MHEF Board of Directors

Characteristics of the Board

The Board of Directors of MHEF is comprised of industry leaders representing many professional fields within the Hospitality industry- including foodservice operations, including full and limited service restaurants, caterers, hotel and institutional foodservice operations, suppliers of goods and services to the hospitality industry and hospitality educators.

To qualify for election as an MHEF Director, the candidate must have demonstrated strong leadership skills as well as a degree of professional excellence in their chosen field. Importantly, board members of The Restaurant Association of Maryland (the largest and most powerful industry trade association), along with other industry professional associations, also serve on the MHEF Board. RAM Board members comprise a majority of the MHEF Board, enabling a seamless continuation of communications and ongoing symbiotic support, thereby ensuring the continued growth of MHEF's ability to serve the industry in short-term and long-term ways.

Focus of the MHEF Board

The primary focus of MHEF is, for many reasons, on the foodservice industry. Because of its status as the educational arm of the Restaurant Association of Maryland, MHEF is fully integrated into RAM's strategic plans, programs, priorities and protocols. From a practical perspective, MHEF's focus is on foodservice because, of the entire hospitality industry, foodservice is by far the industry's largest segment. The foodservice segment of Maryland's hospitality industry represents over 90% of the industry licensees in the state; over 80% of those employed; over 75% of the sales revenue generated by the industry, and over 70% of the sales tax generated by the industry.

Responsibilities of the Board

The primary charge to the MHEF Board is to develop and support policies that help fulfill the mission of the Foundation. It is the responsibility of the Board to ensure that MHEF's staff is empowered with the resources to help:

• Shape and Guide the industry, both proactively and re-actively;

• Position the industry so that its present and future business potential is enhanced;

• Ensure that public and educational perceptions coincide with the interests of the industry

• Ensure that MHEF can be sustained financially