summer 2014 - michigan state universitycultivate valuable relationships to deliver locally produced...

Summer 2014

A publication of The Division of Residential and Hospitality Services at Michigan State University

2 SERVING STATE | SUMMER 2014

VISIT WELCOMINGSTUDENTS.MSU.EDU FOR ALL THE INFORMATION

YOU’LL NEED TO WELCOME STUDENTS TO CAMPUS!

SERVING STATE | SUMMER 2014 3

WHEREVER WE GO, WE ARE MSU A MESSAGE FROM THE VICE PRESIDENT FOR AUXILIARY ENTERPRISES

that makes the experience special and creates Spartans for life. I am very proud of the work all our RHS team members do because we collectively help make it possible for our MSU community members to succeed with persistence, retention and academic success. The whole MSU team stronger than the individual parts.

Afew weeks ago, 15 team members attended the Association of College and

University Housing Officers — International Conference in Washington, D.C. There were more than 1,300 delegates from 22 countries present. The interest sessions were informative and thought-provoking.

One evening, a group of us took the Metro, or subway, to Nationals Park to see the Washington Nationals play the Colorado Rockies. Along the way we met two young men from Bosnia who were going to see their first baseball game.

After some conversation, one of the young men yelled, “Go Green,” and then the train yelled back, “Go White.” Yes, there are Spartans everywhere. This experience reminded me that “I am MSU” is more than just a slogan, it is a lifestyle. We represent MSU every day!

As the dog days of summer are upon us, we have a new freshmen class and their parents visiting our campus full of excitement, wonder and a little trepidation. While we see phenomena every year, I am reminded that, for each freshman, this is a brand new experience. I am constantly given feedback from parents about how friendly, welcoming and service-oriented our RHS team members are.

You are MSU.

These little interactions make a big difference for our students and guests and remind me that our team interactions help turn this large cam-pus place into a small, intimate and caring university community. We all represent this institution through our actions.

“I am MSU” is at the heart of delivering outstanding Spartan experiences. It is the human touch

Vennie GoreVice President, Auxiliary Enterprises

“I AM MSU” IS AT THE HEART OF DELIVERING

OUTSTANDING SPARTAN EXPERIENCES. IT IS THE

HUMAN TOUCH THAT MAKES THE EXPERIENCE

SPECIAL AND CREATES SPARTANS FOR LIFE.


v

New location at the International Center!

Pizzas, Salads, Pasta Bakes, Calzones and

More!

www.eatatstate.comCover Photo:

Beef Cattle Management Program

DIVISION OF RESIDENTIAL AND HOSPITALITY SERVICES Auxiliary EnterprisesCulinary ServicesResidence Education and Housing ServicesSpartan Hospitality Groupwww.rhs.msu.edu

Serving State is an online publication for guests and partners of the Division of Residential and Hospitality Services at Michigan State University. Our goal is to share divisional news and initiatives with Team MSU. Serving State is produced by Residential and Hospitality Services’ Creative Services, 373 Service Rd., Michigan State University, 517-353-9147.

Editors Eric Anderson, Ilene Davis

Design & Layout Elizabeth Ayres, Linda Beach

Photography Wesley Choi, Lilly Switzer

Production Manager Dean Snyder

Office Assistant Pamalee Rahall

rhs.msu.edu/mc/creative-services


6

CONTENTSIN THIS ISSUE

3 WHEREVER WE GO, WE ARE MSU A MESSAGE FROM VPAE VENNIE GORE

6 FROM FARM TO PLATE AT MICHIGAN STATE

10 JANE EMERY: WORKING TO UNITE A DIVISION

12 NEIGHBORHOOD ENGAGEMENT CENTERS: LOOKING BACK ON A MILESTONE YEAR

14 MSU TAKES THE ‘LEED’

16 MSU CHEF PROFILE: MELISSA MARTINEZ

18 FOREST AKERS GOLF: REDEFINING EXCELLENCE

22 MEET RHS INTRODUCING OUR TEAM MEMBERS


STUDENT ORGANIC FARMThe MSU Student Organic Farm (SOF) was founded in 1999 by a group of students with a desire to apply the techniques they were learning and to get some hands-on experience. Today, the 15-acre SOF is a certified-organic, year-round teaching and production farm that sells goods to MSU dining halls, as well as includes a year-round Community Supported Agriculture program and a seven-month on-campus farm stand. During the school year, there are 10 to 12 undergraduate students working on the farm, all with varying academic majors. During the summer, the farm has about four or five students on deck.

The students’ learning and experience continue to be at the core of what the farm does, said Jeremy Moghtader, manager of the SOF and director of the Organic Farmer Training Program (OFTP), which is an intensive nine-month program that emphasizes hands-on farm management skills.

The SOF is home to a number of organically raised heritage breed pigs, which provides students a hands-on opportunity to raise pigs from farrowing to finish. The farm is also home to seven hoophouses, or passive solar greenhouses, that allow the production and distribution of fresh produce year-round. This allows the farm to grow food to supply the dining halls throughout the school year when the demand is highest. The ability to supply fresh, organic vegetables such as spinach or carrots throughout the winter months in Michigan is one of the farm’s distinctive traits.

Growing food for the MSU dining halls is something that gives the undergraduate students great pride, said Moghtader.

The students take ownership of the process and are involved at every level: from preparing the planting beds, to seeding, harvesting, washing, packing, invoicing and delivery.

From

at Michigan StateAs the movement to purchase and consume locally reared produce and meats continues to grow, Michigan State University’s commitment to sustainability and local food practices grows with it. From fruits and vegetables grown by MSU students on the university’s Student Organic Farm and urban farming at the Bailey GREENhouse, to top-notch ice cream and baked goods produced right on campus, MSU brings high-quality, local goods from the farm right to your plate.

“The Bailey GREENhouse works intimately with campus chefs to grow culinary herbs and fresh vegetables that are served in several dining halls and the Kellogg Center State Room.”

Farm to Plate


“They like it because they feel like it’s a direct connection to the campus,” he said. “It’s cool to grow food for their peers.”

The SOF collaborates with MSU’s chefs when planning the growing season. Salad mix is usually in high demand, as well as various herbs. Last year, they started growing lemongrass for the chefs.

“The relationship with RHS is critical to the SOF,” said Moghtader. “It’s one of the things that makes the SOF so unique and special here at MSU and around the country. We and our students are so grateful for the collaboration and support.”

BAILEY GREENHOUSE AND THE RISE PROGRAMAnother way in which MSU is working to promote farm-to-table freshness while enhancing students’ education and experience is with the SOF’s sister farm, Bailey GREENhouse. The GREENhouse was constructed in 2012 in conjunction with the renovation of MSU’s Bailey Hall renovation and in partnership with RHS and the SOF.

The GREENhouse is one of MSU’s many hoophouses used to help farmers extend the growing season and increase vegetable, fruit and herb production. This allows production of ingredients that are used in meals served at Brody Square and the Kellogg Center’s The State Room Restaurant. The plants are tended by

students of the Residential Initiative oo the Study of the Environment (RISE), a program that provides students with a focused residential learning environment as well as an academic specialization in environmental studies.

Plant production at the GREENhouse is promoted through the use of composted pre-consumer food waste from Brody Square, which makes it a model for a sustainable food cycle in a community agriculture setting.

RISE has unique partnerships with several units within the division of RHS. Students work with procurement officers, MSU Food Stores and MSU executive chefs to provide certified organic, locally grown food. Students also work with RHS facilities staff to study their “home” as a living laboratory for improving the sustainability of campus. Together, RHS collaborators and RISE students are studying how to reduce dining hall plate waste, decrease energy and water consumption and send less solid waste to the landfill.

“It’s a great partnership,” said Laurie Thorp, director of RISE.

A recent collaboration saw students develop organic herbal teas for The State Room, said Thorp.

The students have grown the herbs, mostly traditional herbs used in popular herbal teas such as lavender and mint, harvested them, dried and blended them to create

Bailey GREENhouse


quality teas. They did a tea tasting with MSU chefs and Joel Heberlein, director of the Spartan Hospitality Group. Eventually, the teas will be available on The State Room menu.

ON-CAMPUSOnce supplies from the GREENhouse, SOF and the more than 300 regional vendors arrive to MSU kitchens, the chefs go to work.

MSU Chef Kurt Kwiatkowski works closely with the SOF and the GREENhouse and believes that when it comes to the food he serves, quality is key. He visits the farm frequently and likes that he can go out and see exactly where many of the ingredients used in the dining halls are coming from.

He also puts a great emphasis on the partnerships that form between the university and local and regional entities.

For example, the MSU Dairy Plant, which is operated on campus by the Department of Food Science and Human Nutrition, is a 14,000-square-foot processing plant the provides a variety of natural cheeses and ice cream to Culinary Services, the Kellogg Center and two campus Dairy Store locations.

MSU Bakers is a fully operational bakery that was relocated to the MSU Food Stores facility in 2007 after the bakery’s inception in 1971. Today, the bakery provides baked goods for campus dining halls and other campus food service venues, but also sells decorated cakes and other specialty products to MSU students and the surrounding Lansing area.

Chef Kwiatkowski believes MSU is pioneering growing methods with the use of its multiple hoophouses. Because the growing season is limited and food is in highest demand during the school year, the hoophouses make it possible to keep up with the student schedule


and supply fresh food year-round. “It’s a great challenge to have,” he said. There’s so much talent on campus and as skills are

evolving and expanding behind the scenes, the food IQ of dining hall guests is also evolving so there is a growing emphasis on local, responsibly produced foods to meet the demand, he said.

CONCLUSIONMSU continues to support unique techniques and cultivate valuable relationships to deliver locally produced foods year-round. Students, faculty/staff and the greater-East Lansing community benefit from these methods as the university works toward a sustainable and locally driven food cycle that delivers foods from the farm straight to the plate. 3

Photos: Chef Kurt Kwiatkowski preparing one of his specialities.


Can you tell me about how you came to MSU and what roles you had when you were first starting out?

At that time, the Division of Housing & Food Services (H&FS), now Residential and Hospitality Services (RHS), had a unit called Construction Maintenance and Interior Design (CMID). I was hired as an Interior Design Intern in January 1985 and offered a full-time position in July 1986. At that time, CMID exclusively provided interior design services for H&FS. In 1986, CMID began providing services to MSU academic units and a large portion of my work was in on-campus buildings and off-campus facilities in Novi and Grand Rapids. In the 1990s, I transitioned to the Supervisor for the Interior Design Services component of CMID. During that time, I connected with MSU administration to develop service proposals, assess the interiors of divisional facilities and develop funding estimates. The combination of these things broadened my perspective and appreciation for the complexity of MSU as a whole.

At the same time, I was employed by our family owned and operated retail power equipment business for the last 30 years and our lease holding LLC more than 15 years.

Can you tell me about how you got into Strategic Initiatives and about some of the work you’ve done in that capacity?

In 2004, I began studying organizational change and development as a way to challenge myself and develop opportunities for advancement. I applied for my current position (Strategic Initiatives Manager) because of that research and study.

In November 2008, Ken Horvath and I were both hired as Strategic Implementation Managers with slightly different focus in order to implement the 2008 RHS Strategic Plan.

In the beginning, much of my work involved advising on our renovation project processes such as the MSU Way program. The position also included transitional work where Ken and I shared responsibilities, such as the 2008 functional transition of H&FS to RHS and realignment of the units under the direction of Vice President Gore for Auxiliary Enterprises (then AVP for

JANE EMERY: Working to Unite a Division

JANE EMERY HAS WALKED

EVERY INCH OF EVERY PUBLIC

SPACE IN EVERY BUILDING OF

MICHIGAN STATE UNIVERSITY’S

DIVISION OF RESIDENTIAL AND

HOSPITALITY SERVICES SINCE

SHE BEGAN AT MSU.


RHS). This also includes the merger of Campus Living Service and Residence Life.

Most recently, the focus has been transitional work and projects that cross RHS unit lines such as serving as an adviser in the Design and Construction Management transition to the Planning and Projects Office. I’ve also worked with Diane Barker on the Integrated Program Organization Project. Most recently I have been involved with the Event Planning Initiative.

This work is especially rewarding in that I am collaborating with a wide variety of team members across the division. I learn something every day from them, enjoy hearing their perspective and appreciate how they collectively develop solutions.

Can you talk about what your current project, the Event Planning Initiative, entails and how it will benefit the University?

RHS is a uniquely large and involved division within Michigan State University. RHS operates and maintains one of the nation’s largest single-campus residence hall systems, a full-service and award-winning hotel and restaurant, golf courses and much more. Because of this size and the diverse array of offerings, our Division touches nearly every aspect of the MSU campus. Our opportunity lays in our ability to showcase the quality services RHS provides to students, the campus commu-nity and the general public from one portal. This broad spectrum of services to external and internal customers encourages MSU enrollment, persistence, retention and academic excellence.

The Project Team began planning the approach for the transition to a one-stop shop in September 2013, starting the process of bringing together divisional experts to determine how to reorganize RHS resources, develop standards, service delivery handoffs, staff sharing processes, key performance indicators, a Destination State web strategy and a business model. Once the reporting model was decided, Milestone Teams, about 50 team members from across the division

were called on to develop these standards.Divisional Forums were held in June to present the

work of the Milestone Teams and gather feedback from team members and RHS Executive Leadership. At this time, the project team is at the implementation phase. This phase entails development/approval of memorandums of agreement and in-unit feedback loops from those team members whose service delivery is most directly impacted. From this feedback cross learning tactics will be developed.

Using the project assessment plan, Executive Leadership and project representatives from Culinary Services, Residence Education and Housing Services and Spartan Hospitality Group will continue to assess the model.

Essentially the intent of the Event Planning Initiative is to develop one customer point of contact for all RHS internal and external event planning in RHS facilities. Through this, we can continue to delivering outstanding Spartan experiences to all our students and guests.

Looking ahead, what are some of the biggest challenges that MSU/RHS will face and how do you think you/RHS/MSU will overcome them?

As we look to President Simons’ Boldness by Design imperatives, we can clearly see that change on a global level will continue, technologies will continue to evolve and service level expectations will continue to compete with financial sustainability. It is likely these will be some of our biggest opportunities to be uniquely MSU. 3

THIS WORK IS ESPECIALLY REWARDING IN THAT I AM COLLABORATING

WITH A WIDE VARIETY OF TEAM MEMBERS ACROSS THE DIVISION. I LEARN

SOMETHING EVERY DAY FROM THEM, ENJOY HEARING THEIR PERSPECTIVE

AND APPRECIATE HOW THEY COLLECTIVELY DEVELOP SOLUTIONS.


When it comes to student success, Michigan State University’s unique size and make-up means that the University is constantly challenged

with developing innovative solutions for uncommon problems. While this may seem onerous, the challenge has helped to generate inventive solutions that think about student engagement in unprecedented ways.

One example of this is the Neighborhood Engagement Centers. These collections of student resources, which are centrally located in the residence halls where students, live, eat and study, bring together the people and opportunities that support students from when they first arrive on campus to when they persist to graduate from MSU. This includes tutors and academic advisers,

career counselors, health clinics, fitness classes, social opportunities and many more outlets to which students can look for support.

The start of the school year this fall will mark a tremendously successful year for the Neighborhood Engagement Centers, who have received overwhelmingly positive feedback. Partners from across campus have been taking advantage of the collaborative opportunities the Engagement Centers provide. This includes collecting and applying data that can shape

NEIGHBORHOOD ENGAGEMENT

CENTERS

LOOKING BACK ON A MILESTONE YEAR

Photos - Top row: North Engagement Center at the MSU Union,; Middle row: Brody Engagement Center;

Bottom row: East Engagement Center at Hubbard Hall


a student’s experience or a professor’s approach to a subject. Additionally, Engagement Centers are helping to facilitate the growth of a scholarly culture and create social learning communities.

With evidence of successful Engagement Center-based initiatives already beginning to surface, the future of these student resource hubs is promising.

REAL-TIME INTERVENTIONSThe placement of these resources in students’ living areas means that assistance for a wide range of issues is immediately available. However, the benefits of this immediate and consistent presence goes beyond convenience for students. It allows the academic advis-ers, professors and residential staff the opportunity to collect data and impressions on how students are per-forming and adjust their own methods and approaches accordingly.

For example, professors are no longer limited to educating students during class time, lectures or office hours. Thanks to the partnerships between academic departments and the Neighborhoods, professors can communicate with the Engagement Center tutors to identify subjects that may be causing their students more trouble. Conversely, tutors are able to talk with professors as to what they’ve found to be effective when it comes to teaching various theories or concepts.

Staff in residence halls are also involved. Data from professors on academic performance can be used to identify areas within the residence hall system where there are a disproportionate number of struggling students. Staff that work to support students in these areas can then be equipped with specific resources to help this area of students.

This real-time data collection and communication facilitates effective, targeted interventions that can make a huge difference in a student’s experience. Without the central location of these Engagement Centers and the alignment of campus resources, this kind of student engagement would not be possible.

DEVELOPMENT OF TARGETED INTERVENTION PROGRAMSWhile the collection of data allows for real-time academic intervention, it also has long-term ramifications. Various interventions are starting to prove themselves particu-larly effective for certain student demographics at MSU. Neighborhood Engagement Centers, along with campus partners, are now able to take these methods that have been proven effective and incorporate them into academ-ic support programs.

One initiative born from this assessment is the Spartan Success Scholars program, a program that provides first-generation college students from low-income households with a specialized set of resources that have been shown to be effective in supporting other

similar students.“Spartan Success Scholars provides targeted resources

that tie very closely with many aspects of a student’s experience in an intentional way,” said Dr. Kristen Renn, Professor in the college of education and Associate Dean of Undergraduate Studies/Director for Student Success Initiatives. “We’re making sure these students are aware of the available resources and we’re doing so at the right time.”

FUTURE AND CURRENT COMMUNITIESThere is clearly a good deal of evidence suggesting the alignment of these campus resources is conducive to the collection and use of various data related to student success. However, Neighborhood Engagement Centers are also proving to be effective at facilitating organic growth of student engagement.

One example of this is the communal nature of many of the Neighborhood study groups and academic tutoring programs. Study groups in various neighborhoods have grown from typical weekly study meetings into more social occasions that feature a supportive academic environment mixed with opportunities for social engagement.

This is highlighted by the Math Learning Center in MSU’s River Train Neighborhood. The self-proclaimed “River Trailblazers” offer appealing environments where students and tutors are genuinely invested in the academic performance of their peers. Renn is excited at the potential for this and other groups.

“There are great communities being built,” said Renn. “This is yet another way that Engagement Centers harness positive MSU energy for the purpose of student success.”

CONCLUSIONWhile the early returns on Neighborhood Engagement Centers are impressive, they are dwarfed by the po-tential impact that could be had in the coming years. As more areas on campus begin collaborating with Engagement Center services, more and more aspects of a student’s experience at MSU will receive attention and support. Additionally, the best methods for promoting student engagement and success will distinguish them-selves and be widely applied for the good of the entire student body.

No matter what form these support initiatives take, the commitment shown by campus partners to come together and collaborate bodes well for the future. When campus units and departments place a priority on working together for the greater good, students win. This model for engagement will continue to grow and improve as MSU establishes itself as a leader in promoting student success. 3


At Michigan State University, the commitment to delivering outstanding Spartan experiences has generated initiatives whose impacts ripple

beyond the MSU student and guest community.One example of this is the Leadership in Energy and

Environmental Design (LEED) certifications earned by MSU dining halls. The Gold and Silver certifications, awarded to The Vista at Shaw Hall and South Pointe at Case Hall, respectively, are emblematic of the sustainable culture found at MSU and its division of Residential and Hospitality Services.

MSU takes the ‘LEED’

The Vista at Shaw


LEED certifications recognize excellence in building design with regards to health and environmental issues such as energy savings, water efficiency and CO2 emissions reduction. All of these elements combine to promote improved environmental quality for students and a better stewardship of resources by the University.

The Vista at Shaw Hall, which received the Gold LEED Certification, was re-opened in January of 2013 after undergoing renovations that included the implantation of new seating areas, new dining venues and more sustainable processes for operation of the dining hall.

For example, low-flow plumbing fixtures were used to conserve water and LED and low-wattage lighting fixtures were used to conserve energy. A significant amount of reclaimed lumber was utilized from demolished barns around Michigan to use as trim in a lot of the main dining areas. More than 50 percent of the equipment and appliances are energy rated for long term savings and the construction project itself was able to divert more than 70 percent of waste from the project from landfills by recycling.

The renovation of South Pointe at Case Hall saw similar efforts to ensure sustainable practices in the long run. The renovated dining and common areas are heated and cooled using the existing building steam system along with new air handling units and new chiller unit. Additionally, variable speed exhaust fans and “supply air” systems were installed to provide cooking areas with fresh air in a sustainable fashion that helps to conserve energy. The South Pointe lighting systems received particular attention, as the renovated dining hall was specifically designed to maximize exterior daylight and optimized energy performance for lighting power.

In addition prolonging the life spans of these dining halls, news of these accomplishments will be displayed in dining halls and common areas to further promote a culture of sustainability.

A focus on the ecological design of dining halls is just one aspect of the sustainability mission undertaken by MSU and its division of Residential and Hospitality Services (RHS). Within the goal of helping students persevere toward graduation lies countless opportunities to implement sustainable practices, helping better position RHS and MSU to confront any challenges that lay ahead. 3

Photos: Top - The Vista at Shaw; Bottom two - South Pointe at Case


For Chef Melissa Martinez, food is a way of life. The MSU sous chef has been surrounded by it in one way or another her entire life. Her family has

always owned restaurants and catering companies; growing up she was that kid in class who always did food-related projects. She worked in restaurants to put herself through college. For this Lansing native, food is sharing. It’s family.

Despite her culinary background, Chef Martinez started college as a political science major, intending to go into law. However, the deeper she ventured into the political realm, the more unsatisfied she became.

“I was feeling so negative,” she said. “I was losing sight of the good things.”

Her love of food helped change her path, explaining that now she feels excited about her work.

“Now I’m like, ‘this is awesome’,” she said. “I get to feed people, and I get to share. I think that’s something that’s always been embedded in me.”

When she applied to the Culinary Institute of America in New York, one of the top ranked culinary schools in the country, she was working at a local country club.

The club’s chef, who was a great mentor and teacher, encouraged her to apply to the accelerated program. Two years later, Chef Martinez was one of three women to graduate from the CIA accelerated program since its inception five years prior.

ARRIVAL TO MSUChef Martinez returned from New York and joined MSU, working first as a culinary platform attendant in Shaw Hall before becoming a sous chef at Riverwalk Market of Owen Hall. As a sous chef, she acts as an extension of the executive chef’s vision and execution in the kitchen.

The chef said she has seen a shift in the operations of Culinary Services from traditional service lines to cooked-to-order, fresh lines. That transition means training and educating employees, which is something she enjoys.

MSU Chef Profile: Melissa Martinez


“The staff is willing to learn, and that makes a huge difference,” she said. “They want to elevate the food, they want students to be happy and feel at home.”

She believes that together, Culinary Services is broadening the horizons of the students by offering an abundance of choices and making an effort to encompass flavors of the world.

“It’s also giving students a whole new experience, and they’re falling in love with it.”

Chef Martinez loves the connectivity that food provides. She loves seeing a spark of interest when

students try a new food because it ignites a desire to learn and explore the world.

“It definitely connects the students to each other as well as to the rest of the world around them,” she said.

KITCHEN CHARACTERChef Martinez said as she gets older, she realizes her lifelong connection to the restaurant environment has shaped her perspective on the world. In an industry that is often fast-paced and occasionally chaotic, you have to roll with the punches.

“Whatever is going to go wrong, we can fix it,” she said. “We’ll keep moving.”

She has carried that mentality home too, so when her 2 1/2-year-old son, Eric, wakes up at 3 a.m., “not a problem,” she said with a laugh.

Being about to adapt is also what helped her win first place at the MenuDirections Culinary Competition in Charlotte, North Carolina in February. She and her teammate scrapped their planned dish minutes before the competition started and worked together to create something new.

Chef Martinez explains their thought process: “She’s a mom, I’m a mom and sometimes you forget to go

grocery shopping,” she said. “So it made it really easy for us to adjust.”

You also have to be tough in the kitchen, especially as a female in a male-dominated field.

“You don’t cry unless you’re cutting an onion,” Chef Martinez said. “You don’t cry in kitchens because it doesn’t get you anywhere.”

She remembers her first home football game Saturday as a new manager. She had 20 employees between two units and within an hour, diners rushed through and cleaned them out.

“We got ransacked,” she said. “It was like a tornado.”Despite the rush, she said the entire staff worked

together like a well-oiled machine to do what needed to be done. The guests never saw the struggle.

“You have to love what you do,” she said. “And it doesn’t just have to be about food. You have to love the whole industry.”

Chef Martinez recently transferred from Riverwalk Market at Owen Hall to The Gallery at Snyder/Phillips. It’s a larger dining hall, and she feels prepared because of her MSU mentors and experiences since arriving on campus.

“I’ve had really great managers who are really leading me down the right path,” she said.

The past year has been one of change and new adventure for Chef Martinez. Shifting from the restaurant world to the culinary side of MSU has afforded her a lot of opportunities to do what she loves. Because the university supports a work/life balance, unlike her previous waitressing jobs, she is able to spend time with her family and her son.

“It’s the best of both worlds,” she said. “It’s very cool to work for Michigan State.” 3


Forest Akers Golf: Redefining ExcellenceForest Akers Golf Courses is home to two premier public golf courses and the Big Ten champion Michigan State University Men’s and Women’s Golf Teams. Recently, Forest Akers received a generous donation from Dr. Ken and Barry Moore, which was used to build a masonry bridge on the ninth hold of the West Golf Course enhancing the aesthetics of the course and improving the navigation of the hole.

Updates continue to be made throughout Forest Akers to consistently provide a top-notch golfing experience for all those who come out to play.


Kirsten Kelly was immediately taken by the historical charm and character of the Cowles House when she arrived to start her position as the new head manager. She instantly knew it was the place she wanted to be. A MSU alum, Kirstin is excited to return to her alma mater and join Residential and Hospitality Services at the helm of one of campus’ most commemorated historical sites.

Kirsten’s ambition and knack for entertaining has led her to rewarding career in the hospitality industry. She began as an assistant manager with the Kent County Club in west Michigan before undertaking administrative roles with the senior management team at Wuskowhan Players Club of West Olive, Mich. and a clubhouse Manager for the Travis Pointe Country Club in Ann Arbor, Mich.

Kelly assumed her managerial position at Cowles House mid-July. As the manager, she oversees major events in coordination with the president’s office, supervises and trains the Cowles House team and monitors the direction of events and services. She enjoys mentoring students, the environment of Cowles house and the diverse atmosphere of the university.

IN KIRSTEN’S WORDS: “The challenge for me was transitioning from the country club industry to a higher education environment. Once I became familiar with Cowles House, I realized that the hospitality industry is universal. Always put your guests and the establishment’s reputation first.”

Cody Wilson is no stranger to Culinary Services. The newest Student HR Coordinator for The Gallery spent the whole of his undergraduate career working as an RHS student team member. His journey began at Brody Square where he started out at an entry-level position and steadily worked his way up through various supervisory roles before discovering his passion working as an HR Student Assistant. Graduating in May with a bachelor’s in Human Resource Management, Cody continued working as part of Culinary Services HR staff before assuming his current role.

Cody’s new position has him overseeing policies, procedures and interactions that take place with The Gallery’s student employees. His own unique experi-ences as an RHS student team member are a motivating factor for how he approaches his duties, as he wants to ensure that each student employee receives the same amazing experience that he received during his time at Brody Square. Above all, Cody strives to create an en-vironment where student team members can develop, sharpen and share essential working skills.

IN CODY’S WORDS:“I love being a role model for students that need one, encouraging student employees to work hard, chase their dreams and never give up.”

MEET RHSINTRODUCING OUR TEAM MEMBERS

MEET KIRSTEN KELLY MANAGER, COWLES HOUSE

MEET CODY WILSON STUDENT HUMAN RESOURCES COORDINATOR, CULINARY SERVICES


Linda Beach started her career at Michigan State University 15 years ago as a student studying Studio Art with an emphasis in Graphic Design. During her tenure as a student, she worked for the unit now known as Creative Services and when a full-time position opened near the time she graduated, Linda applied and was accepted.

As a graphic designer for RHS Information Services’ Creative Team, Linda calls upon her MSU experiences to provide creative support to the division on a diverse range of campus projects. Having gained first-hand experience as an MSU students and RHS student employee, Linda has a unique understanding of how to best communicate with MSU’s various audiences through graphic design.

“The people in this division have a passion about MSU,” she said. “I like being able to help communicate that to the public.”

One of the things Linda likes most about designing at MSU is seeing her work throughout campus and working with the creative team’s student staff, helping them learn as she did when she was a student in the office. She also appreciates the perspective they bring.

“The students are a large part of our audience,” she said. “To have that knowledge in the office is great.”

IN LINDA’S WORDS: “The thing I love about graphic design is that it never feels like work.”

First impressions are lasting. John Byrd’s role as a student team member in the Residence Education and Housing Services’ Outreach Neighborhood program is influential in shaping the initial experience shared by students and parents as they arrive on campus. As a neighborhood supervisor and representative of the University welcoming aboard new students, John’s charismatic personality and initiative embody the Spartan spirit.

There’s never an ordinary day of work for John and that’s how he thrives. As a supervisor for East Neighborhood, John oversees guided tours provided to incoming students and their parents as part of the Academic Orientation and Parent Orientation Program. In this capacity, John can put his best skills to use. He enjoys engaging new people, the professional experi-ence and responsibility and, above all, collaborating with fellow RHS members to present the best of Michigan State University. John has been committed to the division for two years and is one of many students who are part of the larger divisional effort to create outstanding Spartan experiences.

IN JOHN’S WORDS: “I interact with people from everywhere. You can tell they all want to be here. That’s what makes my job so enjoyable.” 3

MEET JOHN BYRD STUDENT TOUR GUIDE, RESIDENCE EDUCATION AND HOUSING SERVICES

MEET LINDA BEACH GRAPHIC DESIGNER, CREATIVE SERVICES, INFORMATION SERVICES


P L E A S E J O I N U S F O R

TUESDAY, AUG. 12, 4:30 – 8 P.M.

THE TASTE OF SPARTAN STADIUM

Join RHS Culinary Services for a taste of what will be available this football season as Spartan fans head to Spartan Stadium

for this annual event! For just $5, you will have the opportunity to sample food from many stadium venues!

summer 2014 - michigan state universitycultivate valuable relationships to deliver locally produced...

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