.6; 3.2.8; 3.2.9; 3.3.2; 3.3.3; 4.2.3)

The department realizes the need to clearly define departmental wide goals to make them realistic, achievable, and measurable

The department administration demonstrated a clear understanding

of how goals should be written, measured, and part of the performance appraisal process.

benchmarks they use to measure the department’s progress inachieving the long-range goals, which include such factors asfinances, quality, satisfaction, sanitation, and return on investment (Cross-Reference: 3.3.2; 4.2.3)

evaluating departmental performance in relationship to goals and plans and there is general agreement over what

constitutes acceptable levels of deviation from plans. Reference: 3.2.8; 3.2.10; 3.3.2; 3.3.7; 4.2.3; 5.2.21; 5.2.22; 5.2.23; 5.2.24)

(Cross-The budget office provides no guidance for acceptable deviations The department has a policy of adjusting the budget for any variance over $1,000.

process for deciding what action is necessary to bring unacceptable deviations from the plan back on course (Cross- Reference: 3.2.9; 3.3.7; 5.2.21; 5.2.23; 5.2.24)

Section 3.2 (continued) Long-Term Planning

Status:

improvement projects required to accomplish the specified goals (Cross-Reference: 13.1.1; 13.1.5; Chap 14)

available to sub-units of the department and to the appropriate institutional administration (Cross-Reference: Sec 3.3; 13.1.1; 13.1.5; Chap 14)

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Section 3.3 Short-Term Planning

Principle: The foodservice department and each of its sub-units prepare

operating or action plans for short-term periods that are consistent with the approved long-term plans for the department.

Status:

updating, and communicating short-term plans Reference: 3.2.1; 5.2.2)

measurable objectives covering the upcoming 1–5 years and leading to the goals defined in long-term plans (Cross-

Reference: 3.3.6; 3.3.7; 4.2.3; 4.2.5)

objectives and action plans for their parts of the department that contribute in a predictable way to the achievement of thedepartment’s overall goals and objectives (Cross-Reference:

3.2.12; 3.3.5; 4.2.5)

departmental and sub-unit objectives and action plans duringthe planning process (Cross-Reference: 3.3.3; 15.4.17)

short-term operational or action plans routinely to guide the daily decision-making process in the department (Cross-Reference: 3.3.4; 3.3.6; 3.3.7; 4.1.4; 4.2.5; 5.2.21; 5.2.24; 7.2.2; 14.1.5; 15.4.10; 15.5.5)

Section 3.3 (continued) Short-Term Planning

Status:

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PI 3.3.6 The staff members of the department are able to state and

explain their short-term objectives and how achievement of them will contribute to the long-term plans of the

department. (Cross-Reference: 6.9.4; 6.9.6)

Department assessment states that staff do not always have a clear understanding of goals and objectives However, there is evidence that the performance review documentation accomplishes most of this

continuously evaluate their operational performance against the objectives stated in short-term plans, and then adjust performance or objectives, as appropriate. (Cross-Reference: 3.3.5; 3.3.6; 4.2.5; 5.2.23; 5.2.24)

Operational objectives are not measurable.

Section 4.1 Market Research/Assessment

Principle: The foodservice department conducts market research to provide an

objective basis for planning how to market and manage the department to maximize customer satisfaction and achieve fiscal goals.

Status:

vision, and goals of the department (Cross-Reference: 2.1.5; 2.1.9; 2.3.3; 3.1.3; 4.2.3; 10.1.8; 10.3.4)

at least once each year and updates the analysis whenever there is a significant change in the marketplace that might impact the marketing strategies of the department (Cross- Reference: 3.1.1; 3.1.6; 3.1.8; 15.5.3)

A market analysis is conducted only on new products and for introduction of new venues An annual review of major competitive products and services with off campus vendors would be beneficial.

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N 4.1.3 Departmental management objectively identifies the

food service program’s strengths, weaknesses, opportunities, and threats (SWOT analysis) before beginning to plan marketing strategies for the coming year (Cross-Reference: 3.1.7; 15.5.3)

Conducting an annual comprehensive SWOT analysis for the whole department and individual operations may help to formulate, anchor, and coordinate marketing efforts This would assist in identifying opportunities to leverage marketing dollars more effectively.

Section 4.1 (continued) Market Research/Assessment

Status:

using a variety of techniques (e.g., conversations with customers, suggestion boxes, focus groups, committees of students and other customers, comment cards, satisfaction surveys, web-based surveys, and other appropriate means) (Cross-Reference: 3.1.4; 4.1.5; 4.1.6; 4.1.8; 6.7.9; 7.2.2; 10.1.11; 14.1.5; 15.6.17)

A variety of these techniques are used to gather customer feedback

In some locations comment cards are not readily available or visible

to customers They appear to get lost among other documents and signs.

members to monitor customer satisfaction during meal periods and record relevant observations for use in future planning (Cross-Reference: 7.2.3; 10.1.3; 10.1.11; 15.4.11)

(e.g., retail sales, board participation, missed meal factor, plate waste, secret shopper survey information, and the success of other establishments within the market area) to assess customer acceptance of the department and its variousprograms and outlets (Cross-Reference: 5.2.2; 5.2.24; 10.2.7; 10.2.8; 10.3.6)

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N 4.1.7 On campuses with some food services operating

independently from the main food service department, the management of campus dining objectively tracks the popularity of these competitive on-campus operations to assess the reasons for their popularity and to provide a basis for effective marketing (Cross-Reference: 3.1.4)

While there is some promotion of the contracted venues in the departmental marketing pieces, these operations are not studied to understand the key factors that affect the operation’s success

Section 4.1 (continued) Market Research/Assessment

Status:

emerging food service trends, using a variety of methods, such as, visits to other campus food service programs and commercial food service establishments, benchmarking surveys, and formal and informal customer feedback (Cross- Reference: 4.1.11; 7.1.3; 7.1.7; 14.1.5; 15.2.1)

performance to the programs and outlets of the department todetermine needed adjustments in marketing or operations to increase customer satisfaction (Cross-Reference: 4.1.4; 4.3.4; 4.3.5; 6.6.9; 7.2.3; 7.2.4; 10.3.6; 10.4.7)

in the direction of using, electronic data gathering and analysis to increase efficiency and accuracy in analyzing market research information This might include reports frompoint-of-sale terminals, computer-based menu and

forecasting systems, and web-based surveys. (Cross-Reference: 4.1.6; 4.3.5; Chap 13)

Existing technology supports electronic data gathering (POS system and CBORD) There is movement to conduct surveys on-line.

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PI 4.1.11Departmental management solicits broad-based input

when researching and assessing market trends, including data collected by other departments within the institution, such as residence life and admissions. (Cross-Reference: 4.1.4; 4.1.8; 4.2.1; 4.3.2; 4.3.3; 7.1.3; 7.2.1; 7.2.5; 14.1.5)

Research efforts of the university and dining services are coordinated to some extent Sharing university-gathered data regarding incoming student demographics would benefit dining services marketing efforts.

Section 4.2 Marketing Plan

Principle: The foodservice department prepares a written marketing plan and

integrates it with the strategic, financial, and operating plans of the department.

Status:

involving department staff members, customer focus groups, and university administrators (Cross-Reference: Sec 4.1)

There is not a comprehensive departmental marketing plan.

thorough market research process (Cross-Reference: Sec 4.1)

While marketing research is conducted, this does not translate into a comprehensive plan and strategies.

mission and defines goals in measurable terms with realistic timeframes that permit assessment of actual performance against the goals (Cross-Reference: 3.2.8; 3.3.2; 4.2.5; 4.2.6)

N 4.2.4 The marketing plan matches facilities and services with

clearly identified target markets and customer segments to focus the energies of the operation toward optimizing the opportunities in each defined group (Cross-Reference: 3.1.4; Sec 4.1; 4.4.4; 10.6.5)

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Section 4.2 (continued) Marketing Plan

Status:

that provide specific marketing, advertising, promotional, and public relations strategies, and a tracking mechanism for achieving marketing goals (e.g., short-term objectives, marketing events, assigned responsibilities, timeframes, and evaluative criteria) (Cross-Reference: 3.2.10; Prin 3.3; 3.3.3; 3.3.4; 3.3.5; 4.2.8)

Managers for each operation establish operational goals including promotions and merchandising plans It would be beneficial for the marketing manager to be involved in the goal setting process for each unit in order to more fully utilize the expertise of the marketing manager, to link market research findings to the goals, and to create and implement measurements for the effectiveness of the strategies.

brand identity for the department and its mission, and this focus is evident throughout advertising and promotion plans and strategies, including advertising copy, promotional displays, signage, website pages, and other printed marketingmaterials (Cross-Reference: 2.1.3; 2.1.5)

subsequent action plans are working documents and that the marketing and operational strategies of the department follow the plans (Cross-Reference: 4.4.2; 4.4.5; 4.5.1; 4.6.1; 4.6.5; 10.6.1; 10.6.5; 15.2.4; 15.5.3; 15.5.5)

Section 4.3 Customer Relations

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Principle: The foodservice department promotes a positive relationship with all

internal and external customers, especially students, and openly solicits comments from all customers about how to improve the food service program.

Status:

staff members and customers (especially students), and management and staff actively solicit comments and questions from all customer groups (Cross-Reference: 1.1.3; 4.1.4; 4.3.3; 6.7.8; 10.1.11; 10.5.7)

as customer committees and focus groups that include students, to define ways to improve the food service programs (Cross-Reference: 4.1.4; 4.2.1; 4.3.3; 6.6.9; 7.2.1; 7.2.3; 7.2.5; 10.1.11; 10.6.22; 14.1.5)

as, or greater attention than, comments or complaints from institutional administration, faculty members, or other customers (Cross-Reference: 4.3.1; 4.3.4; 6.6.9; 7.2.3; 7.2.4; 10.3.6; 10.4.7; 10.4.8)

complaints quickly; when management is unable to resolve acomplaint quickly, it keeps the customer informed of

progress (Cross-Reference: 4.3.3; 4.3.4; 6.6.9; 7.2.3; 7.2.4; 10.3.6; 10.4.7)

posts, as appropriate, the results of customer assessments for staff members, customers, and institutional administration to see (Cross-Reference: 4.1.4; 4.1.6; 4.1.8; 7.2.2; 14.1.5)

Assessments are shared with staff and selected institutional administrators They are not shared with customers

Section 4.4 Advertising

Principle: The foodservice department prudently purchases advertising to

promote its mission and achieve its marketing plan.

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Status:

consistent with the strategies defined in the annual marketingplan, and each advertising campaign has clearly stated objectives (Cross-Reference: 4.2.5; 4.4.2; 4.4.3; 4.4.4; 4.4.5; 4.4.6; 10.7.3; 15.5.3)

There is not a marketing plan nor are there measurable, defined goals for advertising.

advertising well before placing the ads as part of the overall marketing plan, and there is clear evidence that the actual placement of advertising is an implementation of this component of the marketing plan (Cross-Reference: Sec 4.2; 4.4.1; 4.4.4)

Without a marketing plan and measurable strategies, evidence does not exist to show that the advertising efforts are accomplishing goals.

advertising costs in the annual operating budget and prudently manages advertising expenses to effectively use the budgeted funds (Cross-Reference: 4.2.5; 4.4.4; 5.2.1; 5.2.20; 5.2.21)

There is not a marketing budget.

concerning advertising, appropriate departmental staff members place ads in the best available media for reaching the defined market segments; this may include print media, radio, television, outdoor displays, the Internet, and other available media as planned and budgeted (Cross-Reference: 4.2.5; 4.4.1; 4.4.5; 4.4.6)

There is not a marketing plan that provides units with defined marketing segments for cohesive planning and budgeting.

Section 4.4 (continued) Advertising

Status:

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N 4.4.5 Advertising copy is consistent with the department’s mission

statement and marketing plan, and designed to meet specific campaign objectives (Cross-Reference: 4.2.5; 4.4.1; 4.4.4; 4.4.6)

Advertising is consistent with the mission statement but not linked to

a marketing plan.

media placement schedules developed by advertising agencies before placement to ensure that ads are consistent with the department’s mission statement, marketing plan, andcampaign objectives (Cross-Reference: 4.2.5; 4.4.4; 4.4.5)

component to evaluate its effectiveness against the campaign’s stated objectives.(Cross-Reference: 4.2.5; 4.4.1; 4.4.8)

Most promotions are created to promote goodwill and fun experiences, without measurable objectives It appears that the fun and goodwill targets are met

marketing plan also addresses specific objectives and is evaluated for effectiveness (Cross-Reference: 4.2.5; 4.4.1; 4.4.7)

Section 4.5 Merchandising and Promotions

Principle: The foodservice department has an ongoing program of

merchandising and creates special promotions to attract new business, increase interest among existing customers, and support seasonal themes and institutional events on campus.

Status:

department are consistent with the strategies defined in the annual marketing plan (Cross-Reference: 4.2.5; 8.3.7; 10.1.12; 10.2.10; 10.2.11; 10.4.1; 10.4.2; 10.4.3; 10.4.4; 10.4.5; 10.4.6; 10.4.7; 10.4.8)

There are merchandising and promotional activities However, they are not linked to a marketing plan.

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N 4.5.2 The training programs for managers and staff members

include instruction in merchandising techniques focused at maximizing customer satisfaction and achieving budgeted financial goals of the department (Cross-Reference: 2.3.14; 6.6.1; 6.6.9; 6.6.10; 6.6.13; 10.4.7; 10.6.3; 10.7.5)

Some assistance regarding marketing would be helpful for merchandising training in all units.

that recognize religious or ethnic events, considering student body diversity, institutional support, and community

diversity (Cross-Reference: 4.2.5; 4.2.7; 4.5.1; 7.1.7; 7.1.8; 8.3.6; 10.1.7; 10.6.12)

that support themes on campus approved by the administration and themes related to the overall departmentalmission and marketing plan (Cross-Reference: 4.2.5; 7.7.11; Sec 10.3; Sec 10.4)

Section 4.5 (continued) Merchandising and Promotions

Status:

regular basis and adjusts them, as needed, to achieve budgeted financial goals (Cross-Reference: 3.1.4; 4.5.6; 7.1.13; 7.3.7; 10.2.7; 10.2.8; 10.6.5; 15.4.11; 15.5.8)

pricing and multiple sizing, as appropriate, to improve check average, sales per customer, and customer satisfaction (Cross- Reference: 4.5.2; 10.2.9; 10.4.6)

Section 4.6 Public Relations

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Principle: The foodservice department uses a variety of public relations media

and communications to make the campus and local community aware of its mission and operations beyond its advertising efforts.

Status:

consistent with the strategies defined in the annual marketingplan and applicable institutional policies regarding contacts between representatives of the institution and representatives

of the media (Cross-Reference: 4.2.5; 4.2.6; 4.2.7; 4.2.8; 15.5.3)

Although the department does an excellent job in public relations, there is not a marketing plan to anchor the efforts.

representatives to tour the facilities to develop relationships that lead to positive public relations media support (Cross- Reference: 4.6.3; 4.6.4; 4.6.5; 4.6.8; 11.2.30; 11.2.48)

writers to prepare press release articles and stories pertaining

to newsworthy departmental events and submit them to campus and local newspapers, national publications, trade journals, and the NACUFS office (Cross-Reference: 4.2.5; 4.6.4; 4.6.5)

representatives in advance of major departmental changes that are newsworthy at a campus, local, state, or national level, and invites the media to cover the events when they occur The department makes it a practice to submit a copy

of each press release to the NACUFS office (Cross-Reference: 4.6.2; 4.6.3; 4.6.5; 4.6.8; 11.2.30; 11.2.48)

Section 4.6 (continued) Public Relations

Status:

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N/A 4.6.5 When the department uses a public relations agency,

management personnel review press releases and media coverage plans before submitting the articles to the media, toensure consistency among the department’s public relations effort, marketing plan, and mission statement (Cross-Reference: 4.2.5; 4.6.3; 4.6.4; 11.2.30; 11.2.48)

institution, the department sponsors campus and community nonprofit activities to promote goodwill and enhance the nonprofit mission of the community organization (Cross- Reference: 4.6.7; 4.6.8; 6.8.8; 12.5.7)

volunteer for community nonprofit and campus causes and activities in the name of the department to promote the community image of the department and enhance the quality

of life of the volunteers (Cross-Reference: 1.3.1; 1.3.2)

representatives to cover special events within the department

as well as participation by the department or its staff members in nonprofit and campus activities (Cross-Reference: 1.3.1; 1.3.2; 4.6.2; 4.6.3; 4.6.5; 4.6.6; 11.2.30; 11.2.48; 15.3.17; 15.3.18)

communicate its mission and programs, as reflected in the design and content of its website and links to other relevant sites In addition to a positive public relations focus, the department’s website might include information such as menus, special events, dining options, nutrition information, and employment opportunities (Cross-Reference: 2.1.6; 4.1.4; 4.2.7; 4.4.4; 7.1.13)

The dining service’s Web Site contains relevant information on all of the topics listed Incorporating specific nutritional profiles of individual menu items would be beneficial.

Section 5.1 Data Management

Principle: The foodservice department ensures all staff members who process

electronic data participate in training in computer skills and systematically back up electronic data to minimize the potential for data loss

Tiêu đề	Professional Practices Visitation Report
Tác giả	Mr. Arthur Korandanis, Ms. Mona Milius, Ms. Sharon Coulson, Mr. Blake Widdowson, Ms. Patricia Lee Klos
Trường học	University of Montana
Chuyên ngành	University Dining Services
Thể loại	report
Năm xuất bản	2006
Thành phố	Missoula

Định dạng
Số trang	192
Dung lượng	3,91 MB