Club Food PDF

10
Club Food and Beverage

Operations
This chapter was written and contributed by Catherine M. Gustafson,
Ph.D., CCM, CHE, University of South Carolina; and Jack D. Ninemeier,
Ph.D., CHA, Michigan State University
All clubs oer some type of food and beverage service to members. Some clubs
have just one food and beverage outlet, such as a dining room oering a la carte
menu selections for one or more meal periods. Other clubs provide their members
with a wide array of dining venues that, within the same club, not only cater to
discriminating members who desire fine dining, but also to children who simply
want a snack at the swimming pool.
There are many similarities, but also many dierences, between club food and
beverage operations and their counterparts in other segments of the hospitality
industry. In this chapter, you will learn about the importance of food and beverage
operations to clubs. We will discuss the organization of club food and beverage
departments, and explain why, for any food and beverage outlet, it all starts with
the menu. We will take a look at food and beverage sta issues before examining
financial aspects of club food and beverage operations. Finally, the chapter concludes with a look at trends that may aect the future of club food and beverage
operations.
The Importance of Food and Beverage

Operations in Clubs
People join private clubs for a variety of reasons: for business or social reasons, for
access to high-quality recreational facilities, for the exclusivity the club oers, for
the personal recognition and service that clubs provide, or because of family tradition. Most members likely did not join their club for the sole purpose of having
access to its food and beverage services. However, there is no doubt that food and
beverage facilities are important for attracting and keeping club members.
A club must have members to exist. Every club must satisfy their members to
obtain their business. Food and beverage operations in clubs of all types are very
important to the clubs success, for a variety of reasons:
First, excellent food and beverage operations help to attract new members.
Consider, for example, the positive impressions that are formed by a members
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guest when he or she enjoys a meal or dining experience at the club while attending a family or business occasion.
Second, a clubs food and beverage services are important for member retention. Members expectations about all aspects of their club are very high, and excellent food and beverage facilities go a long way toward keeping members happy
with their club.
Third, a clubs food and beverage operations must attain the financial goals set
for them and therefore contribute to the financial health of the club. Club managers should establish revenue targets for their food service operations when they
are creating the clubs yearly budget. In addition, they must control the significant costs incurred in this department. The financial goals of most clubs are seriously aected by the fiscal successor lack thereofof their food and beverage
operations.
Fourth, when the clubs food and beverage sta consistently delivers quality
food and exemplary service, club members are more likely to see the club in a
positive light. What food and beverage managers and sta do (and dont do) has a
considerable impact on the perception that members have about their club.
How Club Food and Beverage Operations Compare to Other

Hospitality Segments
To set the context for the study of any food and beverage operation, some writers
make a distinction between commercial and non-commercial food service operations.1 Commercial food service operations such as free-standing restaurants exist
primarily to generate profits from the sale of food and beverage products and services. In contrast, non-commercial food service operations, such as those in educational institutions or hospitals, may or may not seek to generate a profit. Noncommercial food service facilities operate within a larger host organization whose
primary business is not that of providing food and beverage services.
Clubs, along with cruise lines, casinos, amusement parks, theme parks, and a
wide variety of other segments in the hospitality industry, do not exist primarily to
provide food and beverage services. However, they must do so in order to meet the
needs and desires of their members. Commercial and non-commercial operations
are both market-driven; that is, managers of both types of operations must keep
the needs and desires of the users of their products and services in mind when
making decisions. Managers in both types of food and beverage operations have
financial goals; those in commercial properties want to maximize profits, while
those responsible for non-commercial facilities typically strive to minimize operating expenses, although some seek to make profits as well. Managers in both types
of operations must work hard to meet their financial goals without sacrificing the
quality requirements that are driven by the markets their operations serve.
How are club food and beverage operations similar to their counterparts in
for-profit commercial operations? Some of the basic similarities are as follows:
All food and beverage operations must be responsive to their markets. They are called
members in clubs, guests in hotels and restaurants, patients in hospitals, and
Club Food and Beverage Operations
341
students in educational facilities. Regardless of what they are called, however,

consumers of food and beverage products and services are the basis upon
which all decisions are made within any successful food and beverage operation. You will find club managers and chefs discussing such questions as:
What do the club members need or want? What is their definition of value?
What gives this operation an edge over the competition? These are among the
questions that must be addressed to position any food and beverage operation and make it successful.
Menus must be developed that represent the planning teams best assessment of the
food and beverage products and services that are desired by the markets being served.
The menu for each club food and beverage outlet is developed keeping the
club members wants and needs in mind. The menu, in turn, drives the development and implementation of basic processes and procedures that govern
the purchasing, receiving, storing, issuing, producing, and serving of the food
and beverage products.
Numerous procedures are required to eectively facilitate the work of the many sta
members who must manage and operate the food and beverage facilities. Food and beverage operations are labor-intensive. Technology has not replaced the need for
people when it comes to producing and serving food and beverage products.
There must be an ongoing concern for the health and safety of consumers and sta
members. Foodborne illnesses and even death can occur when food products
are handled unsafely. Safe food handling procedures do not vary by the type
of operationmicroorganisms do not care whether they are in a commercial
or non-commercial operation! Injuries and deaths can also occur when procedures to ensure the responsible consumption of alcohol are not in place or
are not followed.
There must be an emphasis on quality to be successful. Quality can be defined as

the consistent delivery of an operations products and services in a way that
meets the operations standards; these standards are set to meet or exceed
consumer expectations. Managers in club food and beverage outlets as well
as other types of food and beverage operations must establish standards that
are driven by what their consumers want and expect. Furthermore, managers
must develop ways to ensure that these standards are consistently achieved.
There are also ways that club food and beverage operations dier from their
counterparts in other segments. An explanation of these dierences will drive
much of the discussion in the remainder of the chapter. Dierences between club
food and beverage operations and other types of food and beverage operations
include the following:
The most significant dierence between clubs and their commercial counterparts (large
hotels and casinos being prominent exceptions) is that clubs must prepare food and
beverages for many dierent outlets, usually out of one kitchen. Many clubs have
eight, ten, or even more food and beverage outlets. Many variables change
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from one outlet to the next, such as menu, style of service, volume of covers,
and service timing expectations. You can imagine the complexity of an operation that must simultaneously provide food for a snack bar or a bar/lounge
(very quick service), banquets (specific times of service), and formal dining
(where a meal can be a two- or three-hour event).
In clubs, food and beverage products and services are delivered in an organization
that exists, in part, for the social aliation of its members. Most club members are
frequent consumers of the clubs food and beverage products and services,
and they tend to know each other and the clubs managers and sta. Club
members have higher expectations than consumers in other food and beverage operations in terms of wanting to be recognized and pampered. Referring
to members by name, seating them at their favorite tables, and remembering their special occasions such as birthdays or anniversaries are examples
of ways that club food and beverage sta members can show recognition to
members.
In equity clubs, food and beverage managers receive formal advisory input from members. Equity clubs (those that are owned by their members and are governed
by a board of directors elected by the members) typically have house committees. Among their other duties, members of this committee make recommendations as needed about the clubs food and beverage operations. Wise club
managers carefully consider, and follow when feasible or appropriate, these
recommendations. Although all food and beverage facilities strive to please
their markets, this type of direct recommendation is not typical in most nonclub food and beverage operations.
Sta turnover rates are lower in clubs than restaurants and hotels. Sta turnover in
clubs is typically much lower than in many other segments of the hospitality
industry. While this is goodit is easier to attain eciency and quality service
goals when sta turnover is lowit can also create challenges, because of the
need for periodic retraining, sta resistance to changed procedures, and the
possibility that improper work habits will develop over time. Also, if compensation is based, at least in part, on seniority, a significant and potentially
problematic wage gap can develop between beginning and senior food and
beverage sta. Sometimes, especially when club retirement packages are not
available or are underfunded, club food and beverage employees may work
longer than they should. Long-term sta members may become too familiar
with members (as often they have watched them grow up from childhood)
and not respect the appropriate professional distance that should be maintained between club members and employees.
Organization of Club Food and Beverage Departments

The organization of a clubs food and beverage department varies by the type of
club (country club, city club, or yacht club, for example), the clubs size, and the
number and type of food and beverage outlets.
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Types of Food and Beverage Facilities in Clubs

It is common for a clubs food and beverage operations to run the gamut from formal, elegant cuisine to casual or even fast-food fare. A quick overview of the food
and beverage facilities you can find at a club will help illustrate this point:
Formal dining room. Most clubs have at least one formal dining room; typically
the menu is a la carte. Traditional formal dining (wait sta in full tuxedos,
coat and tie required for service) is declining in the United States, yet in many
clubs formal dining rooms are still used to celebrate a special occasion, such as
a birthday, an anniversary, or the closing of an important business deal. Many
clubs have adjusted the hours of operation of their formal dining rooms to cut
down on costs and ensure more patronage per night (for example, the formal
dining room is open only three nights a week rather than six or seven).
Upscale-casual dining room. Upscale-casual is a popular concept in the fullservice restaurant market, as it provides high-quality food and a high level
of service, yet diners can attend nicely but casually attired. At clubs, resort
casual (no coats and ties) is a typical dress code for this type of dining facility.
Upscale-casual dining rooms have transformed the traditional formal dining
that clubs used to be known for, in that all has stayed the same in terms of
food and service quality as in the old formal-dining days; the only dierence
is that members and sta members are not as formally attired.
Casual dining rooms. Most clubs have several casual dining rooms, most of
them featuring an a la carte menu; a popular club strategy is to have one
casual dining room serve all of its food buet-style. Often these rooms are
segmented by type of diner. For example, there will likely be a casual dining
room targeted to serve families, a casual adult-only dining room, and there
may even be casual dining rooms divided by gender that are an extension of
the gender-specific locker rooms. These are typically called the Mens Grill
and the Card Room (often this latter area is where female club members
gather to play bridgehence the name).
Quick-service (at-the-counter) dining outlets. These outlets are most often found
in two club locationsthe pool snack bar and the Halfway House or Turn
Room. The pool snack bar sounds unassuming, but many of these facilities
serve entire meals to members enjoying the pool area. The Halfway House or
Turn Room provides snacks or quick, finger-type foods to golfers. Typically,
a hole or two before the turn (the halfway point on a golf course, which is
after the 9th green), an area with a telephone or point-of-sale terminal will be
set up to encourage members to order ahead, so that their food and beverages
will be ready for them when they reach the turn. This allows members to get
their refreshments quickly, minimizing the interruption of their golf round.
At clubs where tennis is especially popular, there may be a snack bar within
the tennis shop, or one of the clubs casual dining rooms may provide food
and beverage service to members in the tennis area.
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Catering and banquet facilities. Catering and banquet facilities are usually a
dominant aspect of any clubs food and beverage operation. Many clubs have
formal ballrooms; some even have two or three! It is common for a club to
have numerous private dining rooms, with the space designed to accommodate parties of four to 1,000 or more. These private rooms are often luxurious.
They allow families to celebrate special occasions such as weddings, birthdays, bar and bat mitzvahs, and anniversaries at the club. Banquet operations
may also be used for club-sponsored events, club-wide theme parties, and
popular holidays celebrated throughout the year. Food and beverages served
by catering and banquet operations can range from simple coee break service for small business meetings to formal, multi-course meals for weddings.
Boxed lunches, pool-side parties for children, and outdoor barbeques are
other typical services provided by a clubs catering and banquet operation.
Lounges or bar areas. Lounges and bars in clubs often provide light snacks as
well as beverages; some may serve casual meals.
Roving refreshment carts. Roving refreshment carts provide food and beverage
service to members and their guests on the golf courses.
Vending machines. Vending machines are often available near recreational

facilities.
Take-out food services. Some clubs provide take-out food service for members.
A few clubs also oer delivery of some food items (pizza, for example). Holiday meals are popular for take-out because they reduce the meal preparation
time of members if they are hosting a holiday event at home.
Lobby food services. Lobby food services (continental breakfast items, for example) and in-suite meals (room service) may be an option at clubs oering
member/guest sleeping accommodations.
Employee dining facilities. Employee dining facilities are often adjacent to the
clubs main kitchen. Meals are available to all club sta, not just those working
in the food and beverage department. Given the breadth of diversity in where
people work at a club and the times of day they work, food and beverages for
employees typically must be made available over long time spans.
As you can see, because of the wide variety of a clubs food and beverage
facilities, food and beverage personnel working in clubs must be knowledgeable,
skilled, flexible, and ready to accommodate members and their guests in multiple
facilities.
Organization Charts and Position Profiles

The clubs organization chart as it relates to food and beverage operations will
vary from club to club. However, there are some common principles that apply. In
this section we will look at some typical organizational structures.
Exhibit 1 shows who reports to the food and beverage director. The food
and beverage director reports to the clubhouse manager and directly supervises

Exhibit 1 Upper Management, Club Food and
Beverage Operations
General Manager/
Chief Operating Officer
Clubhouse Manager
Food & Beverage

Manager
Executive Chef
Banquet Manager
Catering Manager
Beverage Manager
Dining Room/
Restaurant Manager
Location A
Dining Room/
Restaurant Manager
Location B
Dining Room/
Restaurant Manager
Location C
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Exhibit 2
Sample Organization ChartClub Culinary Department

Executive Chef
Purchasing Agent
Sous Chef
Banquet Chef
Pastry Chef
A la Carte Chef
Line Cooks
Prep Cooks
Ware Washers
the work of an executive chef, a catering manager (who is involved with selling
banquet and other group functions), a banquet manager, a beverage manager,
and managers for the various food and beverage outlets in the club. Each of
these mid-level managers operates as the head of his or her segment of the food
and beverage operation; for example, an executive chef oversees food production and other back-of-the-house responsibilities, a dining room or restaurant manager has front-of-the-house responsibilities, and a beverage manager
or head bartender is in charge of the clubs beverage operations. Exhibits 26
shows typical organization charts for these areas of the club. Remember that
these charts are examples only; how these areas are organized and the sta positions within them will vary somewhat from club to club, based on the clubs size,
its volume of business, and other factors. For example, a club that has only two
or three banquet rooms will require fewer positions than a club with one or two
ballrooms, smaller banquet rooms, plenty of meeting rooms, and an extensive
catering and banquet business.
Exhibit 7 shows a sample job description for the food and the beverage director in a large club. As you review the job tasks (additional responsibilities) in Part
IV of Exhibit 7, youll note that most of these tasks are genericthat is, they would
be applicable to the manager in charge of a large food and beverage operation in
almost any hospitality segment. In fact, perhaps only one task (number 23) is truly
unique to clubs. This is good news for those considering careers in the food and

Exhibit 3
347
Sample Organization ChartClub Restaurant/Dining Room
Restaurant Manager
Restaurant Supervisors
Captains
Lead Wait Staff
Wait Staff
Bus Personnel
Exhibit 4
Sample Organization ChartClub Beverage Department

Beverage Manager
Head Bartender
Wine Sommelier
Bartenders
Bar Backs
beverage field. As you can see, the food and beverage knowledge and skills you
learn during formal education and on-the-job training readily transfer from one
segment of the hospitality industry to another.
Exhibit 8 shows a sample job description for a club executive chef. The executive chef is a valued member of the clubs sta and often has an opportunity to earn
bonuses above and beyond his or her regular salary. A bonus might be earned for
maintaining food and labor costs within two percent of the budget for the year, for
example, or for rewriting the clubs menus a certain number of times during the
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Exhibit 5
Sample Organization ChartClub Banquet Department

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

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

13. Develops and implements policies and procedures for the food and beverage
department.
14. Monitors purchasing and receiving procedures for products and supplies to
ensure proper quantity, quality, and price for all purchases.
15. Reviews new techniques for food preparation and presentation in a manner and
variety that maximizes member and guest satisfaction and minimizes food costs.
16. Consults daily with the executive chef, catering director, purchasing agent, and
other applicable club administrators to help ensure the highest level of member satisfaction at minimum cost.
17. Greets guests and oversees actual service on a routine, random basis.
18. Helps develop wine lists and wine sales promotion programs.
19. Develops ongoing professional development and training programs for food
production, food service, bar production, and bar service personnel.
20. Ensures correct handling procedures to minimize china and glassware breakage and food waste.
21. Addresses member and guest complaints and advises the general manager
about appropriate corrective actions taken.
22. Develops interesting ways of promoting club functions in the dining room,
lounge, and other food and beverage outlets.
23. Serves as an ad hoc member of appropriate club committees.
24. Assists in planning and implementing procedures for special club events and
banquet functions.
25. Maintains appearance, upkeep, and cleanliness of all food and beverage
equipment and facilities.
26. Monitors employee dress codes according to the clubs 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
351
(continued)
34. Supervises remodeling, refurbishment, and other building design enhancements applicable to food and beverage service.
35. In some clubs, the food and beverage director may also:
Ensure timely correspondence with all catering guests, including inquiry,

follow-up, contracts, billings, and thank-you letters;
Complete periodic china, glass, and silverware inventories;
Maintain personnel files; and
Implement and monitor sanitation and cleaning schedules.
36. Responsible for long-range planning for the department in concert with the
clubs planning process.
37. Works with the general manager and executive chef to establish menu prices
for all club food and beverage outlets, and works with the general manager,
executive chef, and banquet manager for banquet pricing.
38. Establishes and maintains professional business relations with vendors.
39. Approves the design of all food and beverage and banquet menus (hard copy).
40. Works with the controller to identify and develop operating reports of interest
to the general manager and useful for ongoing control of the department.
41. Recommends to the general manager operating hours for all food and beverage outlets.
42. Develops a capital budget for all necessary food and beverage equipment and
recommends facility renovation needs.
43. Serves as manager on duty on a scheduled basis.
44. Completes other appropriate assignments from the general manager.
V. Reports to
General Manager
VI. Supervises
Executive Chef; Catering Manager; Beverage Manager; Banquet Manager;
Dining Room Manager; Outlet Manager
The Importance of the Menu

Theres an old saying in the food and beverage industry: It all begins with the
menu. This is true in all food and beverage outlets, including those in clubs.
Exhibit 9 illustrates the priority concerns of menu planners. Note that the club
member is at the top of the list. One might argue that the task of menu planning
is easier for a club manager than for a restaurant or hotel food service manager,
because the members of a club typically are a more homogeneous group than the
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Exhibit 8
Sample Job DescriptionClub Executive Chef
I. Position
Executive Chef
II. Related Titles
Chef; Food Production Manager; Culinary Director (Manager); Chef de
Cuisine; Working Chef; Head Chef
Responsible for all food and pastry production, including that used for restaurants, banquet functions, and other outlets. Develops menus, food purchase
specifications, and recipes. Supervises production and pastry staff. Develops
and monitors food and labor budget for the department. Maintains highest
professional food quality and sanitation standards.
1. Hires, trains, supervises, schedules, and evaluates the work of management
staff in the food and pastry production departments.
2. Plans menus (with food and beverage director) for all food outlets in the club
and for special occasions and events.
3. Schedules and coordinates the work of chefs, cooks, and other kitchen
employees to ensure that food preparation is economical and technically correct and within budgeted labor cost goals.
4. Approves the requisition of products and other necessary food supplies.
5. Ensures that high standards of sanitation, cleanliness, and safety are maintained throughout all kitchen areas at all times.
6. Establishes controls to minimize food and supply waste and theft.
7. Safeguards all food-preparation employees by implementing training to
increase their knowledge about safety, sanitation, and accident-prevention
principles.
8. Develops standard recipes and techniques for food preparation and presentation that help to ensure consistently high quality and to minimize food costs;
exercises portion control for all items served, and assists in establishing menu
selling prices.
9. Prepares necessary data for applicable parts of the budget; projects annual
food, labor, and other costs, and monitors actual financial results; takes corrective action as necessary to help ensure that financial goals are met.
10. Attends food and beverage staff and management meetings.
11. Consults with the banquet function committee about food production aspects
of special events being planned.
12. Cooks or directly supervises the cooking of items that require skillful preparation.

Exhibit 8
353
(continued)
13. Evaluates food products to assure that quality standards are consistently
attained.
14. Interacts with applicable food and beverage managers to assure that food
production consistently exceeds the expectations of members and guests.
15. Plans and manages the employee meal program.
16. Evaluates products to ensure that quality, price, and other standards are consistently met.
17. Develops policies and procedures to enhance and measure quality; continually
updates written policies and procedures to reflect state-of-the-art techniques,
equipment, and terminology.
18. Recruits and makes selection decisions; evaluates the job performance of
kitchen staff; corrects, rewards, and disciplines staff in a fair and legal manner.
19. Recommends compensation rates and increases for kitchen staff.
20. Establishes and maintains a regular cleaning and maintenance schedule for all
kitchen areas and equipment.
21. Provides training and professional development opportunities for all kitchen
staff.
22. Ensures that representatives from the kitchen attend service line-ups and
meetings.
23. Motivates and develops staff, including cross-training and promotion of personnel.
24. Periodically visits the dining area, when it is open, to welcome members.
25. Hosts taste panels to assess feasibility of proposed menu items.
26. Reviews and approves product purchase specifications.
27. Establishes buffet presentations.
28. Maintains physical presence during times of high business volume.
29. Implements safety training programs; manages OSHA-related aspects of
kitchen safety, and maintains MSDSs in easily accessible locations.
30. Understands and consistently follows proper sanitation practices, including
those for personal hygiene.
31. Undertakes special projects as assigned by the food and beverage director.
V. Reports to
VI. Supervises
Executive Steward; Banquet Chef; Sous Chef; Pastry Chef
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Exhibit 9
Priority Concerns of the Menu Planner

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general public. Conversely, one might argue that menu planning is more dicult
in clubs, since they have a finite markettheir membershipwhich means that
a clubs food and beverage outlets must oer enough variety and interest in their
food products and services to attract and appeal to the same people week after
week, month after month, and year after year.
A clubs menu planning team, typically comprised of the food and beverage
director, executive chef, dining room manager, members of the clubs house committee, and others, has a formable task in any club; in large clubs with numerous
food and beverage outlets, the task is even more complicated and time-consuming. Adequate attention must be given even to simple menus, such as the one
oered at a pool snack bar. What items should be oered? At what quality? What
prices should be charged? The answers to these and related questions are important for every club food and beverage outlet, because of their impact on member
satisfaction and the operations financial success.
As you can see in Exhibit 9, the menu planning team must first consider the
members wants and needs, their concept of value (price/quality), their reason(s)
for visits to the outlet, and important demographic factors. Quality issues applicable to potential menu items become important after the members concerns have
been considered. Compromises about flavor, consistency, texture/form/shape,
355
Exhibit 10 Flow Chart of Basic Operating Activities (Control

Points) in a Food and Beverage Operation
Guest Satisfaction
Service
Serving
Holding
Cooking
Production
Activities
Preparing
Issuing
Storing
Receiving
Purchasing
Menu Planning
Source: Adapted from Ronald F. Cichy, Quality Sanitation Management (Lansing, Mich.:
Educational Institute of the American Hotel & Lodging Association, 1994), p. 3.
nutritional content, visual and aromatic appeal, and temperature cannot be made
that will result in food and beverage products that will fail to consistently meet the
clubs standards. Exhibit 9 also identifies other important menu planning issues:
costs, ingredient availability, peak volume production, operating concerns, and
other issues relating to sanitation, layout, and equipment.
This brief discussion about important menu planning factors gives you an
idea of the magnitude and complexity of the task and the pervasive nature of the
menus impact upon the clubs food and beverage operations. Further details about
menu planning are beyond the scope of this discussion.2 However, after the menu
items that a food and beverage outlet will oer have been identified, the series of
steps noted in Exhibit 10 then become necessary to help ensure that the proper
356 Chapter 10
items are consistently available for member purchase and consumption.3 Assume,
for example, that the menu for the pools snack bar specifies that grilled hamburgers will be available. It is determined that portioned-controlled ground beef patties
meeting the clubs required purchase specifications must be purchased, received,
stored, issued, and produced. Each of these steps or control points must be done in
a specified way to help ensure that quality requirements (such as food safety regulations and standards concerning portion size) are followed. The proper handling
of each control point can help the club consistently achieve high levels of member
satisfaction.
The Food and Beverage Staff

Producing and serving food and beverages are labor-intensive tasks; many sta
members are required to produce and deliver the food products and services that
club members desire. As is true of managers in other segments of the hospitality
industry, club food and beverage managers typically are confronted with shortages in the available labor market. In many areas of the country, it is increasingly
dicult to recruit good employees.
Exhibit 11 illustrates steps that are important in human resources management in clubs. Appropriate actions within each of these steps helps ensure that the
best job candidate is hired by the club, and that the new employee is provided with
the tools and training he or she needs to best perform. Research has proven that
sound human resource practices increase employee satisfaction and retention.
Lets review Exhibit 11 and focus on some aspects of human resources management that may be unique to club food and beverage operations:
Step 1: Recruitment. This step is increasingly dicult for many clubs, because
people looking for entry-level positions can be employed in many industries
besides hospitality, and food and beverage sta recruited for more specialized
positions, up to and including managers, can work in any type of food and
beverage operation. Many clubs have policies that prohibit managers from
employing relatives of club members, which also cuts down on the recruitment pool. These policies are in place to avoid conflicts of interest and minimize problems that might occur if an employee related to a member had to
be disciplined or terminated. Competitive wages, an attractive (often elegant)
work environment, the clubs reputation in the community, and employee
benefits that may well include access to the clubs recreational facilities (at
specified times) provide clubs with a recruitment advantage, compared to
many other segments in the hospitality industry.
Step 2: Selection. Clubs typically put serious eort into their selection process,
in order to hire the best candidates. Large clubs, and a growing number of
medium-size clubs, have human resources departments that can help club
managers and supervisors with selection tasks. For example, someone in the
human resources department can help with the initial screening of candidates.
In small clubs, managers and supervisors conduct all of the employment

Exhibit 11
357
Human Resources Management in Club Food and Beverage Operations

Step1:
Recruitment
Step 2:
Selection
Step 3:
Orientation
For On-Job Knowledge and Skills
Step 4:
Training
For Problem Resolution/Job Changes
For Professional Development
Leading/Directing
Communicating
Step 5:
On-Going Supervision
Motivating
Evaluating
Positive/Negative Discipline
interviews. Generally, the immediate supervisor of the position for which an

applicant is being considered will be involved in the interview process. In
some clubs, selection tests may be used. Reference and background checks
may also be conducted, to help safeguard club members and employees, and
protect the clubs assets.
358 Chapter 10
Step 3: Orientation. Orientation of new employees typically includes going

over the clubs mission statement and goals, with an emphasis on the importance of serving the clubs members. Clubs typically give new sta members
tours of the clubs facilities as well.
Step 4: Training. Knowledgeable and skilled sta members at all organizational levels are absolutely necessary to maintain the high level of member
satisfaction that is an integral part of the mission of all private clubs. Training provides new sta members with the knowledge and skills they need to
eectively perform in their new jobs, but training is not just for new hires.
Training programs can be used for continuous improvement, to resolve problems, to implement job changes, and for the long-term professional development needs of sta members. Club managers have access to excellent o-theshelf training resources from the Club Managers Association of America to
assist them with their training responsibilities. In many clubs, the immediate
supervisors of sta members conduct the training; some training may also be
done by other sta members (peer-to-peer, on-the-job training). It is important that such sta members as well as supervisors participate in train-thetrainer programs to learn basic training procedures and protocols.4
Step 5: Ongoing Supervision. The most eective way for club managers and
supervisors to deal with labor shortages is to retain their present employees.
If this is done, through the use of eective supervision strategies (from leading/directing to positive/negative discipline), the club will not have to go to
the time and expense of recruiting, selecting, orienting, and training new sta
members as often. The clubs food and beverage managers should work hard
to maintain a work environment that encourages sta members to remain
with the club rather than leave it.5
A Note about Compensation

Food and beverage sta members in most clubs are paid wages and salaries that
are competitive with, if not better than, those paid for similar positions elsewhere.
Entry-level sta members typically receive an hourly wage, supervisors may receive
an hourly wage or a salary (depending on their responsibilities), and managers are
paid a salary with, oftentimes, a bonus or incentive tied to the financial performance
of the food and beverage outlet they manage. Private clubs must meet all federal,
state, and local laws and regulations relating to employee compensation.
Food servers are typically paid the minimum wage, and receive either voluntary gratuities (tips) from members or receive money from service charges that
are automatically added to members food and beverage purchases by the club.
Service charges are convenient for members, because they do not have to come up
with cash for tips. It also makes it easier for the clubs accounting oce to determine the amount of additional employee compensation that must be reported to
the Internal Revenue Service for income tax purposes. Some members do not like
automatic service charges, however.
359
Some clubs have come up with a new solution to the gratuity versus service charge dilemma; they charge their members a flat-rate service fee (usually
monthly or quarterly). That way, members do not pay tips or service charges on
their bills when they dine at the club. These service fees allow clubs to pay higher
hourly wages to their servers.
Financial Aspects of Club Food and Beverage Operations

Managers in every type of food and beverage operation have sound financial management as a top concern; club food and beverage managers are no exception.
Fiscal control begins with the development of an operating budget for the club. A
sound budget incorporates the goals of the clubs executive board members for the
coming year. For example, does the clubs board want food and beverage revenue
to merely equal expenses, so as to keep costs down for members? Or does the
board want food and beverage revenue to exceed expenses, in order, for example,
to build a reserve for the clubs future needs? The clubs general manager/COO
meets with all of the clubs department heads, including the food and beverage
department heads, to develop detailed budgets that identify the financial expectations for each department. Once the budget has been developed and approved,
the clubs general manager/COO has the responsibility to operate the club in close
alignment with the budget.
The development of the food and beverage departments budget can be complicated by the number of food and beverage outlets within the club. Ideally, a
separate budget should be developed for each outlet (formal dining room, casual
dining room, lounge/bar, swimming pool snack bar, and so on) in an interactive
process between the food and beverage director and the manager(s) responsible
for each outlet. These individual budgets would then be incorporated into the
budget for the entire food and budget department.
Examining a Clubs Monthly Operating Statement

An operating budget expresses the financial plans for the food and beverage department. By contrast, actual operating results are reported in the clubs monthly operating statements. A copy of the section of the operating statement that applies to the
food and beverage department is shown in Exhibit 12. Financial data is reported for:
Food sales (separated by location/outlet).
Cost of food sold. Details about this calculation are discussed in CMAAs Uniform System of Financial Reporting for Clubs.
Other income. Unused minimum refers to a monthly food and beverage

charge that is imposed on members even if they do not make food and beverage purchases. Payment of the minimum allows the member to receive
food and beverages equal to that amount each month; beyond this charge,
the member must pay for additional purchases. The amount of the minimum
that is used by the member is reported as food sales; that which is unused
is considered to be other income. Service charges are considered other
360 Chapter 10
Exhibit 12
Sample Supplemental ScheduleFood Department

City or Country Club
FoodSchedule A
Food Sales (List Revenue by Location)
Cost of Food Sold

Cost of food consumed
Less credit for employees meals
Less credit for gratis food
Cost of food sold
Gross profit on food sales
Other Revenue
Unused minimum
Dining room rental
Total other revenue
Total gross profit and other revenue
Departmental Expenses
Payroll and related expenses
Salaries and wages
Less service charges
Net salaries and wages
Payroll taxes and employee benefits
Employees meals
Total payroll and related expenses
Other expenses
China, glassware, and silver
Computer expense
Contract services
Dues and subscriptions
Equipment rental
Equipment repair and maintenance
Gratis food
Kitchen fuel
Laundry and linen
Licenses and permits
Music and entertainment
Operating supplies
Printing and stationery
Professional development
Telephone
Uniforms
Other operating expenses
Total other expenses
Total Departmental Expenses
Departmental Income (Loss)
Source: Club Managers Association of America, Uniform System of Financial Reporting for Clubs (Educational Institute of the American Hotel & Lodging Association, 2003), p. 24.
361
income in this section; they are then expensed as wages in the departmental
expenses section below.
Departmental expenses. These represent payroll and related expenses and other
expenses that are allocated to the food and beverage department because they
were incurred to generate the departments sales.
Departmental net income (loss). This is the amount that remains when expenses are
subtracted from sales. Income can be used to defer other club expenses; if there is
a loss, it must be covered by revenue generated from other club departments.
When food and beverage managers know what the expected revenue and
expenses should be (from the operating budget) and what they actually are (from
the operating statement), they can make comparisons between the data reported
in these two accounting tools. Excessive variances should be analyzed and appropriate corrective action(s) taken. This helps the managers keep their operations on
track to meet budget expectations.
Food and beverage managers use a process called ratio analysis to study food
cost percentages (cost of food food sales), average checks (food sales number
of covers), and food and beverage sales ratios (food sales beverage sales) to help
with comparisons between budgeted and actual results. Details about ratio analysis for food and beverage operations are beyond the scope of this chapter but are
available elsewhere.6
Food costs in private clubs tend to run significantly higher than for other segments in the food and beverage industry. This is attributed to several factors:
Clubs use the highest quality ingredients:
Fresh produce
Fresh seafood
Locally grown items
Organic food
Aged beef
Clubs maintain an inventory that includes items not on the menu:
To accommodate special requests
To continue to oer old favorites to members if they are requested,

even though they are no longer on the menu
Clubs often serve larger-than-market portions:
Larger entres
Soup bowl versus cup
Larger desserts
Many items are prepared fresh daily:
Desserts
362 Chapter 10
Exhibit 13
Food and Beverage Minimum Example

January 1,
20XX, member
is charged/pays
F&B minimum
During January,
member &
family consumes food &
beverage worth
January 31,
20XX, 11:59
PM Unused
Minimum is
reported as
Other income
February 1,
20XX,
member sees
F&B charges
made in January
Member A
$25
$10
$15
$0
Member B
$25
$75
$0
$50
Member C
$25
$0
$25
$0
Breads
Soups from scratch
Sauces
A higher percent of waste is expected:
From handling fresh (versus frozen or canned) fruits and vegetables
Shorter shelf life on organic foods
Fresh-daily items are thrown away at the end of the day
Food and Beverage Minimums

As mentioned earlier, a food and beverage minimum is a monthly food and beverage charge that is imposed on members even if they do not make food and beverage purchases. Payment of the minimum allows the member to receive food and
beverages equal to that amount each month and, beyond this charge, the member
must pay for additional purchases.
The idea behind this monthly fee is that if it is imposed on members, it will
encourage them to use the clubs food and beverage outlets. For example, if a club
has a $25 monthly food and beverage minimum, each member is charged this
amount in addition to his or her monthly dues. The member in essence pays in
advance for $25 of food, whether it is consumed or not. The $25 minimum will be
reduced (used) by the amount of food and beverage charges made by that member, that month. Once the member reaches $25 for food and beverage charges for
the month, additional charges are billed to the member (see Exhibit 13).
Food and beverage minimums are controversial. Most members do not like
them, because they are often viewed as forced inducements to make food and
beverage purchases, and are also perceived as an indirect way to increase dues.
Many boards of directors believe it is reasonable to charge food and beverage minimums, even in the case of members who do not spend more than the minimum,
because (1) they think that members should pay something for the convenience of
having club food and beverage facilities available to them, and (2) most members
use these facilities at least occasionally.
363
Some club managers think minimums encourage members to use the clubs
food and beverage outlets more often; all agree it is a controversial issue. Club
managers and board members recognize the resentment that minimums can create, and board members, especially, tend to be reluctant to institute minimums if
they are not currently levied.
The Future of Club Food and Beverage Operations

The future is bright for clubs in terms of increased membership and the participation of members in club activities. Reasons for this include favorable economic
predictions, an increase in the demographic population of those who typically
join clubs, an increase in the number of clubs focused on attracting the entire family, and the increasing ability of clubsand the food and beverage departments
within themto meet the wants and needs of their members.
Consumer spending patterns related to food purchased away from home is
influenced the most by three specific variables: (1) the economy, (2) the demographic profile of the consumer, and (3) the overall food service industrythat
is, the competition. For example, if you decide to eat away from home today, you
can choose a location from a wide array of dining options within any of several
food and beverage segments. U.S. economic growth has resulted in increased levels of personal disposable income and increased job growth in many areas of the
country. Increases in food purchases made away from home have mirrored the
growth in these two economic variables. In the United States, there has been a
steady increase in the share of the food dollar that is spent on food consumed outside the home. In 1955, 25 percent of the food dollar was spent for food consumed
away from home; by 2006, this share had increased to 47.5 percent. The National
Restaurant Association projects that this will increase to 53 percent by 2010.
Club food and beverage operations, like other food and beverage segments, should benefit from numerous factors that favor sales gains in the future,
including:
An interest among members for convenience (many want to reduce the number of times they cook at home)
Better trained sta to meet (or exceed) the service expectations of members
New menu solutions to address member concerns about health and wellness
Greater availability of fresh produce and new products, flavors, seasonings,

and spices
Increased member interest in fun and entertainment (they value the experience aspects of dining out)
Club food and beverage managers recognize that they compete with other
dining and eating out alternatives within their communities. They must continually answer the question, What can we do to maximize the number of member visits to our food and beverage outlets? Skilled club managers know that the
answers to this question may change frequently.
364 Chapter 10
Club members, like consumers in other food and beverage segments, assess
several important factors when they make dining decisions:
Appropriate level of service
Value
Food safety
Food quality
Convenience
Appropriate speed of service
Well-trained and respectful sta
Flavors and tastes
Club food and beverage managers must take these factors into consideration
to capture their share of visits from members who often consider that dining out
is an essential part of their lifestyle. Many people today believe that dining out is
just as cost-eective as cooking and cleaning up at home. Meals prepared and consumed away from home provide flavor and taste alternatives that cannot be easily
duplicated at home. These factors also point to marketing opportunities for club
managers to capture increased levels of food and beverage revenue.
Current research7 indicates several major food trends that club menu planners
should pay attention to:
Healthy options, without sacrificing tastesfor dieters, nutrition-conscious

consumers, and simply in response to increased national attention to nutrition
More choicesnew and dierent food items keep things interesting for
members
Diversity in menu preparation techniques
Opportunities for more customized menu selections in response to members requests
Conveniencekeeping things as easy as possible for busy members is crucial
Healthy options for children
More organic food options
Increased oerings of local foods (such as locally grown produce)
Increased availability of wines, bottled waters, specialty coees, and iced teas
The National Restaurant Association conducts ongoing, extensive research on

consumer dining trends. This research includes all consumers eating away from
home, regardless of where they are eating (a common misconception is that this
data only applies to consumers in restaurants). One of the amazing research discoveries is that consumers typically fall into one of four profiles or attitude segments of diners (see Exhibit 14), regardless of whether they are ordering food at
a fast-food restaurant, a fine-dining restaurant, or a club dining room. Research
365
Exhibit 14 Four Attitude Segments (Types of Diners) and Menu Descriptions

that Appeal to Them
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
Source: National Restaurant Association (2006).
has found that what we order when dining out is most aected by our likes and
interests, not by where we are dining.
Does this research mean that clubs must oer an extensive menu in their
main dining outlets? Not necessarily. Eective menu planning teams can oer
entres such as basic seafood and meat dishes that can be prepared in ways that
will appeal to each type of diner; salads can be oered with unusual as well as
traditional dressings, to appeal to a wider variety of diners. Even a garnish, ranging from a traditional lemon wedge to an adventurous exotic flower such as an
orchid, extend the possible alternative ways that menu items can be made dierent to appeal to dierent types of members and their guests.
Club food and beverage managers, like their peers in all segments of the food
service industry, must be aware of food fads as well as food trends, and know the
dierence between the two. Items that are passing fads can be oered while they
are of interest, but it is important for managers to prepare for longer-term food
trends that will influence members preferences consistently over time.
What are specific items that will be of interest to club members in the future
and should therefore be of interest to club managers? No one knows for certain,
but we will close this section with a list of some contenders:
Boutique oysters (little known varieties from specific areas)
Specialized breads (for bread baskets and sandwiches)
Upscale cheeses
Microbrew beers
Low-fat, healthy chocolate desserts
Gourmet butter (including flavored butters)
Specialty coees (even more varieties than are oered today)
Herbs (especially those harvested fresh from the clubs garden)
Sea vegetables, including seaweed
Low-carb beer and wine (more options on the market)
366 Chapter 10
Avocados
Pomegranates
Chilean Carica (a new fruit from Chile just beginning to hit the U.S. market)
Nonalcoholic specialty beverages
Endnotes
1. See, for example, Jack Ninemeier and Joe Purdue, Hospitality Operations: Careers in the
Worlds 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 Profit (Richmond, California: McCutchan Publishing Corporation, 2003).
3. Figure adopted from Ronald F. Cichy, Quality Sanitation Management (Lansing, Mich.:
Educational Institute of the American Hotel & Lodging Association, 1994), p. 3.
4. An excellent resource for basic training information is Debra F. Cannon and Catherine
M. Gustafson, Training and Development for the Hospitality Industry (Lansing, Michigan:
Educational Institute of the American Hotel & Lodging Association, 2002).
5. More information about supervision can be found in Raphael R. Kavanaugh and Jack
D. Ninemeier, Supervision in the Hospitality Industry, Third Edition (Lansing, Mich.:
Educational Institute of the American Hotel & Lodging Association, 2001).
6. One source for more information about ratio analysis is Jack D. Ninemeier, Planning
and Control for Food and Beverage Operations, Sixth Edition (Lansing, Mich.: Educational
Institute of the American Hotel & Lodging Association, 2004).
7. Research conducted by Catherine M. Gustafson at the Club Chefs Institute (2004);
CMAAs 2006 World Conference on Club Management (2006); and Business Management InstituteFood and Beverage (2006).
Key Terms
a la carte menuA menu in which available food items are individually priced.
average checkFood sales number of covers.
back-of-the-houseA hospitality industry term referring to non-public areas of
the business.
Card RoomA dining room in clubs frequently found o the ladies locker room;
typically where female members gather to play bridge.
club-sponsored eventsClub-wide theme parties and popular holidays celebrated throughout the year.
commercial food service operationA food service operation such as a freestanding restaurant or a food and beverage outlet in a hotel that is in business to
sell food and beverage products and services and make a profit.
367
coversThe number of meals (or people) served in a specific meal period; may be
calculated by dining area, or throughout the club for that meal.
demographic factorsFactors such as age, marital status, and ethnicity that can
be used to describe a person.
equity clubsPrivate clubs that are owned by their members and governed by a
board of directors elected by the members.
food and beverage minimumA monthly food and beverage charge that is
imposed on members even if they do not make food and beverage purchases. The
minimum allows the member to receive food and beverages equal to that amount
each month; beyond this charge, the member must pay for additional purchases.
food cost percentageCost of food food sales.
food fadA specific food item, usually prepared a specific way that is popular
only for a short amount of time; typically, a food fad item is around for less than
one year.
front-of-the-houseA hospitality industry term generally referring to facility
areas to which the public has access.
Halfway HouseA food and beverage outlet located near the halfway point of a
golf course, typically after the 9th green and before the 10th tee. Its primary function is to provide food and beverage services to golfers. Sometimes called a Turn
Room.
Mens GrillA food and beverage area set aside in a club for the exclusive use of
male members of the club.
mission statementA 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 operationA food service operation that exists
within a larger host organization whose primary business is not that of providing
food and beverage services. Non-commercial food service operations may or may
not seek to make a profit from the sale of their food and beverage products and
services.
orientationThe process of providing new hires with basic club information that
should be known by all of its sta members.
purchase specificationA description of the size, weight, quality, and so on
required for each food and beverage product purchased by the club.
service chargeA mandatory charge that is added to members food and beverage bills at the club in lieu of asking members to provide voluntary tips.
service feeA flat rate, usually charged monthly or quarterly to members, in lieu
of voluntary tipping by members or the club adding a service charge to members
food and beverage bills. Service fees are typically used to pay higher hourly wages
to service sta.
368 Chapter 10
Review Questions
1. Why are food and beverage operations important to clubs?
2. How are club food and beverage operations similar to, and dierent from,
their counterparts in for-profit, commercial food service operations?
3. What are some of the advantages and disadvantages of low turnover among
the food and beverage sta in clubs?
4. What are some common types of food and beverage facilities in clubs?
5. What are some factors that must be considered when club managers plan
menus for food and beverage outlets?
6. What are the five basic steps of human resources management in clubs?
7. Why do clubs charge a food and beverage minimum to members?
8. Club members can be divided into what four types of diners?
9. What are some major food trends that might aect club food and beverage
operations in the future?
Internet Sites
For more information, visit the following Internet sites. Remember that Internet
addresses can change without notice. If the site is no longer there, you can use a
search engine to look for additional sites.
American Culinary Federation
www.acfchefs.org
Club and Resort Business

www.clubandresortbusiness.com
Bureau of Labor and Statistics; U. S.

Government
www.bls.gov
The Consumer Food Trend Series;

Canadian Government
www.agric.gov.ab.ca
Club Managers Association of America

www.cmaa.org
National Restaurant Association

www.restarant.org
369
Appendix A:
Sample Job Descriptions
What follows are sample job descriptions for a club restaurant/dining room
manager, beverage manager, banquet manager, and catering manager. These job
descriptions are courtesy of Joe Perdue and Jack Ninemeier, Job Descriptions for the
Private Club Industry, Sixth Edition.
Restaurant/Dining Room Manager

I. Position
Restaurant/Dining Room Manager
II. Related Titles
Restaurant Supervisor (Director); Dining Service Director; Host or Hostess;
Receptionist; Captain; Maitre D; Member Dining Manager; Service Manager
Responsible for the management of dining room service in the manner most
pleasing to members and their guests. Assures a high standard of appearance, hospitality, and service in personnel and the cleanliness of the dining
room. Supervises and trains dining room sta. Manages within budgetary
restraints. Develops and implements programs to increase revenue (through
repeat business and higher check averages).
1. Schedules personnel and plans dining room setup based upon anticipated
member/guest counts and client needs.
2. Takes reservations, checks table reservation schedules, and maintains reservations log.
3. Greets and seats members and guests.
4. Supervises dining room sta to help assure proper service; pours coee and
takes orders when necessary.
5. Inspects dining room employees to ensure that they are in proper and clean
uniforms at all times.
6. Hires, trains, supervises, schedules, and evaluates dining room sta.
7. Provides appropriate reports concerning employee hours, schedules, pay
rates, job changes, tip pools, etc.
8. Receives and resolves complaints concerning food, beverages, and service.
9. Serves as a liaison between the dining room and kitchen sta.
10. Assures that all sidework is accomplished and that all cleaning of equipment
and storage areas is completed according to schedule.
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11. Directs pre-meal meetings with dining room personnel; relays information
and policy changes and briefs personnel.
12. Assures the correct appearance, cleanliness, and safety of dining room areas,
equipment, and fixtures; checks the maintenance of all equipment in the dining room and reports deficiencies and maintenance concerns.
13. Makes suggestions about improvements in dining room service procedures
and layout.
14. Produces daily or meal-period revenue analyses and other reports from pointof-sale systems used in the dining room.
15. Assures that the dining room and other club areas are secure at the end of the
business day.
16. Maintains an inventory of dining room items, including silverware, coee
pots, water pitchers, salt and pepper holders, sugar bowls, and linen, and
ensures that they are properly stored and accounted for.
17. Develops and maintains the dining room reservation system.
18. Develops and implements an ongoing marketing program to increase dining
room business.
19. Develops and supervises the revenue control system.
20. Monitors dining room labor and supplies budget; makes adjustments to
achieve financial goals.
21. Develops and continually updates and refines policy and procedure manuals
for service sta, to increase quality and control costs.
22. Assists in service and tableside cookery as needed.
23. Attends scheduled sta meetings.
24. Confirms that all dining room closing procedures have been completed and
assures that the area is secure.
25. Designs floor plans in accordance with reservations.
26. Plans the operating budget for dining service responsibilities.
27. May serve as the clubs opening and closing manager or manager on duty.
28. Assures that local and state laws and the clubs policies and procedures for
the service of alcoholic beverages are consistently followed.
29. Performs other appropriate assignments and projects as required by the food
and beverage director.
V. Reports to
VI. Supervises
Dining Room Captain (Supervisor)
371
Beverage Manager
I. Position
Beverage Manager
II. Related Titles
Bar Manager; Head Bartender; Beverage Supervisor
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.
1. Develops and maintains a bar product and supplies inventory system for:
a. Alcoholic beverages, including wines;
b. Non-alcoholic beverages and mixers;
c. Glassware; and
d. Paper and other bar supplies.
2. Plans promotional strategies and materials; develops recipes to improve the
beverage program for members and guests.
3. Maintains the cleanliness and sanitation of bar areas, glassware, and equipment through regular inspections.
4. Develops standard operating procedures to help assure that bars are set up
and operated eciently.
5. Maintains an adequate supply of liquors, wines, beer, and other beverages
through the use of an eective inventory management system.
6. Recruits, trains, schedules, supervises, and evaluates bar personnel according
to established club procedures.
7. Develops product and revenue control systems and procedures to help reduce
theft.
8. Assures that all laws applicable to beverage operations are consistently followed.
9. Works with the dining room manager, banquet manager, and others to ensure
ecient beverage service in all of the clubs 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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12. Inspects to ensure that the clubs sanitation, safety, energy management, preventive maintenance, and other programs are implemented and complied
with as they apply to beverage operations.
13. Develops the budget for the beverage department; monitors financial information and takes corrective action as necessary to help ensure that financial
goals are met.
14. Develops and monitors labor forecasts and budgets; takes corrective action as
necessary.
15. Develops financial records and reports as required.
16. Works with the accounting department to ensure that all recordkeeping procedures are consistently followed.
17. Handles complaints from club members, guests, and others relative to the
beverage department.
18. Assists with private parties and service in food and beverage outlets when
necessary.
19. Plans and develops training programs and professional development opportunities for him- or herself and all other beverage personnel.
20. Keeps current with changing member preferences and industry trends relative to the beverage operation.
21. Conducts scheduled meetings with service sta.
22. Attends sta and management meetings.
23. Schedules wine and beer samplings with distributors to continuously improve
the variety and quality of beverages available to club members and guests.
24. Monitors bar closing procedures (via a checklist) and assures that the area is
secure.
25. May serve as bartender, if needed.
26. Plans special wine promotions for members.
27. Assures that the clubs policies and procedures for selling alcoholic beverages
are consistently followed in all beverage outlets and at all club functions.
28. May serve as the clubs opening or closing manager or manager on duty.
29. Maintains a service log regarding any notable member or guest behavior.
30. Schedules the maintenance of draft beer tapping.
31. Completes other appropriate work assignments as requested by the food and
beverage director.
V. Reports to
VI. Supervises
Bartender; Beverage Server; Wine Steward
373
Banquet Manager
I. Position
Banquet Manager
II. Related Titles
Banquet Service Manager (Supervisor); Banquet Supervisor
Responsible for the banquet service function in the club. Supervises banquet
service personnel to assure member and guest satisfaction through proper
food and beverage service and presentation. Maximizes the clubs profitability from the catering function.
IV. Job Tasks (Additional Responsibilities):
1. Works with the catering manager, banquet chef, and others to schedule and
coordinate personnel requirements for private functions.
2. Develops detailed plans for each catered event in conjunction with the clubs
function committee (food and beverage director, executive chef, banquet chef,
catering manager, and executive housekeeper, as necessary).
3. Serves as a liaison between banquet service personnel and other sta members on the clubs function committee.
4. Diagrams buet tables, guest tables, and other function room set-up needs for
special events.
5. Holds pre-function meetings with servers to ensure smooth, ecient service;
assigns server stations and coordinates the timing of courses.
6. Ensures that all banquet sta are well-groomed and in proper uniform (including name tags).
7. Assists with ongoing sales eorts for group and local function business.
8. Assists in the preparation of the marketing plan and annual budget to increase
the profitability of the banquet operation; monitors actual performance against
budget goals; recommends corrective actions as necessary to help assure that
budget goals are met.
9. Assures proper inventory of all banquet service equipment and supplies to
meet required needs.
10. Acts as head waiter at special, private functions, and may greet and seat guests
as necessary.
11. Handles member and guest complaints about banquet events.
12. Hires, trains, supervises, schedules, and evaluates banquet service sta.
374 Chapter 10
13. Regularly inspects all front- and back-of-the-house service areas and equipment to assure that sanitation, safety, energy management, preventive maintenance, and other standards for the department are met.
14. Assures that all functions are properly staed in accordance with the approved
banquet stang schedule.
15. Assures the neatness, cleanliness, and safety of all banquet areas.
16. Participates in scheduled sta and management meetings.
17. Assumes closing manager or manager on duty responsibilities when
assigned.
18. Conducts after-event evaluations to improve the quality and eciency of banquet functions.
19. Ensures that all appropriate charges are billed correctly to each event and
forwarded to the accounting department for billing.
20. Recommends advertising.
21. Plans professional development and training activities for sta.
22. Assures that state and local laws and the clubs policies and procedures for
the service of alcoholic beverages are consistently followed.
23. Develops and documents standard operating procedures for banquets.
24. Ensures the proper cost and revenue controls for all banquet alcoholic beverage service.
25. Assures that banquet event closing procedures are followed.
26. Makes recommendations for the replacement and upgrading of banquet service equipment.
27. Performs other tasks as requested by the food and beverage director.
V. Reports to
VI. Supervises
Banquet Captain
375
Catering Manager
I. Position
Catering Manager
II. Related Titles
Special Events Manager; Account Executive; Catering Director
Promotes the clubs dining facilities for private banquets, business and social
meetings, and other member-related activities. Develops contracts for and
oversees all administrative and operational aspects of preparing and serving
events. Works with the banquet department and other departments to assure
that the guests expectations are exceeded.
1. Promotes, advertises, and markets the clubs social event facilities and capabilities to all members.
2. Helps member clients arrange banquets, luncheons, meetings, weddings,
dances, and other social events; obtains pertinent information needed for
guest planning.
3. Provides guest tours and oers suggestions in eorts to sell the clubs facilities for the occasion being planned.
4. Works with the executive chef to determine selling prices, menus, and other
details for catered events; oversees the development of contracts; assures that
pre-planned banquet menu oerings are current and reflect general member
interests.
5. Suggests and helps guests plan menus in conjunction with the executive chef
or other culinary personnel.
6. Transmits necessary information to and coordinates event planning with
production, serving, and housekeeping stas; arranges for the printing of
menus, procuring of decorations, fulfilling of entertainment and other special
requests, etc.
7. Inspects finished arrangements; may be present to oversee the actual greeting
and serving of guests.
8. Checks function sheets against actual room setup; oversees personnel scheduling for special functions and may help supervise service personnel.
9. Oversees scheduling of food and beverage service employee meetings.
10. Handles client complaints.
11. Maintains past and potential client files; schedules calls or visits to assess
ongoing needs of prospective clients for catering services.
376 Chapter 10
12. Helps develop catering budgets; reviews financial reports and takes corrective actions as appropriate to help assure that budget goals are met.
13. Helps guests with parking, entertainment, decorations, audiovisual, floral,
and any other requirements integral to events being planned.
14. Represents members needs and interests on applicable club committees.
15. Obtains necessary permits for special events and functions.
16. Arranges prompt payment for all events.
17. Critiques functions to determine future needs and to implement necessary
changes for increased quality.
18. Attends management meetings to review policies and procedures, review
future business, and continually develop the quality and image of banquet
and catering functions.
19. Tracks new products and trends in food service and catering applicable to the
club.
20. Ensures the security of valuables (clubs, guests, and members property)
during catered events.
21. Assumes the responsibility of manager on duty when necessary.
22. Ensures that proper housekeeping and energy conservation procedures are
always followed.
23. Plans professional development and training activities for subordinate sta.
24. Directs the work of catering department sta.
25. Attends sta meetings.
26. Diagrams room layout, banquet item placement, and related function details.
27. Meets with athletic departments to plan the food and beverage aspects of special events organized by the sta members.
28. Manages banquet billing and client correspondence.
29. Updates weekly function information for all aected sta.
30. Performs competitive shopping of alternative function sources.
31. Serves as a liaison between kitchen, service, and management sta.
32. Maintains clubs master calendar and function book.
33. Performs special projects as assigned by the food and beverage director.
V. Reports to
VI. Supervises
Catering Account Executive
377
Appendix B:
Online Management Closing Report
The Fort Worth Club food and beverage team benefits from an eective system of
communication through the use of an online closing report. The closing report is
accessible on the club network by all managers. The report is updated on a daily
and nightly basis and is reviewed each morning for multiple purposes by managers in dierent areas. The easy-to-read report benefits catering department sta
members by informing them of any issues that may have taken place the night
before, and by providing actual attendance numbers, which can be compared to
the guaranteed numbers that were given by the hosts. The accounting department
is able to verify actual numbers for billing purposes. The clubs general manager
is able to learn who was present and how conflicts were resolved. These are just a
few of the ways the report is used.
The closing report is updated by both the front of the house and the back of
the house sta. The sample report that follows was provided courtesy of the Fort
Worth Club and the Club Operations and Performance Review, published by CMAAs
Premier Club Services.
378 Chapter 10
379
380 Chapter 10
Appendix C:
Club-Sponsored Special Events Matrix
This special events matrix gives you an idea of the types of special events clubs
plan for their members throughout the year. This matrix is courtesy of the Carmel
Country Club, Charlotte, North Carolina, and the Club Operations and Performance
Review, published by CMAAs Premier Club Services.
381
382 Chapter 10
Appendix D:
Using a CAD System for Visualizing Room Layouts
Computers are useful for visualizing banquet room and other room layouts in
clubs. This appendix is courtesy of the Charlotte Country Club, Charlotte, North
Carolina, and the Club Operations and Performance Review, published by CMAAs
383
Appendix E:
Sample Wedding Checklist
This sample wedding checklist gives you an idea of the many details that club
managers must attend to when planning a special event at the club. This checklist
is courtesy of the Thornblade Club, Greer, South Carolina, and the Club Operations
and Performance Review, published by CMAAs Premier Club Services.
MEMBER INFORMATION
Member Name:
Phone Number:
Member No.:
BRIDE AND GROOM INFORMATION

Brides Name:
Phone Number:
Grooms Name:
GENERAL INFORMATION
Date of Wedding:
Time:
Number of Guests:
Invited:
You will be planning the following at Thornblade Club:
Rehearsal:
Wedding:
Location:
Expected:
Reception:
Wedding Coordinator:
Phone Number:
Contract:
Yes
No
Reception Coordinator:
Phone Number:
Contract:
Yes
No
Music:
Phone Number:
Contract:
Yes
Contracted Hours:
Notes: Space needSet up timeFood/BeveragesFlowers:
Phone Number:
Contract:
Yes
Notes:
Wedding Cake:
Phone Number:
Contract:
Yes
Flavors:
Keeping Top:
How many Layers:
No
to
No
No
Initial page______
384 Chapter 10
Photographer:
Phone Number:
Contract:
Notes:
Videographer:
Phone Number:
Contract:
Notes:
Yes
No
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
FUNCTION DETAILS
Linens:
Color:
Note:
B&G
TB
Notes
Wedding Favors:
Going Away Basket:
Customized Cocktail Napkins:
Thornblade Cocktail Napkins:
Toasting Glasses:
Cake Knife and Cake Server
Portrait or Picture with matte
for guests to sign:
Gift Table:
Guest Book:
Items for Going Away:
Additional services requested of Thornblade Club:
Yes
No
Coat Check:
Dance Floor:
Band:
Lobby:
Notes
Yes
No
Notes
Cake Table:
Reserved
Tables:
Rentals:
Menu Cards:
TB Linens:
Votives:
Placecards:
Planters:
Bathrooms:
Buffet Table:
Bartender:
Servers:
Benches:
Room Set-up:
Initial page______
385
386 Chapter 10
Food & Beverage:

Served Dinner ___ Buffet Dinner ___ Hors doeuvres ___
Total Food Per Person Charge

Service charge and sales tax not included
Station attendants
Bar Set-up:
Bar Stock:
Outline of Events:
Additional notes:
1.
2.
3.
4.
5.
387
388 Chapter 10
Wedding Ceremony
Location: ________________
Rehearsal-Date & Time: ____________________
Wedding Coordinator: _______________________________________
Phone Number: _____________________________________________
Person Performing Ceremony: _________________________________
Phone Number: _____________________________________________
Music: ____________________________________________________
Phone Number: _____________________________________________
Singer: ____________________________________________________
Phone Number: _____________________________________________
Florist: ____________________________________________________
Phone Number: _____________________________________________
Type & Decoration: __________________________________________
Rentals:
Chairs _______________________
Archway ______________________
Unity Candle ___________________
Runner ________________________
Others: _______________________
Copy of Program
Order of Service:
389
Appendix F:
F&B Pocket Card
This pocket card is something club sta members can carry with them to remind
them of club policies and the importance of providing excellent service to club
members. This pocket card is courtesy of the Manasquan River Golf Club, Brielle,
New Jersey, and the Club Operations and Performance Review, published by CMAAs
1. MRGC team members are to utilize
any and all resources available to
provide unparalleled products and
services.
2. The Vision Statement will be known,
owned, and energized by all employees.
3. Be an ambassador of our club in and
out of the workplace; talk positively;
be knowledgeable of hours of operation and activities and always recommend.
4. Daily shift reports are used to record
and communicate defects, member
dissatisfaction, hazards, equipment
malfunction and any repair and members maintenance needs. Report any
and all deficiencies to your immediate
supervisor as soon as possible.
5. Any employee who receives a complaint, owns the complaint.
6. Follow uniform appearance standards, including a nametag, appropriate footwear and the MRGC basics.
Personal hygiene is of the utmost
importance.
7. Uncompromising levels of cleanliness are the responsibility of every
employee.
8. Smile when you are on stage. Use
the Three Steps of Service during
the Clubs dining and social activities.
- A warm and sincere greeting, using
the members name.
Anticipation and compliance with the

members needs.
- A fond farewell. Give the member a
warm good-bye and use the members name.
9. Use proper telephone etiquette:
- Always answer within three rings.
- Good Afternoon, name of room, this
is John Doe, how may I help you?
- When necessary (Always ask
permission to put the caller on hold.)
- Thank you for calling, have a great
day/evening.
10. It is everyones responsibility to learn
and honor our members preferences
so we can personalize our service.
- Research the P.O.S. member profiles
prior to the service period.
11. Be knowledgeable about your job.
Ask questions; share your ideas and
experiences with your co-workers
and supervisors. Follow standard
procedures.
12. Practice safe work habits. Abide by
all job safety policies. Immediately
report incidents, injuries and accidents to your supervisor.
MANASQUAN RIVER
GOLF CLUB
VISION
STATEMENT
GOING ABOVE AND BEYOND TO
EXCEED EXPECTATIONS

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10

Club Food and Beverage

The Importance of Food and Beverage

How Club Food and Beverage Operations Compare to Other

Club Food and Beverage Operations

students in educational facilities. Regardless of what they are called, however,

There must be an emphasis on quality to be successful. Quality can be defined as

Organization of Club Food and Beverage Departments

Club Food and Beverage Operations

Types of Food and Beverage Facilities in Clubs

Vending machines. Vending machines are often available near recreational

Organization Charts and Position Profiles

Club Food and Beverage Operations

Food & Beverage

Sample Organization ChartClub Culinary Department

Club Food and Beverage Operations

Sample Organization ChartClub Restaurant/Dining Room

Sample Organization ChartClub Beverage Department

Sample Organization ChartClub Banquet Department

Sample Organization ChartClub Catering Department

Club Food and Beverage Operations

Sample Job DescriptionClub Food and Beverage Director

12. Maintains food and beverage personnel records.

Club Food and Beverage Operations

Ensure timely correspondence with all catering guests, including inquiry,

Complete periodic china, glass, and silverware inventories;

Maintain personnel files; and

Implement and monitor sanitation and cleaning schedules.

The Importance of the Menu

Sample Job DescriptionClub Executive Chef

Club Food and Beverage Operations

Priority Concerns of the Menu Planner

Club Food and Beverage Operations

Exhibit 10 Flow Chart of Basic Operating Activities (Control

The Food and Beverage Staff

Club Food and Beverage Operations

Human Resources Management in Club Food and Beverage Operations

For Problem Resolution/Job Changes

For Professional Development

interviews. Generally, the immediate supervisor of the position for which an

Step 3: Orientation. Orientation of new employees typically includes going

A Note about Compensation

Club Food and Beverage Operations

Financial Aspects of Club Food and Beverage Operations

Examining a Clubs Monthly Operating Statement

Food sales (separated by location/outlet).

Other income. Unused minimum refers to a monthly food and beverage

Sample Supplemental ScheduleFood Department

Food Sales (List Revenue by Location)

Cost of Food Sold

Club Food and Beverage Operations

Clubs use the highest quality ingredients:

Locally grown items

Clubs maintain an inventory that includes items not on the menu:

To accommodate special requests

To continue to oer old favorites to members if they are requested,

Clubs often serve larger-than-market portions:

Soup bowl versus cup

Many items are prepared fresh daily:

Food and Beverage Minimum Example

Soups from scratch

A higher percent of waste is expected: