JK: Transparency is fostered through open and honest communication, treating people with respect, and sharing information to the extent possible. While confidentiality limits some sharing, there is very little that can’t be disclosed. By being upfront about what’s happening, including perceptions and upcoming events, people can rely on accurate information. Transparency is particularly important when it comes to student groups, such as sharing capital plans and how they may impact them, as well as explaining dining plan rates and inclusions. SA: As we discuss communication and collaboration within the foodservice industry, are there any additional points or trends you’d like to share based on your observations and conversations with industry professionals? JK: One important aspect, especially during the challenges posed by COVID, is the necessity of being available and actively listening to both customers and staff. It’s crucial to interact with them, share information, and provide support, considering the uncertainties that everyone is facing. Sharing information and plans as best as possible while offering direction and assistance is key. SA: There’s always an important feedback loop in communication. How do you ensure effective communication back to stakeholders and students once their concerns have been addressed? JK: Ongoing dialogue plays a vital role. For student groups, we held regular meetings with the Residence Hall Association and the Missouri Students Association. After gathering input, decisions were made taking their feedback into account. Then, it was crucial to go back to the group and inform them of what was heard, how their input influenced the outcome, and share the results. This ensured that they knew their feedback was valued and understood. The same approach applied to staff members. If they raised questions or concerns, it was important to provide timely updates on the outcome, the direction being taken, or the reasons behind certain decisions. Maintaining transparent dialogue with both students and staff was essential. SA: The foodservice industry is undoubtedly complex, and there are numerous challenges to navigate. With your extensive experience, we’d love to hear about the challenges you faced and the strategies you employed to overcome them during your time leading food services at the University of Missouri and elsewhere. JK: One of the significant challenges we encountered was related to the economy and student enrollment. When enrollment declined, it posed difficulties for our open facilities and operations. Several years ago, we experienced a 25 to 30 percent drop in residential student enrollment, which required us to react swiftly. Unfortunately, we had
limited control over enrollment figures. Interestingly, some students base their decision on where to attend college or university partly on their dining experience. I’ve personally witnessed instances where students chose a particular institution because they enjoyed the meals provided. This highlights the complexities involved in the enrollment factor. Enrollment fluctuations were a complex issue that demanded resilience. We had to temporarily close certain operations due to the decline. However, as enrollment rebounded and increased, we faced the challenge of finding sufficient space for all the students. Another complexity revolved around staffing, which always presents personnel-related issues. Dealing with people remains the most challenging aspect of the job. While numbers matter, it’s ultimately the people who make a positive or negative impact on operations. Staff members are indispensable, and though there may be days when one wishes otherwise, they are the essence of our success. Building positive relationships with staff, keeping them informed, and demonstrating respect for their work is crucial. I have immense respect for the dining services staff and their daily interactions with customers and the responsibility they shoulder, especially those in the dishroom who handle valuable china. Our full-time staff and students, who were an integral part of our team, contributed significantly to our operations. However, staffing challenges continue to persist, and I empathize with current managers and directors in the industry. If only I could solve the staffing challenge myself. Sojo: Do you have any advice for colleagues in the industry who want to ensure a successful dining program in the coming year? Julaine: Challenges will always exist, and the COVID-19 pandemic was one of the most significant challenges we’ve faced. However, I have faith that we will overcome it. Things are starting to improve, and they will continue to evolve. We need to persevere. For those of us passionate about what we do, there’s no better place to be than in the college university atmosphere. It’s an environment filled with future leaders who are invested, engaged, excited to learn, grow, and develop. I encourage everyone to stay positive and embrace the opportunities within college & university dining. Sojo: Thank you, Julaine, for sharing your insights and passion for foodservice. It has been truly exciting to hear about your experiences. If our colleagues want to connect with you or learn more, how can they reach out? Julaine: I would be happy to connect with anyone. You can reach me via email at Kiehnj@missouri.edu. I look forward to hearing from you.
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