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    339

      10Club Food and BeverageOperations

    This chapter was writen 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 off er some type of food and beverage service to members. Some clubshave just one food and beverage outlet, such as a dining room off ering a la cartemenu selections for one or more meal periods. Other clubs provide their memberswith a wide array of dining venues that, within the same club, not only cater todiscriminating members who desire fine dining, but also to children who simplywant a snack at the swimming pool.

    There are many similarities, but also many diff erences, between club food and beverage operations and their counterparts in other segments of the hospitalityindustry. In this chapter, you will learn about the importance of food and beverageoperations to clubs. We will discuss the organization of club food and beveragedepartments, and explain why, for any food and beverage outlet, it all starts withthe menu. We will take a look at food and beverage staff  issues before examiningfi

    nancial aspects of club food and beverage operations. Finally, the chapter con-cludes with a look at trends that may aff ect the future of club food and beverageoperations.

    The Importance of Food and BeverageOperations in Clubs

    People join private clubs for a variety of reasons: for business or social reasons, foraccess to high-quality recreational facilities, for the exclusivity the club off ers, forthe personal recognition and service that clubs provide, or because of family tradi-tion. Most members likely did not join their club for the sole purpose of havingaccess to its food and beverage services. However, there is no doubt that food and

     beverage facilities are important for atracting and keeping club members.

    A club must have members to exist. Every club must satisfy their members toobtain their business. Food and beverage operations in clubs of all types are veryimportant to the clubs’ success, for a variety of reasons:

    First , excellent food and beverage operations help to atract new members.Consider, for example, the positive impressions that are formed by a member’s

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    340  Chapter 10

    guest when he or she enjoys a meal or dining experience at the club while atend-ing a family or business occasion.

    Second , a club’s food and beverage services are important for member reten-tion. Members’ expectations about all aspects of their club are very high, and excel-lent food and beverage facilities go a long way toward keeping members happywith their club.

    Third , a club’s food and beverage operations must atain the financial goals setfor them and therefore contribute to the financial health of the club. Club manag-ers should establish revenue targets for their food service operations when theyare creating the club’s yearly budget. In addition, they must control the signifi-cant costs incurred in this department. The financial goals of most clubs are seri-ously aff ected by the fiscal success—or lack thereof—of their food and beverageoperations.

    Fourth , when the club’s food and beverage staff  consistently delivers qualityfood and exemplary service, club members are more likely to see the club in apositive light. What food and beverage managers and staff  do (and don’t do) has aconsiderable impact on the perception that members have about their club.

    How Club Food and Beverage Operations Compare to OtherHospitality Segments

    To set the context for the study of any food and beverage operation, some writersmake a distinction between commercial and non-commercial food service opera-tions.1 Commercial food service operations such as free-standing restaurants existprimarily to generate profits from the sale of food and beverage products and ser-vices. In contrast, non-commercial food service operations, such as those in edu-cational institutions or hospitals, may or may not seek to generate a profit. Non-commercial food service facilities operate within a larger host organization whoseprimary business is not that of providing food and beverage services.

    Clubs, along with cruise lines, casinos, amusement parks, theme parks, and awide variety of other segments in the hospitality industry, do not exist primarily toprovide food and beverage services. However, they must do so in order to meet theneeds and desires of their members. Commercial and non-commercial operationsare both market-driven; that is, managers of both types of operations must keepthe needs and desires of the users of their products and services in mind whenmaking decisions. Managers in both types of food and beverage operations havefinancial goals; those in commercial properties want to maximize profits, whilethose responsible for non-commercial facilities typically strive to minimize operat-ing expenses, although some seek to make profits as well. Managers in both typesof 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 calledmembers in clubs, guests in hotels and restaurants, patients in hospitals, and

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    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 oper-ation. 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 thequestions that must be addressed to position any food and beverage opera-tion 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 theclub members’ wants and needs in mind. The menu, in turn, drives the devel-opment and implementation of basic processes and procedures that governthe purchasing, receiving, storing, issuing, producing, and serving of the food

    and beverage products.

    Numerous procedures are required to e ff ectively facilitate the work of the many sta ff  members who must manage and operate the food and beverage facilities. Food and bev-erage operations are labor-intensive. Technology has not replaced the need forpeople 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 sta ff  members. Foodborne illnesses and even death can occur when food productsare handled unsafely. Safe food handling procedures do not vary by the typeof operation—microorganisms do not care whether they are in a commercialor non-commercial operation! Injuries and deaths can also occur when pro-cedures to ensure the responsible consumption of alcohol are not in place orare not followed.

    There must be an emphasis on quality to be successful. Quality can be defined asthe consistent delivery of an operation’s products and services in a way thatmeets the operation’s standards; these standards are set to meet or exceedconsumer expectations. Managers in club food and beverage outlets as wellas other types of food and beverage operations must establish standards thatare driven by what their consumers want and expect. Furthermore, managersmust develop ways to ensure that these standards are consistently achieved.

    There are also ways that club food and beverage operations diff er from theircounterparts in other segments. An explanation of these diff erences will drivemuch of the discussion in the remainder of the chapter. Diff erences between clubfood and beverage operations and other types of food and beverage operations

    include the following:The most signi ficant di ff erence between clubs and their commercial counterparts (largehotels and casinos being prominent exceptions) is that clubs must prepare food andbeverages for many di ff erent outlets, usually out of one kitchen. Many clubs haveeight, ten, or even more food and beverage outlets. Many variables change

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    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 opera-

    tion 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 organizationthat exists, in part, for the social a ffi liation of its members. Most club members arefrequent 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 . Clubmembers have higher expectations than consumers in other food and bever-age operations in terms of wanting to be recognized and pampered. Referringto members by name, seating them at their favorite tables, and remember-ing their special occasions such as birthdays or anniversaries are examplesof 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 mem-bers. Equity clubs (those that are owned by their members and are governed

     by a board of directors elected by the members) typically have house commit-tees. Among their other duties, members of this commitee make recommen-dations as needed about the club’s food and beverage operations. Wise clubmanagers carefully consider, and follow when feasible or appropriate, theserecommendations. Although all food and beverage facilities strive to pleasetheir markets, this type of direct recommendation is not typical in most non-club food and beverage operations.

    Sta ff  turnover rates are lower in clubs than restaurants and hotels. Staff  turnover inclubs is typically much lower than in many other segments of the hospitality

    industry. While this is good—it is easier to at

    ain effi

     ciency and quality servicegoals when staff  turnover is low—it can also create challenges, because of theneed for periodic retraining, staff  resistance to changed procedures, and thepossibility that improper work habits will develop over time. Also, if com-pensation is based, at least in part, on seniority, a significant and potentiallyproblematic wage gap can develop between beginning and senior food and

     beverage staff . Sometimes, especially when club retirement packages are notavailable or are underfunded, club food and beverage employees may worklonger than they should. Long-term staff  members may become too familiarwith members (as ofen they have watched them grow up from childhood)and not respect the appropriate professional distance that should be main-tained 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 ofclub (country club, city club, or yacht club, for example), the club’s size, and thenumber and type of food and beverage outlets.

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    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 for-mal, elegant cuisine to casual or even fast-food fare. A quick overview of the foodand 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; typicallythe 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 manyclubs formal dining rooms are still used to celebrate a special occasion, such asa birthday, an anniversary, or the closing of an important business deal. Manyclubs have adjusted the hours of operation of their formal dining rooms to cutdown on costs and ensure more patronage per night (for example, the formaldining 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 full-

    service restaurant market, as it provides high-quality food and a high levelof service, yet diners can atend nicely but casually atired. At clubs, “resortcasual” (no coats and ties) is a typical dress code for this type of dining facility.Upscale-casual dining rooms have transformed the traditional formal diningthat clubs used to be known for, in that all has stayed the same in terms offood and service quality as in the old formal-dining days; the only diff erenceis that members and staff  members are not as formally atired.

    Casual dining rooms. Most clubs have several casual dining rooms, most ofthem featuring an a la carte menu; a popular club strategy is to have onecasual dining room serve all of its food buff et-style. Ofen these rooms aresegmented by type of diner. For example, there will likely be a casual diningroom 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 ofthe gender-specific locker rooms. These are typically called the Men’s Grill and the  Card Room (ofen this later area is where female club membersgather to play bridge—hence the name).

    Quick-service (at-the-counter) dining outlets. These outlets are most ofen foundin two club locations—the pool snack bar and the Halfway House or TurnRoom. The pool snack bar sounds unassuming, but many of these facilitiesserve entire meals to members enjoying the pool area. The Halfway House orTurn 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 isafer the 9th green), an area with a telephone or point-of-sale terminal will beset 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 gettheir refreshments quickly, minimizing the interruption of their golf round.At clubs where tennis is especially popular, there may be a snack bar withinthe tennis shop, or one of the club’s casual dining rooms may provide foodand beverage service to members in the tennis area.

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    Catering and banquet facilities.  Catering and banquet facilities are usually adominant 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 tohave numerous private dining rooms, with the space designed to accommo-date parties of four to 1,000 or more. These private rooms are ofen luxurious.They allow families to celebrate special occasions such as weddings, birth-days, bar and bat mitzvahs, and anniversaries at the club. Banquet operationsmay also be used for club-sponsored events , club-wide theme parties, andpopular holidays celebrated throughout the year. Food and beverages served

     by catering and banquet operations can range from simple coff ee break ser-vice for small business meetings to formal, multi-course meals for weddings.Boxed lunches, pool-side parties for children, and outdoor barbeques areother typical services provided by a club’s catering and banquet operation.

    Lounges or bar areas. Lounges and bars in clubs ofen provide light snacks as

    well as beverages; some may serve casual meals.Roving refreshment carts. Roving refreshment carts provide food and beverageservice to members and their guests on the golf courses.

    Vending machines.  Vending machines are ofen available near recreationalfacilities.

    Take-out food services. Some clubs provide take-out food service for members.A few clubs also off er delivery of some food items (pizza, for example). Holi-day meals are popular for take-out because they reduce the meal preparationtime of members if they are hosting a holiday event at home.

    Lobby food services. Lobby food services (continental breakfast items, for exam-ple) and in-suite meals (room service) may be an option at clubs off ering

    member/guest sleeping accommodations.Employee dining facilities. Employee dining facilities are ofen adjacent to theclub’s main kitchen. Meals are available to all club staff  , not just those workingin the food and beverage department. Given the breadth of diversity in wherepeople work at a club and the times of day they work, food and beverages foremployees typically must be made available over long time spans.

    As you can see, because of the wide variety of a club’s   food and beveragefacilities, food and beverage personnel working in clubs must be knowledgeable,skilled, flexible, and ready to accommodate members and their guests in multiplefacilities.

    Organization Charts and Position Profiles

    The club’s organization chart as it relates to food and beverage operations willvary from club to club. However, there are some common principles that apply. Inthis section we will look at some typical organizational structures.

    Exhibit 1 shows who reports to the food and beverage director. The foodand beverage director reports to the clubhouse manager and directly supervises

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    Club Food and Beverage Operations  345

    General Manager/ Chief Operating Officer

    Clubhouse Manager

    Food & BeverageManager

    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

    Exhibit 1 Upper Management, Club Food andBeverage Operations

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    Club Food and Beverage Operations  347

    Restaurant Manager

    Restaurant Supervisors

    Captains

    Lead Wait Staff 

    Wait Staff 

    Bus Personnel

    Exhibit 3 Sample Organization Chart—Club Restaurant/Dining Room

    Beverage Manager

    Head Bartender Wine Sommelier

    Bartenders

    Bar Backs

    Exhibit 4 Sample Organization Chart—Club Beverage Department

     beverage field. As you can see, the food and beverage knowledge and skills youlearn during formal education and on-the-job training readily transfer from onesegment of the hospitality industry to another.

    Exhibit 8 shows a sample job description for a club executive chef. The execu-tive chef is a valued member of the club’s staff  and ofen has an opportunity to earn

     bonuses above and beyond his or her regular salary. A bonus might be earned formaintaining food and labor costs within two percent of the budget for the year, forexample, or for rewriting the club’s menus a certain number of times during the

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    Exhibit 5 Sample Organization Chart—Club Banquet Department

    Banquet Supervisors

    Banquet Captains

    Wait Staff 

    Bus Personnel

    Lead Bartender

    Bartenders

    Bar Backs

    Head Houseperson

    Housepeople

    Lead Wait Staff 

    Banquet Manager

    Exhibit 6 Sample Organization Chart—Club Catering Department

    Catering Manager

     Administrative Assistant

    Catering SalesCatering Sales

    year. Sample job descriptions for the restaurant/dining room manager, beveragemanager, banquet manager, and catering manager can be found in Appendix A atthe end of the chapter.

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    Club Food and Beverage Operations  349

      I. Position

      Food and Beverage Director

      II. Related Titles

      Food and Beverage Manager; Food and Service Manager; Dining Servicesand Beverage Director (Manager); Food Manager; Maitre d’ Hotel; Food andBeverage 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 suchas snack bars, half-way houses, etc. Plans and implements budgets. Hires,trains, and supervises subordinates and applies relevant marketing principlesto assure that the wants and needs of club members and guests are consis-tently 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 budgetgoals are attained.

      2. Assures that effective orientation and training for new staff members andprofessional development activities for experienced staff, are planned andimplemented.

      3. Inspects to ensure that all safety, sanitation, energy management, preventivemaintenance, and other standards are consistently met.

      4. Assures that all standard operating procedures for revenue and cost controlare in place and consistently utilized.

      5. Helps plan and approves external and internal marketing and sales promotionactivities for the food and beverage department.

      6. Helps plan and approves the organization chart, staffing and scheduling pro-cedures, 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, spe-cial events, and banquet events.

      9. Establishes quantity and quality output standards for personnel in all positionswithin the department.

     10. Ensures that all legal requirements are consistently adhered to, including wageand hour laws and federal, state, and local laws pertaining to alcoholic bever-

    ages; assures that all applicable club policies and procedures are followed.

     11. Researches new products and develops an analysis of the cost and profitbenefits.

    Exhibit 7 Sample Job Description—Club Food and Beverage Director

    (continued)

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     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 mem-

    ber 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 break-

    age 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 beverageequipment 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.

    Exhibit 7 (continued) 

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    Club Food and Beverage Operations  351

    The Importance of the Menu

    There’s an old saying in the food and beverage industry: “It all begins with themenu.” 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 clubmember is at the top of the list. One might argue that the task of menu planningis 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

    34. Supervises remodeling, refurbishment, and other building design enhance-ments 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 theclub’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 interestto the general manager and useful for ongoing control of the department.

     41. Recommends to the general manager operating hours for all food and bever-age outlets.

     42. Develops a capital budget for all necessary food and beverage equipment andrecommends 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

    Exhibit 7 (continued) 

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      I. Position

      Executive Chef 

      II. Related Titles

      Chef; Food Production Manager; Culinary Director (Manager); Chef deCuisine; Working Chef; Head Chef 

     III. Job Summary (Essential Functions)

      Responsible for all food and pastry production, including that used for restau-

    rants, banquet functions, and other outlets. Develops menus, food purchase

    specifications, and recipes. Supervises production and pastry staff. Developsand 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 managementstaff 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 kitchenemployees to ensure that food preparation is economical and technically cor-

    rect 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 main-

    tained 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 toincrease their knowledge about safety, sanitation, and accident-prevention

    principles.

      8. Develops standard recipes and techniques for food preparation and presenta-

    tion 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 correc-

    tive 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.

    Exhibit 8 Sample Job Description—Club Executive Chef 

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    Club Food and Beverage Operations  353

     13. Evaluates food products to assure that quality standards are consistentlyattained.

     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 con-

    sistently 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 per-

    sonnel.

     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 

    Exhibit 8 (continued) 

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    354  Chapter 10

    general public. Conversely, one might argue that menu planning is more diffi cult

    in clubs, since they have a finite market—their membership—which means thata club’s food and beverage outlets must off er enough variety and interest in theirfood products and services to atract and appeal to the same people week aferweek, month afer month, and year afer year.

    A club’s menu planning team, typically comprised of the food and beveragedirector, executive chef, dining room manager, members of the club’s house com-mitee, and others, has a formable task in any club; in large clubs with numerousfood and beverage outlets, the task is even more complicated and time-consum-ing. Adequate atention must be given even to “simple” menus, such as the oneoff ered at a pool snack bar. What items should be off ered? At what quality? Whatprices should be charged? The answers to these and related questions are impor-tant for every club food and beverage outlet, because of their impact on membersatisfaction and the operation’s financial success.

    As you can see in Exhibit 9, the menu planning team must first consider themembers’ wants and needs, their concept of value (price/quality), their reason(s)for visits to the outlet, and important demographic factors. Quality issues appli-cable to potential menu items become important afer the members’ concerns have

     been considered. Compromises about flavor, consistency, texture/form/shape,

     

     

    Exhibit 9 Priority Concerns of the Menu Planner

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    Club Food and Beverage Operations  355

    nutritional content, visual and aromatic appeal, and temperature cannot be madethat will result in food and beverage products that will fail to consistently meet theclub’s standards. Exhibit 9 also identifies other important menu planning issues:costs, ingredient availability, peak volume production, operating concerns, andother issues relating to sanitation, layout, and equipment.

    This brief discussion about important menu planning factors gives you anidea of the magnitude and complexity of the task and the pervasive nature of themenu’s impact upon the club’s food and beverage operations. Further details aboutmenu planning are beyond the scope of this discussion.2 However, afer the menuitems that a food and beverage outlet will off er have been identified, the series ofsteps noted in Exhibit 10 then become necessary to help ensure that the proper

    Serving

    Holding

    Cooking

    Preparing

    Issuing

    Storing

    Receiving

    Purchasing

    Menu Planning

    Production Activities

    Service

    Guest Satisfaction

    Exhibit 10 Flow Chart of Basic Operating Activities (ControlPoints) in a Food and Beverage Operation

    Source: Adapted from Ronald F. Cichy,Quality Sanitation Management (Lansing, Mich.:Educational Institute of the American Hotel & Lodging Association, 1994), p. 3.

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    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 hamburg-

    ers will be available. It is determined that portioned-controlled ground beef patiesmeeting the club’s required purchase specifications must be purchased, received,stored, issued, and produced. Each of these steps or control points must be done ina specified way to help ensure that quality requirements (such as food safety regu-lations and standards concerning portion size) are followed. The proper handlingof each control point can help the club consistently achieve high levels of membersatisfaction.

    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 thatclub members desire. As is true of managers in other segments of the hospitalityindustry, club food and beverage managers typically are confronted with short-ages in the available labor market. In many areas of the country, it is increasinglydiffi cult to recruit good employees.

    Exhibit 11 illustrates steps that are important in human resources manage-ment 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 withthe tools and training he or she needs to best perform. Research has proven thatsound human resource practices increase employee satisfaction and retention.

    Let’s review Exhibit 11 and focus on some aspects of human resources man-agement that may be unique to club food and beverage operations:

    Step 1: Recruitment. This step is increasingly diffi cult for many clubs, becausepeople looking for entry-level positions can be employed in many industries

     besides hospitality, and food and beverage staff  recruited for more specializedpositions, up to and including managers, can work in any type of food and

     beverage operation. Many clubs have policies that prohibit managers fromemploying relatives of club members, which also cuts down on the recruit-ment pool. These policies are in place to avoid conflicts of interest and mini-mize problems that might occur if an employee related to a member had to

     be disciplined or terminated. Competitive wages, an atractive (ofen elegant)work environment, the club’s reputation in the community, and employee

     benefits that may well include access to the club’s recreational facilities (atspecified times) provide clubs with a recruitment advantage, compared tomany other segments in the hospitality industry.

    Step 2: Selection. Clubs typically put serious eff ort into their selection process,

    in order to hire the best candidates. Large clubs, and a growing number ofmedium-size clubs, have human resources departments that can help clubmanagers and supervisors with selection tasks. For example, someone in thehuman resources department can help with the initial screening of candidates.In small clubs, managers and supervisors conduct all of the employment

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    Club Food and Beverage Operations  357

    Exhibit 11 Human Resources Management in Club Food and Beverage Operations

    Step1:

    Recruitment

    Step 2:

    Selection

    Step 3:

    Orientation

    Step 4:

    Training

    Step 5:

    On-Going Supervision

    For On-Job Knowledge and Skills

    For Problem Resolution/Job Changes

    For Professional Development

    Leading/Directing

    Motivating

    Communicating

    Positive/Negative Discipline

    Evaluating

    interviews. Generally, the immediate supervisor of the position for which anapplicant is being considered will be involved in the interview process. Insome clubs, selection tests may be used. Reference and background checksmay also be conducted, to help safeguard club members and employees, andprotect the club’s assets.

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    358  Chapter 10

    Step 3: Orientation.  Orientation of new employees typically includes goingover the club’s mission statement and goals, with an emphasis on the impor-

    tance of serving the club’s members. Clubs typically give new staff  memberstours of the club’s facilities as well.

    Step 4: Training. Knowledgeable and skilled staff   members at all organiza-tional levels are absolutely necessary to maintain the high level of membersatisfaction that is an integral part of the mission of all private clubs.  Train-ing provides new staff  members with the knowledge and skills they need toeff ectively perform in their new jobs, but training is not just for new hires.Training programs can be used for continuous improvement, to resolve prob-lems, to implement job changes, and for the long-term professional develop-ment needs of staff  members. Club managers have access to excellent “off -the-shelf” training resources from the Club Managers Association of America toassist them with their training responsibilities. In many clubs, the immediate

    supervisors of staff  members conduct the training; some training may also bedone by other staff  members (peer-to-peer, on-the-job training). It is impor-tant that such staff  members as well as supervisors participate in “train-the-trainer” programs to learn basic training procedures and protocols.4

    Step 5: Ongoing Supervision. The most eff ective way for club managers andsupervisors to deal with labor shortages is to retain their present employees.If this is done, through the use of eff ective supervision strategies (from lead-ing/directing to positive/negative discipline), the club will not have to go tothe time and expense of recruiting, selecting, orienting, and training new staff  members as ofen. The club’s food and beverage managers should work hardto maintain a work environment that encourages staff   members to remainwith the club rather than leave it.5

    A Note about Compensation

    Food and beverage staff  members in most clubs are paid wages and salaries thatare competitive with, if not beter than, those paid for similar positions elsewhere.Entry-level staff  members typically receive an hourly wage, supervisors may receivean hourly wage or a salary (depending on their responsibilities), and managers arepaid a salary with, ofentimes, a bonus or incentive tied to the financial performanceof 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 volun-tary gratuities (tips) from members or receive money from service charges  thatare automatically added to members’ food and beverage purchases by the club.

    Service charges are convenient for members, because they do not have to come upwith cash for tips. It also makes it easier for the club’s accounting offi ce to deter-mine the amount of additional employee compensation that must be reported tothe Internal Revenue Service for income tax purposes. Some members do not likeautomatic service charges, however.

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    Club Food and Beverage Operations  359

    Some clubs have come up with a new solution to the gratuity versus ser-vice 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 ontheir bills when they dine at the club. These service fees allow clubs to pay higherhourly wages to their servers.

    Financial Aspects of Club Food and Beverage Operations

    Managers in every type of food and beverage operation have sound financial man-agement 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. Asound budget incorporates the goals of the club’s executive board members for thecoming year. For example, does the club’s board want food and beverage revenueto 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/COOmeets with all of the club’s department heads, including the food and beveragedepartment heads, to develop detailed budgets that identify the financial expecta-tions 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 closealignment with the budget.

    The development of the food and beverage department’s budget can be com-plicated by the number of food and beverage outlets within the club. Ideally, aseparate budget should be developed for each outlet (formal dining room, casualdining room, lounge/bar, swimming pool snack bar, and so on) in an interactiveprocess between the food and beverage director and the manager(s) responsiblefor 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 depart-ment. By contrast, actual operating results are reported in the club’s monthly operat-ing statements. A copy of the section of the operating statement that applies to thefood 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 Uni- form System of Financial Reporting for Clubs.

    Other income.  “Unused minimum” refers to a monthly food and beveragecharge that is imposed on members even if they do not make food and bev-erage purchases. Payment of the minimum allows the member to receivefood and beverages equal to that amount each month; beyond this charge,the member must pay for additional purchases. The amount of the minimumthat is used by the member is reported as food sales; that which is unusedis considered to be “other income.” Service charges are considered “other

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    360  Chapter 10

    Source: Club Managers Association of America, Uniform System of Financial Reporting for Clubs (Educa-tional Institute of the American Hotel & Lodging Association, 2003), p. 24.

    Exhibit 12 Sample Supplemental Schedule—Food Department

    City or Country ClubFood—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 soldGross 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 chargesNet salaries and wages

    Payroll taxes and employee benefits  Employees’ meals

    Total payroll and related expensesOther 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) $

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    Club Food and Beverage Operations  361

    income” in this section; they are then expensed as wages in the “departmentalexpenses” section below.

    Departmental expenses. These represent payroll and related expenses and otherexpenses that are allocated to the food and beverage department because theywere incurred to generate the department’s sales.

    Departmental net income (loss). This is the amount that remains when expenses aresubtracted from sales. Income can be used to defer other club expenses; if there isa loss, it must be covered by revenue generated from other club departments.

    When food and beverage managers know what the expected revenue andexpenses should be (from the operating budget) and what they actually are (fromthe operating statement), they can make comparisons between the data reportedin these two accounting tools. Excessive variances should be analyzed and appro-priate 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 ÷ numberof covers), and food and beverage sales ratios (food sales ÷ beverage sales) to helpwith comparisons between budgeted and actual results. Details about ratio analy-sis for food and beverage operations are beyond the scope of this chapter but areavailable elsewhere.6

    Food costs in private clubs tend to run significantly higher than for other seg-ments in the food and beverage industry. This is atributed 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 off er “old favorites” to members if they are requested,even though they are no longer on the menu

    Clubs ofen serve larger-than-market portions:

    Larger entrées

    Soup bowl versus cup

    Larger desserts

    Many items are prepared fresh daily:

    Desserts

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    362  Chapter 10

    Breads

    Soups from scratchSauces

    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 bev-erage charge that is imposed on members even if they do not make food and bev-erage purchases. Payment of the minimum allows the member to receive food and

     beverages equal to that amount each month and, beyond this charge, the membermust pay for additional purchases.

    The idea behind this monthly fee is that if it is imposed on members, it willencourage them to use the club’s food and beverage outlets. For example, if a clubhas a $25 monthly food and beverage minimum, each member is charged thisamount in addition to his or her monthly dues. The member in essence pays inadvance for $25 of food, whether it is consumed or not. The $25 minimum will bereduced (used) by the amount of food and beverage charges made by that mem-

     ber, that month. Once the member reaches $25 for food and beverage charges forthe month, additional charges are billed to the member (see Exhibit 13).

    Food and beverage minimums are controversial. Most members do not likethem, because they are ofen 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 min-imums, 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 ofhaving club food and beverage facilities available to them, and (2) most membersuse these facilities at least occasionally.

    January 1,20XX, memberis charged/paysF&B minimum

    During January,member &family con-sumes food &beverage worth

    January 31,20XX, 11:59PM “UnusedMinimum” isreported as“Other income”

    February 1,20XX,member seesF&B chargesmade in January

    Member A $25 $10 $15 $0

    Member B $25 $75 $0 $50

    Member C $25 $0 $25 $0

    Exhibit 13 Food and Beverage Minimum Example

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    Club Food and Beverage Operations  363

    Some club managers think minimums encourage members to use the club’sfood and beverage outlets more ofen; all agree it is a controversial issue. Club

    managers and board members recognize the resentment that minimums can cre-ate, and board members, especially, tend to be reluctant to institute minimums ifthey 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 participa-tion of members in club activities. Reasons for this include favorable economicpredictions, an increase in the demographic population of those who typically

     join clubs, an increase in the number of clubs focused on atracting the entire fam-ily, and the increasing ability of clubs—and the food and beverage departmentswithin them—to meet the wants and needs of their members.

    Consumer spending paterns related to food purchased away from home is

    influenced the most by three specific variables: (1) the economy, (2) the demo-graphic profile of the consumer, and (3) the overall food service industry—thatis, the competition. For example, if you decide to eat away from home today, youcan choose a location from a wide array of dining options within any of severalfood and beverage segments. U.S. economic growth has resulted in increased lev-els of personal disposable income and increased job growth in many areas of thecountry. Increases in food purchases made away from home have mirrored thegrowth in these two economic variables. In the United States, there has been asteady increase in the share of the food dollar that is spent on food consumed out-side the home. In 1955, 25 percent of the food dollar was spent for food consumedaway from home; by 2006, this share had increased to 47.5 percent. The NationalRestaurant Association projects that this will increase to 53 percent by 2010.

    Club food and beverage operations, like other food and beverage seg-ments, should benefit from numerous factors that favor sales gains in the future,including:

    An interest among members for convenience (many want to reduce the num- ber of times they cook at home)

    Beter 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 “experi-ence” aspects of dining out)

    Club food and beverage managers recognize that they compete with otherdining and “eating out” alternatives within their communities. They must con-tinually answer the question, “What can we do to maximize the number of mem-

     ber visits to our food and beverage outlets?” Skilled club managers know that theanswers to this question may change frequently.

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    Club members, like consumers in other food and beverage segments, assessseveral 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 ofen consider that dining outis an essential part of their lifestyle. Many people today believe that dining out is

     just as cost-eff ective as cooking and cleaning up at home. Meals prepared and con-sumed away from home provide flavor and taste alternatives that cannot be easilyduplicated at home. These factors also point to marketing opportunities for clubmanagers to capture increased levels of food and beverage revenue.

    Current research7 indicates several major food trends that club menu plannersshould pay atention to:

    Healthy options, without sacrificing tastes—for dieters, nutrition-consciousconsumers, and simply in response to increased national atention to nutrition

    More choices—new and diff erent food items keep things interesting formembers

    Diversity in menu preparation techniques

    Opportunities for more “customized” menu selections in response to mem- bers’ requests

    Convenience—keeping things as easy as possible for busy members is crucial

    Healthy options for children

    More organic food options

    Increased off erings of local foods (such as locally grown produce)

    Increased availability of wines, botled waters, specialty coff ees, and iced teas

    The National Restaurant Association conducts ongoing, extensive research onconsumer dining trends. This research includes all consumers eating away fromhome, regardless of where they are eating (a common misconception is that thisdata only applies to consumers in restaurants). One of the amazing research dis-coveries is that consumers typically fall into one of four profiles or “atitude seg-ments” of diners (see Exhibit 14), regardless of whether they are ordering food ata fast-food restaurant, a fine-dining restaurant, or a club dining room. Research

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    Club Food and Beverage Operations  365

    Type of Member Diner Appealing Menu Descriptions

     Adventurous member spicy, organic, herb-crusted, aged, wild, infused, sun-dried

    Health-conscious member broiled, baked, natural, stir-fried, pesticide-free, organic,delicate, hormone-free, stewed, raw, pureed

    Care-free member grilled, char-broiled, hardy, seasonal, smoked, mashed,mesquite, fried, sauced, breaded

    Traditional member fresh, homemade, roasted, broiled, baked, crispy/crunchy,farm-raised, mashed, deep-fried, shredded, ground

    Exhibit 14 Four “Attitude Segments” (Types of Diners) and Menu Descriptionsthat Appeal to Them

    Source: National Restaurant Association (2006).

    has found that what we order when dining out is most aff ected by our likes and

    interests, not by where we are dining.Does this research mean that clubs must off er an extensive menu in their

    main dining outlets? Not necessarily. Eff ective menu planning teams can off erentrées such as basic seafood and meat dishes that can be prepared in ways thatwill appeal to each type of diner; salads can be off ered with unusual as well astraditional dressings, to appeal to a wider variety of diners. Even a garnish, rang-ing from a traditional lemon wedge to an “adventurous” exotic flower such as anorchid, extend the possible alternative ways that menu items can be made diff er-ent to appeal to diff erent types of members and their guests.

    Club food and beverage managers, like their peers in all segments of the foodservice industry, must be aware of food fads as well as food trends, and know thediff erence between the two. Items that are passing fads can be off ered while theyare of interest, but it is important for managers to prepare for longer-term foodtrends that will influence members’ preferences consistently over time.

    What are specific items that will be of interest to club members in the futureand 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 (litle known varieties from specific areas)

    Specialized breads (for bread baskets and sandwiches)

    Upscale cheeses

    Microbrew beers

    Low-fat, “healthy” chocolate desserts

    Gourmet buter (including flavored buters)

    Specialty coff ees (even more varieties than are off ered 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)

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    Avocados

    Pomegranates

    Chilean Carica (a new fruit from Chile just beginning to hit the U.S. market)

    Nonalcoholic specialty beverages

    Endnotes1. 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 1.

      2. For readers interested in more information, see Jack Ninemeier and David Hayes, Menu Planning, Design and Evaluation: Managing for Appeal and Pro fit (Richmond, Cali-fornia: 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. 3.

      4. An excellent resource for basic training information is Debra F. Cannon and CatherineM. 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 JackD. 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, Planningand Control for Food and Beverage Operations, Sixth Edition (Lansing, Mich.: EducationalInstitute 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 Manage-ment 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 ofthe 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 cele- brated throughout the year. 

    commercial food service operation—A food service operation such as a free-standing restaurant or a food and beverage outlet in a hotel that is in business tosell food and beverage products and services and make a profit.

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    Club Food and Beverage Operations  367

    covers—The number of meals (or people) served in a specific meal period; may becalculated 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 isimposed on members even if they do not make food and beverage purchases. Theminimum allows the member to receive food and beverages equal to that amounteach 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 thanone year.

    front-of-the-house—A hospitality industry term generally referring to facilityareas to which the public has access.

    Halfway House—A food and beverage outlet located near the halfway point of agolf course, typically afer the 9th green and before the 10th tee. Its primary func-tion is to provide food and beverage services to golfers. Sometimes called a TurnRoom.

    Men’s Grill—A food and beverage area set aside in a club for the exclusive use ofmale 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 existswithin a larger host organization whose primary business is not that of providingfood and beverage services. Non-commercial food service operations may or maynot seek to make a profit from the sale of their food and beverage products andservices.

    orientation—The process of providing new hires with basic club information thatshould be known by all of its staff  members.

    purchase specification—A description of the size, weight, quality, and so onrequired for each food and beverage product purchased by the club.

    service charge—A mandatory charge that is added to members’ food and bever-

    age 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 lieuof 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 wagesto service staff .

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    American Culinary Federationwww.acfchefs.org

    Bureau of Labor and Statistics; U. S.Governmentwww.bls.gov

    Club Managers Association of Americawww.cmaa.org

    Club and Resort Businesswww.clubandresortbusiness.com

    The Consumer Food Trend Series;Canadian Governmentwww.agric.gov.ab.ca

    National Restaurant Associationwww.restarant.org

    Review Questions

    1. Why are food and beverage operations important to clubs?  2. How are club food and beverage operations similar to, and diff erent from,

    their counterparts in for-profit, commercial food service operations?

      3. What are some of the advantages and disadvantages of low turnover amongthe 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 planmenus 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 aff ect club food and beverage

    operations in the future?

    Internet Sites

    For more information, visit the following Internet sites. Remember that Internetaddresses can change without notice. If the site is no longer there, you can use asearch engine to look for additional sites.

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    Club Food and Beverage Operations  369

    Appendix A:

    Sample Job Descriptions

    What follows are sample job descriptions for a club restaurant/dining roommanager, beverage manager, banquet manager, and catering manager. These jobdescriptions are courtesy of Joe Perdue and Jack Ninemeier, Job Descriptions for thePrivate 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 mostpleasing to members and their guests. Assures a high standard of appear-ance, hospitality, and service in personnel and the cleanliness of the diningroom. Supervises and trains dining room staff . Manages within budgetaryrestraints. Develops and implements programs to increase revenue (throughrepeat business and higher check averages).

     IV. Job Tasks (Additional Responsibilities)

      1. Schedules personnel and plans dining room setup based upon anticipatedmember/guest counts and client needs.

      2. Takes reservations, checks table reservation schedules, and maintains reserva-tions log.

      3. Greets and seats members and guests.

      4. Supervises dining room staff  to help assure proper service; pours coff ee andtakes orders when necessary.

      5. Inspects dining room employees to ensure that they are in proper and cleanuniforms at all times.

      6. Hires, trains, supervises, schedules, and evaluates dining room staff .

      7. Provides appropriate reports concerning employee hours, schedules, payrates, 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 equipmentand storage areas is completed according to schedule.

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     11. Directs pre-meal meetings with dining room personnel; relays informationand 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 din-ing room and reports deficiencies and maintenance concerns.

     13. Makes suggestions about improvements in dining room service proceduresand layout.

     14. Produces daily or meal-period revenue analyses and other reports from point-of-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, coff eepots, 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 diningroom business.

     19. Develops and supervises the revenue control system.

     20. Monitors dining room labor and supplies budget; makes adjustments toachieve financial goals.

     21. Develops and continually updates and refines policy and procedure manualsfor service staff  , to increase quality and control costs.

     22. Assists in service and tableside cookery as needed.

     23. Atends scheduled staff  meetings.

     24. Confirms that all dining room closing procedures have been completed andassures 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 forthe service of alcoholic beverages are consistently followed.

     29. Performs other appropriate assignments and projects as required by the foodand beverage director.

     V. Reports to

      Food and Beverage Director

     VI. Supervises

      Dining Room Captain (Supervisor)

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    Club Food and Beverage Operations  371

    Beverage Manager

      I. Position  Beverage Manager

     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 equip-

    ment through regular inspections.

      4. Develops standard operating procedures to help assure that bars are set up

    and operated effi ciently.

      5. Maintains an adequate supply of liquors, wines, beer, and other beverages

    through the use of an eff ective 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

    thef.

      8. Assures that all laws applicable to beverage operations are consistently fol-

    lowed.

      9. Works with the dining room manager, banquet manager, and others to ensure

    effi

     cient 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.

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    372  Chapter 10

     12. Inspects to ensure that the club’s sanitation, safety, energy management, pre-ventive 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 infor-

    mation and takes corrective action as necessary to help ensure that financialgoals are met.

     14. Develops and monitors labor forecasts and budgets; takes corrective action asnecessary.

     15. Develops financial records and reports as required.

     16. Works with the accounting department to ensure that all recordkeeping pro-cedures 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 whennecessary.

     19. Plans and develops training programs and professional development oppor-tunities for him- or herself and all other beverage personnel.

     20. Keeps current with changing member preferences and industry trends rela-tive to the beverage operation.

     21. Conducts scheduled meetings with service staff .

     22. Atends staff  and management meetings.

     23. Schedules wine and beer samplings with distributors to continuously improvethe 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 beveragesare 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 draf 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

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    Club Food and Beverage Operations  373

    Banquet Manager

      I. Position  Banquet Manager

     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 properfood and beverage service and presentation. Maximizes the club’s profitabil-

    ity 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 commitee (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  mem-

     bers on the club’s function commitee.

      4. Diagrams buff et tables, guest tables, and other function room set-up needs for

    special events.

      5. Holds pre-function meetings with servers to ensure smooth, effi

     cient service;assigns server stations and coordinates the timing of courses.

      6. Ensures that all banquet staff  are well-groomed and in proper uniform (includ-

    ing name tags).

      7. Assists with ongoing sales eff orts for group and local function business.

      8. Assists in the preparation of the marketing plan and annual budget to increasethe 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 .

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    374  Chapter 10

     13. Regularly inspects all front- and back-of-the-house service areas and equip-ment to assure that sanitation, safety, energy management, preventive main-

    tenance, and other standards for the department are met.

     14. Assures that all functions are properly staff ed in accordance with the approved banquet staffi ng 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 whenassigned.

     18. Conducts afer-event evaluations to improve the quality and effi ciency of ban-quet 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 forthe 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 bever-age service.

     25. Assures that banquet event closing procedures are followed.

     26. Makes recommendations for the replacement and upgrading of banquet ser-vice equipment.

     27. Performs other tasks as requested by the food and beverage director.

     V. Reports to

      Food and Beverage Director

     VI. Supervises

      Banquet Captain

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    Club Food and Beverage Operations  375

    Catering Manager

      I. Position  Catering Manager

     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 socialmeetings, and other member-related activities. Develops contracts for andoversees all administrative and operational aspects of preparing and servingevents. Works with the banquet department and other departments to assurethat the guests’ expectations are exceeded.

     IV. Job Tasks (Additional Responsibilities)

      1. Promotes, advertises, and markets the club’s social event facilities and capa- bilities to all members.

      2. Helps member clients arrange banquets, luncheons, meetings, weddings,dances, and other social events; obtains pertinent information needed forguest planning.

      3. Provides guest tours and off ers suggestions in eff orts to sell the club’s facili-ties for the occasion being planned.

      4. Works with the executive chef to determine selling prices, menus, and otherdetails for catered events; oversees the development of contracts; assures thatpre-planned banquet menu off erings are current and reflect general memberinterests.

      5. Suggests and helps guests plan menus in conjunction with the executive chefor other culinary personnel.

      6. Transmits necessary information to and coordinates event planning withproduction, serving, and housekeeping staff s; arranges for the printing ofmenus, procuring of decorations, fulfilling of entertainment and other specialrequests, etc.

      7. Inspects finished arrangements; may be present to oversee the actual greetingand serving of guests.

      8. Checks function sheets against actual room setup; oversees personnel sched-uling 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 assessongoing needs of prospective clients for catering services.

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    376  Chapter 10

     12. Helps develop catering budgets; reviews financial reports and takes correc-tive 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 commitees.

     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 necessarychanges for increased quality.

     18. Atends management meetings to review policies and procedures, reviewfuture business, and continually develop the quality and image of banquetand catering functions.

     19. Tracks new products and trends in food service and catering applicable to theclub.

     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 arealways followed.

     23. Plans professional development and training activities for subordinate staff .

     24. Directs the work of catering department staff .

     25. Atends 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 spe-

    cial events organized by the staff  members.

     28. Manages banquet billing and client correspondence.

     29. Updates weekly function information for all aff ected 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

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    Club Food and Beverage Operations  377

    Appendix B:

    Online Management Closing Report

    The Fort Worth Club food and beverage team benefits from an eff ective system ofcommunication through the use of an online closing report. The closing report isaccessible on the club network by all managers. The report is updated on a dailyand nightly basis and is reviewed each morning for multiple purposes by manag-ers in diff erent 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 atendance numbers, which can be compared tothe guaranteed numbers that were given by the hosts. The accounting departmentis able to verify actual numbers for billing purposes. The club’s general manageris able to learn who was present and how conflicts were resolved. These are just afew of the ways the report is used.

    The closing report is updated by both the front of the house and the back ofthe house staff . The sample report that follows was provided courtesy of the FortWorth Club and the Club Operations and Performance Review, published by CMAA’sPremier Club Services.

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    Club Food and Beverage Operations  379

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    380  Chapter 10

    Appendix C:

    Club-Sponsored Special Events Matrix

    This special events matrix gives you an idea of the types of special events clubsplan for their members throughout the year. This matrix is courtesy of the CarmelCountry Club, Charlote, North Carolina, and the Club Operations and PerformanceReview, published by CMAA’s Premier Club Services.

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    Club Food and Beverage Operations  381

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    382  Chapter 10

    Appendix D:

    Using a CAD System for Visualizing Room Layouts

    Computers are useful for visualizing banquet room and other room layouts inclubs. This appendix is courtesy of the Charlote Country Club, Charlote, NorthCarolina, and the Club Operations and Performance Review, published by CMAA’sPremier Club Services.

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    Club Food and Beverage Operations  383

    Appendix E:

    Sample Wedding Checklist

    This sample wedding checklist gives you an idea of the many details that clubmanagers must atend to when planning a special event at the club. This checklistis courtesy of the Thornblade Club, Greer, South Carolina, and the Club Operationsand Performance Review, published by CMAA’s Premier Club Services.

    MEMBER INFORMATION

    Member Name: Member No.:

    Phone Number:

    BRIDE AND GROOM INFORMATION

    Bride