Western Regional Conference Town Hall Meeting

Western Regional Conference in Scottsdale, AZ – 2011

Town Hall Questions and Answers Provided by David Ivey-Soto

There were many who attended the Town Hall Meeting, several people were in the room more than five minutes before the questions were asked. Below are my responses.

Please feel free to let me know if you want clarification on any of my answers here. I will post my answer to any question I am asked to answer.

What have you done during your term? [Question addressed to all candidates.]

I have worked hard to fulfill my vision for the American Culinary Federation to move forward and become more business-like and have a more corporate structure. We have begun the reform process. We have developed a strategic plan. We have established a vision. I have worked hard – with a great deal of resistance at times – to maintain the strategic process within the Board of Directors and move the tactical issues to the committees and a the National Office staff.

We have a great deal of transition to continue to work on. We need to implement the strategic plan.

How are we going to continue to support the apprenticeship program after the federal grant is done? [Question addressed to all candidates.]

I have been making the argument that we need to seek outside funding for our organization. When we struggled with the issue of ACF Culinary Team USA, I stressed that we need to be setting the groundwork for outside funding so we do not continue to have to struggle with how to fund ACF Culinary Team USA. The business manager has refused to take on the challenge – even with my offers to help with the legwork.

As the apprenticeship program continues to grow through the streamlined process facilitated by the grant, we can realize efficiencies through larger numbers as participants. Yet, we need to be working to garner new sources of cash flow. And, this can not come on the backs of the members of the ACF!

We need to be aggressively pursuing additional federal grants. Not only that, but also we need to pursue foundation grants, corporate sponsorship from outside of the foodservice industry, and other sources.

Eventually, we need to be able to run the ACF not on the funds of the dues, but on the funds of our programs.

What will you do to keep the professional chef and what will you do to bring in more chefs? [Question addressed to all candidates.]

As we have been able to help chapters behave as businesses, we are seeing growth in chapters who have established business plans and focused the chapter's mission and vision. This is the way we can grow the organization. We are a federation; the success of the chapters is the success of the organization. This is organic growth.

We also need to be listening to the industry. We need do be listening to members of our profession who have not chosen to join the ACF and address their concerns, needs, and wants.

We, as the organization, need to grow and change with the industry and the culinarians entering the industry. We need to be a business addressing the customer.

How do we organized our conference to address the participation of the competitors, those who want to watch the competitions, and the seminars and other activities of the conference? [Question addressed to candidates for President.]

I have said it before. We need to look at the components of the conference and ask ourselves are we fulfilling the mission and needs of the conference in the most efficient way. This is tough job. We need to look at all of the different players and the needs of each of them. We need to ask ourselves if we need to change our template. I think we do. Do I have the answers? No. This needs to be looked at carefully and properly vetted. A commission, if you like, needs to address these issues and look at ways to change for the better.

How do we capitalize on the business-model of a strong local membership? [Question addressed to candidates for President.]

We are a federation. It is the business of the chapter to run its business. In the strategic plan, we have the initiative to establish a chapter toolbox. This toolbox will provide the tools to help the chapter run its business. Part of that is the "best practices" aspect.

Harnessing the local chapter member and see how those members can develop into long-term national members is vital to the growth of the organization.

Addressing the issue of nutrition, how do you see it being maintained as a focus of the ACF and how does the Chef and Child Foundation play a part in that? [Question addressed to all candidates.]

The Chef and Child Foundation is the philanthropic arm of the ACF. The partnerships we develop through the Chef and Child Foundation strengthen the ACF. The nutrition seminars, the relationship with Clemson University, and more help strengthen all of the players involved. We need to continue these relationships and grow new ones.

Nutrition needs to be a bedrock of what we do as culinarians. We feed the nation. One of the fastest growing aspects of the industry is the healthcare industry. Nutrition is vital.

What are you going to do to work with "first timers" to the conferences and bring them into the fold and make them feel wanted? [Question addressed to all candidates.]

I make it a point to sit with different people at seminars, meals, and other activities. I take time to chat with people in the hallways and during different breaks. I want to know what makes people come to the conferences.

There are many different types of first timers. They run the gamut. In fact, I think we are missing one important market of potential first timers.

We need to aggressively pursue bringing non-ACF members to our conferences and convention. What better place or venue do we have to show off the value of the ACF than our conferences and convention?

What is your vision in focusing on bringing healthcare chefs into the organization? [Question addressed to all candidates.]

I think we need to take the lead of the National Pastry Chef Committee and establish like committees for different segments of our industry. I proposed this at the very beginning of this administration. It was not well-received and we have not gone in that direction.

Healthcare chefs are definitely high on the list of segment chefs we need to be addressing. And, as we do, we will continue to see growth within the organization.

How do we address the bylaws aspect of the chapter membership versus the national ACF membership? [Question addressed to candidates for President.]

The bylaws are vague in this area. However, as a federation, we can not mandate to the chapters how they run their business. We can only insure that they are operating legally.

I would like to see the ACF develop a structure that embraces local chapters' need to establish the proper working mechanisms to grow not only the individual chapters, but also the overall organization. As I have looked at the local member model more and more, it makes more and more sense. It is a great way to bring in new members, strengthen the chapter, and provide value to our vendors and purveyors.

How do you envision downsizing the National Office? [Question addressed to candidates for President.]

No one has proposed to downsize the National Office. We have looked into the efficiencies of the running the organization; this is what is needed when looking at the best way to run a business.

What is your position on having a chef on staff at the National Office as a subject matter expert? [Question addressed to candidates for President.]

I would simply say that it only makes sense if there is appropriate return on the investment and fits into our programs. And, for it to fit into our programs it would need to be fulfilling the mission and vision statements. I am open to a study on that. I would love to see the proposal for that.

How do you envision downsizing the National Office? [Question addressed to candidates for President.]

No one has proposed to downsize the National Office. We have looked into the efficiencies of the running the organization; this is what is needed when looking at the best way to run a business.

Have you visited local chapters; are you willing to able to visit the chapters? [Question addressed to candidates for President and Vice President.]

As often as possible, when my business travels take me to areas, I make it a point to visit local chapters. I have done that many times. I get a great deal out of those visits and I know that the members do as well.

How are you going to get the word out and encourage students to get more involved? [Question addressed to candidates for President.]

Chef Jon-Paul Hutchins brought us wonderful insights during his keynote address during General Session. Wow. there was a great deal of power there.

We need to be helping students find places of work where the ACF is nurtured. We need to help develop more apprenticeship sites. We need to address the cultural and generational needs of the next generations of the industry. We need to be flexible and grow with the times.

What are the specific changes you envision that will attract us to come to the regionals? [Question addressed to candidates for President and Vice President.]

As I mentioned before, we need to be look at what the aspects of the conferences are. We need to look at how to fulfill them and ask ourselves is there a different way to address those needs. We need to find appropriate venues to get the input from the membership. I believe we need to do more scientific surveys that will give us imperial data that will allow us to move forward.

Central Regional Town Hall Meeting

Central Regional Conference in New Orleans, LA – 2011

Town Hall Questions and Answers Provided by David Ivey-Soto

There were many who attended the Town Hall Meeting, even with the early time. Below are my responses.

Please feel free to let me know if you want clarification on any of my answers here. I will post my answer to any question I am asked to answer.

I understand that there is an elimination of the lifetime memberships. Is there an elimination of lifetime memberships and "dues for life?" [Question addressed to candidates for President.]

Currently, we still have the provision for someone, who is over 65 and has been an ACF member in good standing for at least the previous ten years, one is eligible of lifetime membership. Any change to this process would have to be a change to the bylaws.

How are we going to help the chefs in their 50s and 60 who lose their jobs? [Question addressed to candidates for President.]

We are a federation. As such, it is important that we maintain the integrity of the local chapter. With that being said, it is important that those in need reach out to their local chapter for assistance.

Statistically, chefs who have earned certification earn more money. For example, a CEC tends to make approximately $10,000 more than one who is not.

One of the great assets of the ACF is the networking aspects. I am, personally, constantly being asked for referrals or for references. I have assisted many in establishing new working relationships.

Another asset we have is the job posting service on the Website.

What can we do to bring the students more into the fold during the regional conferences? [Question addressed to candidates for Regional Vice President.]

I believe strongly that we need to revisit what and why we are doing different things. In fact, that is part of the strategic plan. We need to address: What is the value to the ACF? What is the value to the member? What is th value to the student member? What is the value to the non-member? What is the value to our sponsors? What is the value to our vendors? In essence, what is the value and purpose of all of the different things we do and in terms of the conferences in particular.

I feel it is important that we bring the students more into the fold during the conferences. I also feel we need to be reaching out to non-members. Think about it. What better example of what the ACF is and what the ACF does than at the regional conferences? Yet, we keep it a secret and a mystery to the non-member. I look forward to the day when the non-members of the conferences outnumber the members of the ACF. That is, until we get to the point when we have a strong, broad, inclusive, and vibrant membership. This will not happen unless we open the door to non-members at our conferences.

Additionally, we need to better understand the needs of the industry – and all of its players – to have conferences that attract new members for the ACF.

Using technologies to "capture" our events and activities here at the conference would be great! Perhaps it could be sold as a way to defray the costs of developing and delivering the content. [Question addressed to candidates all candidates.]

I like the idea. We need to be cognizant of several issues. One primarily one is that mediocre content looks very bad if not edited properly. It is important that we balance the desire to deliver content with the image of the ACF. We do not need to be open to criticism. We do not need to deliver something that will hurt our image instead of enhance it.

This is a great example of a wonderful idea that needs to have people – through committee and/or task force – to vet the process and the delivery. It is not the job of the Board of Directors to deal with the tactical issues. It is the job of the Board of Directors to take great ideas such as this one and develop the proper channels and process for making it happen – for making it successful.

Looking at the so-called "Colorado model," how does this affect area specific chapters? What is the impact that will have? [Question addressed to candidates for President.]

The "Colorado model" does not call for the abolition of area specific chapters. In fact, it really enhances them. There are presently three tiers that are being discussed. Area specific chapters would fit nicely into one of the tiers. For example, the Washington, DC Metropolitan area encompasses three jurisdictions (five if one counts the military and federal government) and straddles two regions. Memphis is another example of such as metropolitan area.

One of the major impacts of the aforementioned model is the transition to business processes. Using an executive director and other support staff to coordinate the efforts of the chapter helps the organization grow and develop. And, an area specific chapter would benefit from that. And, it would be able to – in some cases – benefit from the resources of a larger more expansive chapter. The different tiers of chapters allow each of them to help each other. It is a win-win situation.

We hear of "bringing value" to the membership on a regular basis. We are at a stagnant level of membership. What about offering an insurance plan for the membership? [Question addressed to all candidates.]

We did have an issuance plan in the past. There was not a great deal of participation. I used it. However, the insurance carrier pulled out of the program due to lack of participation.

All businesses look at that are the best ways to practice. As we continue to expand our business-like approach to operations, we too, will be modifying our programs to benefit all.

This is another area where we need to have a committee address these types of benefits. In fact, we have a committee for that purpose – Membership Enhancements Committee. The chair is Chef Elizabeth Baase; the board liaison is Chef Bill Tillinghast.

What can we do to join forces with other groups to provide resources? [Question addressed to all candidates.]

We are working on developing, strengthening, or re-establishing relationships with other groups.

Ultimately, if we are not addressing the needs of our members and potential members, they will go somewhere else. It is just like any other business. If a restaurant does not grow and develop while expanding and addressing the needs of the neighborhood, the patrons will go elsewhere.

At the same time, when restaurants work tougher, they all do better.

It is very important that we continue to address the needs of the industry. Also, if other organization deliver certain services better and more efficiently than we can, we should benefit from that. Likewise, we can provide services to other groups they can not deliver.

Do you believe in adhering to the bylaws? What is your position as it pertains to chapters that are less than fifty miles from each other? [Question addressed to all candidates.]

I am very passionate about bylaws. I have been working on ensuring that changes to the bylaws are done for universal impact as opposed to specific impact. I like to think of this correlation: the bylaws are to the policies and procedures as the US Constitution is to the laws.

The mileage provision is no longer in the bylaws. I was on the Bylaws and Resolutions Committee at the time when the bylaws were changed. It was my position that we need to not put such restrictions. It needs to be reviewed by the Regional Vice President. For example, Washington, DC is very different from Baltimore, MD which is very different from Annapolis, MD. Yet, they are all less that fifty miles from each other. Each city has a chapter. Each chapter works with the others at times.

As we help each chapter to behave more business-like these apparent conflicts will subside and strengths in partnership will develop.

What is the process of promoting the logo? What is being done to help it gain recognition? [Question addressed to all candidates.]

The unification of the logo has gone a long way to better recognition of the logo. Yet, the unification happened less than eight years ago. It will take more time. Yet, it is the responsibility of the membership and the local chapters to continue to promote the logo. I encourage the chapters to use it in publications, advertisements, banners, and more. I encourage members to do the same.

Is there a better way for us to take advantage of our sponsors beyond the trade show? [Question addressed to all candidates.]

Absolutely! This goes to the need to review what we do and why we do it. I believe wholeheartedly we need to look into creative ways to address the needs of the membership and the sponsors. Perhaps infomercial seminars that are highlighted as such; perhaps a room could be provided to a sponsor or set of sponsors for them to have a hospitality or rest area for members during the conference; perhaps there are several other types of ways to address those needs.

Again, this is a tactical issue that needs to have proper vetting and analysis. I am very open to any suggestions. I am sure so is the Convention Committee. It is chaired by Chef Chris Neary; the board liaison is Chef Michael Ty.

Clarence Shields

Candidate Endorsement of Chef Ivey-Soto

by Clarence Shields

Le Cordon Bleu – Miami

I've known Chef David Ivey-Soto for over 20 years as a foodservice professional. I first got to know him while he was running operations in St. Thomas, USVI.

As an ACF member and culinary student at Le Cordon Bleu - Miami I proudly endorse him for reelection as ACF National Secretary. The dedication and professionalism that he has brought to the position is apparent in all that he has done.

Northeast Regional Conference in Columbus, OH – 2011

Town Hall Questions and Answers Provided by David Ivey-Soto

As usual, there were many who attended the Town Hall Meeting. Below are my responses.

Please feel free to let me know if you want clarification on any of my answers here. I will post my answer to any question I am asked to answer.

We have decided to go to electronic voting. There is not a ballot being mailed to Senior Chefs. There are Senior Chefs who do not have email or computers. What can be done or will you do to insure that Senior Chefs are sent a ballot so they may vote? [Question addressed to candidates for President.]

The Nominations and Elections Committee has developed the policies and procedures for the elections process. It is important that the hard work that the committees do is not undermined by the Board of Directors. This issue was addressed by the Board of Directors. The committee reviewed the process and determined that the process that is being used by the balloting company handling the election does not require an email address. As such, even a chef – whether they be a Senior Chef, Professional Culinarian, Culinarian, or Student Culinarian – who does not have an email address would still be able to vote so long as they were able to access the Internet. The ability for an eligible voter to have access to the Internet is universal. Therefore, the Nominations and Election Committee determined that no paper ballot would be necessary. The Board of Directors supports the committee's findings. The committee did the tactical work while the Board of Directors did the strategic work and policy was established. This tactical issue really should be addressed to the Nominations and Elections Committee. I am comfortable and supportive of the work of the committee. We did encourage the committee to do its due diligence. And they did.

If elected, where do you see the role of Chef and Child going forward? [Question addressed to all candidates.]

Chef and Child is a very important part of the American Culinary Federation. It is our philanthropic arm. It is a vital part of the organization. The nutrition focused seminars at all of the regional conferences and at the national convention are sponsored by Chef and Child. Chef and Child has also developed relationships with other organizations – very visibly and vitally is the relationship with Clemson University. Chef and Child can continue to forge these relationships and continue to expand the scope of the American Culinary Federation. It has been instrumental in establishing the relationship with First Lady Michelle Obama's Chefs Move to Schools program. I see the Chef and Child being able to continue developing relationships and partnerships of mutual benefit. It is a wonderful outlet to share with the general public the great actions of the American Culinary Federation.

What is the role of the National Secretary? [Question addressed to candidates for National Secretary.]

The job description is laid out in the following document: http://www.acfchefs.org/download/documents/elections/National_Secretary_Job_Description.pdf In addition, I view the job of the National Secretary as the person who helps facilitate the operations of the American Culinary Federation. As a function of working with the Bylaws and Resolutions Committee, it is the job of the National Secretary to insure that the proper structure of the organization is developed and that all aspects of the organization has proper policies and procedures to follow. Currently, the policies and procedures of the organization need review and alignment. There are conflicting aspect and even to inaccuracies that need to be addressed and cleaned up. I would like to be able to achieve in the coming two years a top-to-bottom review and alignment of these operational tools.

It is also part of the fiduciary responsibilities of the Board of Directors in general to be cognizant of the operations of the individual chapters. For this reason, I have taken on the challenge of insuring that all chapters are in compliance. This will take a long way toward behaving more businesslike.

As evident in the Strategic Plan, we have developed an alignment strategy that will enable the organization to operate as a business and therefore grow.

When a Associate Members have been long-time members and local chapter supporter, what kind of life-time recognition can be given to these valuable partners? Upon retirement why can't they be given the same rights as professional members?

It is very important that we do not make bylaws changes that effect only a finite segment of the operation. Bylaws changes need to deal with universal structure and should be developed as such. I made the recommendation to the person who submitted a bylaws change dealing with this issue to address it in a different manner. The proposal was to establish a category of membership that would relate to Associate Members. It was my suggestion that the proposal be along the lines of establishing a reward for longevity and continuity. Such as a lifetime membership plateau for an individual who had maintained a continuous membership relationship with the American Culinary Federation for, say, twenty-five years, or perhaps thirty years. That detail – of length of service – could be one established based on due diligent review. This approach would have a universal impact on the membership.

In the specific case that is being dealt with, there are several approaches that can be taken. One would be to change the category of membership to Culinary Enthusiast – if the concern were about money. Another would be for the chapter to convey the membership – if the concern were about recognition. A combination of these could be done if both were an issue.

As a federation, it is the responsibility of the local chapters to run their business. As such, it is the local chapter's issue as to how to ultimately run its business and how to handle such a valuable asset to the chapter and the American Culinary Federation.

This is a rebuilding year for our chapter. What do you see as your role as Regional Vice President to help chapters grow? [Question addressed to candidates for Vice President.]

Again, we are a federation. It is the job of the chapters to run their business and grow it as viably as possible.

With that said, it is the job of the American Culinary Federation to provide programs, initiatives, support, and more to the membership – addressing the needs of the industry in general and the membership specifically. If the national organization has the proper strategic process, it is my belief, that a properly run business, as a local chapter should be, will grow and thrive. It is for this reason that a Strategic Plan has been developed. We are still far away from implementing it. We are in the process and the reform has begun. I would like to complete this first phase of the process.

Would it be possible for the Northeast Region to have a calendar of events for the educational workshops? It seems as though the size and scope of the workshops are small. The announcement of these workshops tends to accompany the registration and they fill up fast. It there a way to have the workshops put on by chapters? [Question addressed to candidates for Vice President.]

Everyone seemed to be in agreement on this point. Yes. It would be great to grow the workshop process to where there were an annual calendar in place. The program is in its infancy and needs to be further developed. Yet, the program is a great one and it has had great success in a very short period of time.

The apprenticeship program and the grant that is supporting it have provided great growth. The Department of Labor grant is coming to its end. What do you see as a way to harness the momentum? [Question addressed to candidates for President and Vice President.]

The program and the grant that has supported it has been fantastic. I have been making the argument for quite some time now that we need to be looking for sustainable external sources of revenue. We have long grown beyond the "pass the hat" stage. And, we can not continue to tax our membership this way.

I see three clear areas where we need to pursue sustainable support:

Government grants.

Foundation grants.

Non-foodservice corporate sponsorship.

It takes a great deal of effort to establish these relationships. Yet, once done and fulfilled, a great burden is relieved of the membership. It would be great for us to be able to reduce our membership dues. It would be great for a chapter to request funding for a competition or a practical exam from a sunning source dedicated to education. It would be exciting for culinary teams – student, regional, and more – to be able to request funds from the same or similar fund. The list could go on and on. It is my opinion that we as an organization need to dedicate the necessary efforts to attract such long-term, sustainable funding for the organization.

What steps would you take to insure the highest percentage of students remain in the ACF? How can students be more involved? How can we bridge the students to become Professional Culinarians? [Question addressed to candidates for President.]

I believe strongly that we need to be addressing the needs of our "customers." That is what smart businesses do. We need to find out from students what they need and want. We need to provide the appropriate programs that meet these needs.

Additionally, I am passionate that schools and students need to work together to find employment opportunities with ACF certified chefs. And, ACF certified chefs need to work to not only hire students, but also encourage their employees to be members of the American Culinary Federation.

It seems as though we do not have "room" for intermediary members of the organization. I say this with all due respect. We need to have better programing that addresses the intermediary aspects of career development. At our regional conferences, we see many students, educators, and executive chefs. We do not see many line cooks. We do not see many supervisors. We do not see many sous chefs. What messages are we sending? The students notice this!

We need programming – and the regional conferences would be a wonderful venue for this. We need programming that focuses on these needs. We need to be working to have non-ACF members come – nay, "want to come" – to our regional conferences. What better marketing piece do we have? Yet, we keep it a mystery and just for the membership.

Secondary program certification is great for the individual programs. However, how do we get more support and recognition to address the self-study money return on investment? [Question addressed to candidates for President.]

I commend all programs which have earned ACF certification. It is a challenging process. Yet, at the end of the day, the exercise is designed to insure that program have developed curriculum in a manner that makes it the best in can be and is addressing the needs of the industry.

The ACF needs to work with state departments of education to make ACF certification the standard. Much like the National Restaurant Association has made the standard for food handling the ServSafe program, the ACF can make ACF certification the de facto standard and benchmark for culinary education.

Programs which have been certified need to brag about it! They need to post the certificate. They need to highlight that through the media and other publications – including the menu if the program has a catering program or a restaurant program. It adds value and verification to the program. It should be used as a recruiting tool to attract students to the program.

What are we giving back to the Associate Members other than a tab or link on a website? Yet, they help us out with product and support. What is the value to them to be a local member? [Question addressed to candidates for President.]

Again, this is a local chapter – business – topic. It is the job of the business to find ways to provide value to the Associate Members.

I suggest allowing the Associate Members to offer space for articles in the newsletter, on the website, on blast emails, and more. Many of the Associate Members have great educational material that has been developed and is not being disseminated. Again, this is how a local business – chapter – can creatively reach out to their membership. In this case, addressing the needs of the Professional Members as well as the Associate Members.

It would be great if there were a way we could see all of the questions and responses to the questions from each of the regional conferences. [A statement made – not requesting an answer.]

Dissemination of information from town hall meetings and forums should be available. In fact, if you are reading this, you notice that David Ivey-Soto is providing his answers as you read. And will do such after each of the other town hall meetings.

There are chapters who have local only members who are not full ACF members. How should the ACF deal with local chapter logos as they relate to local membership as opposed to full ACF membership? [Question addressed to candidates for President.]

This is a double-edged sword. We want to have our logo out there! We want people to become familiar with the consistent and recognizable logo. Yet, we need to be sure that those using the logo have the right to use it. Local only membership has been very positive for certain chapters and has allowed them to grow in exponential values. I propose a "licensing fee" or some other mechanism to add value to the use of the logo – and to add value to the logo itself. A task force needs to address this issue to develop an appropriate and equitable policy for this.

Governance has been handled well by the current administration. There are been a lot of cuts. Cuts have an affect on what helps us grow such as education. Has anything been done to affect education and return on investment?. [Question addressed to the candidate for National Treasurer.]

We have done a great job to streamline the operation. There really have been no austerity measures. Areas where we have saved money is embracing technology such as going digital with our publications, being responsible with travel such as having the National Secretary and National Treasurer share responsibilities at the regional conferences to reduce costs, renegotiating contracts to reduce costs to the ACF and membership for regional conferences which has resulted in lower costs to the ACF and greater attendance, and other such actions. There has not been any compromise to programs. There has been a focus to be more responsible with the funds.

Chef Corky Clark

Candidate Endorsement of Chef Ivey-Soto

by Corky Clark CHE, CWC, CCE

Professor of Culinary Arts, Culinary Institute of America

As a long time member of and supporter of the ACF it is my pleasure to support David Ivey-Soto to be our National Secretary. His dedication and attention to detail will serve the ACF and our members well.

Corky Clark CHE, CWC, CCE

Professor of Culinary Arts

The Culinary Institute of America

1946 Campus Drive

Hyde Park, NY 12536

Southeast Regional Conference 2011

Southeast Regional Conference in Atlanta – 2011

Town Hall Questions and Answers Provided by David Ivey-Soto

After a slow start, we ended up with a great deal of questions. Below are my responses.

Please feel free to let me know if you want clarification on any of my answers here. I will post my answer to any question I am asked to answer.

Catersource is having about 8,000 attendees at there conference coming up in a few weeks. Part of their conference is hands-on demonstrations. How can we address the need of the membership for hand-on presentations?

I think it is great that Catersource is having another successful conference. I have been saying for a long time that we need to address the needs of our membership. I want us to gather more scientific data on our membership and our industry. We do a lot of surveys; however, they are not scientific. We need to be better at doing that. It will require us to outsource that task. Additionally, we need to market our conferences not only to ACF members, but also to non-ACF members. What better way is there to attract new members than for them to see the great things that happen at our conferences?

At Catersource, there are only 100 attendees allowed for the hands-on presentations. Often a presentation will have a wait list of 250 people.

This has a lot to do with the number of attendees at the conference in general. I reiterate that we need to be attracting non-ACF members to our conferences.

How do we get to 8,000 attendees like Catersource?

Again, it goes back to a better understanding of what the industry wants and needs. This can only be done by collecting proper data that we can rely on. Too often, we do a simple survey and have unscientific data – unreliable data – and yet, we rely on it. I feel we need to be aggressively growing our data on the industry. This will allow us to provide higher return on the investment for the sponsors and purveyors. This can be done by outsourcing our data collection and gaining proper analytics about our membership and our industry.

Can we have seminars that are more like workshops? Can they relate to business and work skills?

In the past, I have presented seminars on business and work skills. They were part of my Culinarians MBA series of seminars. Yet, they were seminars and not designed to be specifically a workshop. My presentations are interactive and do encourage participation. I like the idea of focusing those same seminars – and others – in a workshop style setting. I think you have brought a great concept to the table. I have wanted to see more panel discussions again. But, your concept is really powerful. They may require to be longer than 90 minutes long. However, if they are useful, I feel we can fit them in!

What about the content of the seminars? Who determines them?

Again, this goes back to the need to have better analytics. The Education Department and the Events Department puts together the content of the seminars. Please note that there is a place on the surveys where you can indicate what seminars you are looking for. The Education Department does review them to bring seminars on those topics to the conferences.

What are you going to do do keep the ACF strong?

We need to get away from the concept of "passing the hat." When we need more money, we "pass the hat." This mom-and-pop, fraternity manner of raising money does not work in today's economy. We need to have a more business-like approach to growing our revenue streams. This can include grants from the private sector as well as the public sector. We should have a development office that is focusing on long-term sustainable revenue streams. Ideally, the organization should be able to run without the need to rely on high dues.

We need to also look at our programs and determine the return on the investment from them. We need to establish metrics to address how to have the different initiatives and programs grow to sustainable levels. Part of the Strategic Plan that we have released here at the conference addresses this process; we need my leadership to see this through.

What is your greatest weakness? What is your one thing you want to achieve?

My biggest weakness is that I collect "stray dogs." It is hard for me to say, "no." And, then I pursue a "lost cause" because I am passionate about being able to help the "stray dog."

As for my achievement – changing the paradigm of how the ACF runs. We need to be a business and behave as such. We need to have business-think. We need to focus on return on investment, chapter compliance, and chapters behaving as businesses as well. In other words, we need to strengthen our business-think from the Board of Directors to the Committees to the National Office to the local chapters to the membership. The Strategic Plan addresses this. I need to be a part of making it happen.

I earned my MBA from the College of William & Mary. Through that program I honed my skills and learned new ones that help me understand the business aspect of operations.

How do you feel about the term of office and the continuity in its present form?

Consistency is valuable. We have changed and changed and changed the process – too many times and too many formats. This format is fine. We do not need to keep changing it. And, the Strategic Plan addresses the need to have a consistent operation. In fact, a great part of the plan is focusing on strengthening the different entities to ensure that the organization continues to operate through continuity with whichever leadership we have. We have begun the reform necessary in the operation.

Having elections every two years establishes accountability. Additionally, it keeps the leadership "on its toes" and focused on addressing the needs of the membership.

What marketing strategy do we have to grow our Professional Culinarian category of membership?

I believe that if we address the needs of our membership and of non-members, they will come! "Build it and they will come." Our newly minted Strategic Plan addresses this.

We need to be better at gathering information. As we do this, we will build our programs in a manner that will address the needs of our industry and carry it forward. And, members of the industry will want and need to be a part of our organization.

CS1 Michael Edwards

Candidate Endorsement of Chef Ivey-Soto

by CS1 (SW/AW) Michael Edwards, CEC, PCEC, MCFE, CHM, CPFM

In June of 2006 I left the West Coast Navy behind to work in the prestigious Secretary of the Navy Mess in the Pentagon. I had “wet my feet” with ACF competitions in Las Vegas and had taken my CC exam with the American Culinary Federation but had little contact with chefs outside of the military. I knew that the ACF was a tool I needed to develop myself and I wanted badly to be part of a chapter, and of the ACF as an organization.

I first met the gregarious Chef Ivey-Soto at a Nation’s Capitol Chef’s Association (NCCA) meeting at Albert Uster Imports. Chef took me under his wing immediately. In fact, he was the first chef in the DC area I met. He introduced me to the rest of the chapter and asked about my military service with enthusiasm. I expressed my desire to attend the Northeast Regional Conference and he was very generous in offering me a ride. My wife and I were sharing one car and I knew little about the DC Metropolitan area, much less about Philadelphia, PA. During the drive up he shared with me his philosophies of cooking, leading and competition. He imparted in me big ideas about simplicity and being true to the food. Likewise he imparted to me the value of creativity tempered with technique.

When we arrived at the Northeastern Regional Conference, it was like arriving with an ambassador in tow. He knew everyone, I mean everyone and I could tell that he truly cared for his fellow chefs in a deep “family” way. He introduced me to everyone and made a point to show me the culinary salon. We looked at platters, hot food, desserts and everything on display. I recall his taking the time to point out aspect of platter work that were executed correctly and spoke to me about characteristics of plate-up. He even invited me in to the Culinary Institute of America cocktail reception which was a unique honor and a great opportunity to network. I was introduced to many great ACF chefs, whom I had read about over the last few years, even the US Army, top-notch Chefs, like SGM Turcotte and SFC Marquis. In retrospect the conference was my “welcome mat” to the DC Metro Chef scene, the northeastern region, and the ACF as a whole.

Since the convention Chef Ivey-Soto’s path and mine have intermingled at certification exams, competitions both military and ACF sanctioned, fundraisers and now with the NCCA Navy and Marine Sub-chapter. His support for the military has no equal.

I have seen him develop chefs from all branches of the military, each of whom are now considered the top military chefs. I have come to the conclusion that Chef Ivey-Soto mentors and teaches for no personal gain except the satisfaction that he is embodying the deep values ingrained in him by the Culinary Institute of America, the Culinarians Code of the ACF, and by years of experience in the industry.

Ultimately I know I can call on Chef Ivey-Soto anytime, anywhere and he will do everything in his power to help. It is a sign of great character and one that I have seen over and over again in my fellow soldiers, coasties, sailors, marines and airman. Thanks for all you do, Chef Ivey-Soto.

CS1 (SW/AW) Michael Edwards, CEC, PCEC, MCFE, CHM, CPFM

Enlisted Aide to the Chairman of the Joint Chiefs of Staff