The NACUFS Board of Directors is pursuing a two-track process for strategic planning and governance. The strategic planning process was initiated through the Strategic Planning Committee with discussions about mission, goals, and vision for the association during the National Conference. The second phase of the process involved appointing a Governance Work Group to help the association identify and understand the issues that must be addressed within the realm of governance.
The Governance Work Group has been announced. Visit president Mark LoParco's blog for more information.
NACUFS president Mark LoParco was featured as a speaker at TEDxUMontana, speaking about the University of Montana's farm to college program as a practical application of food democracy and food citizenry. This program won a gold medal in the Procurement Practices category for the 2013 NACUFS Sustainability Awards.
Be sure to follow his blog to find out what all went into preparation for this presentation and keep up with what's going on with the association.
The NACUFS Board of Directors is beginning to implement its second phase of the strategic planning process by appointing a Governance Work Group to assist in identifying and understanding the issues that must be addressed in the realm of governance. The findings and recommendations of the Governance Work Group will assist NACUFS in future decision-making and achieving results for membership.
With the new school year starting, we know that you are working hard to make sure your students, faculty, and staff are well-fed and having a good experience on campus. While you're working hard putting on programs, creating outstanding recipes, and acknowledging those who stand out among your staffs, be sure to review the guidelines for NACUFS' number of awards.
Our awards timeline:
January 31: National recognition award nominations
Each year, NACUFS gives out several national recognition awards to honor individuals and organizations for their outstanding service to the association and its membership. These awards include:
January 31: Sustainability Award entries
The NACUFS Sustainability Awards annually recognize and honor member institutions that have demonstrated outstanding leadership in the promotion and implementation of environmental sustainability, specifically as it relates to campus dining operations. These awards support the globally accepted triple bottom line philosophy, a method of evaluating operational performance by measuring financial success as well as environmental sustainability and social responsibility—also known as “people, planet, profit.”
February 14: Clark E. DeHaven scholarship applications
The Clark E. DeHaven Scholarship Trust, established in 1990, honors Clark E. DeHaven, NACUFS' first executive director. Its purpose is to provide merit scholarships to students at member institutions who are committed to pursuing careers in accredited programs in the foodservice profession or related areas.
March 7: C-Store Award entries
Recognizing leadership in product mix, marketing, layout, design and great new ideas, the C-Store Best in the Business competition provides an opportunity for college and university campuses to share stories of their latest improvements and highlight their retail and convenience store best practices.
Named for a NACUFS founder, past president and highly regarded innovator, the Loyal E. Horton Dining Awards celebrate exemplary menus, presentations, special event planning, and new dining concepts, and provide an avenue for sharing ideas and creative presentations in campus dining services. The categories include:
April 30: Nutrition Award entries
The nutrition committee has several contests aiming to help member institutions advance their culinary expertise by acknowledging successful promotions and outstanding recipes. Contests are open to all NACUFS institutional members. This year, the categories for entry are as follows:
Best of luck to all our members on a successful start to the new school year. If you have any questions or would like more information, please contact our office at (517) 332-2494 or email firstname.lastname@example.org.
As I come back from the conference and reflect on the past nine months I’ve had with NACUFS, I want to thank you all for your hospitality, dedication, and service to this association. The national conference was a prime example of the kind of people that make up our membership. You are all humble, hardworking, and devoted to your profession, the industry, and to NACUFS.
NACUFS is in a strong position as an organization, but we are at a pivotal moment in time. From an organizational standpoint, NACUFS is not in a start-up or turn-around situation. It is however, in need of realignment. Volunteer-driven organizations have a tendency to add on new initiatives to serve a variety of member interests over time. At the outset, this is strategic. But, as organizations age, they begin to resemble Christmas trees in terms of the numbers of products, programs, and services they provide to myriad customer target markets. Their focus on core customers can get lost, and if they aren’t data-driven, they have no means to critically add or eliminate programs. They become activity driven and they move from strategic to tactical in their decision-making.
Associations have evolved and it’s time for NACUFS to assess where we’re going strategically and how we’re governed. More than ever, Boards are focusing their energies on the outcomes they want to achieve and how to measure success and delegating management decision to staff and volunteer committees. Association staff members are likewise becoming more professional and able to guide the association with improved business systems, data, and technology.
The research is clear that today’s associations are responding to heightened member demands for service and effectiveness in a variety of ways. Successful associations are revising their governance to be able to react quickly to change and responsive to member needs, using data to achieve and be accountable for measurable objectives and outcomes, and making tough choices.
Good organizations stop and listen. They define measurable success for the organization and the profession. They then develop a plan to implement. They do it as a unit; by pointing everyone in the same direction toward common outcomes.
I have been very fortunate in my career to be involved in some transformational moments or organizational change that involved pulling volunteers together to move in a common direction towards major goals and measureable outcomes. It’s my intention to help lead NACUFS in this direction. We will be referencing 7 Measures of Success, What Remarkable Associations Do That Others Don’t as we proceed. We’ll post more about that in coming months.
NACUFS is fortunate to have a dedicated and hard-working staff of association professionals who are very talented at what they do. The majority of the staff has worked at NACUFS four years or less, coming from other associations and bringing fresh perspectives and new ideas. They would like to actively engage in taking NACUFS forward.
It is not my place to tell you what your dreams should be. I am here to serve you and grateful you selected me to guide NACUFS forward. As we head into strategic planning, I want you to consider the following question: What outcomes do we want to achieve? How will we define and measure success? Are we having the right conversations to achieve that success? How would key stakeholders and decision-makers describe your value to your institution’s mission? How can we all elevate the value of dining services on campuses?
Our goal is for the membership and staff to be moving in the same direction in strategic planning and governance. We want to be a nimble association that can react quickly to change and stay on top of what’s coming next. We want to re-examine the association as a whole and see what we can be doing differently to achieve outcomes. We want professionals in the foodservice industry to think of NACUFS when they seek the latest information about their profession, high quality education and networking opportunities. In order to do these things, we have to grow and change together as one unit. We have to have the same goals. We have to move in the same direction.
I look forward to what the future holds for us. Please feel free to leave a comment or contact me with questions at any time.