HomeMy WebLinkAboutWS Item 01 -Grapevine Middle SchoolO� ITEM 0 - I
MEMO TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: ROGER NELSON, CITY MANAGER /////
MEETING DATE: JULY 18, 2000
SUBJECT: WORKSESSION - PRESENTATION OF A REPORT ON THE
FEASIBILITY OF REDEVELOPING THE GRAPEVINE MIDDLE
SCHOOL CAMPUS INTO A HOSPITALITY/CULINARY
TRAINING SCHOOL
With the construction of the new Grapevine Middle School (GMS) campus, to be
opened in the fall of 2001, an opportunity exists for redevelopment of the old site located
at 730 East Worth Street. The site, built in 1951, contains about 92,000 square feet of
buildings located on 16.58 acres.
While there are many potential uses for the campus, a use that has been
prominently mentioned in the past is to bring an institution of higher education to
Grapevine. In our research over the past year on this issue, we have learned that it is a
difficult, expensive and time-consuming process to attempt to establish a branch of a
- traditional two or four-year institution in the community. It is a risky proposition as well.
There is no guarantee that after expending the effort and funds to prove that a traditional
institution is needed that a successful partner can be found or that the expansion (and
corresponding funding) to Grapevine would be approved by the State Legislature.
One of the topics of discussion among tourism/hospitality professionals in the
Metroplex over the past several years has been the need to establish a regional
approach to provide improved training and education to the thousands of hospitality
workers employed in our region. This need, combined with the well-documented
shortage of formal culinary training in the region, led us to begin to think about the
use/development of the old GMS campus as a Hospitality/Culinary School.
In an effort to study this idea further, we have taken two actions. First, we met
with representatives of the Hospitality Program at the University of North Texas to
determine their interest in being involved in this type of endeavor. They were very
interested in this concept and indicated a willingness to be involved. Second, we hired a
consultant, Dr. Frank Borsenik Ph.D., who was recommended to us by Dean Stuffs of
the Hilton School of Hospitality and Restaurant Management at the University of
Houston. Dr. Borsenik is a retired Professor from UNLV's School of Hotel and
Restaurant Management and a recognized expert on hospitality businesses.
July 12, 2000 (4:31 PM)
Dr. Borsenik's attached report is an initial, cursory, effort to review the feasibility
of establishing a Hospitality/Culinary Training School on the GMS site.
Dr. Borsenik spent two days in Grapevine in early February to look at the GMS
Campus and talk to community leaders, city staff and local hotel and restaurant
managers to give us some initial feedback on this project. After walking through the
GMS site, Dr. Borsenik was impressed with the ease with which the campus facilities
could be used for hospitality and culinary training, as well as the excellent condition of
the facilities with the capability to grow and expand within the building as the school's
programs grow.
In his report, Dr. Borsenik examines the following trends in the hospitality and
restaurant industries:
• Sales in the hospitality and restaurant industries are increasing.
• Demand for employees in the hospitality and restaurant business is
increasing.
• Career employment opportunities in these industries in increasing.
• Employer investment to recruit and retain employees is increasing.
Based upon a review of these trends, Dr Borsenik and the City Staff make the
following recommendations to the Council.
1. If your review of this concept is favorable, direct Staff to approach the School
District Board of Trustees to request that the school be kept available for a
reasonable period of time as a Hospitality/Culinary Training School. This will give
us the time needed to examine this concept in more detail.
2. Authorize the CVB Board of Directors to create an Advisory Committee to guide
the further study of a Hospitality/Culinary Training School on the GMS site.
3. Authorize the City Staff to proceed to hire a qualified consultant to complete a
detailed study of the feasibility of this concept.
Foffizwk
July 12, 2000 (4:31 PM)
AN ANALYSIS OF HOSPITALITY, HOTEL
MANAGEMENT AND CULINARY ARTS INDUSTRY
EMPLOYEE REQUIREMENTS, POTENTIAL NEW EMPLOYEE
SOURCES AND EMPLOYEE SKILL DEVELOPMENT
RECOMMENDATIONS FOR GRAPEVINE, TEXAS
Report developed for the
Convention & Visitors Bureau
Grapevine, Texas
Report developed by
Frank D. Borsenik, Ph.D.
Professor Emeritus
University of Nevada Las Vegas
And
Visiting Distinguished Professor
Conrad N. Hilton College of Hotel and Restaurant Management
University of Houston
March 29, 2000
Frank D. Borsenik
6460 Edna Avenue
Las Vegas, NV 89146-5268
Telephone: 702-876-8006
E-mail: FDBorsenik a aol.com
AN ANALYSIS OF HOSPITALITY, HOTEL
MANAGEMENT AND CULINARY ARTS INDUSTRY
EMPLOYEE REQUIREMENTS, POTENTIAL NEW EMPLOYEE
SOURCES AND EMPLOYEE SKILL DEVELOPMENT
RECOMMENDATIONS FOR GRAPEVINE, TEXAS
EXECUTIVE ABSTRACT
The hospitality industry in the city of Grapevine, Texas has experienced
tremendous growth during the past decade (1990 - 1999), and especially during
the last half of the decade. The growth measured in dollars per year is estimated
at $9,000,000 for food service and $3,200,000 for lodging. The estimated growth
could escalate in the very near future with the scheduled opening of a 1600
guestroom hotel. New employee requirements to meet the normal growth and
excluding the 1600 guestroom hotel and replacement employees (current
employees leaving the hospitality industry) are estimated at about 420
employees per year.
Various individuals, industry and civic leaders are concerned about the
potential lack of employees to meet new hospitality industry personnel
requirements, especially skilled employees. Their immediate concern is
employees with culinary art skills. Currently foodservice establishments are
paying hiring bonuses for qualified employees. Also in the near future, a 1600
guestroom full-service hotel is being planned which will place additional
employee demand requirements. In addition, the unemployment rate is very low
in the Dallas - Fort Worth area.
The following alternatives were developed in an effort to resolve the
potential new employee requirement problem. First, the Grapevine civic leaders
could do nothing and let industry solve its own problems. This no -solution has
worked in some areas of the United States. Second, current employees and
non -hospitality industry employees could be encouraged to self -develop, learn
culinary and lodging skills, and gain experience and partially meet new employee
requirements. Third, local government could contact various education programs
(school districts, community colleges, and universities offering hospitality
management programs) within the State of Texas and seek their assistance to
teach skills' classes for employees and for others seeking future employment in
the hospitality industry. Hotels and foodservice units would be encouraged to
use their professionals to teach skills' classes. The fourth alternative is to
renovate and furnish a school that will be closed within a year and that may be
available, and to develop and operate a skill's school for foodservice and lodging.
TABLE OF CONTENTS
Executive Abstract
Table of Contents
1
Background Information
3
Introduction
3
Food Service Data
5
Foodservice Worker Productivity
Estimated Food Service Employee Requirements
5
Lodging Data
6
8
Estimated Lodging Employee Requirements
New Employee Skill Requirements
9
New Employee Sources and Potential "Solutions"
10
"Do Nothing"
10
11
Director of Hospitality Human Resources
Governing Board
11
11
Alternative 2: Employee Self -development
Advisory Council
12
12
Alternative 3: Classroom Skills Instruction
Alternative 4: Development and Operation of a Culinary (Lodging)
Skills School
13
14
Recommendations
15
Appendix
15
U.S. Census Bureau Definitions
Selected U.S. Census Tables for Food Service and Lodging
18
Statistical Graphs for Food Service and Lodging
23
Worker Productivity Tables for Food Service and Lodging Employees
24
Selected Culinary Arts and Lodging Schools
27
BACKGROUND INFORMATION
Paul W. McCallum, Director, Convention & Visitors Bureau, Grapevine,
Texas contacted Alan T. Stutts, Dean, Conrad N. Hilton College of Hotel and
Restaurant Management, University of Houston, Houston Texas about
establishing a culinary arts program in Grapevine, Texas during the fall of 1999.
Dean Stutts recommended that Mr. McCallum contact Frank D. Borsenik,
Professor Emeritus, William F. Harrah College of Hotel Administration, University
of Nevada Las Vegas, Las Vegas, Nevada and also a Visiting Distinguished
Professor at the Conrad N. Hilton College of Hotel and Restaurant Management
regarding a potential culinary arts program. Mr. McCallum's office did contact
Frank Borsenik in November and arranged for a conference telephone call in
January 2000 between Borsenik, McCallum and Mr. Bruno Rumbelow, Assistant
City Manager, Grapevine, Texas.
McCallum and Rumbelow explained that the Dallas — Fort Worth area and
especially Grapevine has had a tremendous expansion in food service and
lodging during the past 10 years. There is an apparent shortage of employees
for food service and lodging establishments. In addition, they quickly pointed out
that the unemployment level in the Dallas — Fort Worth metropolitan area is at an
all time low level. The industry demand for employees has exceeded the supply
of employees. They also indicated that a Grapevine school with complete food
service facilities was being replaced with a new facility and that it may be
possible to utilize the facility to train potential food service and lodging
employees. Borsenik indicated that he should be available in January or
February 2000 to visit Grapevine while he was a visiting professor at the
University of Houston. Borsenik sent his vitae to McCallum and indicated that he
would contact him shortly after his arrival in Houston in January. Borsenik was
invited to Grapevine and did visit the city during February 3-5, 2000.
Both McCallum and Rumbelow took Borsenik on a tour of the Grapevine
area on February 3. Included in the tour was a visit to the school that will be
available in about one year. It was especially noted that most of the food service
establishments were relatively new (built during the past 10 years) and the newer
lodging establishments had more guest rooms and offered full services
compared to the older establishments. It was also noted that Grapevine has set
aside large land areas for commercial development and residential land area for
future development was restricted. The restricted residential land area would
limit the population of Grapevine at about 44,000 residents. Grapevine's present
population is estimated at about 39,000 residents.
Borsenik and McCallum met with the following people on February 4:
Robert Thrailkill, General Manager, Hilton DFW Lakes; Chef Tom O'Brien, Bill
Breitches, and Hugh Carter, all of the Embassy Suites; Roger Nelson, City
Manager; Darlene Freed and Clydene Johnson Grapevine City Council
Members. All expressed potential interest and support for a culinary arts
program for Grapevine. O'Brien and Carter had indicated that the current trend
in Grapevine is to offer bonuses varying from $500 (fast food server) to $2500
(experienced mid -management supervisor) for new food service employees.
They also expressed concern about food service growth and the lack of an
adequate supply of food service employees, especially skilled employees.
Borsenik was asked a question about the culinary arts concept utilizing the
vacant school and the needs of the hospitality industry. He made the assumption
that if a culinary arts program was feasible for Grapevine and that if it was to be
expanded to include lodging employees, it would be most important to govern
and control the program to first meet industry needs and second to meet
employee educational needs. He explained his concept of a governing board,
consisting of CVB board members, council members and selected food service
and lodging managers, who would establish goals, set policy, provide funding
assistance, approve budgets and provide legal counsel for the program. A
second board, preferably an advisory committee, would set curriculum, develop
and control courses, and provide administration guidance for the program.
Initially, the advisory board would include local chefs and food service managers,
like O'Brien and Carter. He also stressed the importance of "certified" courses
and programs of instruction and the desirability of linking with a known State of
Texas hospitality management program. He felt the group was receptive to
these concepts. The question of program funding was unresolved.
Borsenik requested various data prior to his departure on February 5. The
following information was requested: sales of food service and lodging units in
Grapevine during the past 10 years; a listing of lodging establishments; the
number of food service outlets and employees; airport data; school menu and
inventory of food service equipment; and other significant data regarding food
service and lodging growth.
Borsenik, Rumbelow, and McCallum were under the impression that the new
school would have new food service equipment and that the present food service
equipment would remain in the present school. This impression was not
changed even after the visit to the school in February. Apparently the decision
regarding the removal of the food service equipment was made after the request
for the inventory of the food service equipment was made.
2
INTRODUCTION
An employee assessment must be made before any recommendations
regarding a culinary arts program or other employee training programs. The
author explained this while he was in Grapevine visiting the people in the
previous section of this report. The purpose of the assessment is to determine
the number of employees and their skill levels that may be needed in the near
future in Grapevine. Hospitality employees were classified as foodservice and
lodging as general groups. The following sections of this report develop the
employee assessment.
Food Service Data
Selected units of data will be shown in this section of the report. This data
is shown in order to make future food service and lodging employment estimates.
The primary data resources are sales and tax records from the City of Grapevine,
Texas and the U.S. Census Bureau, 1997 Economic Census, Accommodation
and Foodservices — Geographic Area Series.
Table 1 shows food service data for 1990-1999 as tabulated by the City of
Grapevine.
TABLE 9: FOOD, ALCOHOL AND TOTAL SALES
_ FOR GRAPEVINE, TEXAS
YEAR
FOOD
ALCOHOL
TOTAL
1990
$49,460,728
$16,630,762
$66,091,490
1991
51,991,073
16,621,639
68,612,712
1992
42, 855, 684
10, 310,182
53,165, 866
1993
70,164, 897
17, 804, 366
87, 969, 263
1994
67, 441,196
17, 813, 399
85, 254, 595
1995
78, 082, 369
18, 709, 488
96, 791, 857
1996
67, 441,196
17, 813, 399
85, 254, 595
1997
82, 525, 619
24, 407, 967
106, 933, 586
1998
110,146,566
28,566,295
138,712,861
1999
114,363,231
30,832,158
145,195,389
It should be apparent from the above table that the accounting reporting
period was changed in 1992 and that a part of the sales shown in 1993 are
actually 1992 sales. Table 1 is shown graphically in Figure 1. Statistical
regression analysis was applied to the data shown in Figure 1 to determine an
average annual rate of growth for food and alcohol beverage sales. The annual
rate of growth information will be used to determine future employment needs for
Grapevine.
Regression was statistically significant for food sales for the 10 -year
period, indicating a real and positive growth. Food sales increased at an annual
3
rate of $7,250,000. The actual and estimated annual food sales generated by
this technique are shown in Figure 2 (see Appendix). The food sales growth rate
will be used to estimate new employee requirements for Grapevine.
Figure 1: Food, alcohol, and total sales for Grapevine, TX For selected
years.
Regression was also statistically significant for alcohol beverage sales for
the 10 -year period. Alcohol beverage sales increased at an annual rate of
$1,750,000. The actual and estimated annual alcohol beverage sales generated
by this technique are shown in Figure 3 (see Appendix). The alcohol beverage
sales growth rate will be used to estimate new employee requirements for
Grapevine.
Regression was also statistically significant for total food/alcohol beverage
sales for the 10 -year period. Food/alcohol beverage sales increased at an
annual rate of $9,000,000. The actual and estimated annual alcohol beverage
sales generated by this technique are shown in Figure 4 (see Appendix). The
food/alcohol beverage sales growth figure will be used to estimate new employee
requirements for Grapevine.
The second food service data resource was the 1997 U.S. Economic
Census. Various data are shown in the Appendix. Table 2 shows 1997 food
service data for the State of Texas. Table 3 shows 1997 food service data for
the Dallas -Fort Worth, TX CMSA (combined metropolitan standard area). Table
4 shows 1997 food service data for Dallas. Table 5 shows 1997 food service
data for Fort Worth. Table 6 shows 1997 food service data for Grapevine.
These various tables are shown as they indicate how similar food service data
are within the State of Texas.
Table 6 should be compared to the 1997 data in Table 1. These tables
show large differences for total annual sales between data sources. For
example, the City of Grapevine retail tax records for food and alcoholic
beverages indicate total sales of about $107,000,000 whereas, U.S. Census
53
Bureau for the same year indicates total sales of about $177,000,000. This is a
65 percent difference. There are several reasons for the large difference in sales
and it is not the purpose of this report to discuss reasons why there are
differences in data sources. One apparent difference between the two data
resources is institutional food sales (values) included with census data and not
included with city retail sales. It should be apparent that the valid data for this
report is census data, because it reflects the total food service picture and a
much broader and realistic food service employee requirement.
Foodservice Worker Productivity
A series of foodservice productivity tables are shown in the Appendix and
in this section. Foodservice productivity for the purposes of this report is defined
as total sales per foodservice worker. Various productivity figures are shown for
the different types of foodservice establishments as indicated in the 1997 U.S.
Economic Census. The productivity data is applied to annual growth rates to
generate new foodservice employee requirements. It should be noted that
economic inflation data is not applied, because there was only one U.S. census
during the decade and one primary purpose of this report is to develop future
food service employee requirements.
Tables 7 through 11 show foodservice worker productivity in $ sales per
worker for 1997. The overall worker productivity data shown in Tables 7-10 (see
Appendix) for Texas and the greater Dallas — Fort Worth areas should be
compared to Table 11 which is for Grapevine. Grapevine worker productivity is
much higher than the average for Texas and Dallas — Fort Worth. Generally,
higher productivity figures suggest either a higher management quality or a
higher demand for food service products. Grapevine foodservice worker
productivity data will be used to develop employee requirements for the
Grapevine area.
TABLE 11: 1997 FOOD SERVICE WORKER PRODUCTIVITY
FOR GRAPEVINE, TX
$NVORKER
FOODSERVICES & DRINKING PLACES $ 48,761
FULL-SERVICE RESTAURANTS $ 33,790
LIMITED -SERVICE EATING RESTAURANTS D
CAFETERIAS D
SPECIAL FOODSERVICES D
D: Disclosure, not included to avoid disclosure.
Estimated Food Service Employee Requirements
The annual growth rate for food service and alcoholic beverages for
Grapevine was estimated at $9,000,000 based on retail sales taxes for the City
of Grapevine. The use of this figure generates a minimum employee
requirement. If each worker generates about $48,750 of annual sales, a total of
185 new employees will be required each year into the future for normal growth.
However, it had been noted that U.S. census data indicated that the total food
5
service and alcoholic beverage market is about 65 percent higher than that
shown by the City of Grapevine retail sales taxes. Applying the higher sales of
the U.S. census results in an estimated 305 new employees per year. These
figures do not take into account those foodservice employees who leave the
Grapevine area.
The current employee estimate for Grapevine, based on retail sales tax
data would indicate an employee level at about 3,000 employees. This figure is ,
less than the 1997 U.S. census actual count of 3,629 employees. The estimated
current number of employees based on retail taxable sales and U.S. census data
would generate about 4915 employees. The author feels that the current level of
employees is close to 5,000 in food service establishments. The author also
feels that the annual new employee requirement is probably between 275 and
300 employees plus replacement employees. The number of replacement
employees is probably close to 500, or 10 percent of the current work force.
However, as the Dallas — Fort Worth area has a low unemployment rate
(McCallum and Rumbelow), the area would attract new workers from outside of
the Dallas — Fort Worth area and the output of local schools (new workers
entering the work force) in a sufficient number to satisfy the normal worker
replacement requirement. One additional point, generally the employee turnover
rate for foodservice is in excess of 20 percent in most areas of the United States.
However, most of these employees are merely changing positions within the
foodservice industry. This is particularly true with food servers (waitresses and
waiters), table busing personnel, and dishwashing -pot washing workers. The
employee turnover rate for the last two groups can exceed 100 percent every six
months.
In conclusion, if normal growth continues in the City of Grapevine, there is
a minimum estimated requirement of 300 new food service workers per year.
The skill level requirements of these workers will be analyzed later in this report.
Lodging Data
Several selected units of data will be shown in this section of the report.
This data is shown in order to make future lodging employment estimates. The
primary data resources are sales and tax records from the City of Grapevine,
Texas and the U.S. Census Bureau, 1997 Economic Census, Accommodation
and Foodservices — Geographic Area Series.
Table 12 shows lodging sales data for 1990-1999 as tabulated by the City
of Grapevine.
C:1
TABLE 12: LODGING TAXABLE
SALES FOR GRAPEVINE, TX
YEAR SALES
1990 $ 30,194, 067
1991 $ 30,409,083
1992 $ 32,6,78,300
1993 $ 35,046,600
1994 $ 38,312,483
1995 $ 40, 018, 867
1996 $ 44,653,333
1997 $ 48, 335, 983
1998 $ 54,672,400
1999 $ 58,256,800
Table 12 is shown graphically in Figure 5. Statistical regression analysis
was applied to the data shown in Figure 5 to determine an average annual rate of
growth for lodging. The annual rate of growth information will be used to
determine future employment needs for Grapevine.
Regression was statistically significant for lodging sales for the 10 -year
period. Lodging sales increased at an annual rate of $3,219,500. The actual
and estimated annual lodging sales generated by this technique are shown in
Figure 6. The lodging sales growth figure will be used to estimate new employee
�- requirements for Grapevine.
LODGING SALES
80000000
N 60000000
40000000 LODGING SALES
N 20000000
0
1 2 3 4 5 6 7 8 910
11�_T 7
Figure 5: Lodging sales for Grapevine, TX for 1990 (year 1) to
1999 (year 10).
The second lodging data resource was the 1997 U.S. Economic Census.
Various data will be shown. Table 13 (see Appendix) shows 1997 lodging data
for the State of Texas. Table 14 (see Appendix) shows 1997 lodging data for the
Dallas -Fort Worth, TX CMSA (combined metropolitan standard area). Table 15
(see Appendix) shows 1997 lodging data for Dallas. Table 16 (see Appendix)
7
shows 1997 lodging data for Fort Worth. Table 17 (see Appendix) shows 1997
lodging data for Grapevine. These various tables are shown as they indicate
how similar lodging data are within the State of Texas.
Table 17 should be compared to the 1997 data in Table 12. These tables
show large differences for total annual sales between data sources. For
example, the City of Grapevine hotel tax records indicate total sales of about
$48,336,000 whereas; U.S. Census Bureau for the same year indicates total
sales of about $3,832,000 for only 6 lodging establishments.
A series of lodging productivity tables are shown in the Appendix. Lodging
productivity for the purposes of this report is defined as total sales per lodging
worker. Various productivity figures are shown for the different types of lodging
establishments as indicated in the 1997 U.S. Economic Census. The productivity
data is applied to annual growth rate for lodging to generate new lodging
employee requirements. It should be noted that economic inflation data is not
applied, because there was only one U.S. census during the decade and one
primary purpose of this report is to develop future lodging employee
requirements.
Tables 18 through 22 (Tables 18 through 21 are in the Appendix) show
lodging worker productivity in $ sales per worker for 1997. The overall worker
productivity data shown in Tables 18-21 for Texas and the greater Dallas — Fort
Worth areas should be compared to Table 22 which is for Grapevine. Grapevine
worker productivity is lower than the average for Texas and Dallas — Fort Worth;
however, Grapevine census data is only for 6 establishments. While the
Grapevine worker productivity figures are lower, there is not a significant
difference between Grapevine and other Texas worker productivity.
TABLE 22:1997 LODGING WORKER PRODUCTIVITY
FOR GRAPEVINE
$/WORKER
HOTELS & MOTELS $ 48,506
Estimated Lodging Employee Requirements
The annual lodging growth rate for Grapevine was estimated at
$3,219,500 based on lodging room tax records for the City of Grapevine. The
use of this figure generates a minimum employee requirement. If each worker
generates about $48,500 of annual sales, a total of 66 new employees will be
required each year into the future assuming normal lodging growth.
The current employee estimate for Grapevine, based on lodging room tax
data would indicate an employee level of about 1200 employees. The number of
replacement employees is probably close to 120, or 10 percent of the current
work force. However, as the Dallas — Fort Worth area has a low unemployment
rate (McCallum and Rumbelow), the area would attract new workers from outside
of the Dallas — Fort Worth area and the output of local schools (new workers
entering the work force) in a sufficient number to satisfy the normal worker
replacement requirement. One additional point, generally the employee turnover
rate for lodging is in excess of 20 percent in most areas of the United States.
M.
However, most of these employees are merely changing positions within the
lodging industry. This is particularly true with guestroom attendants, front office
workers, porters, and housemen. The employee turnover rate for the last two
groups can exceed 100 percent every year.
In conclusion, if normal growth continues in the City of Grapevine, there is
a minimum estimated requirement of 120 new lodging workers per year. The
skill level requirements of these 4vorkers will be analyzed later in this report.
NEW EMPLOYEE SKILL REQUIREMENTS
An estimated 420 new employees will be required each year in Grapevine
if the foodservice and lodging industries continue to grow as during the past 10
years. If above normal industry construction occurs additional new employees
may be required. Such an event is scheduled to develop with the construction of
a 1600 guestroom hotel (the Opryland Hotel is scheduled to open in 2003). This
full service conference hotel could have a new employee requirement of 500 to
800 persons. This single hotel represents a normal 2 -year Grapevine growth
without any other lodging and foodservice construction during the 2 -year period.
Three hundred of these new employees will be required for freestanding
foodservice units. The remaining 120 new employees will be absorbed by new
lodging units and 40 of these 120 would probably be foodservice workers.
Hence, almost 340 new foodservice workers will be required each year. About 8
percent of the new worker requirements would be management college educated
employees, or about 30 employees. These people would be directly recruited
from college programs or transferred from within a company or corporate
structure. About one half of the new foodservice employees would be food
servers, bussing people, and ware -washing personnel, or 170 employees. About
one half of the lodging non -foodservice would be housekeeping and service
personnel, or about 40 employees.
The remaining 180 employees, 40 nonfood lodging, and 140 foodservice
employees would have varying skill requirements. The 40 nonfood lodging
employees would probably consist of 25 front desk and reception employees, 10
building maintenance (non -housekeeping), and 5 bookkeeping or accounting
employees. The 140 new foodservice employees can be classified as host -
hostess -cashiers, pantry workers, baking personnel, purchasing -receiving
personnel, and the various levels of cooks -chefs. Pantry, baking, and cooking
personnel will all require culinary skills. The best estimate of the annual
requirement of culinary skills people is probably between 50 to 80 people and
reaching up to 100 in some future years.
It should be apparent to those in the Grapevine area that an employee
source must be found. Naturally, if employees from outside of the Dallas — Fort
Worth area can see opportunity and career growth patterns, they will view
Grapevine very favorably and move within easy travelling distance to the area.
The author has observed a similar hospitality growth in Las Vegas,
Nevada. Temporary employee shortages do develop, especially in culinary
skills. There is actually minimal training by hospitality establishments, as these
9
units attempt to hire experienced workers. There is some on-the-job training by
the American Culinary Federation members (chefs and cooks) for groups of
employees, who meet and attend scheduled informal classes at hotels and who
study in groups or self -study and many do eventually become certified cooks.
These self -study groups are not related to any government related education
program (school district, community college, or university). Population migration
to Las Vegas is currently 50,000 persons per year, a growth that exceeds the
current population of Grapevine, Texas.
The remaining sections of this report will address skilled employee
sources for Grapevine, Texas.
NEW EMPLOYEE SOURCES AND POTENTIAL "SOLUTIONS"
There are several alternatives for the solution of the new employee
problem. Alternatives may include the following:
1. "Do nothing."
2. Encourage present employees and those in non -hospitality industries
to self develop.
3. Seek outside professional assistance from a known hospitality -culinary
arts program.
4. Develop and operate a culinary school.
A discussion of each alternative follows.
"Do nothing"
This alternative is generally followed in fast growth areas throughout the
world and it has been used in Las Vegas, Nevada. The hospitality industry
attempts to hire experienced employees. Employee recruitment is done via
newspapers and in on the Internet. Employee shortages are temporary. Worker
migration to the city from the United States is about 50,000 people per year or
about 20,000 new employees per year. Not all are attracted to the hospitality
industry, as the school district employees almost 2,500 new people each year,
the university and college system hire almost 500 new employees each year, the
construction industry hires almost 5,000 new workers each year. The hospitality
industry hires an average of 10,000 new workers per year and retail sales,
government, and hospitality support industries absorb the remainder of the new
employees. All the university, community college, and school district hospitality
graduates are hired each year. About 20 percent of the university hospitality
graduates are employed in Las Vegas. The hotel industry has mid -management
training programs. The American Culinary Federation Association of Chefs
conducts two training classes in hotels for selected kitchen personnel. Class
sizes vary according to the needs of the participating hotels.
There is a constant restaurant kitchen staff turnover. Cooks gain
experience in smaller restaurants and move on to larger restaurants to learn a
new food production menu. The ultimate aim of this transient kitchen employee
group is to eventually gain employment in a large hotel with its fringe benefit
10
package. Kitchen employee turnover for skilled employees in larger hotels is
very low for hotels of 2,000 or more guestrooms.
The author has witnessed the "Do nothing" alternative in many U.S. and
international cities during the past 45 years. It may not be the ideal alternative,
but it works as long as there is employee advancement and opportunity.
Alternative 2: Employee Self Development
Establish and implement a new employee -recruiting program for the
hospitality industry for Grapevine. This program would coordinate its activities
with the major hospitality companies in Grapevine. Through this program
company identified employees would be counseled for self -development. Self -
development could include one or more of the following activities: certified self -
study correspondence education leading to planned programs of study; certified
group study courses leading to planned programs of study; directing qualified
employees to on-going education classes offered in the Dallas - Fort Worth area,
such as the EI Centro program in Dallas, and university hospitality related
classes. This program would also establish and administer a scholarship
program created by industry donations and funding for these employees. A good
example of the self -study concept is having employees take courses from the
Educational Institute of the American Hotel & Motel Association. The institute
has certified programs of study in lodging operations. When a student completes
the requirements he/she becomes certified in a specific lodging area. This
program would search out other appropriate programs for self -study. (See
Appendix for examples of culinary arts programs.)
Advisory Committee
If alternatives 3 or 4 are selected, The Convention and Visitors Bureau Board
(CVB Board) could establish an industry advisory committee made up of hotels,
restaurants etc. and that this advisory committee would report to the CVB Board.
Alternative 3: Class Room Skills Instruction
This alternative either schedules classes, or develops classes for the Grapevine
area. These classes are developed by various education units and are taught as
adult education units in the Grapevine area for hospitality employees or for
people considering employment in the hospitality industry. The city, bureau, or
hospitality establishment would provide the facilities (classrooms for conducting
the classes). Some of these classes may be earned for college credit. Some
could be taught as distance education classes and taken for college credit.
Some classes could be taken on an organized schedule and taken on the
Internet. Universities and community colleges will provide instruction at a remote
(non -campus) site on a scheduled basis for set fees.
(Note 1: P.W. McCallum has called this the "Multiple University Concept.")
11
(Note 2: the author discussed this possibility with Dean Stutts, Conrad N. Hilton
College of Hotel and Restaurant Management, University of Houston, and he is
agreeable to discuss the use of various teaching alternatives in Grapevine. The
author has also been involved with similar relationships with other universities he
has worked at and has taught specialized classes away from the campus.)
Also included in this alternative would be the development and instruction of
hospitality classes by Grapevine hospitality professionals (chefs and front office
people, as an example). The advisory committee would approve of class subject
matter. This approach is very time consuming and is very dependent on current
employees who are willing to devote large amounts of time and effort to the
teaching of these classes. In the opinion of the author, this section of the
alternative has a high failure risk, current employees developing and teaching
classes.
Alternative 4: Development and Operation of a Culinary (Lodging) Skills
School
This is the final alternative of this report. The author was under the
impression that this was the alternative favored by the people he met when he
visited Grapevine. Grapevine knew they were facing a potential employee
shortage problem in the near future because of continuing industry growth.
Grapevine also knew that a new school was being built and that a 14 -acre
campus with building space of about 92,000 square feet might become available
for its possible use. Included in the complex was kitchen and dining facilities. It
appeared that all one had to do was to move in and start teaching classes,
especially those in culinary arts. The author viewed the complex and was very
impressed.
It was learned one month after the author visited the school complex that
all kitchen facilities and equipment were to be removed. This meant empty
rooms with no furnishings might be available. In addition, empty schools are not
new in the United States. School districts in the mid -west and east have been
selling empty schools for a variety of purposes, some uses include, conference
centers, extended stay nursing homes, and low-income community retirement
centers. In the event the school complex is available, this alternative should be
considered.
The primary concern to the selection of this alternative is its cost. Kitchen
equipment must be purchased or leased and installed prior to any culinary arts
program development. The menu is used to design a kitchen. There are a wide
variety of menus in the Grapevine area and this should imply that a traditional
kitchen must be designed. The kitchen size is dependent on the dining area
size. As an example, assume that the classroom dining area will seat 100
customers for a table service foodservice operation. Using normal dining room
design guidelines of 25 square feet per customer, the dining room would require
2,500 square feet of space. A teaching kitchen with a demonstration student
seating area would be twice the size of the dining room, hence its space is 5,000
12
square feet. The total space for dining area and kitchen is 7,500 square feet. A
reasonable cost estimate for these two areas is about $750,000. The
development of specialty kitchens, a bakery, and computer based classrooms
could easily cost $1.5-$2 million in the current building. Grapevine must provide
these money resources to provide a facility. Also keep in mind that the facilities
must be maintained, along with the present building. The building maintenance
including the new equipment estimated at;a minimum of $350,000 per year.
Assuming that the above funding or its equivalent can be obtained, the next
decision is the program of instruction and its cost. Any program that is
developed must be affiliated with a known education organization, the University
of Houston was mentioned above, also in the near -by area are North Texas and
Texas Tech Universities both having recognized hospitality management
programs with professional staffs. All of these programs can offer classes for
college credit, classes for adult education credit, and can provide certificate
programs of study. (Additional culinary art programs are included in the
appendix.)
The author recommends that both the CVB Board and the advisory
committee consider a cooperative program in the culinary arts area. Employees
would attend classes full-time for periods varying from two to four weeks and
then go back to their jobs for two to four months. They would return to school for
another study period and back to work. Programs would be developed in
cooking (three or more levels), baking, banquet cooking and service, host -
hostess service, pantry (two levels), and purchasing. The author feels that
beverage services including wine and other alcoholic beverages should be taught
at the foodservice establishments currently in business. Employees and the
participating hospitality establishments should pay the variable costs for these
courses. Additional funding would be sought for the fixed cost of the operation.
RECOMMENDATIONS
The initial recommendation is that the CVB Board and the City Council determine
which alternative or alternatives they want to fully investigate. The second
recommendation is for the CVB Board and City Council to authorize the
executive director to initially hire consultants or a director for the program who
could fully investigate one or more of the alternatives.
The author feels that alternative 2 and 3 are both feasible and require the
least initial cost, an estimated cost of $100,000 (annual) excluding course costs.
A permanent source of funding is required for alternative 4 and until this
can be obtained, it cannot be recommended at this time.
13
APPENDIX
14
APPENDIX
The appendix is shown in several parts. The first section includes U.S.
Census Bureau definitions. This section is followed by: U.S. Census Bureau
hospitality industry census data (1997) for Texas and the Dallas — Fort Worth
area; statistical graphs; worker productivity tables for Texas and Dallas — Fort
Worth; listing of selected culinary arts schools, other than the major state
universities mentioned in the report.
U.S. Census Bureau Accommodation & Foodservices Definitions
Number of Establishments: An establishment is a single physical location at
which business is conducted and/or services are provided. It is not necessarily
identical with a company or enterprise, which may consist of one establishment
or more. Accommodation and foodservices figures represent a summary of
reports for individual establishments rather than companies. The count of
establishments represents those in business at any time during 1997.
When two activities or more are carried on at a single location under a
single ownership, all activities generally were grouped together as a single
establishment. The entire establishment was classified on the basis of its major
activity and all data for it were included in that classification. However, when
distinct and separate economic activities (for which different industry
classification codes were appropriate) were conducted at a single location under
a single ownership, separate establishment reports for each of the different
activities were obtained in the census.
Leased departments are treated as separate establishments and are
classified according to the kind of business they conduct. For example, a leased
department selling gifts/souvenirs with a hotel would be classified a separate
retail establishment under the "gift, novelty, and souvenir stores" classification.
Sales: Includes sales from customers for services rendered, from the use of
facilities and from merchandise sold. Also includes dues and assessments from
members and affiliates.
Sales doe not include carrying or other credit charges; sales (or other)
taxes collected from customers and forwarded to taxing authorities; gross sales
and receipts of departments or concessions operated by other companies; and
commissions or receipts from the sale of government lottery tickets.
Excludes sales from civic and social organizations; amusement and
recreation parks, theaters; and other recreation or entertainment facilities
providing food and beverage services.
Number of Paid Employees: Paid employees consist of full-time and part-time
employees, including salaried officers and executives of corporations, who were
on the payroll during the pay period including March 12. Included are employees
on paid sick leave, paid holidays, and paid vacations; not included are proprietors
`R
and partners of unincorporated businesses, and employees of departments or
concessions operated by other companies at the establishment.
Accommodation: Industries in the Accommodation subsection provide lodging
or short-term accommodations for travelers, vacationers, and other. There is
wide range of establishments in these industries. Some provide lodging only;
while others provide meals, laundry, and recreatignal facilities, as well as lodging.
Lodging establishments are classified in the subsection even if the provision of
complementary services generates more revenue. The type of complementary
services provided varies from establishment to establishment.
The subsection is organized into three industry groups: (1) traveler
accommodations, (2) recreational accommodation, and (3) rooming and boarding
houses. The Traveler Accommodation industry group includes establishments
that provide traditional types of lodging services. This group includes hotels,
motels, and bed and breakfast inns. In addition to lodging, these establishments
may provide a range of other services to their guests.
Establishments that manage short -stay accommodation establishments
(e.g., hotels and motels) on a contractual basis are classified in this subsection if
they both manage the operation and provide the operating staff. Such
establishments are classified based on the type of facility managed and
operated.
Hotels and Motels: This U.S. industry comprises establishments primarily
engaged in providing short-term lodging in facilities known as hotels, motor
hotels, resort hotels, and motels. The establishments in this industry may offer
services, such as food and beverage services, recreational services, conference
rooms and convention services, laundry services, parking, and other services.
Organization Hotels: Hotels operated by membership organizations for the
benefit of their constituents and not open to the general public.
Food Services and Drinking Places: Industries in the Food Services and
Drinking Places subsection prepare meals, snacks, and beverages to customer
order for immediate on -premises and off -premises consumption. There is a wide
range of establishments in these industries. Some provide food and drink only;
while others provide various combinations of seating space, waiter/waitress
services and incidental amenities, such as limited entertainment. The industries
in the subsection are grouped based on the type and level of services provided.
The industry groups are full-service restaurants; limited -service eating places;
special food services, such as food service contractors, caterers, and mobile
food services, and drinking places.
Food services and drink activities at hotels and motels; amusement parks,
theaters, casinos, country clubs, and similar recreational facilities; and civic and
social organizations are included in this subsection only if these services are
provided by a separate establishment primarily engaged in providing food and
beverage services.
16
Excluded from this subsection are establishments operating dinner
�._ cruises. These establishments are classified as Scenic and Sightseeing
Transportation because those establishments utilize transportation equipment to
provide scenic recreational entertainment.
Full -Service Restaurants: This industry group comprises establishment
primarily engaged in providing food services to patrons who order and are served
while seated (i.e., waiter/waitress service) and pay after eating. Establishments
that provide this type of food services to patrons in combination with selling
alcoholic beverages, providing takeout services, or presenting live non -theatrical
entertainment.
Limited -Service Eating Places: This industry group comprises establishments
primarily engaged in (1) providing food services where patrons generally order or
select items and pay before eating or (2) selling a specialty snack or nonalcoholic
beverage for consumption on or near the premises. Food and drink may be
consumed on the premises, taken out, or delivered to customers' location. Some
establishments in this industry may provide these food services (except snack
and nonalcoholic beverage bars) in combination with selling alcoholic beverages.
Limited -Service Restaurants: The U.S. industry comprises establishments
primarily engaged in providing food services (except snack and nonalcoholic
beverage bars) where patrons generally order or select items and pay before
eating. Food and drink may be consumed on premises. Food and drink may be
consumed on premises, taken out, or delivered to customers' location. Some
establishments in this industry may provide these food services in combination
with selling alcoholic beverages.
Cafeterias: The U.S. industry comprises establishments, known as cafeterias,
primarily engaged in preparing and serving meals for immediate consumption
using cafeteria -style serving equipment, such as steam tables, a refrigerated
area, and self -serve nonalcoholic beverage dispensing equipment. Patrons
select from food and drink items on a display in a continuous cafeteria line.
Snack and Nonalcoholic Beverage Bars: This U.S. industry comprises
establishments primarily engaged in (1) preparing and/or serving a specialty
snack, such as ice cream, frozen yogurt, cookies, or popcorn or (2) serving
nonalcoholic beverages, such as coffee, juices, or sodas for consumption on or
near the premises. These establishments may carry and sell a combination of
snack, nonalcoholic beverage, and other related products (e.g., coffee beans,
mugs, and coffee makers) but generally promote and sell a unique snack or
nonalcoholic beverage.
All of the following are included in this subsection: Cookie shops; Donut
shops, baking on premises; Donut shops, no baking on premises; Ice cream and
soft serve shops; Frozen yogurt shops; Bagel shops; Coffee shops; Other snack
and nonalcoholic beverage bars.
17
Special Food Services: This industry group comprises establishments primarily
engaged in providing one of the following food services: (1) at the customers'
location; (2) a location designated by the customer; or (3) from motorized
vehicles or non -motorized carts.
Food Service Contractors: This U.S. industry comprises establishments
primarily engaged in providing food services at institutional, governmental,
commercial, or industrial locations of others -based on contractual arrangements
with these type of organizations for a specified period of time. The
establishments of this industry provide food services for the convenience of the
contracting organization or the contracting organization's customers. The
contractual arrangement of these establishments with contracting organizations
may vary from type of facility operated (e.g., cafeteria, restaurant, fast food
eating -place), revenue sharing, cost structure, to providing personnel. The food
services contractor always provides management staff.
Caterers: This U.S. industry comprises establishments primarily engaged in
providing single event -based food services. These establishments generally
have equipment and vehicles to transport meals and snacks to events and/or
prepare food at an off -premise site. Banquet halls, with catering staff are
included in this industry. Examples of events catered by establishments in this
industry are graduation parties, wedding receptions, business or retirement
luncheons, and trade shows.
Mobile Food Services: This U.S. industry comprises establishments primarily
engaged in preparing and serving meals and snacks for immediate consumption
from motorized vehicles or non -motorized carts. The establishment is the central
location from which the caterer route is serviced, not each vehicle, or cart.
Included in this industry are establishments primarily engaged in providing food
services from vehicles such as hot dog cart, and ice cream truck.
Drinking Places (Alcoholic Beverages): This U.S. industry comprises
establishments known as bars, taverns, nightclubs or drinking places primarily
engaged in preparing and serving alcoholic beverages for immediate
consumption. These establishments may also provide limited food services.
U.S. CENSUS BUREAU FOOD SERVICE AND LODGING TABLES FOR
TEXAS AND DALLAS — Fort Worth (Tables are on the following pages)
101
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Ia- 2
Statistical Graphs for Food Service and Lodging Analysis
a
YEAR Line Fit Plot
0 200000000
0 • $FOOD
0 100000000
LL ■ Predicted $FOOD
.r+ 0
.80
1985 1990 1995 2000
YEAR
Figure 2: Actual and predicted food sales.
YEAR Line Fit Plot
J
= 40000000
0 20000000
Q 0
'A 1985 1990 1995 2000
YEAR
• $ALCOHOL
■ Predicted
$ALCOHOL
Figure 3: Actual and predicted alcohol beverage sales.
YEAR Line Fit Plot
Q 200000000 * $TOTAL
100000000
~ ■ Predicted $TOTAL
0
1985 1990 1995 2000
Figure 4: Actual and predicted total (food/alcohol) sales.
23
Figure 6: Lodging actual and predicted sales for 1990
(year 0) to 1999 (year 10).
WORKER PRODUCTIVITY TABLES FOR TEXAS AND DALLAS — Fort Worth
(FOOD SERVICE AND LODGING)
TABLE 7:1997 FOOD SERVICE WORKER PRODUCTIVITY FOR
TEXAS
$[WORKER
FOODSERVICES & DRINKING PLACES $ 32,953
FULL-SERVICE RESTAURANTS $ 30,589
LIMITED -SERVICE EATING RESTAURANTS $ 34,114
CAFETERIAS $ 39,707
SNACK & NONALCOHOLIC BEVERAGE BARS $ 31,312
FOODSERVICE CONTRACTORS $ 40,908
CATERERS $ 38,669
MOBILE FOODSERVICE $101,419
DRINKING PLACES (ALCOHOLIC BEVERAGES) $ 33,437
TABLE 8: 1997 FOOD SERVICE WORKER PRODUCTIVITY FOR
DALLAS -FORT WORTH, TX CMSA
FOODSERVICES & DRINKING PLACES
FULL-SERVICE RESTAURANTS
LIMITED -SERVICE EATING RESTAURANTS
CAFETERIAS
SNACK & NONALCOHOLIC BEVERAGE BARS
SPECIAL FOODSERVICES
DRINKING PLACES (ALCOHOLIC BEVERAGES)
24
$[WORKER
$34,960
$32,228
$36,070
$ 39,477
$ 29,467
$ 59,650
$ 31,875
TABLE 9: 9997 FOOD SERVICE WORKER PRODUCTIVITY FOR
DALLAS, TX
$/WORKER
FOODSERVICES & DRINKING PLACES $ 35,041
FULL-SERVICE RESTAURANTS $ 33,036
LIMITED -SERVICE EATING RESTAURANTS $ 36,886
CAFETERIAS $ 40,259
SNACK & NONALCOHOLIC BEVERAGE BARS $ 28,342
SPECIAL FOODSERVICES $ 49,823
DRINKING PLACES (ALCOHOLIC BEVERAGES) $ 31,334
TABLE 10: 1997 FOOD SERVICE WORKER PRODUCTIVITY
FOR FORT WORTH -ARLINGTON, TX
$/WORKER
FOODSERVICES & DRINKING PLACES $ 34,788
FULL-SERVICE RESTAURANTS $ 30,412
LIMITED -SERVICE EATING RESTAURANTS $ 34,716
CAFETERIAS $ 38,059
SNACK & NONALCOHOLIC BEVERAGE BARS $ 31,463
SPECIAL FOODSERVICES $ 77,541
DRINKING PLACES (ALCOHOLIC BEVERAGES) $ 33,258
TABLE 11: 1997 FOOD SERVICE WORKER PRODUCTIVITY
FOR GRAPEVINE, TX
FOODSERVICES & DRINKING PLACES
FULL-SERVICE RESTAURANTS
LIMITED -SERVICE EATING RESTAURANTS
CAFETERIAS
SPECIAL FOODSERVICES
D: Disclosure, not included to avoid disclosure.
TABLE 18:1997 LODGING WORKER
PRODUCTIVITY DATA FOR TEXAS
25
$/WORKER
$48,761
$33,790
D
D
D
$/WORKER
TRAVELER ACCOMMODATIONS
$ 50,303
HOTEUMOTEL
$ 52,390
HOTELS 25+ ROOMS
$ 53,223
HOTELS 25- ROOMS
$ 46,191
MOTELS
$ 44,960
MOTOR HOTELS
$ 60,740
ORGANIZATION HOTELS
$ 16,276
BED & BREAKFAST
$ 13,728
OTHER
$ 19,722
25
$/WORKER
$48,761
$33,790
D
D
D
TABLE 19:1997 LODGING WORKER PRODUCTIVITY
DATA FOR DALLAS -FORT WORTH, CMSA
$/WORKER
TRAVELER ACCOMMODATIONS $ 58,492
HOTEUMOTEL $ 58,537
HOTELS 25+ ROOMS $ 58,625
OTHER $ 57,733
TABLE 20:1997 LODGING WORKER PRODUCTIVITY FOR
DALLAS
TRAVELER ACCOMMODATIONS
HOTEUMOTEL
HOTELS 25+ ROOMS
HOTELS 25- ROOMS
MOTELS
MOTOR HOTELS
$1WORKER
$ 60,245
$ 59,619
$60,023
$ 81,857
$53,893
$ 62,481
TABLE 21:1997 LODGING WORKER PRODUCTIVITY
FOR FORT WORTH -ARLINGTON
$/WORKER
TRAVELER ACCOMMODATIONS $ 52,739
HOTEUMOTEL $ 52,706
HOTELS 25+ ROOMS $ 49,430
OTHER $ 61,177
TABLE 22:1997 LODGING WORKER PRODUCTIVITY
FOR GRAPEVINE
$/WORKER
HOTELS & MOTELS $ 48,506
26
CULINARY ARTS AND LODGING SCHOOLS
Baltimore International College
17 Commerce Street; Baltimore, MD 21202
(800) 624-9926 ext.120; (410) 752-4710 ext.120; www.bic.edu
Founded in 1972, Baltimore International College is a regionally accredited, independent college
offering specialized bachelor's degrees, associate's degrees, and certificates through its School
of Culinary Arts, School of Business and Management, and Division of Evening Studies. In 1998,
the college had an unduplicated enrollment of more than 850 students from 23 states and several
foreign countries and a graduate placement rate of 98 percent. The college has an urban campus
in Baltimore, Md., in the United States and a historic, 100 -acre campus in Virginia, County Cavan,
Ireland.
Boston University Seminars in the Culinary Arts
Boston university Metropolitan college, Seminars in the Culinary Arts,
808 Commonwealth Ave., room 109, Boston, MA 02215 (617) 353-9852.
Boston University Metropolitan College features the quality of the country's fourth-largest
independent University, combined with the convenience your busy schedule demands. The goal
at Boston University's certificate program in the culinary arts are to introduce students interested
in gastronomy to its various disciplines, to expose dedicated culinary students of all ages to the
best professional chefs and teachers in the world of cooking, at one of the finest individual
training facilities in the country and to train students in the basic classical and modern techniques
and theories of food production, and the careful handling of food.
Jane Butel's Southwestern Cookery School
800 Rio Grande NW #14, Albuquerque, NM 87104 (800) 473 -TACO, (505) 243-2622 FAX: (505)
243-8297
Amidst the beauty and charm of New Mexico, the Jane Butel Cooking School offers not only
hands-on experience in learning the techniques of Southwestern Cooking, but also the traditions
and lore of the dishes that have developed over the centuries to become one of Americas favorite
Flavors! Full -participation classes in Butel Cooking School's new kitchen are particularly nice. The
weeklong and weekend sessions are provided for students to learn the classic dishes as well as
the new innovations and low-fat methods that never sacrifice flavor. Grilling, Smoking and
advanced Master Classes are also offered.
Byerly's School Of Culinary Arts
3777 Park Center Blvd., St. Louis Park, MN 55416 612-929-2492
Founded in 1980, this school offers 20 to 25 demonstrations and participation classes each
month on such topics as ethnic and regional cuisine, holiday menus, and guest chef specialties.
Sessions are scheduled mornings, afternoons, and evenings in the teaching kitchen with
overhead mirror. Private classes and children's birthday classes can be arranged.
California Culinary Academy
625 Polk Street San Francisco, CA 94102 800-BAYCHEF (229-2433) ext.7001
San Francisco is a world-famous culinary mecca with award-winning wine regions just beyond the
Bay. Easy access to the world's greatest restaurants, markets and culinary resources Our wide-
ranging comprehensive curriculum covers everything from practical hands-on techniques to
restaurant management skills Diverse student body with nearly 700 students from all over the
United States and more than a dozen foreign countries Expert faculty from around the world
Professional equipment and kitchen facilities Class sizes are limited, allowing for individualized
instruction Four student -run restaurants ranging from fine dining to deli. For more information
about the Academy, you are invited to attend one of our Open Houses. They are scheduled every
other month. Please call 800-BAYCHEF (229-2433), ext. 7001 for the dates of upcoming Open
27
House events and to reserve a spot. The program begins promptly at 9:30 a.m. and ends at
noon.
California School of Culinary Arts
1416 EI Centro; South Pasadena, CA 91030 888 900 -CHEF or 626-403-8490 www.calchef.com
California School of Culinary Arts has become one of the best known and respected culinary
schools in the country. 'Our exceptional location offers students an exciting academic
environment, in which nearly every culture in the world is celebrated and explored. Our multi-
cultural community offers the most diverse career and growth opportunities found anywhere on
the globe. We are proud to be one of the very few culinary schools in the country offering the
world famous Le Cordon Bleu Culinary Arts Program. Our partnership with Le Cordon Bleu has
offered to our students the very best in location and education.
The Cambridge School Of Culinary Arts
2020 Massachusetts Ave., Cambridge, MA 02140 617-354-3836
The Cambridge School of Culinary Arts was founded in 1974. It was licensed by the
Commonwealth of Massachusetts Department of Education and accredited by the ACCS/CT and
IACP. This school offers a 10 -month Professional Chef's Program, a Continuing Education
Program each summer for cooking enthusiasts and culinary trips for cooks of all levels. A culinary
education with emphasis on French and Italian cuisine was also provided.
Cornell's Adult University
626 Thurston Ave., Ithaca, NY 14850-2490 (607) 255-6260.
Cornell's Adult University offers an annual on -campus four-week summer program consisting of
one-week workshops and courses. Subjects include cooking, history, current events, ecology,
music, literature, and architecture and art. The Culinary Workshop, which is offered every year,
focuses on menu planning and kitchen skills to create appetizing and nutritionally sound meals.
The summer programs are open to all, wit enrollment ranging from 12 to 20 participants.
Culinary Arts at The New School
100 Greenwich Ave., New York, N.Y. 10011 212-255-4141
The New School, America's first university for adults, offers a comprehensive program in Culinary
Arts, including courses in cooking, baking, career training and wine appreciation. Cooking and
baking classes are held in a beautifully restored historic Greenwich Village townhouse (circa
1832). Professional -Level Master classes are short, intensive Certificate programs designed
primarily for adults seeking career changes. A broad spectrum of recreational Cooking and
Baking courses range in length from one- to eight- sessions. Culinary Events include Behind the
Scenes at the Great Restaurants of New York, Great Chefs at The New School, and Culinary
Walking Tours. Business and Management courses for budding entrepreneurs and working
professionals are offered evenings and weekends. Wine courses introduce students to the
pleasures of wine.
The Culinary Institute of America
433 Albany Post Rd., Hyde Park, NY 12538 Degree Program Admissions: 800 -CULINARY
continuing Education Dept.: 800-888-7850 http: //www.ciachef.edu
Founded in 1946, The Culinary Institute of America is the only residential college in the world
devoted entirely to culinary education. The college's 31,000 graduates are the first choice of
leading industry employers around the world. The college offers AOS degrees in Culinary Arts
and Baking and Pastry Arts, BPS degrees in Culinary Arts Management and Baking and Pastry
Arts Management, as well as continuing education courses for foodservice professionals. With
more than 2,000 full-time students, the college features an internationally acclaimed faculty of
more than 120 instructors from 20 countries, including the largest concentration of American
Federation -certified master chefs. Situated on 150 acres, the campus features 38 professionally
equipped kitchens and bakeshops, four public restaurants, a 55,500 -volume library, four
residence halls, and the new 55,000 -sq -ft. Student Recreation Center.
NN
The Culinary Institute of America at Greystone
2555 Main Street, St. Helena, CA 94574 Continuing Education Department: 800-333-wCIA http:
//www.ciachef.edu
The Culinary Institute of America at Greystone provides continuing advanced professional
educational opportunities in the food, wine, and hospitality fields. Located on a 30 -acre campus in
California's Napa Valley, The Culinary Institute of America at Greystone includes programs in
Continuing Education, the Center for Advanced Studies, the 1 1/2 -acre Sutter Home Organic
Vegetable Garden, thq Cannard Herb Garden, 15 acres of vineyards, the Wine Spectator
Greystone Restaurant, and the DeBaun Food and Wine Museum. Collectively these emphasize
the cooking and baking traditions of many cultures; fresh, seasonal flavors and ingredients; health
and nutrition; and sustainable agriculture.
Epicurean School of Culinary Arts
8759 Melrose Ave., Los Angeles, CA 90069; (310) 659-5990
Epicurean School of Culinary Arts was founded in 1985 and was the first school in Los Angeles to
offer a comprehensive program teaching classic French techniques that was both extensive in
scope and able to accommodate the part-time student. It was developed by Culinary Institute of
America graduates, based on a condensed version of their program. Epicurean students receive
more personal attention, a smaller student body, a better instructor/student ratio, more
concentration on the specific subject of fine food and more class hours devoted to "hands on"
participation.
Florida Culinary Institute
West Palm Beach, Florida
Florida Culinary Institute offers a curriculum of over 1200 contact hours in Culinary Arts,
International Baking and Pastry, and Food and Beverage Management, extending over an
eighteen -month period. The program of instruction includes six eleven week quarters.
Instructional time is split between classroom theory presentation and practical applications that
begin with basics, such as knife skills and progress to a la carte cooking, garde manager, baking
and management. Programs are accredited by the ACFEI and the NRA. Financial Aid and
housing assistance is available.
The French Culinary Institute
Admissions Department, The French Culinary Institute, 462 Broadway, New York, NY 10013
(212) 219-8890 or 1-888-FCI-CHEF, www.frenchculinary.com
The French Culinary Institute offers total immersion courses in culinary arts, pastry arts and bread
baking. In just six months by day, or nine months three evenings a week, students earn a diploma
in culinary or pastry arts. The artisanal bread -baking course trains students for a new career as a
baker in just six weeks (courses may also be taken in two-week increments). All courses focus on
hands-on training in outstanding professional kitchens. Culinary and pastry students spend 600
hours under the guidance of experienced chef -instructors with an 11:1 student -instructor ratio. As
part of the program, culinary students cook in our well-regarded restaurant, L'Ecole. Regular
lectures and demonstrations enhance students' experience.
Hay Day Cooking School
Hay Day, Inc., 1071 Post Rd. East, Westport, CT; 06880 203-221-0100
This country farm market and school, founded in 1984,offers approximately 55 demonstration and
participation classes annually on such topics as baking, ethnic, nutritional cooking and regional
cuisine, guest chef and restaurant specialties.
International Culinary Academy
555 Grant Street, Oliver Avenue Entrance; Pittsburgh, PA 15219
800-447-8324; www.icacademy.com
W1
Discover the Art of Fine Cuisine ... Learn everything from the time-honored secrets of the
world's classic sauces to the exacting art of ice sculpting. This 18 -month program earns you an
Associate Degree in Specialized Technology for the Culinary Arts or Pastry Arts and meets the
education requirements for certification under American Culinary Federation rules, preparing
students for entry into a world of exciting career opportunities. The program's curriculum includes
well-balanced approaches to basic kitchen and storeroom operations, effective business and
marketing theory and hands-on experience in the preparation and presentation of classic cuisine
from around the world. Upon successful completion of all the requirements, students will be
awarded an Associate Degree in Specialized Technology.
Johnson & Wales University
8 Abbott Park Place, Providence, RI 02903, http://www.jwu.edu (800)
DIAL-JWU (342-5598), admissions@jwu.edu
Founded in 1914, establishing the College of Culinary Arts in 1973,] Johnson & Wales University
has become the largest foodservice educator in the world. For nearly 20 years, 98 percent of our
Johnson & Wales graduates have found employment in their chosen fields within 60 days of
graduation. We offer AS degree programs in Baking & Pastry Arts and Culinary Arts, the world's
only BS degree in Baking & Pastry Arts, the country's first BS degree in Culinary Arts, and BS
degree _programs in Food Marketing, Food Service Entrepreneurship and Food Service
Management. Our main campus is located in Providence, RI, a city that boasts some of the
country's finest restaurants. Campuses are also located in Charleston, S.C.; Norfolk, Va.; North
Miami, Fla.; and Vail, Cob. Additional programs are offered through the College of Business, The
Hospitality College, and the School of Technology as well as the Alan Shawn Feinstein Graduate
School. Call or e-mail for more information.
L'Academie de Cuisine
5021 Wilson Lane, Bethesda, MD (301) 986-9490 avocational programs.
16006 Industrial Drive, Gaithersburg, MD (800) 664 -CHEF — Professional Programs.
L'Academie de Cuisine was founded by Francois Dionot in 1976. The Culinary Career Training
Program is a 12 -month full-time program with a strong emphasis on classical techniques and
theories of cooking. The program includes a paid externship at fine dining establishments in the
D.C. metropolitan area. The Pastry Arts Program is an 8 -month program emphasizing the
classical techniques of desserts and French pastries. This 600 -hour program includes a paid
externship also. L'Academie also offers Continuing Education programs. It is approved by the
Maryland Higher Education Commission and the Dept. of Education. It is accredited by ACCET.
Financial Aid available, if qualified. Contact Wendy Sisson in Admissions for more information.
Napa Valley Cooking School
1088 College Ave., St. Helena, CA 94574, (707) 967-2930, and fax: (707) 967-2909
The Napa Valley Cooking School, located 75 minutes from San Francisco, offers a one-year
certificate program. Basic to intermediate techniques in a range of different cuisine are taught, as
well as wine education. The school aims to prepare students for entry and advancement in fine
restaurants. Students spend their final semester working for pay at a Napa Valley restaurant.
The New York Restaurant School
75 Varick Street NY, NY 10013, 212-226-5500 www.nyrs.artinstitutes.edu
Founded in 1980, this school offers a Culinary Arts course, Cooking and Restaurant Management
course, a Restaurant Management program, Pastry Arts program, and Culinary Skills program.
New courses start 4 times per year except December and are held in the school's seven kitchens
and nine lecture classrooms. The Placement Office provides interview preparation classes,
resume writing assistance, and arranges job interviews. Graduates may utilize the Placement
Office. Approximately 95010 of applicants are accepted and 92 percent of graduates obtain
employment.
30
Pensacola Junior College
Contact Director of Culinary Management Howard Aller, CEC, CCE for further information at
(850) 484-1422 or e-mail hallercpic.cc.fl.us. The mailing address is 1000 College Boulevard,
Pensacola, FL 32504
Pensacola Junior College, adjacent to the sparkling white sand beaches of Florida's stunning
Emerald Coast, has a new, 2 year AS degree Culinary Management Program featuring small
classes and hands-on training in hot and cold foods, breads and pastries, catering and buffets
and various areas of management. A double major (AA in Hospitality with the AS in Culinary) is
available for those planning to go on for a Bachelors degree. The program, only in its third year,
has a 94 percent placement rate and, now that it is eligible, is applying for ACFEI accreditation for
Fall 1999.
The Restaurant School
The Restaurant School, 4207 Walnut Street1 Philadelphia, PA 19104
(215) 222-4200, ext. 3011 www.therestaurantschool.com
info@therestaurantschool.com
Founded in 1974, and celebrating our 25th anniversary, The Restaurant School is dedicated to
inspiring the future of the restaurant and hotel industry through training that is dynamic, timely,
and insightful, with a commitment of service to its students. The Restaurant School has four
major that offer an Associate Degree: Culinary Arts, Hotel Management, Pastry Arts and
Restaurant Management. The Restaurant School is the first school in the country to offer a
travel experience as part of the curriculum. Culinary and Pastry students participate in an eight-
day tour of France, while hotel and restaurant management students participate in an eight-day
Orlando resort and cruise tour.
The Restaurant School also offers classes to the general public, and is one of the first
schools in the country to have established two separate academies: Whole Foods and Wines.
Call or e-mail for more information.
Scottsdale Culinary Institute
Scottsdale Culinary Institute, 8100 East camelback Road, Suite 1001, Scottsdale, Arizona 85251
480-990-3773 www.scichefs.com
info@scichefs.com
Located in the rapidly growing Valley of the Sun and near the heart of downtown Scottsdale,
Scottsdale Culinary Institute is surrounded by world-famous resorts and restaurants. The program
is comprehensive, challenging and emphasizes a hands-on education. This rigorous training
rewards our graduates with a diploma in Le Cordon Bleu, a credential recognized and respected
around the world, in addition to an Associates in Occupational Studies in Culinary Arts degree.
The Silo Cooking School
Sandra Daniels, Director, Silo cooking School, Upland Rd., New Milford,
CT 06776 203-355-0300.
Founded in 1972 by former restaurateur Ruth Henderson and her husband, New York Pops
founder and music director Skitch, this country kitchen and gourmet foods store, art gallery, and
cooking school offers more tan 70 courses a year. Demonstration and participation sessions are
scheduled mornings, afternoons, and evenings in the school's well-equipped teaching kitchen
and cover such topics as ethnic and regional cuisine, holiday menus, baking, guest chef
specialties, and wine selection.
Southern Living Cooking School
Southern Living Cooking School, P.O. Box 2581, Birmingham1 AL (205) 877-6000
The Southern Living Cooking School, a dynamic traveling cooking show loved by food
enthusiasts throughout the South, reaches more than 100,000 audience. Its sponsors will gain
valuable exposure to live audiences through the lively step-by-step presentations, which feature
recipes designed to highlight the sponsor's products.
Sur La Table
31
Sur La Table is a Northwest -based kitchenware retailer founded in 1972, featuring over 12,500
products for the professional and home chef. Six of the Sur La Table stores offer a wide range of
cooking classes. Please contact any of the stores listed below to request a current schedule of
classes.
In California:
Berkeley: 1806 Fourth Street, Berkeley 94705 (510) 849-2252 Contact: Deborah
San Francisco: 77 Maiden Lane, San Francisco 94108 (415) 732-7900 Contact: Charlie
Newport Beach: 832 Avocado Ave., Newport Beach 92660, (949) 640-0200, Contact: Patti
Santa Monica: 301 Wilshire Blvd., Santa Monica 90401 (310) 393-0390, Contact: Valentina
In Washington:
Kirkland: 90 Central Way, Kirkland, 98033, (425) 827-1311, Contact: Krista
In Texas:
Dallas: 4527 Travis Street, Suite A, Dallas 75205, (214) 219-4404, Contact: Barbara
The schools classes feature nationally and locally acclaimed chefs, restaurateurs, cookbook
authors and professional cooking instructors. Classes occur in the evening and are 2-3 hours in
length. The majority of the classes are individual classes on a variety of seasonal topics. Sur La
Tabloe offers a basic series and children's series. Each cooking program conducts 100-150
classes per year in fully equipped demonstration kitchens. Demonstration and hands-on classes
are featured for 12-40 students. Hands-on corporate team building activities are also conducted
for private events.
The Valencia Culinary Institute @ Orlando
Valencia Community College, PO Box 3028, 3-25; Orlando, Florida 32802, (407) 299-5000
The Valencia Culinary Institute @ Orlando, the only degree -granting culinary program in Orlando,
offers you the opportunity to learn culinary skills in the world's largest hospitality laboratory. With
adjunct instructors from such places as Walt Disney World and Universal Studios Escape as well
as Pierre Pilloud, the Valencia Culinary Institute's Swiss -trained Certified Executive Chef I
Program Director, you not only have some of the best chefs in the world to teach you, but also
some of the best restaurants and attractions in the world in which to work!
Western Culinary Institute
1316 SW 13th Ave, Portland1 OR 97201 (800) 666-0312 or (503) 223-2245;
www.westernculinary.com e-mail: info@westernculinary.com
Established in 1983, Western Culinary Institute offers a 12 -month Le Cordon Bleu Culinary Arts
Program. The facility contains approximately 40,000 square feet of space. Included on campus
are seven lecture classrooms with audio-visual equipment, eight -kitchen classrooms, and three
student lounges, resource center, computer lab and three "open to the public restaurants." The
Institute has an enrollment of more than 650 students from 46 states and several foreign
countries. Student Coordinator is available to assist with housing needs. New classes begin every
six weeks and early registration is recommended. W.C.I. offers job placement assistance to
current students as well as graduates. The ACF and ACCSCT accredit the Program. Financial aid
available to those who qualify. Call or e-mail for more information.
Weir Cooking
Joanne Weir, Weir Cooking, 2107 Pine St., San Francisco, CA 94115 415) 7764200 Fax:
(415)776-0138.
This school, established by Joanne Weir in 1989, offers day and evening courses, weekend, and
three and five-day intensive courses. Participation courses (limit eight students) are held in Ms.
Weir's newly designed professional commercial kitchen complete with a wood -fired Tuscan oven.
The courses cover the classic and provincial cuisine of France, Italy, and other Mediterranean
countries as well as the U.S., especially California. Weekend, three and five-day intensive
courses, geared to San Franciscans and out-of-towners, focus on a single country or region and
32
include tours to Napa and Sonoma Valley and dinners at various San Francisco restaurants,
including Chez Panisse.
Yan Can International Cooking School
Susan Yan, School Director, Yan Can International Cooking School, Charter Square1 1064 G
Shell Blvd., Foster City, Ca 94404 415-574-7788.
Founded in 1985 by Martin Yan, host of the "Yan Can Cook" television show, this school offers
approximately 20 demonstration and participation classes (limit 18 students) per quarter.
Sessions are scheduled mornings and evenings and cover Chinese cuisine as well as other
topics. Facilities include two full kitchens and an overhead mirror. Spouse programs and private
classes may be arranged.
Galveston College
4015 Avenue Q
Galveston, Texas 77550
Voice:409/763-6551, FAX:409/762-9367
Food Preparation/Culinary Arts
Level -One Certificate Program (120503)
Culinary Arts is a two semester certificate program designed for the individual seeking training to
become employed as an entry-level cook. The student will be instructed in the areas of hot food,
baking, garde manger, banquets and catering. This certificate coupled with work experience, and
additional classroom instruction can lead to certification by the American Culinary Federation.
FIRST YEAR: First Semester, FOOD 1600 Food Preparation I, FOOD 1601 Food Preparation II;
Second Semester, FOOD 1602 Food Preparation III, FOOD 1603 Food Preparation IV.
American Culinary Federation
10 San Bartola Drive, St Augustine, Florida 32086
800-624-9458/ 904-824-4468
Fax 904-825-4758
Acf@acfchefs.net
The American Culinary Federation (ACF) has long represented the cooks, bakers, chefs and
culinary professionals in the United States. Through its Educational Institute (ACFEI) it represents
the educational needs of the culinary profession. Recognizing that culinary programs were being
offered at an accelerated rate, the Accrediting Commission of the ACFEI was established in
1986.
Programmatic accreditation from the ACFEI is a voluntary action by the program. It
requires that curriculum, faculty, facilities, resources, support staff and organizational structure all
substantially meet the standards set by the Accrediting Commission. Industry leaders set these
standards in both the culinary arts and culinary profession. These standards are the centerpiece
of what constitutes a viable program.
Culinary or food service programs that are ACFEI accredited have been judged against
the published standards. They undergo a self-evaluation and report their findings to the
Accrediting Commission. The commission then authorizes a fact-finding team to visit the school,
to verity the compliance of standards. The self-evaluation, the report of the fact-finding team, and
the program response are studied by the commission, which then grant accreditation to deserving
programs. There are hundreds of culinary and food service programs offered in the United States.
These programs may or may not meet the standards of the ACFEI Accrediting Commission. The
ACFEI accreditation effort is relatively new, and the list of accredited programs grows yearly. Only
those that have completed the accreditation process are recommended. Graduates of ACFEI
accredited programs can be assured that the American Culinary Federation Guided the
curriculum of their career choice.
The ACFEI does not endorse any one program as being better than another is. It does
ensure prospective students that the minimum standards have been met or exceeded by the
programs it has accredited. The ACFEI offers program graduates that are student members of
the American Culinary Federation a special consideration. Certification from the ACFEI as a cook
33
may be obtained at no charge by documenting graduation and combined school and work
experience totaling three years.
Required Courses for ACF Certification
ACF certification is based on three pillars: work experience, tests, and education.
Education includes formal schooling (high school to graduate studies), and continuing education.
Regardless of how you acquire your education points, every certified cook and chef must
demonstrate that they have successfully completed three mandatory courses: Food Safety and
Sanitation, Nutrition, and Hospitality Supervision.
Most often, chefs have taken these courses in the military, as part of their college degree,
or as related instruction in the apprenticeship program. However, chefs may also use ACF -
approved correspondence courses from such sources as the American Academy of Independent
Studies, The Culinary Institute of America, the American Hotel and Motel Association, educational
institution courses (i.e., community colleges or vocation -technical schools), and chapter -
sponsored programs.
Individuals must document the completion of 30 contact hours in each of the mandatory
courses. If these courses were taken more than 10 years prior to the date of initial certification or
renewal, the candidate must document the completion of an 8 -hour refresher course for any one
or all of the courses affected.
To standardize the instruction received by all members nationally, competencies have
been written for each course and are available to ACF chapters, members, accredited culinary
programs, and apprentice programs through the Education Department of the ACF National
Office in St. Augustine, FL.
The competencies for Sanitation and Safety reflect the 1996 national standards
established by the U.S. Food and Drug Administration and the U.S. Department of Agriculture.
And there are special learning objectives for kitchen safety. A typical course should study the
principles of bacteriology, food borne illness, sanitation, safety, personal hygiene, housekeeping,
and health regulations and inspections. The use, cleaning, and maintenance of equipment should
also be stressed.
The competencies in Hospitality Supervision focus on human resources and the
supervision and management procedures required to attract, train, and retain a quality hospitality,
or even more specifically, a culinary staff which will perform in the appropriate ways to ensure the
production and service of safe food to clients to ensure a successful business. A wide range of
management course titles may satisfy this mandated subject, however, ACF prefers courses
focused on human relations, teamwork, and supervision. The competencies for Nutrition focus on
basic nutritional concepts in relation to current health concerns and the eating habits of
customers, patrons, and clients are identified and studied. ACF recommends that these courses
include 20 hours of lecture, with an 8 -hour Practicum and two hours of testing or exams.
Sources for Sanitation, Nutrition, and Supervision Courses
For your assistance, here are three sources for the three mandatory courses (including
Sanitation, Nutrition, and Supervision) needed for ACF Certification. They are also an excellent
source for other continuing education courses and have a variety of subjects relating to the food
service I hospitality industry. All three companies are very good about sending out catalogues.
Sources for Correspondence Courses:
The American Hotel & Motel Educational Institute
Phone: 1-800-344-3320
Website: AHMA
American Academy of Independent Studies
Phone: 1-610-967-3323
Fax: 1-717-784-2129
The Culinary Institute of America
Phone: 1-800-888-7850
Note: As of 2/15/99 the National Restaurant Association Educational Institute is no longer offering
individual correspondence courses in any subject.
34
Alternative Learning Styles for Certification Testing
ll� One of the purposes of the American Culinary Federation is to provide opportunities for
its membership and others to develop professionally in order to help meet the current and future
challenges of the food service industry.
Becoming a Certified Culinarian is one of the ways of development and career
advancement. Certification is a written testimony or document that represents what advanced
education and experience one has achieved in the course of developing a career path in the
world of culinary arts.
The requirements, simply put, represent documentation of work and managerial
experiences elevating the work and skills of the candidate. There are other requirements
including the successful completi6n of three 30 -hour courses in nutrition, sanitation and safety
and supervision or management.
The ACF national office has received inquiries from candidates seeking certification but
who have indicated they have a learning disability, which restricts their continued progress toward
certification. In an effort to assist completion of the certification process, information has been
gathered that will provide some avenues to completing the certification process.
Some accommodations I resources available for people who may have reading
disabilities and are seeking information for alternative methods of study are as follows:
Have a peer assist with reading material.
Have books put onto tapes. Contact Printing House for the Blind and Dyslexic at (800)221-4792.
Make tapes of text chapters with key questions and answers so people can listen for information
without having to read.
Highlight portions of the texts and ask people to read only those sections. Advise about the
availability of electronic devices with an earphone. Contact Franklin Learning Resources at
(800)525-9673 for available materials.
Globe-Fearon, (800)252-9454, is another resource where information regarding reading levels
can be obtained.
Contact Sylvan Learning Center at (800)936 -CHEF to request reading assistance procedures
when ready to take the certification -level specific examination.
The Art Institute of Houston
The School of Culinary Arts
Houston, TX
General Information: Private, coeducational, two-year college, urban campus.
Founded in 1978. Accredited by Accrediting Commission for Career Schools/Colleges of
Technology.
Program Information: Offered since 1992. Program calendar is divided into Quarters. 15 -month
diploma in culinary arts. 18 -month associate degree in restaurant and catering management. 21 -
month associate degree in culinary arts.
Program Affiliation: American Culinary Federation; American Culinary Federation Educational
Institute; American Dietetic Association; Council on Hotel, Restaurant, and Institutional Education;
National Restaurant Association Educational Foundation; International Association of Culinary
Professionals; James Beard Foundation, Inc.; National Restaurant Association; Texas Restaurant
Association.
Areas of Study: Baking; beverage management; buffet catering; computer applications;
controlling costs in food service; culinary skill development; food preparation; food purchasing;
food service math; garde manger; international cuisine; introduction to food service; kitchen
management; management and human resources; meal planning; meat cutting; menu and
facilities design; nutrition; sanitation; soup, stock, sauce, and starch production.
Facilities: Bakery; catering service; classroom; computer laboratory; demonstration laboratory;
food production kitchen; gourmet dining room; learning resource center; lecture room; library;
public restaurant; snack shop; 2 student lounges; teaching kitchen.
Application Information: Students may begin participation in January, April, July, and October.
Applications are accepted continuously. Applicants must interview; submit a formal application,
an essay, high school transcripts or GED test scores, and take placement tests in English and
math. Contact:
35
Rick Simmons, Director of Admissions, The School of Culinary Arts, 1900 Yorktown
Houston, TX 77056-4115, Telephone: 800-275-4244
Educational Institute of the American Hotel & Motel Association
Hospitality Skills Certifications; EI is proud to introduce 14 New front-line Staff Certifications.
Service, Operations, attitudes teamwork - everything improves and your guests sense it.
Professional certification for supervisors and line level employees is a strategy for success. Make
it yours, you'll see the difference! Only available through the Educational Institute of the American
Hotel and Motel Association. For information about these and all our certification programs,
please call 888-575-8726.
Food and Beverage Hospitality Skills Certifications: Restaurant Server; Bartender; Kitchen
Steward; Kitchen Cook; Cocktail Server; Room Service Attendant; Banquet Set -Up Employee;
Banquet Server; Bus Person.
Housekeeping Hospitality Skills Certifications: Public Space Cleaner; Laundry Attendant;
Guestroom Attendant; Guest Services.
Guest Services Hospitality Skills Certifications: PBX Operator, Concierge; Bell Attendant;
Reservations; Front Desk Representative.
Certification for Corporate Executives, General Managers, and Owners/Operators:
Certified Hotel Administrator; Certified Lodging Manager.
Certification for Department -Head Levels: Certified Engineering Operations Executive; Certified
Hospitality Housekeeping Executive; Certified Food and Beverage Executive; Certified Human
Resources Executive; Certified Rooms Division Executive; Certified Lodging Security Director.
Certification for Supervisors: Certified Security Supervisor; Certified Hospitality Supervisor.
Specialty Certification: Certified Hospitality Educator, Certified Hospitality Sales Professional;
Master Hotel Supplier, Certified Lodging Security Officer; Certified Government Property
Manager; Certified Government Property Supervisor; Certified Government Property Technician;
Certified Gaming Supervisor.
Certification is an excellent way to recognize your employees' achievements and demonstrate to
your entire staff the value you place on professionalism and job knowledge. From your front desk
staff to the general manager, give your employees the added confidence certification provides.
Professional development and recognition throughout your company is an extra guarantee of
exceptional service to your guests. Begin certification with your front-line for guest service, your
line -level staff. Spotlight these important members of your team with Hospitality Skills
Certification. Our line -level certification program registers your staff as possessing the skills
needed for exceptional job performance recognized throughout the industry. The three areas for
registry are:
Front Desk Representative
Restaurant Server
Guestroom Attendant
Continue your employee's professional development with the Certified Hospitality Supervisor
designation. Recognize professional and knowledgeable supervisors throughout your property
with certification and enjoy the confidence of a proven supervision team.
After proving themselves as supervisors your employees can continue their growth with our
department head certifications. Show everyone that your directors have reached the pinnacle of
guest service and are promoting it throughout your company by recognizing each department
head's outstanding contribution to guest service.
For the ultimate champions of guest satisfaction and professionalism in hospitality there are the
Certified Hotel Administrator and Certified Lodging Manager designations. Every general
manager should be encouraged to "test their metal" against industry standards. With the ultimate
in certification your general managers will provide shining examples of
professional development and guest service excellence for your entire staff.
Get your entire staff certified and gain the confidence that they possess the skills required to be
tops in the industry.
Professional certification through the Educational Institute of AH&MA helps you achieve the
world's highest recognition for hospitality excellence. Certification is reserved for the best and
brightest in the industry, recognizing both operational and managerial expertise.
I_
Progressive companies encourage their most talented staff to become certified, making it a
valuable assessment and recognition program. Promote certification throughout your organization
at all levels and strengthen your entire team I. Click here to read testimonials of those who have
taken our courses.
National Restaurant Association Educational Foundation
Foodservice Management Professional (FMP) Certification Program
The Foodservice Management Professional credential distinguishes restaurant and foodservice
managers who achieve the high level of knowledge, experience, leadership and professionalism
our industry most desires. For this reason, more employers prefer candidates who hold the FMP
credential.
Earning the FMP credential puts unit -level managers in charge of their careers. This distinction:
Applies to all industry segments
Expands your network
Opens doors to lifelong learning opportunities
Celebrates your achievement annually
Gives you a chance to give back to the industry
FMP also supplies upper management with a tool to recruit, retain and reward choice employees
who will remain dedicated to and satisfied in the industry.
To be eligible to apply for certification and take the examination, candidates must meet the
following prerequisites:
Minimum Work Experience. Candidates must have three(3)years supervisory experience in a
restaurant or foodservice operation. If candidates hold an associate degree or higher in business
or hospitality, only two (2) years supervisory experience are required.
Specialized Training. Candidates must have earned a food protection manager certification within
a five(5) year period prior to applying. The examination must meet the intent and scope of the
Food Protection Manager Certification Program standards and criteria as established through the
Conference for Food Protection (e.g., ServSafe Food Protection Manager Certification
Examination).
CULINARY GROUPS LIST
The American Institute of Wine & Food
For more information, contact: AIWF Teresa Williams, Membership Manager (800) 274-2493
aiwfmember@aol.com
The American Institute of Wine & Food is an educational non-profit organization dedicated to the
pleasures, benefits and traditions of the table. There are 31 chapters across the country and a
chapter in France. The membership is comprised of professionals in the food and wine industries
as well as consumers. Our programs include wine seminars, in-depth and interactive tasting
sessions, field trips to food and wine producers, and many other social and educational events.
Chefs Collaborative 2000
An educational initiative of Oldways Preservation & Exchange Trust
For additional information, contact: Media & Publications Office Oldways 25 First Street
Cambridge, MA 02141 (617) 621-3000
Chefs Collaborative 2000 is a nonprofit membership organization of 1,500 chefs across the
America who are dedicated to the ethic of sustainable cuisine. It is committed to:
Diverse culture -based cuisine
Local farmers
Organic production of whole or minimally processed foods
To the use of fresh, local, seasonal ingredients
There is a quarterly Chefs Collaborative Newsletter and an annual National Retreat. To advance
education about sustainability in schools, the Collaborative has established a new Adopt -A -
School Program in which collaborative chefs themselves educate children about sustainable
37
agriculture, cuisine, and cooking. Also, within each regional chapter, Collaborative members
continue to organize and run an array of local activities and programs geared to meeting the
organization's objectives.
About OLDWAYS...
As the Collaborative's parent organization, Oldways Preservation & Exchange Trust, a nonprofit
educational group, promotes healthy eating based on the "old ways," the traditional healthy
cuisine of cultures around the world using foods grown and prepared in environmentally
sustainable ways.
International Association of Culinary Professionals
For more information, contact: IACP 304 West Liberty Street, Suite 201 Louisville, KY 40202
Phone:(800) 928-IACP or(502)581-9786 Fax:(502)581-9786 Web:
http://www.iacp.com. E-mail: IACPchgtrs.com
GENERAL INFORMATION
Founded in 1978. Membership 4,000+ representing over 32 countries. This not- for-profit
professional association's objectives include: providing continuing education and professional
development, sponsoring of the annual IACP Julia Child Cookbook Awards, promoting the
exchange of culinary information among members of the professional food community,
establishing professional and ethical standards, and funding scholarships.
The James Beard Foundation
For more information, contact: The James Beard Foundation 167 West 12th Street New York, NY
10011 (212) 675-4984 or (800) 36 -BEARD Fax: (212) 645-1438
The James Beard Foundation, a not-for-profit organization, was founded in 1985 at the
suggestion of Julia Child to keep alive the philosophy, ideals, and practices that earned James
Beard his reputation as the father of American gastronomy.
Located in Beard's townhouse in the heart of New York's Greenwich Village, the Foundation is a
culinary center for food professionals and enthusiasts, and sponsors culinary events open to the
public. Every day of the week, chefs, pastry chefs, winemakers, and cooking teachers from
around the country come to The Beard House to prepare meals, conduct tasting, or lead
workshops and classes.
In addition, The Beard House is available as a meeting space for other not- for-profit groups, and
its Library and Archives provide a wide-ranging resource for food and wine writers, chefs and
students. The James Beard Foundation also holds many dinners and events outside of New York
City.
In 1990, the Foundation established The James Beard Foundation Awards, which brought
together the two most prestigious recognition programs of the time, the Tastemaker Book Awards
and Who's Who of Food &Wine in America.
National Association for the Specialty Food Trade, Inc. (NASFT)
Requests for membership information are welcome, please contact: NASFT 120 Wall Street, 27th
Floor New York, NY 10005 (212) 482-6440 Fax: (212) 482-6459
PURPOSE
To foster trade, commerce and the interest of the members engaged in the specialty food industry
through trade shows and the media.
To promote friendly intercourse within the specialty food industry.
To foster research in the interests of the specialty food industry.
GENERAL INFORMATION
The NASFT has sponsored the Fancy Food Shows since 1954. Today, the combined annual
gross exhibit space in the Winter and Summer Fancy Food Shows approaches 800,000 square
feet, attracting an annual attendance of 50,000 members of the trade. Only NASFT members
may exhibit at the Shows.
The NASFT publishes a bimonthly magazine with a circulation of about 300,000. The magazine
reports on specialty food trends, cuisine of the world, NASFT members' products, outstanding
specialty food retailers, legislative matters relating to food and other subjects of interest to the
specialty food and restaurant industries.
IC
MEMBERSHIP
The NASFT has a membership of 19,000 manufacturers, distributors, importers, brokers, foreign
government offices and other suppliers of specialty foods. To educate its membership, the
NASFT publishes a newsletter, The NASFT Insider, supports educational programs and is a
source of specialty food information and networking.
National Restaurant Association
National Restaurant Association 1200 Seventeenth Street, NW Washington, D.C. 20036
Phone: (202)331-5900 Fax: (202) 331-2429 E-mail: www.restaurant.org
The National Restaurant Association is the definitive membership -based business association for
the restaurant industry. With more than 30,000 members representing more than 175,000
restaurants, National Restaurant Association membership includes table service restaurants,
quick service outlets and cafeterias, as well as professionals and academic institutions
associated with the industry.
The National Restaurant Association was created in 1923 by industry leaders who recognized
that there are some things restaurateurs can do better when working together than they can do
working alone. To this day, that credo serves as a basic principle for the Association as it
continues to serve its members by representing, educating and promoting the restaurant industry.
With national offices in Washington, D.C., and a strong grassroots program, the National
Restaurant Association ensures a powerful and effective voice for the restaurant industry on
Capitol Hill.
The National Restaurant Association is the leading source for research and information on the
restaurant industry. The National Restaurant Educational Foundation, located in Chicago,
develops and provides educational training programs. The annual Trade Show, held in Chicago
every May, attracts more than 100,000 restaurateurs and suppliers who want to see and to learn
about the latest industry products, services and trends.
New York Women's Culinary Alliance
For more information, contact: NYWCA 305 West 98th Street. #5E North New York, NY 10025
(212) 316-4213
New York Women's Culinary Alliance (NYWCA) is an organization that promotes cooperation and
education among women in the food industry. The membership of the Alliance, which includes a
cross section of food professional share information through member generated programs and
seminars. On going food and wine tasting, lectures and field trips provide members with
continuing education. The Alliance also participates in community affairs through volunteer work
and fund raising.
Roundtable For Women In Foodservice
For more information, contact: Deborah Hicks, RWF, 1372 La Colina Drive, #B Tustin, CA 92780
(800) 898-2849 or (714) 838-2750, Fax: (800) 898-2849 www.rfw.org
MISSION
Roundtable for Women in Foodservice (RWF) is a national organization of foodservice
professionals, devoted to providing educational, mentoring and networking opportunities to
enhance the development and visibility of women.
ABOUT RWF
The organization started in New York City in 1983. There are 10 chapters throughout the United
States. RWF's "point of difference" among foodservice industry organizations is that they are the
only association focused on the development and enhancement of women's careers throughout
all corporate and entrepreneurial, supplier and service segments of the industry. The two levels of
membership are professional ($150) and student.
As part of the goals for the next millennium, RWF is committed to continually providing each
member with:
Professional Development and Leadership opportunities
Networking on both a local and national level
Mentoring Programs
Local and National Scholarships
Me]
Access to National lob Banks
Women Chefs & Restaurateurs
For more information1 contact: WRC 304 West Library Street, Suite 201 Louisville, KY 40202
Phone: (502) 581-0300 Fax: (502) 589-3602 wcrchqtrs.com
MISSION STATEMENT
The mission of the Women Chefs & Restaurateurs (WRC) is to promote the education and
advancement of women in the restaurant industry and the betterment of the industry as a whole.
GOALS
Exchange: To facilitate communication and exchange of ideas between members and to promote
professional contacts.
Education: To provide educational opportunities for professional and personal development for
women in all sectors of the restaurant industry.
Enhancement: To create and expand professional and business opportunities for women working
in or wishing to enter the restaurant industry.
Equality: To provide support and foster an environment which insures women equal access to the
position, power and rewards offered by the restaurant industry.
Empowerment: To examine the issues of women in the workplace and to advocate the
improvement of work environments in the restaurant industry.
Entitlement: To provide opportunities, encouragement and support for women of all backgrounds
who wish to enter or advance in the restaurant industry.
Environment: To promote efforts to safeguard and improve the global food and water supply.
Excellence: To foster standards of excellence and integrity within the restaurant industry.
US FOOD COUNCIL LIST
APPLES
The U.S. Apple Association
6707 Old Dominion Drive,
Suite 320
McLean, VA 32101
(703) 442-8850
ARTICHOKES
California Artichoke Advisory Board
P.O.Box 747
Castroville, CA 95012
1-800-827-2783
AVOCADOS
California Avocado Commission
1251 East Dyer Road, Suite 200
Santa Ana, CA 92705
(714) 558-6761
www.avoGado.org
BARBECUE
Barbecue Industry Association
710 East Ogden Avenue, Suite 600
Naperville, IL 60583-8614
(630) 369-2404
www.bbqind.org
BEANS
American Dry Bean Board
115 Railway Place
iel
Scottsbluft, NE 69361
www.amedcanbean.org
BEEF
National Cattleman's Beef Association
444 North Michigan Avenue
Chicago, IL 60611
1-800-922-2373
(312) 467-5520
www.beef.org
CITRUS
Florida Department of Citrus
P.O. Box 148
Lakeland, FL 33802
(941) 499-2500
www.floddajuice.com
www.fred.ifas.ufl.edu/citrus/
CHOCOLATE
Chocolate Manufacturers Association of the U.S.A.
7900 Westpark Drive, Suite A-320
McLean, VA 22102
(703) 790-5011
www.candyusa.org
nca:cma.org
i
COFFEE
National Coffee Association of the U.S.A.
110 Wall Street
New York, NY 10005
(212) 344-5596
www.coffeescience.org
CORN
National Com Growers Association
1000 Executive Parkway
St. Louis, MO 63141
(314) 275-9915
www.ncga.com
CRANBERRIES
Cape Cod Cranberry Growers' Association
266 Main Street
Wareham, MA 02571
(508) 295-4895
cccga@capecod.net
www.cranberries.org
EGGS
United Egg Association
I Massachusetts Avenue NW
Suite 800
Washington, D.C. 20001
(202) 842-2345
www.unitedegg.org
41
American Egg Board
1460 Renaissance Drive, Suite 301
Park Ridge, IL 60068
(847) 296-7043
www.aeb.org
GRAPES
California Table Grape Commission
392 W. Fallbrook Avenue, Suite 101
Fresno, CA 93711
(559) 447-8350
www.tablegrape.com
HONEY
National Honey Board
390 Lashley Street
Longmont, CO 80501
(303) 778-2337
1-800-356-5941 (Hotline)
LAMB
American Sheep Industry Association
6911 South Yosemite Street
Englewood, CO 80112
(303) 771-3500
www.sheepusa.org
MEAT
American Meat Institute
P.O. Box 3558
Washington, D.C. 20007
(703) 841-2400
www.meatami.org
MUSHROOMS
American Mushroom Institute
1284 Gap Newport Pike
Avondale, PA 19311
(610) 268-7483
www.ameriGanmushroominsti.org
OLIVES
California Olive Association
980 Ninth Street, Suite 230
Sacramento, CA 95814
(916) 444-9260
www.clfp.com
ONIONS
National Onion Association
822 Seventh Street, Suite 510
Greeley, CO 80631
(970) 353-5895
www.onion-usa.org
42
PASTA
National Pasta Association
2101 Wilson Boulevard, Suite 920
Arlington, VA 22201
(703) 841-0818
www.ilovepasta.org
PEANUTS
Peanut Board
500 Sugar Mill Road, Suite 105A
Atlanta, GA 30350
(770) 998-7311
www.peanutbutterlovers.com
PORK
National Pork Producers Council
P.O. Box 103883
Des Moines, IA 50306
(515)223-2600
www.nppe.org
POTATOES
National Potato Promotion Board
7555 E. Hampden Avenue, Suite 412
Denver, CO 80231
(303) 369-7783
PUMPKINS
International Pumpkin Association
414 Mason Street, Suite 704
San Francisco, CA 94102
(415) 346-4446
PRUNES
California Prune Board
5990 Stoneridge Drive, Suite 101
Pleasanton, CA 94588
(925) 734-0150
www.prunes.org
RICE
U.S.A. Rice Council
P.O. Box 740123
Houston, TX 77274
(713) 270-6699
www.usarice.com
TEA
Tea Council of the U.S.A.
420 Lexington Avenue
New York, NY 10170
(212) 986-6998
TURKEY
National Turkey Federation
1225 New York Avenue NW
43
Suite 400
Washington, DC 20005
202-898-0100
www.eatturkey.com
Contact: Sherrie Rosenblatt