Food and Beverage Control



Food and Beverage Control

Work Experience Activities

Work Experience Activities

Complete and submit the following Work Experience Activities for your Work Experience Kit.

Remember, all activities must be completed using this electronic file, then printed out in black and white and submitted. This is a “Read Only” file and must be saved as a separate document before you begin. See the ‘Read Me’ file for “Save As” instructions.

Refer to the following guidelines when completing all activities.

• Use complete sentences to answer all activity questions.

• Eliminate all spelling, grammatical, and typographical errors.

• Include all appropriate back up materials to substantiate your work.

• Make sure all activities are computer generated or in typewritten form.

• Make sure all required activities are included in your Work Experience Kit.

• Make sure your Inventory Checklist and Sign Off Sheet are included in your Kit.

Activity 1: Identifying the Benefits of the Food and Beverage Operation

Directions: Answer the following questions concerning the Food and Beverage Operation at your facility.

|Name of Facility | |

|Food and Beverage Director | |

|Head Golf Professional | |

|1. What different types of food and beverage services are available at your facility? |

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|2. What is the total revenue generated by the facility and what percentage of total revenue does the food and beverage |

|operation generate? |

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|3. What percentage of members (or customers) continues to utilize the food and beverage services even though they do not |

|utilize any other amenities offered by the facility? |

|Why do you think this is so? |

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|4. Do you think the food and beverage operation is highly valued by the members and/or customers? Why? |

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|5. If you think the food and beverage operation is not highly valued by the members and/or customers, how might this affect the|

|outcome of the overall experience your guests may have? |

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|6. What value does the food and beverage operation lend to the overall image of the facility? |

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|7. Is the image of the food and beverage operation consistent with the mission statement and the image of the golf operation as |

|well as other departments? |

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|8. What improvements would you implement to enhance how the food and beverage operation affects the overall operation? |

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Activity 2: Day-to-Day Involvement of the Golf Professional

Directions: Answer the following questions concerning the involvement of the golf professionals in the food and beverage department.

|Name of Facility | |

|Names of Golf Professionals on Staff | |

|1. Discuss how the golf operation and the food and beverage operation work together to ensure a positive experience is had by |

|members and guests who frequent the facility. |

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|2. How is the head golf professional involved with the food and beverage operation on a daily basis? |

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|3. What types of functions are held at your facility that require the services of both departments? |

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|4. Which staff members from each department are responsible for the success of these joint functions? |

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|5. What are the most critical food and beverage issues you deal with on a daily or weekly basis? |

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|6. Do you think it is important, as a golf professional, to be involved with the food and beverage operation? Why or why not? |

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Activity 3: Conducting a Customer Survey

Directions: In this activity, you will conduct a survey to determine how important the food and beverage operation is to the members and customers at your facility.

1. Make 25 copies of the customer survey presented on page 8. If your facility uses a customized survey, you can use that instead.

2. Meet with the food and beverage director at your facility and identify several key places to leave copies of the survey.

3. Ask the food and beverage director to inform the appropriate service personnel about the survey and what to do with completed forms.

4. Allow a week to collect completed forms and then answer the following questions.

Survey Results

1. What are the four most cited reasons members and/or customers joined the facility?

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2. What amenities or functions do the members and customers participate in most at your facility?

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3. How important is the food and beverage operation to the members and customers?

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4. What did the members and customers say they liked best about the operation?

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5. What did the members and customers say they liked least about the operation?

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6. Do the members and customers feel their expectations are being met? Why or why not?

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7. Has your facility conducted other surveys in the past? If so, how has management responded to the information gathered from these surveys?

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8. If your facility has not conducted surveys, do you think conducting one would be beneficial?

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9. Include the actual surveys collected in your Work Experience Kit.

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|Your Opinions Count! |

|As our members and customers, your satisfaction is important to us. Please help us provide the kind of food and beverage service you expect|

|by completing this survey. Thank you. |

|• Why did you join this facility? ________________________________________________________ |

|_______________________________________________________________________________ |

|_______________________________________________________________________________ |

|• If you are not a member, why do you frequent this facility? _________________________________ |

|_______________________________________________________________________________ |

|_______________________________________________________________________________ |

|• What amenities do you use or participate in at the facility? _________________________________ |

| ________________________________________________________________________________ |

| ________________________________________________________________________________ |

|• How important to you is the food and beverage operation at this facility? Why? _________________ |

| ________________________________________________________________________________ |

| ________________________________________________________________________________ |

|• What are your likes about the food and beverage operation? Why? __________________________ |

| ________________________________________________________________________________ |

| ________________________________________________________________________________ |

|• What are your dislikes about the food and beverage operation? Why? ________________________ |

| ________________________________________________________________________________ |

| ________________________________________________________________________________ |

|• Are your expectations being met? Why or why not? _______________________________________ |

| ________________________________________________________________________________ |

| ________________________________________________________________________________ |

Activity 4: Identifying the Appropriate Levels of Food and Beverage Services at Your Facility

Directions: Lesson 3 discussed the wide range of food and beverage services offered by various golf facilities—from casual to formal and from banquets to off-site catering. Answer the following questions regarding your particular facility and the types of services provided. (For example: on-course concessions, carry-out, full service à la carte, formal fine dining, banquets, and off-site catering.)

1. Describe the type of facility you are currently working in and the specific food and beverage services offered to your membership.

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2. Do you think the food and beverage services offered are appropriate for your particular facility and your clientele? Why or why not?

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3. What are the current operational goals for the food and beverage service?

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4. Do you think your facility needs to offer different food and beverage services to better fit the operational goals and the customers’ expectations? Why or why not?

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5. What other golf facilities in your area do you consider your direct competition and what types of food and beverage services do they offer?

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6. If your facility is losing business to the competition due to an inadequate food and beverage operation, what improvements can be made to the operation to regain the customers?

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Activity 5: Shopping Your Competition

Directions: After identifying local competitors to your facility, select two of these facilities to compare food and beverage services. If your facility or the competitors do not offer a particular service, do not check the box. After completing the comparison chart, answer the questions that follow.

|Food and Beverage Services Offered |

|Your Facility |Competitor #1 |Competitor #2 |

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| |On-course concessions | |On-course concessions | |On-course concessions |

| |Carryout | |Carryout | |Carryout |

| |Full service, à la carte | |Full service, à la carte | |Full service, à la carte |

| |Formal fine dining | |Formal fine dining | |Formal fine dining |

| |Banquets | |Banquets | |Banquets |

| |Off-site catering | |Off-site catering | |Off-site catering |

|Price Ranges for Each of the Above Services |

|On-course concessions |On-course concessions |On-course concessions |

|$ |$ |$ |

|Carryout |Carryout |Carryout |

|$ |$ |$ |

|Full service, à la carte |Full service, à la carte |Full service, à la carte |

|$ |$ |$ |

|Formal fine dining |Formal fine dining |Formal fine dining |

|$ |$ |$ |

|Banquets |Banquets |Banquets |

|$ |$ |$ |

|Off-site catering |Off-site catering |Off-site catering |

|$ |$ |$ |

Directions: Select one food and beverage service above that is offered by all three facilities and list the major menu items offered at each club. After completing this chart, answer the questions that follow.

Food & Beverage Service selected for comparison:

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|Your Facility | |Competitor #1 | |Competitor #2 | |

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1. What similarities do all of the facilities offer for the selected food and beverage service?

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2. What differences are there in the food and beverage services offered by all three facilities?

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3. What are the hours of operation for each of the facilities’ selected food service? Do they differ from the hours of operation of your facility? If so, why do you think so?

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4. Have you experienced the food and beverage services of the local competition? If so, was your experience positive or negative? How might this have affected your “overall experience” at that facility?

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5. Why might it be important to play golf as well as utilize the other services offered by your competition?

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6. Is there anything you think your food and beverage operation as well as your facility as a whole could do to improve the service provided to the customers? If so, explain what your facility could do to improve the “overall experience” for the customers.

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Activity 6: Developing a Labor Pro Forma

Directions: For this activity, you will complete a labor pro forma for a food and beverage service offered at your facility. To get an accurate idea, select full service à la carte, formal fine dining, or other similar service that would normally utilize a larger number of service and kitchen staff.

Meet with the Food and Beverage Director to review the past three months’ labor pro formas or other information summarizing staffing schedules and payroll costs for the service you have selected. Be sure to discuss any situations (holidays, special events, etc.) that may affect next month’s staffing needs. Also, ask the food and beverage director for a projected total income for the month for the service you have selected.

Develop one labor pro forma for the service staff and another pro forma for the kitchen staff. Calculate the projected payroll costs for the service staff and the kitchen staff as a percentage of the estimated total income for the month. List any situations that may have affected staffing levels and payroll costs at the bottom of each pro forma (such as weather, increase in play, added tournaments or events, and holidays).

Meet with the food and beverage director at the end of the month to review your labor pro formas and answer the questions following the charts below.

If your food and beverage director is unable to give you actual payroll income figures, put together a hypothetical situation to complete this activity.

If you work at a facility that has minimal or no food and beverage services, research another local golf club to complete this activity.

Labor Pro Forma—Service Staff Worksheet

|Name of Facility | |

|Month | |

|Food and Beverage Service Selected | |

|Food and Beverage Director or Manager Interviewed | |

|Service Staff | |

| | | | | | | |Number of Days |Total Pay This |

|Staff Position | |Time Out |Total Hours | | |Days Used |Used |Month |

| |Time In | | |Pay Rate |Total Pay | | | |

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|Totals | |

| | | | | | | |Number of Days |Total Pay This |

|Staff Position | |Time Out |Total Hours | | |Days Used |Used |Month |

| |Time In | | |Pay Rate |Total Pay | | | |

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|Totals |

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|2. What was the total payroll for the service staff? | |

|3. What was the total payroll for the kitchen staff? | |

|4. What was the total payroll cost for the month? | |

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|5. What was the total food and beverage income for the month? |

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|6. What is the percentage of payroll cost from the total food and | |

|beverage income? | |

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|7. Do you think any improvements could be made to this area of the food and beverage operation? |

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Activity 7: Developing an Estimated Potential Costs Chart

Directions: Select a food and beverage service at your facility and obtain a menu from the food and beverage operation in order to complete an estimated costs chart for four appetizers offered. Fill in the appropriate lines on the chart with the help of your food and beverage director. Keep in mind that the actual food cost of the items may vary by the number of items sold, spoilage, pilferage, and mix of items on the menu. Briefly summarize how close the estimates in your chart came to the actual cost and profit for the items you selected and explain any discrepancies.

|Potential Costs Chart | |

| 1. Appetizer |a. |b. |c. |d. |

| 2. Menu ingredient standard portion size | | | | |

| 3. Main ingredient cost per item | | | | |

| 4. Garnish or sauce cost | | | | |

| 5. Total menu items cost (row 3 + row 4) | | | | |

| 6. Retail sales price | | | | |

| 7. Item gross profit | | | | |

|(row 6 - row 5) | | | | |

| 8. Estimated number of items to be sold | | | | |

| 9. Estimated potential cost (row 5 x row 8)| | | | |

|10. Estimated sales | | | | |

|11. Estimated total gross profit (row 10 - | | | | |

|row 9) | | | | |

|12. Estimated food cost percent (row 9 ÷ row| | | | |

|10) | | | | |

1. Briefly summarize how close your estimated costs were to actual costs.

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2. Discuss why you think there were discrepancies in the estimated costs versus the actual costs.

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3. Relative to your experiences in merchandise purchasing and inventory control, what improvements if any, could be made to increase the gross profit and decrease the food cost percentages?

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Activity 8: Receiving and Storage Review

Directions: Check off any of the following that you observe during the receiving and storing of a food and beverage order. Answer the following questions concerning receiving and storing food and beverage orders.

| |The order was received during a slow time of the day. |

| |Each item was checked against the purchase order. |

| |All items were weighed and/or counted. |

| |The food and beverage director or other management staff reviewed the shipment invoice. |

| |The items received were immediately placed in storage. |

| |The storeroom was clean. |

| |The storeroom has good ventilation. |

| |The storeroom was cool but not freezing (except storage for the frozen items). |

| |Old supplies were rotated before the new supplies were put away. |

| |Items were stored on free-standing shelves. |

| |The storeroom was locked after the shipment was placed in storage. |

1. How was the receipt and storage of the shipment similar to the procedures presented in this lesson?

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2. Describe the different food and beverage storage areas utilized in the kitchen and bar area.

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3. If the procedures practiced at your food and beverage operation differ, discuss how they are different.

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4. What procedures followed by the food and beverage personnel would enhance this checklist, and what items on the above checklist would improve the procedures currently in place at your facility?

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5. How does the receiving procedure in the food and beverage department differ from the receiving of merchandise for the golf shop?

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6. What procedures used in the food and beverage department might improve how merchandise is received for the golf shop?

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7. Do you think it is important, as a golf professional, to cross train with the food and beverage department? If so, what cross training methods are currently being practiced at your facility? If not, discuss your reasons.

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8. How would basic knowledge of all of the departments enhance your image as a golf professional, as well as the overall experience of the members and customers who frequent your facility?

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Activity 9: Food and Beverage Regulations in Your Community

Directions: Meet with your Food and Beverage Director to identify and discuss the licenses, permits, and certificates required to operate the food and beverage services in your community and answer the questions below.

|Name of Facility | |

Name of Food and Beverage Director or Manager Interviewed

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1. What different types of food and beverage services are offered at your facility?

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2. List and include copies of the licenses, permits, and certificates required to operate the food services and the agencies granting each.

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3. List five key laws affecting how food is prepared, served, and sold.

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4. Which government agencies inspect the food services at your facility and how often are inspections held?

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5. After inspections have been held, what actions have been taken by management to correct any deficiencies in the operation?

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6. List and include copies of the licenses, permits, and certificates required to operate the beverage (alcohol) services and the agencies granting each.

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7. List five key laws affecting how alcohol is served and sold.

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8. Which government agencies inspect the beverage services at your facility and how often are inspections held?

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9. After inspections have been held, what actions have been taken by management to correct any deficiencies in the operation?

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