The US Presidential Culinary Museum
Mission and Values Statement: The Presidential Culinary Museum®, US Food History Museum™, The Inn of the Patriots™, Hail to the Chef™ Grille or Restaurant featuring our motto of E Pluribus Yum™ with All the Presidents' Menus™, and Presidential Service Center® continue to collect, preserve, and interpret Presidential history. Through our engaging educational programs, exhibits, tours, and digital methods, we foster a deeper understanding of the culinary arts and the likes and dislikes of America's First Families' food preferences. We also showcase the culinary arts through banquets at Camp David, US State Dinners at the White House, everyday family cooking favorites, and our extensive china collections. For holders of the Officially verified Presidential Service Badge (PSB), with a serial number controlled by the White House Military Office, we highlight the contributions of each office to the preservation of the Presidency. Through loyalty, honorable military and civilian service, courage, commitment, obedience, zeal, and fidelity, we uphold our craft and legacy without party lines or political influence. Core attributes that underpin our values include integrity, accountability, initiative, and toughness. We will always be ready to answer the call when needed.
Statement of Purpose: The purpose of The Presidential Culinary Museum® and Presidential Service Center™ is to educate the public about the social, political, military, economic, and natural history of serving the Presidency and First Families in all capacities, emphasizing their historical significance. We believe our purpose is to share all things PRESIDENTIAL globally across business, medicine, technology, and more - in a sharing and growing manner. The PSB badge wearers (with serial numbers) and civilian alumni additionally seek to care for one another in illness and health via contribution and scholarship awards, particularly in the realm of culinary arts.
Strategy: It has most often been our strategy to embrace the significant work of the enlisted men and women of the White House Military Office, lower-ranking civilians in service to the President, and the staff itself at the White House, yachts, Camp David Resort, Air Force One, rail cars, motor pool, US Secret Service, White House Communications Agency, HMX-1, Marine Corp One, and several other units and offices. We do celebrate and honor high-ranking Generals and Admirals, Doctors, and leaders, but they do not represent the balance of power supporting the American Presidency. Our strategy focuses on the average man and woman, the ordinary clerk, and the unknown and unthanked worker. We employ our magazine (named PRESIDENTIAL), websites, keynote speakers, social media, television series, business classes taught, broadcast fireside chats, interviews on television, and other avenues towards our stratagem, particularly in promoting educational programs that highlight Presidential history.
Most often, they noticed how the First Families interpreted the fabric of life in America, exemplified what was occurring on earth, or shaped change itself, including their influence on First Families’ food traditions. The servant humbled in the eyes of God.
Additional strategies include how an ordinary supporter holding a Top Secret clearance serving the Presidency feels about societal issues that the First Family engages with. These can include racism, sex, immigration, ripping down statues, drug use, or other subjects of considerable speculation. This span includes controversial issues that typical museums will not cover, Trustees squelching, or wealthy board members complaining based on their religion or belief systems. Our strategy also includes not allowing Advisors or Trustees to donate their way onto our board, and those in such capacity should not be requested to provide funds. Both strategies are often used in museums and associations to the detriment of each party.
Dedication: To Walter Scheib, III, Executive Chef of the American White House. The commitment occurred in 2015, posthumously.
Vision Statement: It is the vision of the Board of Directors to continue to expand on our outstanding facilities, holdings, and programs that preserve and promote the history of American Presidential service in all its forms. We have done so for over ten years - across the world, bringing our vision to the global stage. We are practitioners of Jeffrey Fox and his many books made available for all team members, Dr. Deming, Dr. Covey, Dr. Blanchard, and Dr. Ornish. Our vision comes from understanding their principles, and expanding to a larger facility is our primary future focus.
The logo of the US Presidential Service Center.
Clarifying memberships and Clarifying Statement: Any PSB badge wearer and holder identified by a serial number at the White House is welcomed into the Presidential Service Association (PSA), a separate entity that collaborates on an ad-hoc basis with the museum. Those claiming to have been a "White House Chef," a "White House Electrician," or a member of the "White House Security Detail" can only do so if they were stationed at the White House (East or West Wing), the White House Military Office (WHMO), or involved in educational programs related to Presidential history. If you visited the White House and held a cooking demonstration with a speech at the Navy Mess, do not claim to have been a "White House Chef"; you were a visiting Chef who provided a demonstration and speech. You were not "The White House Chef," nor were you "a White House Chef" or "one of the many White House Chefs." Such claims are misleading and jeopardize your integrity. If you cooked several White House State Dinners by invitation or worked as a Chef for WHMO or the White House Staff Mess, it is clarified by the PSC that you held the title of White House Chef. However, never state that you were THE White House Chef, as that title is reserved for the White House Executive Chef, such as Chris Comerford, Henry Haller, and Walter Scheib, III. This same methodology applies to other roles, such as electricians or speechwriters. Individuals have been prosecuted with our assistance under various acts of falsehood and the Stolen Valor Act over the past 12 years. The frequency of Review and Change will occur at least annually for all these statements, but the board may adjust this schedule at their discretion. The Hail to the Chef™ Grille by the US Presidential Culinary Museum® is planned as a restaurant museum in Orlando, Florida, dedicated to the simple tastes of the First Families and their culinary arts. E Pluribus Yum™.
The logo of The Hail to the Chef™ Grille or Restaurant (seen on Linkedin (link)).
Presidential Culinary Museum
Deciphering our organization's culture at The United States Presidential Service Center, along with associates of The United States Presidential Culinary Museum, DBA's of Mongiello Holdings, LLC, and tenets of The Inn of the Patriots, LLC, is crucial to our mission.
A Required Annual Review Process
As a leader in several industries ranking in the top 3% of independent judging bodies and global reviews, our ongoing effort to understand culture is essential for supporting our mission, strategy, vision, goals, and values. Our current statement was verified and last reviewed on February 16, 2020. It is publicly accessible at http://www.PresidentialServiceCenter.org, with a complete copy included in this policy. We recognize it isn’t perfect, so we actively seek assistance to update it over time, aligning with societal needs. Organizational culture can be an active enabler or a significant obstacle to implementing change. Most organizational change efforts necessitate some degree of culture shift (Levin & Gottlieb, 2009).
Steps taken throughout the year are strategically planned to better understand our culture and facilitate change. All reports are shared with managers, directors, owners, our unofficial board of advisors, and our board of trustees. The culture of our organization largely develops from its leadership, and conversely, the culture can also influence leadership development (Bass & Avolio, 1993).
1. We periodically issue an unnamed review of culture, safety, and management to provide a climate analysis. This is always done anonymously, and the final report is presented to leadership and the team. The questions in the review cover various aspects including the environment, sexism, harassment, joyfulness, celebration, awards, leadership, management, treatment, attitudes, workplace atmosphere, security, and safety, ensuring that our culinary arts initiatives and educational programs are also evaluated in this context.
2. In adherence to Dr. Deming's principles, we do not utilize written performance reviews. Instead, we conduct verbal surveys among team members, which are set aside for specific periods, followed by each team member reviewing their managers. This creates a two-way review process.
3. We maintain an open-door policy that allows even our 16-year-old mailroom assistants to address our 90-year-old leader without following a strict chain of command. If it helps define, shape, or decrypt our culture, we embrace it without retribution.
4. As part of our bi-annual fact-finding mission, we request that all team members write or type a paper about our culture without including their names. We invite suggestions for changes, and anonymity is encouraged. Team members can submit their papers into a diamond box located on the enormous silver chair. Participation is voluntary, and to ensure fairness, we ask that all team members place at least a blank piece of paper in the box. This process brings awareness to the "unwritten ground rules" (UGRs) that operate within our organization. UGRs can help transform our culture into a new set of ground rules that directly reinforce desired behaviors (Simpson & Cacioppe, 2001). Informing everyone about the drop-off process ensures everyone participates fairly, even if they choose not to write anything. We also do not conduct annual reviews for team members; instead, we perform team reviews of all leadership and management to foster improvement. Reports regarding leadership and management behavior are openly discussed to facilitate change.
Bass, B. M., & Avolio, B. J. (1993). Transformational leadership and organizational culture. Public administration quarterly, 112-121.
Levin, I., & Gottlieb, J. Z. (2009). Realigning organization culture for optimal performance: Six principles & eight practices. Organization development journal, 27(4), 31.
Madu, B. C. (2012). Organization culture as a driver of competitive advantage. Journal of academic and business ethics, 5, 1.
Simpson, S., & Cacioppe, R. (2001). Unwritten ground rules: transforming organization culture to achieve key business objectives and outstanding customer service. Leadership & Organization Development Journal, 22(8), 394-401.
The state dining room in the White House.
Website Accessibility Statement by CEO Marti Mongiello
"As a disabled and injured veteran in war, I know pain everyday."
The Accessible Icon Project (featured in blue and white) is an ongoing work of design activism. It starts with a graphic icon, free for use in the public domain, and continues its work as a collaboration among people with disabilities and their allies toward a more accessible world.
The Inn of the Patriots™, LLC, Presidential Culinary Museum®, and Presidential Service Center® - All Rights Reserved©. Web design & graphics by MA Marketing Agency™. Since 2008, we have donated over 600 room nights, educational programs, classes, tours, and funds to charities, raising $567,000.00 in one night for cystic fibrosis. Global Activism combined with our Green Leader Awards reflects our commitment to responsible business practices. As a disabled and injured SDVOB 100% US military veteran-owned company, we are dedicated to ADA accessibility as disabled owners. It’s important to note that we are a private home and private museum, not a public venue. We offer two rooms for rent in our private residence, located on the second floor without elevator access and are not ADA-capable.
The following guidelines have been provided to support our websites under Mongiello Holdings, LLC & The Inn of the Patriots, LLC, along with all of its DBAs, to effectively utilize these forums while adhering to federal, state, and/or rules and policies. Employees contributing to the websites are also subject to the rules outlined in our Internet Policy and the Americans with Disabilities Act of 1990 (amended 2008) (ADA), Section 504 of the Rehabilitation Act (1973), and Title II of the ADA. Ethical expectations are clearly defined in our team member manuals for the “Code of Ethics and the Principles of Professional Conduct of Our Profession.”
ADA Compliance
Mongiello Holdings, LLC & The Inn of the Patriots, LLC, along with all of its DBAs, is committed to ensuring accessibility of its websites for guests and community members with disabilities. All pages on our websites strive to conform to the W3C Web Accessibility Initiative’s (WAI) Web Content Accessibility Guidelines (WCAG) 2.0, Level AA conformance, or updated equivalents. Our
The Accessible Icon Project is an ongoing work of design activism.