We will lead America’s restaurant industry into a new era of

1. Shared Vision The Proposed Shared Vision of the National Restaurant Association and its Educational Foundation, and the State Restaurant Associations and their Foundations We will lead America’s restaurant industry into a new era of prosperity, prominence and participation, enhancing the quality of life for all we serve.

2. The Proposed Mission of the National Restaurant Association We exist to help our members build customer loyalty, rewarding careers and financial success as the cornerstone of their communities. We create value for our members in five ways: Advocacy and representation building and sustaining positive public opinion and a favorable political environment Tools and solutionshelping grow revenues, increase profitability and develop employees Education and networking providing opportunities to connect and learn from each other Research and insights anticipating and preparing for emerging trends that could impact restaurants Responsible stewardshipproviding thought leadership to inspire better community involvement

3. The Proposed Mission of the NRAEF As the philanthropic foundation supporting the National Restaurant Association, we exist to enhance the restaurant industry’s service to the public through education, community engagement, and promotion of career opportunities.

4. Shared Vision and Missions The Shared Vision of the National Restaurant Association and its Educational Foundation, and the State Restaurant Associations and their Foundations We will lead America’s restaurant industry into a new era of prosperity, prominence and participation, enhancing the quality of life for all we serve. The Proposed Mission of the National Restaurant Association We exist to help our members build customer loyalty, rewarding careers and financial success as the cornerstone of their communities. We create value for our members in five ways: • Advocacy and representationbuilding and sustaining positive public opinion and a favorable political environment • Tools and solutions helping grow revenues, increase profitability and educate employees • Education and networking providing opportunities to connect and learn from each other • Research and insights anticipating and preparing for emerging trends that could impact restaurants • Responsible stewardship providing thought leadership to inspire better community involvement • The Proposed Mission of the National Restaurant Association Educational Foundation • As the philanthropic foundation supporting the National Restaurant Association, • we exist to enhance the restaurant industry’s service to the public through education, community engagement, and promotion of career opportunities.

5. NRA Strategic Plan Outline What are the major industry challenges? What is our vision for helping the industry meet these challenges . . . . . . and what outcomes will we commit to for the industry in 2013? Do we have the resources – members, reputation, relationships, financial strength, people – to deliver on our vision? What strategies should we pursue to develop our resources and help the industry meet its challenges . . . . . . and what outcomes will we commit to for the NRA in 2013?

6. Industry Challenges • Jobs and Careers • Food and Healthy Living • Sustainability and Social Responsibility • Business Operations and Entrepreneurship Industry Outcomes What are the major industry challenges? Shared Vision of the NRA, NRAEF and SRAs and Missions for the NRA and NRAEF NRA Resources NRA Strategies NRA 2013 Outcomes

7. Industry Outcomes Industry Challenges What is our vision for helping the industry meet its challenges? Shared Vision: We will lead America’s restaurant industry into a new era of prosperity, prominence and participation, enhancing the quality of life for all we serve. Missions for the NRA and NRAEF NRA Resources NRA Strategies NRA 2013 Outcomes

8. Industry Outcomes • Jobs and Careers • Food and Healthy Living • Sustainability and Social Responsibility • Business Operations and Entrepreneurship Industry Challenges What outcomes will we commit to for the industry in 2013? Shared Vision of the NRA, NRAEF and SRAs and Missions for the NRA and NRAEF NRA Resources NRA Strategies NRA 2013 Outcomes

9. Industry Challenges Industry Outcomes Do we have the resources – members, reputation, relationships, financial strength, people – to deliver on vision? Shared Vision of the NRA, NRAEF and SRAs and Missions for the NRA and NRAEF • NRA Resources • Members • Reputation • Relationships • Financial strength • People NRA Strategies NRA 2013 Outcomes

10. Industry Challenges Industry Outcomes What strategies should we pursue to develop our resources and help the industry meet its challenges? Shared Vision of the NRA, NRAEF and SRAs and Missions for the NRA and NRAEF NRA Resources • NRA Strategies • Develop and grow our core products • Build a compelling member value proposition • Focus our Foundation on the Jobs and Careers challenge • Create seamless relationships with the SRAs • Integrate around the industry challenges • Strengthen our identity and communications NRA 2013 Outcomes

11. Industry Challenges Industry Outcomes What outcomes will we commit to for the NRA in 2013? Shared Vision of the NRA, NRAEF and SRAs and Missions for the NRA and NRAEF NRA Resources NRA Strategies • NRA 2013 Outcomes • Membership expansion • Revenue and contribution • Peer association ranking

12. Industry Challenges Industry 2013 Outcomes NRA Strategic Plan Outline What are the major industry challenges? Shared Vision of the NRA, NRAEF and SRAs and Missions for the NRA and NRAEF What is our vision for helping the industry meet these challenges… . . . and what outcomes will we commit to for the industry in 2013? NRA Resources Do we have the resources – members, reputation, relationships, financial strength, people – to deliver on our vision? NRA Strategies What strategies should we pursue to develop our resources and help the industry meet its challenges? NRA 2013 Outcomes . . . and what outcomes will we commit to for the NRA in 2013?

13. What three industry outcomes do you recommend for each industry challenge?

14. Jobs and Careers Outcome Metric Group 1 (Leader: Mary Adolf) Public perceptions of jobs and careers within the restaurant industry • How the consumer views the restaurant industry versus other industries as a place to work Improvement of management practices related to specific employee satisfaction drivers • Numbers of employers utilizing best practices • Identify the employee satisfaction drivers (differ by segment, position etc.) • Define best management practices relating to employee satisfaction Group 2 (Leader: Hudson Riehle) Manage and decrease employee turnover • Traditional metrics, but need to refine appropriate numerator /denominator • Metrics for turnover rates by job type (hourly and management) and by segment Increase employee benefits • Track employer percentages that provide benefits by benefit type • % covered in industry, diversity of offerings Increase labor supply • Traditional BLS metrics • Immigration

15. Food and Healthy Living (page 1 of 2) Outcome Metric Group 3 (Leader: Mary Pat Heftman) • Incidence of food borne illness across America • Efficacy of the regulatory industry • Education of opinion leaders in the industry • Penetration of food safety training • Reduction of safety-related incidents for those who use our products Food safety and food service • Incidence of violations • Penetration of responsible alcohol training • Reduction of alcohol-related incidents for those who use our products Responsible alcohol service • People at the table (alliances) • Number of distribution points (fliers) • Move ourselves out of the middle ring of the target • Level of awareness A commitment to participate in achieving a healthier America

16. Food and Healthy Living (page 2 of 2) Outcome Metric Group 2 (Leader: Hudson Riehle) • NRA alliance building to build public perception and safety of public food supply • Set standards for recall • Develop vibrant communications system to notify all operators of outbreaks/recalls/actions needed • More trained/certified • Decrease incidence of problems • Water integrity A safer food supply • Healthful alternative offerings • % of units with nutritional information • Number of partners/alliances re healthy living (increase) • Association is a source of nutritional information for operators Consumer health awareness and information availability • Benchmark to current NRAEF metrics on safe food and alcohol service training Penetration of ServSafe food and alcohol

17. Sustainability and Social Responsibility Outcome Metric Group 1 (Leader: Mary Adolf) Water and energy • Increase awareness around best practices for energy and water usage • Set standards that define what best practices are and measure the work against those standards • Quantify the number of restaurants that are taking steps to reduce water and energy usage Public perception of sustainability • Improve consumer perception of the restaurant industry versus other industry segments' sustainability practices Public perception of social responsibility • Quantify the industry's total charitable giving: both in-kind and direct charitable contributions • Measure consumers' perception of the restaurant industry's charitable efforts versus other industries

18. Business Operations and Entrepreneurship Outcome Metric Group 4 (Leader: Mike McCallum) • ROI by segment • Average sales per outlet • Percentage of margin Industry / segment profitability • Customer satisfaction surveys • Potential consumer index (profitability, spend, etc.) Customer satisfaction / service quality / customer loyalty and demand • Traditional metrics Employee satisfaction / recruitment / retention / training

19. What are the implications for the National Restaurant Association in setting industry outcomes?