Club Food and Beverage Operations

Transcription

1 10 Club Food and Beverage Operations This chapter was written and contributed by Catherine M. Gustafson, Ph.D., CCM, CHE, University of South Carolina; and Jack D. Ninemeier, Ph.D., CHA, Michigan State University All clubs offer some type of food and beverage service to members. Some clubs have just one food and beverage outlet, such as a dining room offering a la carte menu selections for one or more meal periods. Other clubs provide their members with a wide array of dining venues that, within the same club, not only cater to discriminating members who desire fine dining, but also to children who simply want a snack at the swimming pool. There are many similarities, but also many differences, between club food and beverage operations and their counterparts in other segments of the hospitality industry. In this chapter, you will learn about the importance of food and beverage operations to clubs. We will discuss the organization of club food and beverage departments, and explain why, for any food and beverage outlet, it all starts with the menu. We will take a look at food and beverage staff issues before examining financial aspects of club food and beverage operations. Finally, the chapter concludes with a look at trends that may affect the future of club food and beverage operations. The Importance of Food and Beverage Operations in Clubs People join private clubs for a variety of reasons: for business or social reasons, for access to high-quality recreational facilities, for the exclusivity the club offers, for the personal recognition and service that clubs provide, or because of family tradition. Most members likely did not join their club for the sole purpose of having access to its food and beverage services. However, there is no doubt that food and beverage facilities are important for attracting and keeping club members. A club must have members to exist. Every club must satisfy their members to obtain their business. Food and beverage operations in clubs of all types are very important to the clubs success, for a variety of reasons: First, excellent food and beverage operations help to attract new members. Consider, for example, the positive impressions that are formed by a member s 339

2 340 Chapter 10 guest when he or she enjoys a meal or dining experience at the club while attending a family or business occasion. Second, a club s food and beverage services are important for member retention. Members expectations about all aspects of their club are very high, and excellent food and beverage facilities go a long way toward keeping members happy with their club. Third, a club s food and beverage operations must attain the financial goals set for them and therefore contribute to the financial health of the club. Club managers should establish revenue targets for their food service operations when they are creating the club s yearly budget. In addition, they must control the significant costs incurred in this department. The financial goals of most clubs are seriously affected by the fiscal success or lack thereof of their food and beverage operations. Fourth, when the club s food and beverage staff consistently delivers quality food and exemplary service, club members are more likely to see the club in a positive light. What food and beverage managers and staff do (and don t do) has a considerable impact on the perception that members have about their club. How Club Food and Beverage Operations Compare to Other Hospitality Segments To set the context for the study of any food and beverage operation, some writers make a distinction between commercial and non-commercial food service operations. 1 Commercial food service operations such as free-standing restaurants exist primarily to generate profits from the sale of food and beverage products and services. In contrast, non-commercial food service operations, such as those in educational institutions or hospitals, may or may not seek to generate a profit. Noncommercial food service facilities operate within a larger host organization whose primary business is not that of providing food and beverage services. Clubs, along with cruise lines, casinos, amusement parks, theme parks, and a wide variety of other segments in the hospitality industry, do not exist primarily to provide food and beverage services. However, they must do so in order to meet the needs and desires of their members. Commercial and non-commercial operations are both market-driven; that is, managers of both types of operations must keep the needs and desires of the users of their products and services in mind when making decisions. Managers in both types of food and beverage operations have financial goals; those in commercial properties want to maximize profits, while those responsible for non-commercial facilities typically strive to minimize operating expenses, although some seek to make profits as well. Managers in both types of operations must work hard to meet their financial goals without sacrificing the quality requirements that are driven by the markets their operations serve. How are club food and beverage operations similar to their counterparts in for-profit commercial operations? Some of the basic similarities are as follows: All food and beverage operations must be responsive to their markets. They are called members in clubs, guests in hotels and restaurants, patients in hospitals, and

3 Club Food and Beverage Operations 341 students in educational facilities. Regardless of what they are called, however, consumers of food and beverage products and services are the basis upon which all decisions are made within any successful food and beverage operation. You will find club managers and chefs discussing such questions as: What do the club members need or want? What is their definition of value? What gives this operation an edge over the competition? These are among the questions that must be addressed to position any food and beverage operation and make it successful. Menus must be developed that represent the planning team s best assessment of the food and beverage products and services that are desired by the markets being served. The menu for each club food and beverage outlet is developed keeping the club members wants and needs in mind. The menu, in turn, drives the development and implementation of basic processes and procedures that govern the purchasing, receiving, storing, issuing, producing, and serving of the food and beverage products. Numerous procedures are required to effectively facilitate the work of the many staff members who must manage and operate the food and beverage facilities. Food and beverage operations are labor-intensive. Technology has not replaced the need for people when it comes to producing and serving food and beverage products. There must be an ongoing concern for the health and safety of consumers and staff members. Foodborne illnesses and even death can occur when food products are handled unsafely. Safe food handling procedures do not vary by the type of operation microorganisms do not care whether they are in a commercial or non-commercial operation! Injuries and deaths can also occur when procedures to ensure the responsible consumption of alcohol are not in place or are not followed. There must be an emphasis on quality to be successful. Quality can be defined as the consistent delivery of an operation s products and services in a way that meets the operation s standards; these standards are set to meet or exceed consumer expectations. Managers in club food and beverage outlets as well as other types of food and beverage operations must establish standards that are driven by what their consumers want and expect. Furthermore, managers must develop ways to ensure that these standards are consistently achieved. There are also ways that club food and beverage operations differ from their counterparts in other segments. An explanation of these differences will drive much of the discussion in the remainder of the chapter. Differences between club food and beverage operations and other types of food and beverage operations include the following: The most significant difference between clubs and their commercial counterparts (large hotels and casinos being prominent exceptions) is that clubs must prepare food and beverages for many different outlets, usually out of one kitchen. Many clubs have eight, ten, or even more food and beverage outlets. Many variables change

4 342 Chapter 10 from one outlet to the next, such as menu, style of service, volume of covers, and service timing expectations. You can imagine the complexity of an operation that must simultaneously provide food for a snack bar or a bar/lounge (very quick service), banquets (specific times of service), and formal dining (where a meal can be a two- or three-hour event). In clubs, food and beverage products and services are delivered in an organization that exists, in part, for the social affiliation of its members. Most club members are frequent consumers of the club s food and beverage products and services, and they tend to know each other and the club s managers and staff. Club members have higher expectations than consumers in other food and beverage operations in terms of wanting to be recognized and pampered. Referring to members by name, seating them at their favorite tables, and remembering their special occasions such as birthdays or anniversaries are examples of ways that club food and beverage staff members can show recognition to members. In equity clubs, food and beverage managers receive formal advisory input from members. Equity clubs (those that are owned by their members and are governed by a board of directors elected by the members) typically have house committees. Among their other duties, members of this committee make recommendations as needed about the club s food and beverage operations. Wise club managers carefully consider, and follow when feasible or appropriate, these recommendations. Although all food and beverage facilities strive to please their markets, this type of direct recommendation is not typical in most nonclub food and beverage operations. Staff turnover rates are lower in clubs than restaurants and hotels. Staff turnover in clubs is typically much lower than in many other segments of the hospitality industry. While this is good it is easier to attain efficiency and quality service goals when staff turnover is low it can also create challenges, because of the need for periodic retraining, staff resistance to changed procedures, and the possibility that improper work habits will develop over time. Also, if compensation is based, at least in part, on seniority, a significant and potentially problematic wage gap can develop between beginning and senior food and beverage staff. Sometimes, especially when club retirement packages are not available or are underfunded, club food and beverage employees may work longer than they should. Long-term staff members may become too familiar with members (as often they have watched them grow up from childhood) and not respect the appropriate professional distance that should be maintained between club members and employees. Organization of Club Food and Beverage Departments The organization of a club s food and beverage department varies by the type of club (country club, city club, or yacht club, for example), the club s size, and the number and type of food and beverage outlets.

5 Club Food and Beverage Operations 343 Types of Food and Beverage Facilities in Clubs It is common for a club s food and beverage operations to run the gamut from formal, elegant cuisine to casual or even fast-food fare. A quick overview of the food and beverage facilities you can find at a club will help illustrate this point: Formal dining room. Most clubs have at least one formal dining room; typically the menu is a la carte. Traditional formal dining (wait staff in full tuxedos, coat and tie required for service) is declining in the United States, yet in many clubs formal dining rooms are still used to celebrate a special occasion, such as a birthday, an anniversary, or the closing of an important business deal. Many clubs have adjusted the hours of operation of their formal dining rooms to cut down on costs and ensure more patronage per night (for example, the formal dining room is open only three nights a week rather than six or seven). Upscale-casual dining room. Upscale-casual is a popular concept in the fullservice restaurant market, as it provides high-quality food and a high level of service, yet diners can attend nicely but casually attired. At clubs, resort casual (no coats and ties) is a typical dress code for this type of dining facility. Upscale-casual dining rooms have transformed the traditional formal dining that clubs used to be known for, in that all has stayed the same in terms of food and service quality as in the old formal-dining days; the only difference is that members and staff members are not as formally attired. Casual dining rooms. Most clubs have several casual dining rooms, most of them featuring an a la carte menu; a popular club strategy is to have one casual dining room serve all of its food buffet-style. Often these rooms are segmented by type of diner. For example, there will likely be a casual dining room targeted to serve families, a casual adult-only dining room, and there may even be casual dining rooms divided by gender that are an extension of the gender-specific locker rooms. These are typically called the Men s Grill and the Card Room (often this latter area is where female club members gather to play bridge hence the name). Quick-service (at-the-counter) dining outlets. These outlets are most often found in two club locations the pool snack bar and the Halfway House or Turn Room. The pool snack bar sounds unassuming, but many of these facilities serve entire meals to members enjoying the pool area. The Halfway House or Turn Room provides snacks or quick, finger-type foods to golfers. Typically, a hole or two before the turn (the halfway point on a golf course, which is after the 9 th green), an area with a telephone or point-of-sale terminal will be set up to encourage members to order ahead, so that their food and beverages will be ready for them when they reach the turn. This allows members to get their refreshments quickly, minimizing the interruption of their golf round. At clubs where tennis is especially popular, there may be a snack bar within the tennis shop, or one of the club s casual dining rooms may provide food and beverage service to members in the tennis area.

6 344 Chapter 10 Catering and banquet facilities. Catering and banquet facilities are usually a dominant aspect of any club s food and beverage operation. Many clubs have formal ballrooms; some even have two or three! It is common for a club to have numerous private dining rooms, with the space designed to accommodate parties of four to 1,000 or more. These private rooms are often luxurious. They allow families to celebrate special occasions such as weddings, birthdays, bar and bat mitzvahs, and anniversaries at the club. Banquet operations may also be used for club-sponsored events, club-wide theme parties, and popular holidays celebrated throughout the year. Food and beverages served by catering and banquet operations can range from simple coffee break service for small business meetings to formal, multi-course meals for weddings. Boxed lunches, pool-side parties for children, and outdoor barbeques are other typical services provided by a club s catering and banquet operation. Lounges or bar areas. Lounges and bars in clubs often provide light snacks as well as beverages; some may serve casual meals. Roving refreshment carts. Roving refreshment carts provide food and beverage service to members and their guests on the golf courses. Vending machines. Vending machines are often available near recreational facilities. Take-out food services. Some clubs provide take-out food service for members. A few clubs also offer delivery of some food items (pizza, for example). Holiday meals are popular for take-out because they reduce the meal preparation time of members if they are hosting a holiday event at home. Lobby food services. Lobby food services (continental breakfast items, for example) and in-suite meals (room service) may be an option at clubs offering member/guest sleeping accommodations. Employee dining facilities. Employee dining facilities are often adjacent to the club s main kitchen. Meals are available to all club staff, not just those working in the food and beverage department. Given the breadth of diversity in where people work at a club and the times of day they work, food and beverages for employees typically must be made available over long time spans. As you can see, because of the wide variety of a club s food and beverage facilities, food and beverage personnel working in clubs must be knowledgeable, skilled, flexible, and ready to accommodate members and their guests in multiple facilities. Organization Charts and Position Profiles The club s organization chart as it relates to food and beverage operations will vary from club to club. However, there are some common principles that apply. In this section we will look at some typical organizational structures. Exhibit 1 shows who reports to the food and beverage director. The food and beverage director reports to the clubhouse manager and directly supervises

7 Club Food and Beverage Operations 345 Exhibit 1 Upper Management, Club Food and Beverage Operations General Manager/ Chief Operating Officer Clubhouse Manager Food & Beverage Manager Executive Chef Banquet Manager Catering Manager Beverage Manager Dining Room/ Restaurant Manager Location A Dining Room/ Restaurant Manager Location B Dining Room/ Restaurant Manager Location C

8 346 Chapter 10 Exhibit 2 Sample Organization Chart Club Culinary Department Executive Chef Purchasing Agent Sous Chef Banquet Chef Pastry Chef A la Carte Chef Line Cooks Prep Cooks Ware Washers the work of an executive chef, a catering manager (who is involved with selling banquet and other group functions), a banquet manager, a beverage manager, and managers for the various food and beverage outlets in the club. Each of these mid-level managers operates as the head of his or her segment of the food and beverage operation; for example, an executive chef oversees food production and other back-of-the-house responsibilities, a dining room or restaurant manager has front-of-the-house responsibilities, and a beverage manager or head bartender is in charge of the club s beverage operations. Exhibits 2 6 shows typical organization charts for these areas of the club. Remember that these charts are examples only; how these areas are organized and the staff positions within them will vary somewhat from club to club, based on the club s size, its volume of business, and other factors. For example, a club that has only two or three banquet rooms will require fewer positions than a club with one or two ballrooms, smaller banquet rooms, plenty of meeting rooms, and an extensive catering and banquet business. Exhibit 7 shows a sample job description for the food and the beverage director in a large club. As you review the job tasks (additional responsibilities) in Part IV of Exhibit 7, you ll note that most of these tasks are generic that is, they would be applicable to the manager in charge of a large food and beverage operation in almost any hospitality segment. In fact, perhaps only one task (number 23) is truly unique to clubs. This is good news for those considering careers in the food and

9 Exhibit 3 Club Food and Beverage Operations 347 Sample Organization Chart Club Restaurant/Dining Room Restaurant Manager Restaurant Supervisors Captains Lead Wait Staff Wait Staff Bus Personnel Exhibit 4 Sample Organization Chart Club Beverage Department Beverage Manager Head Bartender Wine Sommelier Bartenders Bar Backs beverage field. As you can see, the food and beverage knowledge and skills you learn during formal education and on-the-job training readily transfer from one segment of the hospitality industry to another. Exhibit 8 shows a sample job description for a club executive chef. The executive chef is a valued member of the club s staff and often has an opportunity to earn bonuses above and beyond his or her regular salary. A bonus might be earned for maintaining food and labor costs within two percent of the budget for the year, for example, or for rewriting the club s menus a certain number of times during the

10 348 Chapter 10 Exhibit 5 Sample Organization Chart Club Banquet Department Banquet Manager Banquet Supervisors Head Houseperson Banquet Captains Housepeople Lead Wait Staff Wait Staff Bus Personnel Lead Bartender Bartenders Bar Backs Exhibit 6 Sample Organization Chart Club Catering Department Catering Manager Administrative Assistant Catering Sales Catering Sales year. Sample job descriptions for the restaurant/dining room manager, beverage manager, banquet manager, and catering manager can be found in Appendix A at the end of the chapter.

11 Exhibit 7 Club Food and Beverage Operations 349 Sample Job Description Club Food and Beverage Director I. Position Food and Beverage Director II. Related Titles Food and Beverage Manager; Food and Service Manager; Dining Services and Beverage Director (Manager); Food Manager; Maitre d Hotel; Food and Beverage Services Director III. Job Summary (Essential Functions) Responsible for all food and beverage production and service for the club. Directly supervises the executive chef, catering manager, beverage manager, banquet manager, restaurant manager, and managers of all other outlets such as snack bars, half-way houses, etc. Plans and implements budgets. Hires, trains, and supervises subordinates and applies relevant marketing principles to assure that the wants and needs of club members and guests are consistently exceeded. IV. Job Tasks (Additional Responsibilities) 1. Develops an operating budget for each of the department s revenue outlets; monitors and takes corrective action as necessary to help assure that budget goals are attained. 2. Assures that effective orientation and training for new staff members and professional development activities for experienced staff, are planned and implemented. 3. Inspects to ensure that all safety, sanitation, energy management, preventive maintenance, and other standards are consistently met. 4. Assures that all standard operating procedures for revenue and cost control are in place and consistently utilized. 5. Helps plan and approves external and internal marketing and sales promotion activities for the food and beverage department. 6. Helps plan and approves the organization chart, staffing and scheduling procedures, and job description and specifications for all department staff. 7. Manages the long-range staffing needs of the department. 8. Approves the menu items proposed by the executive chef for all outlets, special events, and banquet events. 9. Establishes quantity and quality output standards for personnel in all positions within the department. 10. Ensures that all legal requirements are consistently adhered to, including wage and hour laws and federal, state, and local laws pertaining to alcoholic beverages; assures that all applicable club policies and procedures are followed. 11. Researches new products and develops an analysis of the cost and profit benefits. (continued)

12 350 Chapter 10 Exhibit 7 (continued) 12. Maintains food and beverage personnel records. 13. Develops and implements policies and procedures for the food and beverage department. 14. Monitors purchasing and receiving procedures for products and supplies to ensure proper quantity, quality, and price for all purchases. 15. Reviews new techniques for food preparation and presentation in a manner and variety that maximizes member and guest satisfaction and minimizes food costs. 16. Consults daily with the executive chef, catering director, purchasing agent, and other applicable club administrators to help ensure the highest level of member satisfaction at minimum cost. 17. Greets guests and oversees actual service on a routine, random basis. 18. Helps develop wine lists and wine sales promotion programs. 19. Develops ongoing professional development and training programs for food production, food service, bar production, and bar service personnel. 20. Ensures correct handling procedures to minimize china and glassware breakage and food waste. 21. Addresses member and guest complaints and advises the general manager about appropriate corrective actions taken. 22. Develops interesting ways of promoting club functions in the dining room, lounge, and other food and beverage outlets. 23. Serves as an ad hoc member of appropriate club committees. 24. Assists in planning and implementing procedures for special club events and banquet functions. 25. Maintains appearance, upkeep, and cleanliness of all food and beverage equipment and facilities. 26. Monitors employee dress codes according to the club s policies and procedures. 27. Approves all product invoices before submitting them to the accounting department. 28. Manages physical inventory verification and provides updated information to the accounting department. 29. Responsible for the proper accounting and reconciliation of the point-of-sale systems and member revenue. 30. Maintains records of special events, house counts, food covers, and daily business volumes. 31. Ensures that an accurate reservation system is in place. 32. Audits and approves the weekly payroll. 33. Approves all entertainment.

13 Exhibit 7 (continued) Club Food and Beverage Operations Supervises remodeling, refurbishment, and other building design enhancements applicable to food and beverage service. 35. In some clubs, the food and beverage director may also: Ensure timely correspondence with all catering guests, including inquiry, follow-up, contracts, billings, and thank-you letters; Complete periodic china, glass, and silverware inventories; Maintain personnel files; and Implement and monitor sanitation and cleaning schedules. 36. Responsible for long-range planning for the department in concert with the club s planning process. 37. Works with the general manager and executive chef to establish menu prices for all club food and beverage outlets, and works with the general manager, executive chef, and banquet manager for banquet pricing. 38. Establishes and maintains professional business relations with vendors. 39. Approves the design of all food and beverage and banquet menus (hard copy). 40. Works with the controller to identify and develop operating reports of interest to the general manager and useful for ongoing control of the department. 41. Recommends to the general manager operating hours for all food and beverage outlets. 42. Develops a capital budget for all necessary food and beverage equipment and recommends facility renovation needs. 43. Serves as manager on duty on a scheduled basis. 44. Completes other appropriate assignments from the general manager. V. Reports to General Manager VI. Supervises Executive Chef; Catering Manager; Beverage Manager; Banquet Manager; Dining Room Manager; Outlet Manager The Importance of the Menu There s an old saying in the food and beverage industry: It all begins with the menu. This is true in all food and beverage outlets, including those in clubs. Exhibit 9 illustrates the priority concerns of menu planners. Note that the club member is at the top of the list. One might argue that the task of menu planning is easier for a club manager than for a restaurant or hotel food service manager, because the members of a club typically are a more homogeneous group than the

14 352 Chapter 10 Exhibit 8 Sample Job Description Club Executive Chef I. Position Executive Chef II. Related Titles Chef; Food Production Manager; Culinary Director (Manager); Chef de Cuisine; Working Chef; Head Chef III. Job Summary (Essential Functions) Responsible for all food and pastry production, including that used for restaurants, banquet functions, and other outlets. Develops menus, food purchase specifications, and recipes. Supervises production and pastry staff. Develops and monitors food and labor budget for the department. Maintains highest professional food quality and sanitation standards. IV. Job Tasks (Additional Responsibilities) 1. Hires, trains, supervises, schedules, and evaluates the work of management staff in the food and pastry production departments. 2. Plans menus (with food and beverage director) for all food outlets in the club and for special occasions and events. 3. Schedules and coordinates the work of chefs, cooks, and other kitchen employees to ensure that food preparation is economical and technically correct and within budgeted labor cost goals. 4. Approves the requisition of products and other necessary food supplies. 5. Ensures that high standards of sanitation, cleanliness, and safety are maintained throughout all kitchen areas at all times. 6. Establishes controls to minimize food and supply waste and theft. 7. Safeguards all food-preparation employees by implementing training to increase their knowledge about safety, sanitation, and accident-prevention principles. 8. Develops standard recipes and techniques for food preparation and presentation that help to ensure consistently high quality and to minimize food costs; exercises portion control for all items served, and assists in establishing menu selling prices. 9. Prepares necessary data for applicable parts of the budget; projects annual food, labor, and other costs, and monitors actual financial results; takes corrective action as necessary to help ensure that financial goals are met. 10. Attends food and beverage staff and management meetings. 11. Consults with the banquet function committee about food production aspects of special events being planned. 12. Cooks or directly supervises the cooking of items that require skillful preparation.

15 Exhibit 8 (continued) Club Food and Beverage Operations Evaluates food products to assure that quality standards are consistently attained. 14. Interacts with applicable food and beverage managers to assure that food production consistently exceeds the expectations of members and guests. 15. Plans and manages the employee meal program. 16. Evaluates products to ensure that quality, price, and other standards are consistently met. 17. Develops policies and procedures to enhance and measure quality; continually updates written policies and procedures to reflect state-of-the-art techniques, equipment, and terminology. 18. Recruits and makes selection decisions; evaluates the job performance of kitchen staff; corrects, rewards, and disciplines staff in a fair and legal manner. 19. Recommends compensation rates and increases for kitchen staff. 20. Establishes and maintains a regular cleaning and maintenance schedule for all kitchen areas and equipment. 21. Provides training and professional development opportunities for all kitchen staff. 22. Ensures that representatives from the kitchen attend service line-ups and meetings. 23. Motivates and develops staff, including cross-training and promotion of personnel. 24. Periodically visits the dining area, when it is open, to welcome members. 25. Hosts taste panels to assess feasibility of proposed menu items. 26. Reviews and approves product purchase specifications. 27. Establishes buffet presentations. 28. Maintains physical presence during times of high business volume. 29. Implements safety training programs; manages OSHA-related aspects of kitchen safety, and maintains MSDSs in easily accessible locations. 30. Understands and consistently follows proper sanitation practices, including those for personal hygiene. 31. Undertakes special projects as assigned by the food and beverage director. V. Reports to Food and Beverage Director VI. Supervises Executive Steward; Banquet Chef; Sous Chef; Pastry Chef

16 354 Chapter 10 Exhibit 9 Priority Concerns of the Menu Planner general public. Conversely, one might argue that menu planning is more difficult in clubs, since they have a finite market their membership which means that a club s food and beverage outlets must offer enough variety and interest in their food products and services to attract and appeal to the same people week after week, month after month, and year after year. A club s menu planning team, typically comprised of the food and beverage director, executive chef, dining room manager, members of the club s house committee, and others, has a formable task in any club; in large clubs with numerous food and beverage outlets, the task is even more complicated and time-consuming. Adequate attention must be given even to simple menus, such as the one offered at a pool snack bar. What items should be offered? At what quality? What prices should be charged? The answers to these and related questions are important for every club food and beverage outlet, because of their impact on member satisfaction and the operation s financial success. As you can see in Exhibit 9, the menu planning team must first consider the members wants and needs, their concept of value (price/quality), their reason(s) for visits to the outlet, and important demographic factors. Quality issues applicable to potential menu items become important after the members concerns have been considered. Compromises about flavor, consistency, texture/form/shape,

17 Club Food and Beverage Operations 355 Exhibit 10 Flow Chart of Basic Operating Activities (Control Points) in a Food and Beverage Operation Guest Satisfaction Service Serving Holding Cooking Production Activities Preparing Issuing Storing Receiving Purchasing Menu Planning Source: Adapted from Ronald F. Cichy, Quality Sanitation Management (Lansing, Mich.: Educational Institute of the American Hotel & Lodging Association, 1994), p. 3. nutritional content, visual and aromatic appeal, and temperature cannot be made that will result in food and beverage products that will fail to consistently meet the club s standards. Exhibit 9 also identifies other important menu planning issues: costs, ingredient availability, peak volume production, operating concerns, and other issues relating to sanitation, layout, and equipment. This brief discussion about important menu planning factors gives you an idea of the magnitude and complexity of the task and the pervasive nature of the menu s impact upon the club s food and beverage operations. Further details about menu planning are beyond the scope of this discussion. 2 However, after the menu items that a food and beverage outlet will offer have been identified, the series of steps noted in Exhibit 10 then become necessary to help ensure that the proper

18 356 Chapter 10 items are consistently available for member purchase and consumption. 3 Assume, for example, that the menu for the pool s snack bar specifies that grilled hamburgers will be available. It is determined that portioned-controlled ground beef patties meeting the club s required purchase specifications must be purchased, received, stored, issued, and produced. Each of these steps or control points must be done in a specified way to help ensure that quality requirements (such as food safety regulations and standards concerning portion size) are followed. The proper handling of each control point can help the club consistently achieve high levels of member satisfaction. The Food and Beverage Staff Producing and serving food and beverages are labor-intensive tasks; many staff members are required to produce and deliver the food products and services that club members desire. As is true of managers in other segments of the hospitality industry, club food and beverage managers typically are confronted with shortages in the available labor market. In many areas of the country, it is increasingly difficult to recruit good employees. Exhibit 11 illustrates steps that are important in human resources management in clubs. Appropriate actions within each of these steps helps ensure that the best job candidate is hired by the club, and that the new employee is provided with the tools and training he or she needs to best perform. Research has proven that sound human resource practices increase employee satisfaction and retention. Let s review Exhibit 11 and focus on some aspects of human resources management that may be unique to club food and beverage operations: Step 1: Recruitment. This step is increasingly difficult for many clubs, because people looking for entry-level positions can be employed in many industries besides hospitality, and food and beverage staff recruited for more specialized positions, up to and including managers, can work in any type of food and beverage operation. Many clubs have policies that prohibit managers from employing relatives of club members, which also cuts down on the recruitment pool. These policies are in place to avoid conflicts of interest and minimize problems that might occur if an employee related to a member had to be disciplined or terminated. Competitive wages, an attractive (often elegant) work environment, the club s reputation in the community, and employee benefits that may well include access to the club s recreational facilities (at specified times) provide clubs with a recruitment advantage, compared to many other segments in the hospitality industry. Step 2: Selection. Clubs typically put serious effort into their selection process, in order to hire the best candidates. Large clubs, and a growing number of medium-size clubs, have human resources departments that can help club managers and supervisors with selection tasks. For example, someone in the human resources department can help with the initial screening of candidates. In small clubs, managers and supervisors conduct all of the employment

19 Exhibit 11 Club Food and Beverage Operations 357 Human Resources Management in Club Food and Beverage Operations Step1: Recruitment Step 2: Selection Step 3: Orientation For On-Job Knowledge and Skills Step 4: Training For Problem Resolution/Job Changes For Professional Development Leading/Directing Communicating Step 5: On-Going Supervision Motivating Evaluating Positive/Negative Discipline interviews. Generally, the immediate supervisor of the position for which an applicant is being considered will be involved in the interview process. In some clubs, selection tests may be used. Reference and background checks may also be conducted, to help safeguard club members and employees, and protect the club s assets.

20 358 Chapter 10 Step 3: Orientation. Orientation of new employees typically includes going over the club s mission statement and goals, with an emphasis on the importance of serving the club s members. Clubs typically give new staff members tours of the club s facilities as well. Step 4: Training. Knowledgeable and skilled staff members at all organizational levels are absolutely necessary to maintain the high level of member satisfaction that is an integral part of the mission of all private clubs. Training provides new staff members with the knowledge and skills they need to effectively perform in their new jobs, but training is not just for new hires. Training programs can be used for continuous improvement, to resolve problems, to implement job changes, and for the long-term professional development needs of staff members. Club managers have access to excellent off-theshelf training resources from the Club Managers Association of America to assist them with their training responsibilities. In many clubs, the immediate supervisors of staff members conduct the training; some training may also be done by other staff members (peer-to-peer, on-the-job training). It is important that such staff members as well as supervisors participate in train-thetrainer programs to learn basic training procedures and protocols. 4 Step 5: Ongoing Supervision. The most effective way for club managers and supervisors to deal with labor shortages is to retain their present employees. If this is done, through the use of effective supervision strategies (from leading/directing to positive/negative discipline), the club will not have to go to the time and expense of recruiting, selecting, orienting, and training new staff members as often. The club s food and beverage managers should work hard to maintain a work environment that encourages staff members to remain with the club rather than leave it. 5 A Note about Compensation Food and beverage staff members in most clubs are paid wages and salaries that are competitive with, if not better than, those paid for similar positions elsewhere. Entry-level staff members typically receive an hourly wage, supervisors may receive an hourly wage or a salary (depending on their responsibilities), and managers are paid a salary with, oftentimes, a bonus or incentive tied to the financial performance of the food and beverage outlet they manage. Private clubs must meet all federal, state, and local laws and regulations relating to employee compensation. Food servers are typically paid the minimum wage, and receive either voluntary gratuities (tips) from members or receive money from service charges that are automatically added to members food and beverage purchases by the club. Service charges are convenient for members, because they do not have to come up with cash for tips. It also makes it easier for the club s accounting office to determine the amount of additional employee compensation that must be reported to the Internal Revenue Service for income tax purposes. Some members do not like automatic service charges, however.

21 Club Food and Beverage Operations 359 Some clubs have come up with a new solution to the gratuity versus service charge dilemma; they charge their members a flat-rate service fee (usually monthly or quarterly). That way, members do not pay tips or service charges on their bills when they dine at the club. These service fees allow clubs to pay higher hourly wages to their servers. Financial Aspects of Club Food and Beverage Operations Managers in every type of food and beverage operation have sound financial management as a top concern; club food and beverage managers are no exception. Fiscal control begins with the development of an operating budget for the club. A sound budget incorporates the goals of the club s executive board members for the coming year. For example, does the club s board want food and beverage revenue to merely equal expenses, so as to keep costs down for members? Or does the board want food and beverage revenue to exceed expenses, in order, for example, to build a reserve for the club s future needs? The club s general manager/coo meets with all of the club s department heads, including the food and beverage department heads, to develop detailed budgets that identify the financial expectations for each department. Once the budget has been developed and approved, the club s general manager/coo has the responsibility to operate the club in close alignment with the budget. The development of the food and beverage department s budget can be complicated by the number of food and beverage outlets within the club. Ideally, a separate budget should be developed for each outlet (formal dining room, casual dining room, lounge/bar, swimming pool snack bar, and so on) in an interactive process between the food and beverage director and the manager(s) responsible for each outlet. These individual budgets would then be incorporated into the budget for the entire food and budget department. Examining a Club s Monthly Operating Statement An operating budget expresses the financial plans for the food and beverage department. By contrast, actual operating results are reported in the club s monthly operating statements. A copy of the section of the operating statement that applies to the food and beverage department is shown in Exhibit 12. Financial data is reported for: Food sales (separated by location/outlet). Cost of food sold. Details about this calculation are discussed in CMAA s Uniform System of Financial Reporting for Clubs. Other income. Unused minimum refers to a monthly food and beverage charge that is imposed on members even if they do not make food and beverage purchases. Payment of the minimum allows the member to receive food and beverages equal to that amount each month; beyond this charge, the member must pay for additional purchases. The amount of the minimum that is used by the member is reported as food sales; that which is unused is considered to be other income. Service charges are considered other

22 360 Chapter 10 Exhibit 12 Sample Supplemental Schedule Food Department City or Country Club Food Schedule A Food Sales (List Revenue by Location) $ Cost of Food Sold Cost of food consumed Less credit for employees meals Less credit for gratis food Cost of food sold Gross profit on food sales Other Revenue Unused minimum Dining room rental Total other revenue Total gross profit and other revenue Departmental Expenses Payroll and related expenses Salaries and wages Less service charges Net salaries and wages Payroll taxes and employee benefits Employees meals Total payroll and related expenses Other expenses China, glassware, and silver Computer expense Contract services Dues and subscriptions Equipment rental Equipment repair and maintenance Gratis food Kitchen fuel Laundry and linen Licenses and permits Music and entertainment Operating supplies Printing and stationery Professional development Telephone Uniforms Other operating expenses Total other expenses Total Departmental Expenses Departmental Income (Loss) $ Source: Club Managers Association of America, Uniform System of Financial Reporting for Clubs (Educational Institute of the American Hotel & Lodging Association, 2003), p. 24.

23 Club Food and Beverage Operations 361 income in this section; they are then expensed as wages in the departmental expenses section below. Departmental expenses. These represent payroll and related expenses and other expenses that are allocated to the food and beverage department because they were incurred to generate the department s sales. Departmental net income (loss). This is the amount that remains when expenses are subtracted from sales. Income can be used to defer other club expenses; if there is a loss, it must be covered by revenue generated from other club departments. When food and beverage managers know what the expected revenue and expenses should be (from the operating budget) and what they actually are (from the operating statement), they can make comparisons between the data reported in these two accounting tools. Excessive variances should be analyzed and appropriate corrective action(s) taken. This helps the managers keep their operations on track to meet budget expectations. Food and beverage managers use a process called ratio analysis to study food cost percentages (cost of food food sales), average checks (food sales number of covers), and food and beverage sales ratios (food sales beverage sales) to help with comparisons between budgeted and actual results. Details about ratio analysis for food and beverage operations are beyond the scope of this chapter but are available elsewhere. 6 Food costs in private clubs tend to run significantly higher than for other segments in the food and beverage industry. This is attributed to several factors: Clubs use the highest quality ingredients: Fresh produce Fresh seafood Locally grown items Organic food Aged beef Clubs maintain an inventory that includes items not on the menu: To accommodate special requests To continue to offer old favorites to members if they are requested, even though they are no longer on the menu Clubs often serve larger-than-market portions: Larger entrées Soup bowl versus cup Larger desserts Many items are prepared fresh daily: Desserts

24 362 Chapter 10 Exhibit 13 Food and Beverage Minimum Example January 1, During January, January 31, February 1, 20XX, member member & 20XX, 11:59 20XX, is charged/pays family consumes PM Unused member sees F&B minimum food & Minimum is F&B charges beverage worth reported as made in January Other income Member A $25 $10 $15 $0 Member B $25 $75 $0 $50 Member C $25 $0 $25 $0 Breads Soups from scratch Sauces A higher percent of waste is expected: From handling fresh (versus frozen or canned) fruits and vegetables Shorter shelf life on organic foods Fresh-daily items are thrown away at the end of the day Food and Beverage Minimums As mentioned earlier, a food and beverage minimum is a monthly food and beverage charge that is imposed on members even if they do not make food and beverage purchases. Payment of the minimum allows the member to receive food and beverages equal to that amount each month and, beyond this charge, the member must pay for additional purchases. The idea behind this monthly fee is that if it is imposed on members, it will encourage them to use the club s food and beverage outlets. For example, if a club has a $25 monthly food and beverage minimum, each member is charged this amount in addition to his or her monthly dues. The member in essence pays in advance for $25 of food, whether it is consumed or not. The $25 minimum will be reduced (used) by the amount of food and beverage charges made by that member, that month. Once the member reaches $25 for food and beverage charges for the month, additional charges are billed to the member (see Exhibit 13). Food and beverage minimums are controversial. Most members do not like them, because they are often viewed as forced inducements to make food and beverage purchases, and are also perceived as an indirect way to increase dues. Many boards of directors believe it is reasonable to charge food and beverage minimums, even in the case of members who do not spend more than the minimum, because (1) they think that members should pay something for the convenience of having club food and beverage facilities available to them, and (2) most members use these facilities at least occasionally.

25 Club Food and Beverage Operations 363 Some club managers think minimums encourage members to use the club s food and beverage outlets more often; all agree it is a controversial issue. Club managers and board members recognize the resentment that minimums can create, and board members, especially, tend to be reluctant to institute minimums if they are not currently levied. The Future of Club Food and Beverage Operations The future is bright for clubs in terms of increased membership and the participation of members in club activities. Reasons for this include favorable economic predictions, an increase in the demographic population of those who typically join clubs, an increase in the number of clubs focused on attracting the entire family, and the increasing ability of clubs and the food and beverage departments within them to meet the wants and needs of their members. Consumer spending patterns related to food purchased away from home is influenced the most by three specific variables: (1) the economy, (2) the demographic profile of the consumer, and (3) the overall food service industry that is, the competition. For example, if you decide to eat away from home today, you can choose a location from a wide array of dining options within any of several food and beverage segments. U.S. economic growth has resulted in increased levels of personal disposable income and increased job growth in many areas of the country. Increases in food purchases made away from home have mirrored the growth in these two economic variables. In the United States, there has been a steady increase in the share of the food dollar that is spent on food consumed outside the home. In 1955, 25 percent of the food dollar was spent for food consumed away from home; by 2006, this share had increased to 47.5 percent. The National Restaurant Association projects that this will increase to 53 percent by Club food and beverage operations, like other food and beverage segments, should benefit from numerous factors that favor sales gains in the future, including: An interest among members for convenience (many want to reduce the number of times they cook at home) Better trained staff to meet (or exceed) the service expectations of members New menu solutions to address member concerns about health and wellness Greater availability of fresh produce and new products, flavors, seasonings, and spices Increased member interest in fun and entertainment (they value the experience aspects of dining out) Club food and beverage managers recognize that they compete with other dining and eating out alternatives within their communities. They must continually answer the question, What can we do to maximize the number of member visits to our food and beverage outlets? Skilled club managers know that the answers to this question may change frequently.

26 364 Chapter 10 Club members, like consumers in other food and beverage segments, assess several important factors when they make dining decisions: Appropriate level of service Value Food safety Food quality Convenience Appropriate speed of service Well-trained and respectful staff Flavors and tastes Club food and beverage managers must take these factors into consideration to capture their share of visits from members who often consider that dining out is an essential part of their lifestyle. Many people today believe that dining out is just as cost-effective as cooking and cleaning up at home. Meals prepared and consumed away from home provide flavor and taste alternatives that cannot be easily duplicated at home. These factors also point to marketing opportunities for club managers to capture increased levels of food and beverage revenue. Current research 7 indicates several major food trends that club menu planners should pay attention to: Healthy options, without sacrificing tastes for dieters, nutrition-conscious consumers, and simply in response to increased national attention to nutrition More choices new and different food items keep things interesting for members Diversity in menu preparation techniques Opportunities for more customized menu selections in response to members requests Convenience keeping things as easy as possible for busy members is crucial Healthy options for children More organic food options Increased offerings of local foods (such as locally grown produce) Increased availability of wines, bottled waters, specialty coffees, and iced teas The National Restaurant Association conducts ongoing, extensive research on consumer dining trends. This research includes all consumers eating away from home, regardless of where they are eating (a common misconception is that this data only applies to consumers in restaurants). One of the amazing research discoveries is that consumers typically fall into one of four profiles or attitude segments of diners (see Exhibit 14), regardless of whether they are ordering food at a fast-food restaurant, a fine-dining restaurant, or a club dining room. Research

27 Club Food and Beverage Operations 365 Exhibit 14 Four Attitude Segments (Types of Diners) and Menu Descriptions that Appeal to Them Type of Member Diner Adventurous member Health-conscious member Care-free member Traditional member Source: National Restaurant Association (2006). Appealing Menu Descriptions spicy, organic, herb-crusted, aged, wild, infused, sun-dried broiled, baked, natural, stir-fried, pesticide-free, organic, delicate, hormone-free, stewed, raw, pureed grilled, char-broiled, hardy, seasonal, smoked, mashed, mesquite, fried, sauced, breaded fresh, homemade, roasted, broiled, baked, crispy/crunchy, farm-raised, mashed, deep-fried, shredded, ground has found that what we order when dining out is most affected by our likes and interests, not by where we are dining. Does this research mean that clubs must offer an extensive menu in their main dining outlets? Not necessarily. Effective menu planning teams can offer entrées such as basic seafood and meat dishes that can be prepared in ways that will appeal to each type of diner; salads can be offered with unusual as well as traditional dressings, to appeal to a wider variety of diners. Even a garnish, ranging from a traditional lemon wedge to an adventurous exotic flower such as an orchid, extend the possible alternative ways that menu items can be made different to appeal to different types of members and their guests. Club food and beverage managers, like their peers in all segments of the food service industry, must be aware of food fads as well as food trends, and know the difference between the two. Items that are passing fads can be offered while they are of interest, but it is important for managers to prepare for longer-term food trends that will influence members preferences consistently over time. What are specific items that will be of interest to club members in the future and should therefore be of interest to club managers? No one knows for certain, but we will close this section with a list of some contenders: Boutique oysters (little known varieties from specific areas) Specialized breads (for bread baskets and sandwiches) Upscale cheeses Microbrew beers Low-fat, healthy chocolate desserts Gourmet butter (including flavored butters) Specialty coffees (even more varieties than are offered today) Herbs (especially those harvested fresh from the club s garden) Sea vegetables, including seaweed Low-carb beer and wine (more options on the market)

28 366 Chapter 10 Avocados Pomegranates Chilean Carica (a new fruit from Chile just beginning to hit the U.S. market) Nonalcoholic specialty beverages Endnotes 1. See, for example, Jack Ninemeier and Joe Purdue, Hospitality Operations: Careers in the World s Greatest Industry (Upper Saddle River, New Jersey: Pearson Education Inc., 2005), Chapter For readers interested in more information, see Jack Ninemeier and David Hayes, Menu Planning, Design and Evaluation: Managing for Appeal and Profit (Richmond, California: McCutchan Publishing Corporation, 2003). 3. Figure adopted from Ronald F. Cichy, Quality Sanitation Management (Lansing, Mich.: Educational Institute of the American Hotel & Lodging Association, 1994), p An excellent resource for basic training information is Debra F. Cannon and Catherine M. Gustafson, Training and Development for the Hospitality Industry (Lansing, Michigan: Educational Institute of the American Hotel & Lodging Association, 2002). 5. More information about supervision can be found in Raphael R. Kavanaugh and Jack D. Ninemeier, Supervision in the Hospitality Industry, Third Edition (Lansing, Mich.: Educational Institute of the American Hotel & Lodging Association, 2001). 6. One source for more information about ratio analysis is Jack D. Ninemeier, Planning and Control for Food and Beverage Operations, Sixth Edition (Lansing, Mich.: Educational Institute of the American Hotel & Lodging Association, 2004). 7. Research conducted by Catherine M. Gustafson at the Club Chefs Institute (2004); CMAA s 2006 World Conference on Club Management (2006); and Business Management Institute Food and Beverage (2006). Key Terms a la carte menu A menu in which available food items are individually priced. average check Food sales number of covers. back-of-the-house A hospitality industry term referring to non-public areas of the business. Card Room A dining room in clubs frequently found off the ladies locker room; typically where female members gather to play bridge. club-sponsored events Club-wide theme parties and popular holidays celebrated throughout the year. commercial food service operation A food service operation such as a freestanding restaurant or a food and beverage outlet in a hotel that is in business to sell food and beverage products and services and make a profit.

29 Club Food and Beverage Operations 367 covers The number of meals (or people) served in a specific meal period; may be calculated by dining area, or throughout the club for that meal. demographic factors Factors such as age, marital status, and ethnicity that can be used to describe a person. equity clubs Private clubs that are owned by their members and governed by a board of directors elected by the members. food and beverage minimum A monthly food and beverage charge that is imposed on members even if they do not make food and beverage purchases. The minimum allows the member to receive food and beverages equal to that amount each month; beyond this charge, the member must pay for additional purchases. food cost percentage Cost of food food sales. food fad A specific food item, usually prepared a specific way that is popular only for a short amount of time; typically, a food fad item is around for less than one year. front-of-the-house A hospitality industry term generally referring to facility areas to which the public has access. Halfway House A food and beverage outlet located near the halfway point of a golf course, typically after the 9 th green and before the 10 th tee. Its primary function is to provide food and beverage services to golfers. Sometimes called a Turn Room. Men s Grill A food and beverage area set aside in a club for the exclusive use of male members of the club. mission statement A planning and positioning tool that broadly identifies what a private club would like to accomplish and how it intends to do so. non-commercial food service operation A food service operation that exists within a larger host organization whose primary business is not that of providing food and beverage services. Non-commercial food service operations may or may not seek to make a profit from the sale of their food and beverage products and services. orientation The process of providing new hires with basic club information that should be known by all of its staff members. purchase specification A description of the size, weight, quality, and so on required for each food and beverage product purchased by the club. service charge A mandatory charge that is added to members food and beverage bills at the club in lieu of asking members to provide voluntary tips. service fee A flat rate, usually charged monthly or quarterly to members, in lieu of voluntary tipping by members or the club adding a service charge to members food and beverage bills. Service fees are typically used to pay higher hourly wages to service staff.

30 368 Chapter 10 Review Questions 1. Why are food and beverage operations important to clubs? 2. How are club food and beverage operations similar to, and different from, their counterparts in for-profit, commercial food service operations? 3. What are some of the advantages and disadvantages of low turnover among the food and beverage staff in clubs? 4. What are some common types of food and beverage facilities in clubs? 5. What are some factors that must be considered when club managers plan menus for food and beverage outlets? 6. What are the five basic steps of human resources management in clubs? 7. Why do clubs charge a food and beverage minimum to members? 8. Club members can be divided into what four types of diners? 9. What are some major food trends that might affect club food and beverage operations in the future? Internet Sites For more information, visit the following Internet sites. Remember that Internet addresses can change without notice. If the site is no longer there, you can use a search engine to look for additional sites. American Culinary Federation Bureau of Labor and Statistics; U. S. Government Club Managers Association of America Club and Resort Business The Consumer Food Trend Series; Canadian Government National Restaurant Association

31 Sample Job Descriptions Appendix A: Club Food and Beverage Operations 369 What follows are sample job descriptions for a club restaurant/dining room manager, beverage manager, banquet manager, and catering manager. These job descriptions are courtesy of Joe Perdue and Jack Ninemeier, Job Descriptions for the Private Club Industry, Sixth Edition. Restaurant/Dining Room Manager I. Position Restaurant/Dining Room Manager II. Related Titles Restaurant Supervisor (Director); Dining Service Director; Host or Hostess; Receptionist; Captain; Maitre D ; Member Dining Manager; Service Manager III. Job Summary (Essential Functions) Responsible for the management of dining room service in the manner most pleasing to members and their guests. Assures a high standard of appearance, hospitality, and service in personnel and the cleanliness of the dining room. Supervises and trains dining room staff. Manages within budgetary restraints. Develops and implements programs to increase revenue (through repeat business and higher check averages). IV. Job Tasks (Additional Responsibilities) 1. Schedules personnel and plans dining room setup based upon anticipated member/guest counts and client needs. 2. Takes reservations, checks table reservation schedules, and maintains reservations log. 3. Greets and seats members and guests. 4. Supervises dining room staff to help assure proper service; pours coffee and takes orders when necessary. 5. Inspects dining room employees to ensure that they are in proper and clean uniforms at all times. 6. Hires, trains, supervises, schedules, and evaluates dining room staff. 7. Provides appropriate reports concerning employee hours, schedules, pay rates, job changes, tip pools, etc. 8. Receives and resolves complaints concerning food, beverages, and service. 9. Serves as a liaison between the dining room and kitchen staff. 10. Assures that all sidework is accomplished and that all cleaning of equipment and storage areas is completed according to schedule.

32 370 Chapter Directs pre-meal meetings with dining room personnel; relays information and policy changes and briefs personnel. 12. Assures the correct appearance, cleanliness, and safety of dining room areas, equipment, and fixtures; checks the maintenance of all equipment in the dining room and reports deficiencies and maintenance concerns. 13. Makes suggestions about improvements in dining room service procedures and layout. 14. Produces daily or meal-period revenue analyses and other reports from pointof-sale systems used in the dining room. 15. Assures that the dining room and other club areas are secure at the end of the business day. 16. Maintains an inventory of dining room items, including silverware, coffee pots, water pitchers, salt and pepper holders, sugar bowls, and linen, and ensures that they are properly stored and accounted for. 17. Develops and maintains the dining room reservation system. 18. Develops and implements an ongoing marketing program to increase dining room business. 19. Develops and supervises the revenue control system. 20. Monitors dining room labor and supplies budget; makes adjustments to achieve financial goals. 21. Develops and continually updates and refines policy and procedure manuals for service staff, to increase quality and control costs. 22. Assists in service and tableside cookery as needed. 23. Attends scheduled staff meetings. 24. Confirms that all dining room closing procedures have been completed and assures that the area is secure. 25. Designs floor plans in accordance with reservations. 26. Plans the operating budget for dining service responsibilities. 27. May serve as the club s opening and closing manager or manager on duty. 28. Assures that local and state laws and the club s policies and procedures for the service of alcoholic beverages are consistently followed. 29. Performs other appropriate assignments and projects as required by the food and beverage director. V. Reports to Food and Beverage Director VI. Supervises Dining Room Captain (Supervisor)

33 Beverage Manager I. Position Beverage Manager Club Food and Beverage Operations 371 II. Related Titles Bar Manager; Head Bartender; Beverage Supervisor III. Job Summary (Essential Functions) Responsible for the management of all bar areas in a manner most pleasing to members and guests. Meets revenue and expense budget goals. Supervises beverage department personnel. Monitors inventory levels. Develops and implements operating procedures for the beverage department. IV. Job Tasks (Additional Responsibilities) 1. Develops and maintains a bar product and supplies inventory system for: a. Alcoholic beverages, including wines; b. Non-alcoholic beverages and mixers; c. Glassware; and d. Paper and other bar supplies. 2. Plans promotional strategies and materials; develops recipes to improve the beverage program for members and guests. 3. Maintains the cleanliness and sanitation of bar areas, glassware, and equipment through regular inspections. 4. Develops standard operating procedures to help assure that bars are set up and operated efficiently. 5. Maintains an adequate supply of liquors, wines, beer, and other beverages through the use of an effective inventory management system. 6. Recruits, trains, schedules, supervises, and evaluates bar personnel according to established club procedures. 7. Develops product and revenue control systems and procedures to help reduce theft. 8. Assures that all laws applicable to beverage operations are consistently followed. 9. Works with the dining room manager, banquet manager, and others to ensure efficient beverage service in all of the club s outlets and for special functions. 10. Interacts with purchasing department personnel relative to the procurement and receiving of beverage products and supplies. 11. Works with the food and beverage director, dining room manager, and others to develop wine lists.

34 372 Chapter Inspects to ensure that the club s sanitation, safety, energy management, preventive maintenance, and other programs are implemented and complied with as they apply to beverage operations. 13. Develops the budget for the beverage department; monitors financial information and takes corrective action as necessary to help ensure that financial goals are met. 14. Develops and monitors labor forecasts and budgets; takes corrective action as necessary. 15. Develops financial records and reports as required. 16. Works with the accounting department to ensure that all recordkeeping procedures are consistently followed. 17. Handles complaints from club members, guests, and others relative to the beverage department. 18. Assists with private parties and service in food and beverage outlets when necessary. 19. Plans and develops training programs and professional development opportunities for him- or herself and all other beverage personnel. 20. Keeps current with changing member preferences and industry trends relative to the beverage operation. 21. Conducts scheduled meetings with service staff. 22. Attends staff and management meetings. 23. Schedules wine and beer samplings with distributors to continuously improve the variety and quality of beverages available to club members and guests. 24. Monitors bar closing procedures (via a checklist) and assures that the area is secure. 25. May serve as bartender, if needed. 26. Plans special wine promotions for members. 27. Assures that the club s policies and procedures for selling alcoholic beverages are consistently followed in all beverage outlets and at all club functions. 28. May serve as the club s opening or closing manager or manager on duty. 29. Maintains a service log regarding any notable member or guest behavior. 30. Schedules the maintenance of draft beer tapping. 31. Completes other appropriate work assignments as requested by the food and beverage director. V. Reports to Food and Beverage Director VI. Supervises Bartender; Beverage Server; Wine Steward

35 Banquet Manager I. Position Banquet Manager Club Food and Beverage Operations 373 II. Related Titles Banquet Service Manager (Supervisor); Banquet Supervisor III. Job Summary (Essential Functions) Responsible for the banquet service function in the club. Supervises banquet service personnel to assure member and guest satisfaction through proper food and beverage service and presentation. Maximizes the club s profitability from the catering function. IV. Job Tasks (Additional Responsibilities): 1. Works with the catering manager, banquet chef, and others to schedule and coordinate personnel requirements for private functions. 2. Develops detailed plans for each catered event in conjunction with the club s function committee (food and beverage director, executive chef, banquet chef, catering manager, and executive housekeeper, as necessary). 3. Serves as a liaison between banquet service personnel and other staff members on the club s function committee. 4. Diagrams buffet tables, guest tables, and other function room set-up needs for special events. 5. Holds pre-function meetings with servers to ensure smooth, efficient service; assigns server stations and coordinates the timing of courses. 6. Ensures that all banquet staff are well-groomed and in proper uniform (including name tags). 7. Assists with ongoing sales efforts for group and local function business. 8. Assists in the preparation of the marketing plan and annual budget to increase the profitability of the banquet operation; monitors actual performance against budget goals; recommends corrective actions as necessary to help assure that budget goals are met. 9. Assures proper inventory of all banquet service equipment and supplies to meet required needs. 10. Acts as head waiter at special, private functions, and may greet and seat guests as necessary. 11. Handles member and guest complaints about banquet events. 12. Hires, trains, supervises, schedules, and evaluates banquet service staff.

36 374 Chapter Regularly inspects all front- and back-of-the-house service areas and equipment to assure that sanitation, safety, energy management, preventive maintenance, and other standards for the department are met. 14. Assures that all functions are properly staffed in accordance with the approved banquet staffing schedule. 15. Assures the neatness, cleanliness, and safety of all banquet areas. 16. Participates in scheduled staff and management meetings. 17. Assumes closing manager or manager on duty responsibilities when assigned. 18. Conducts after-event evaluations to improve the quality and efficiency of banquet functions. 19. Ensures that all appropriate charges are billed correctly to each event and forwarded to the accounting department for billing. 20. Recommends advertising. 21. Plans professional development and training activities for staff. 22. Assures that state and local laws and the club s policies and procedures for the service of alcoholic beverages are consistently followed. 23. Develops and documents standard operating procedures for banquets. 24. Ensures the proper cost and revenue controls for all banquet alcoholic beverage service. 25. Assures that banquet event closing procedures are followed. 26. Makes recommendations for the replacement and upgrading of banquet service equipment. 27. Performs other tasks as requested by the food and beverage director. V. Reports to Food and Beverage Director VI. Supervises Banquet Captain

37 Catering Manager I. Position Catering Manager Club Food and Beverage Operations 375 II. Related Titles Special Events Manager; Account Executive; Catering Director III. Job Summary (Essential Functions) Promotes the club s dining facilities for private banquets, business and social meetings, and other member-related activities. Develops contracts for and oversees all administrative and operational aspects of preparing and serving events. Works with the banquet department and other departments to assure that the guests expectations are exceeded. IV. Job Tasks (Additional Responsibilities) 1. Promotes, advertises, and markets the club s social event facilities and capabilities to all members. 2. Helps member clients arrange banquets, luncheons, meetings, weddings, dances, and other social events; obtains pertinent information needed for guest planning. 3. Provides guest tours and offers suggestions in efforts to sell the club s facilities for the occasion being planned. 4. Works with the executive chef to determine selling prices, menus, and other details for catered events; oversees the development of contracts; assures that pre-planned banquet menu offerings are current and reflect general member interests. 5. Suggests and helps guests plan menus in conjunction with the executive chef or other culinary personnel. 6. Transmits necessary information to and coordinates event planning with production, serving, and housekeeping staffs; arranges for the printing of menus, procuring of decorations, fulfilling of entertainment and other special requests, etc. 7. Inspects finished arrangements; may be present to oversee the actual greeting and serving of guests. 8. Checks function sheets against actual room setup; oversees personnel scheduling for special functions and may help supervise service personnel. 9. Oversees scheduling of food and beverage service employee meetings. 10. Handles client complaints. 11. Maintains past and potential client files; schedules calls or visits to assess ongoing needs of prospective clients for catering services.

38 376 Chapter Helps develop catering budgets; reviews financial reports and takes corrective actions as appropriate to help assure that budget goals are met. 13. Helps guests with parking, entertainment, decorations, audiovisual, floral, and any other requirements integral to events being planned. 14. Represents members needs and interests on applicable club committees. 15. Obtains necessary permits for special events and functions. 16. Arranges prompt payment for all events. 17. Critiques functions to determine future needs and to implement necessary changes for increased quality. 18. Attends management meetings to review policies and procedures, review future business, and continually develop the quality and image of banquet and catering functions. 19. Tracks new products and trends in food service and catering applicable to the club. 20. Ensures the security of valuables (club s, guests, and members property) during catered events. 21. Assumes the responsibility of manager on duty when necessary. 22. Ensures that proper housekeeping and energy conservation procedures are always followed. 23. Plans professional development and training activities for subordinate staff. 24. Directs the work of catering department staff. 25. Attends staff meetings. 26. Diagrams room layout, banquet item placement, and related function details. 27. Meets with athletic departments to plan the food and beverage aspects of special events organized by the staff members. 28. Manages banquet billing and client correspondence. 29. Updates weekly function information for all affected staff. 30. Performs competitive shopping of alternative function sources. 31. Serves as a liaison between kitchen, service, and management staff. 32. Maintains club s master calendar and function book. 33. Performs special projects as assigned by the food and beverage director. V. Reports to Food and Beverage Director VI. Supervises Catering Account Executive

39 Appendix B: Club Food and Beverage Operations 377 Online Management Closing Report The Fort Worth Club food and beverage team benefits from an effective system of communication through the use of an online closing report. The closing report is accessible on the club network by all managers. The report is updated on a daily and nightly basis and is reviewed each morning for multiple purposes by managers in different areas. The easy-to-read report benefits catering department staff members by informing them of any issues that may have taken place the night before, and by providing actual attendance numbers, which can be compared to the guaranteed numbers that were given by the hosts. The accounting department is able to verify actual numbers for billing purposes. The club s general manager is able to learn who was present and how conflicts were resolved. These are just a few of the ways the report is used. The closing report is updated by both the front of the house and the back of the house staff. The sample report that follows was provided courtesy of the Fort Worth Club and the Club Operations and Performance Review, published by CMAA s Premier Club Services.

40 378 Chapter 10

41 Club Food and Beverage Operations 379

42 380 Chapter 10 Appendix C: Club-Sponsored Special Events Matrix This special events matrix gives you an idea of the types of special events clubs plan for their members throughout the year. This matrix is courtesy of the Carmel Country Club, Charlotte, North Carolina, and the Club Operations and Performance Review, published by CMAA s Premier Club Services.

43 Club Food and Beverage Operations 381

44 382 Chapter 10 Appendix D: Using a CAD System for Visualizing Room Layouts Computers are useful for visualizing banquet room and other room layouts in clubs. This appendix is courtesy of the Charlotte Country Club, Charlotte, North Carolina, and the Club Operations and Performance Review, published by CMAA s Premier Club Services.

45 Appendix E: Sample Wedding Checklist Club Food and Beverage Operations 383 This sample wedding checklist gives you an idea of the many details that club managers must attend to when planning a special event at the club. This checklist is courtesy of the Thornblade Club, Greer, South Carolina, and the Club Operations and Performance Review, published by CMAA s Premier Club Services. MEMBER INFORMATION Member Name: Phone Number: Member No.: BRIDE AND GROOM INFORMATION Bride s Name: Phone Number: Groom s Name: GENERAL INFORMATION Date of Wedding: Time: Location: Number of Guests: Invited: Expected: You will be planning the following at Thornblade Club: Rehearsal: Wedding: Reception: Wedding Coordinator: Phone Number: Contract: Yes No Reception Coordinator: Phone Number: Contract: Yes No Music: Phone Number: Contract: Yes No Contracted Hours: to Notes: Space need- Set up time- Food/Beverages- Flowers: Phone Number: Contract: Yes No Notes: Wedding Cake: Phone Number: Contract: Yes No Flavors: Keeping Top: How many Layers: Initial page

46 384 Chapter 10 Photographer: Phone Number: Contract: Yes No Notes: Videographer: Phone Number: Contract: Notes: FUNCTION DETAILS Note: Linens: Color: B&G TB Notes Wedding Favors: Going Away Basket: Customized Cocktail Napkins: Thornblade Cocktail Napkins: Toasting Glasses: Cake Knife and Cake Server Portrait or Picture with matte for guests to sign: Gift Table: Guest Book: Items for Going Away: Additional services requested of Thornblade Club: Yes No Notes Coat Check: Dance Floor: Band: Lobby:

47 Club Food and Beverage Operations 385 Cake Table: Reserved Tables: Yes No Notes Rentals: Menu Cards: TB Linens: Votives: Placecards: Planters: Bathrooms: Buffet Table: Bartender: Servers: Benches: Room Set-up: Initial page

48 386 Chapter 10 Food & Beverage: Served Dinner Buffet Dinner Hors d oeuvres Station attendants Total Food Per Person Charge Service charge and sales tax not included Bar Set-up: Bar Stock:

49 Club Food and Beverage Operations 387 Outline of Events: Additional notes:

50 388 Chapter 10 Wedding Ceremony Location: Rehearsal-Date & Time: Wedding Coordinator: Phone Number: Person Performing Ceremony: Phone Number: Music: Phone Number: Singer: Phone Number: Florist: Phone Number: Type & Decoration: Rentals: Chairs Archway Unity Candle Runner Others: Copy of Program Order of Service:

51 Appendix F: F&B Pocket Card Club Food and Beverage Operations 389 This pocket card is something club staff members can carry with them to remind them of club policies and the importance of providing excellent service to club members. This pocket card is courtesy of the Manasquan River Golf Club, Brielle, New Jersey, and the Club Operations and Performance Review, published by CMAA s Premier Club Services. 1. MRGC team members are to utilize any and all resources available to provide unparalleled products and services. 2. The Vision Statement will be known, owned, and energized by all employees. 3. Be an ambassador of our club in and out of the workplace; talk positively; be knowledgeable of hours of operation and activities and always recommend. 4. Daily shift reports are used to record and communicate defects, member dissatisfaction, hazards, equipment malfunction and any repair and member s maintenance needs. Report any and all deficiencies to your immediate supervisor as soon as possible. 5. Any employee who receives a complaint, owns the complaint. 6. Follow uniform appearance standards, including a nametag, appropriate footwear and the MRGC basics. Personal hygiene is of the utmost importance. 7. Uncompromising levels of cleanliness are the responsibility of every employee. 8. Smile when you are on stage. Use the Three Steps of Service during the Club s dining and social activities. - A warm and sincere greeting, using the member s name. - Anticipation and compliance with the member s needs. - A fond farewell. Give the member a warm good-bye and use the member s name. 9. Use proper telephone etiquette: - Always answer within three rings. - Good Afternoon, name of room, this is John Doe, how may I help you? - When necessary (Always ask permission to put the caller on hold.) - Thank you for calling, have a great day/evening. 10. It is everyone s responsibility to learn and honor our members preferences so we can personalize our service. - Research the P.O.S. member profiles prior to the service period. 11. Be knowledgeable about your job. Ask questions; share your ideas and experiences with your co-workers and supervisors. Follow standard procedures. 12. Practice safe work habits. Abide by all job safety policies. Immediately report incidents, injuries and accidents to your supervisor. MANASQUAN RIVER GOLF CLUB VISION STATEMENT GOING ABOVE AND BEYOND TO EXCEED EXPECTATIONS