We're Almost There

By John Kinsella, CMC, WGMC, CCE, AAC

When I took office, I vowed to increase membership and evaluate all ACF programs fairly and comprehensively. We knew we would also have to evaluate and maintain our revenue sources to ensure that we have the kind of continued growth necessary to provide programs for all our members.

Three years ago, membership was at 17,000. The board of governors and board of directors changed the membership structure, and today we have more than 21,000 members and growing. One of the major concerns about membership is that we are part of an aging population and need to retain our junior and graduating members just to stay viable. One of the criticisms I have heard is that we need more chef members. I might question that statement, and ask why we aren't keeping our graduating culinarians and developing them into the next generation of chefs.

After evaluating our membership demographics, we found that by 2016 we would have nearly $350,000 less in dues revenue. It is a serious problem, and we need to address this issue so that we can continually grow and be viable in the U.S. culinary community. Our auditors recommended that we have small dues increases every year to help compensate for lost dues revenue from an aging membership. One of the most important things we need to do is never allow a diminishing return on not only membership revenues but all our dollars.

I believe in a diversified approach to membership, including property membership, national membership and, of course, the traditional chapter and national models. But let's be candid; we have strong chapters and weak chapters. One of the most important things we must do in the next year is set up state organizations where chapter presidents come together, have an annual meeting and elect their own state representative. At annual meetings such as these, regional vice presidents would listen to their chapters' needs and concerns. This would enable strong chapters to assist in the growth of weaker chapters, and help all chapters retain their membership.

To assist in membership retention, we looked at certification. One of the most obvious requirements was to reevaluate our certification program so that it could meet the needs of chefs in the 21st century. We also identified and developed a strategic plan. We now have an independent certification commission that deals with all the issues surrounding that program. And, thanks to our holding the WACS presidium, we now have global certification, which we manage for the 72 countries within this world organization.

Look at the growth in the accreditation program today; it produces great educational opportunities for aspiring students and supports accredited programs in schools and colleges. Apprenticeship is being revamped, and the apprenticeship chair now sits on the accrediting commission so that the apprenticeship program is properly represented.

On another front, we brought in-house all our regional and national conference and convention programs, and thanks to the support of the host chapters, we are seeing financial growth in those areas.

We evaluated the ACF Culinary Team USA program and came to the conclusion that Team USA needed to be in a separate foundation. We will then put movers and shakers on that board to generate more revenue than in the past. Imagine how hard it is to be team manager, fundraiser and coach, and on top of that, hold down a full-time position. In the long term, I really believe that whoever is the team manager will be paid just like a major league manager, but it will take a lot of fundraising to achieve that goal.

Our fiduciary management team has assured constant, steady financial growth so that our organization can meet the needs of the 21st century. Just look at the numbers. When the board of directors took office, we had $800,000 in our investment fund. Today we have approximately $1,600,000 in the same fund. We have actual payroll under budget, increased productivity and a 24-hour turnaround on most of our membership requests and needs.

What does this mean to you, the member? It means that you have a vital organization with great growth potential, a superb staff and a board that has worked extremely hard to expand our place in the culinary world. So, in the last year of my presidency, I intend to sustain and increase our growth, provide better educational opportunities and, most of all, preserve what we have gained in the past three years--a transparent, open government with one constituent in mind: chefs John Q. and Jane Q. Public.