BUSINESS AND WORKFORCE
PERFORMANCE IMPROVEMENT INITIATIVE
Strategic Possibility Report
Los Angeles County
Food Preparation and Serving
At-a-Glance
Center of Excellence
Hosted at Mt. San Antonio College
May 2006
1
BUSINESS AND WORKFORCE
PERFORMANCE IMPROVEMENT INITIATIVE
Strategic Possibility Report for
Community Colleges
In Los Angeles County
Food Preparation and Serving
May 2006
Prepared By:
Center of Excellence
Serving Los Angeles County
Hosted at Mt. San Antonio College
1100 N. Grand Ave., Building 35, Walnut, CA 91789
Phone: (909) 564-5611, ext. 6106 Fax: (909) 468-4093
areille@mtsac.edu www.cccewd.net
The Business and Workforce Performance Improvement Initiative is a grant-funded
Project through the Economic & workforce Development Program of the California
Community Colleges. Our mission is to strengthen California’s workforce and advance
economic growth through education, training and job development.
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Table of Contents
EXECUTIVE SUMMARY...............................................................................................................................1
STRATEGIC POSSIBILITY
What is a Strategic Possibility? ........................................................................................................2
Overview of the Strategic Possibility ................................................................................................2
Industry Overview ...............................................................................................................2
Job Growth ..........................................................................................................................3
Pre-Validation ......................................................................................................................4
QUALIFYING THE STRATEGIC POSSIBILITY
Size ...................................................................................................................................................4
Relevance.........................................................................................................................................6
Economic Impact .............................................................................................................................6
High Growth .....................................................................................................................................6
Leveraging ........................................................................................................................................6
INDUSTRY TRAINING NEEDS, OPPORTUNITIES AND CHALLENGES
Skills and Competencies Required...................................................................................................7
Type and Scope of Training Needs ..................................................................................................7
Industry and Workforce Challenges and Opportunities....................................................................7
IMPLICATIONS FOR COMMUNITY COLLEGES
Existing Programs.............................................................................................................................8
Gaps between Industry Needs and College Offerings .....................................................................8
Recommendations for Program Development and Training Delivery Methods ...............................8
CONCLUSION ..............................................................................................................................................9
APPENDICES
A. How To Utilize This Report ......................................................................................................10
B. References ...............................................................................................................................11
C. Industry Associations ...............................................................................................................11
D. College Programs ....................................................................................................................12
E. Restaurant Industry Career Ladder .........................................................................................13
F. Job Descriptions.......................................................................................................................14
Within the hospitality industry, food preparation and serving related occupations
are expected to grow by over 20% and create 59,050 new jobs in Los Angeles
1
County between 2002 and 2012 .
Executive Summary
The food preparation and service sector is creating thousands of jobs in Los Angeles County.
Numerous job opportunities are available for people with limited job skills, first-time job
seekers, and those seeking part-time or alternative work schedules. Increase in population,
dual-income families and dining sophistication will contribute to job growth.
However, according to the Employment Development Department Labor Market Division, the
average median wage of food preparation and serving related occupations (SOC 35-0000)
was only $8.22 per hour in 2005. The majority of jobs are part-time and do not offer benefits.
For the community colleges, this sector does not satisfy the criteria established to qualify as
a strategic opportunity warranting a regional response. The average wages in the sector are
low, most occupations do not require formal training, and this sector is not currently among
those targeted by economic developers, and does not present a particular opportunity to
leverage resources. In addition, nine community colleges in Los Angeles County already
offer training for the hospitality industry that includes the food preparation and service sector.
There are, however, specific opportunities for colleges to meet local training needs via
contract education or other forms of short-term training in areas such as supervision,
computer skills, customer service, English as second language, food handling and safety
issues.
This industry offers career pathways and is often considered attractive to individuals who
want to own and run their own businesses. Two other possibilities for community colleges
would be to focus on training needed to progress through defined pathways in the food
preparing and serving sector, or training to start a small business such as restaurant
management or entrepreneurship.
Note: The following report is merely a documentation of a strategic possibility, not a full
environmental scan.
1
Source: EDD Occupational Employment Projections, Los Angeles County
1
Strategic Possibility
What is a Strategic Possibility?
The Economic & Workforce Development Program (EWDP) strategically identifies growth
industries and occupations for which an effective college response would help to meet
regional workforce needs.
The Centers of Excellence conduct industry scanning to identify high growth, high wage, or
economically critical industries and occupations with empirically validated projected growth.
Criteria for evaluating these opportunities include: size of the opportunity, relevance to the
community colleges, economic impact, the adaptability of colleges to respond, and the
potential to build partnerships and leverage resources with industry and workforce partners
to meet the industry workforce needs identified.
A Strategic Possibility report identifies industries and occupations that that meet some, but
not all, of the above stated criteria. While there may be potential for a limited response for a
specific college, a full response by multiple colleges is not warranted. A Strategic Possibility
that meets all the stated criteria is then defined as a Strategic Opportunity. A full
environmental scan may then be conducted to further specify skill and workforce needs and
suggest possible actions to ensure market responsiveness. While this report does not
present findings which suggest a need for a full environmental scan, we provide these
findings to assist colleges in focusing their resources.
Overview of the Strategic Possibility
Industry Overview
This report focuses on a segment of the hospitality industry, defined as Food Preparation
and Serving related Occupations (SOC 35-0000). These occupations are among the
fastest growing occupations in Los Angeles County. EDD is projecting a 20.3% growth
between 2002 and 2012. This represents an opportunity for individuals with limited
education to enter a growing industry with defined career pathways.
These occupations are employed in the Food Services and Drinking Places sub-sector
defined by the US Census Bureau as: “Industries that prepare meals, snacks, and beverages
to customer order for immediate on-premises and off-premises consumption. There is a wide
range of establishments in these industries. Some provide food and drink only; while others
provide various combinations of seating space, waiter/waitress services and incidental
amenities, such as limited entertainment. The industries in the sub-sector are grouped based
on the type and level of services provided. The industry groups are full-service restaurants;
limited-service eating places; special food services, such as food service contractors,
caterers, and mobile food services; and drinking places. Food services and drink activities
at hotels and motels; amusement parks, theaters, casinos, country clubs, and similar
recreational facilities”.
The community colleges can provide training leading to upward income mobility, in this
sector and others, for the very large share of adults who have not continued their education
beyond high school. In Los Angeles County this is of particular importance, as the 2000
2
Census found that 48.9% of people 25 years and older, or 2.9 million of the county’s 5.9
million adults, fell into this category.
Job Growth
EDD is projecting the creation of 59,050 jobs between 2002 and 2012 in food preparation
and serving in Los Angeles County. The occupations with the highest expected growth are:
• Waiters and waitresses, SOC code 35-3031, increase by 29.8 %
• Restaurant cooks, SOC code 35-2014, increase by 27.4 %
• Hosts and hostesses, SOC code 35-9031, increase by 26.7 %
• Chefs and head cooks, SOC code 35-1011, increase by 25.3 %
• Combined food preparation and serving workers, SOC code 35-3021, increase by
22.0 %
• Attendants and bartender helpers, SOC code 35-9011, increase by 22.0 %
Job growth 2002-2012
Los Angeles County
Attendants and bartender 22.0%
helpers
Combined food preparation 22.0%
and serving workers
Chefs and head cooks 25.3%
Hosts and hostesses 26.7%
Restaurant cooks 27.4%
Waiters and waitresses 29.8%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Source: EDD Labor Market Information Division
Job opportunities in food services should be plentiful, because the large number of young
and part-time workers in the industry will generate considerable replacement needs. As
experienced workers find jobs in other, higher-paying establishments or seek full-time
opportunities outside the industry, a large number of job openings will be created for new
entrants.
Increases in population, dual-income families, and dining sophistication will contribute to job
growth. Moderately-priced restaurants will offer increasing job opportunities as these
businesses expand to accommodate the growing demand of an older population and cater to
3
families with young children. Fine dining establishments, which appeal more to affluent, often
older, customers, should also grow as the 45-and-older population increases rapidly 2 .
Therefore, numerous job opportunities will be available for people with limited job skills, first-
time job seekers, senior citizens, and those seeking part-time or alternative work schedules.
Pre-Validation
This report was initiated because the Leisure and Hospitality industry is a major cluster in
Los Angeles County and employed 9.5% of the labor force in 2004 3 . For analysis, the
industry can be divided into sectors and sub-sectors to allow specific opportunities to
emerge. Labor market information from the Employment Development Department and the
Los Angeles Economic Development Corporation showed that food preparation and serving
related occupations will be among the fastest growing in Los Angeles County. This report is
based on secondary research and did not include business interviews because the possibility
did not qualify as an opportunity justifying regional college response.
Qualifying the Strategic Possibility
The Business and Workforce Performance Improvement initiative has identified five criteria
that determine if an industry qualifies for a strategic response from local community colleges.
They are: Size, Relevance, Economic Impact, High Growth, and Leveraging. These criteria
are discussed below.
Size
Food preparation and serving related occupations employed 290,280 people in 2002 or
7.20% of the total employment in Los Angeles County. EDD is projecting a 20.34%
growth between 2002 and 2012. 59,050 new jobs will be added, bringing the total number of
jobs to 349,330 4 .
Los Angeles County Occupational Employment Projections* 2002-2012
Annual Average
Median
Employment Employment Change
Hourly
SOC Wage Education & Training
Code Occupational Title 2002 2012 Numerical Percent [1] Levels [2]
00-0000 Total, All Occupations 4,026,800 4,485,500 458,700 11.4 $14.93
Food Preparation and Serving
35-0000 Related Occupations 290,280 349,330 59,050 20.3 $8.22
Supervisors, Food Preparation
35-1000 and Serving Workers 23,330 27,900 4,570 19.6
35-1011 Chefs and Head Cooks 2,530 3,170 640 25.3 $18.80 POST-SEC VOC-ED (7)
2
Department of Labor Career Guide
3
Los Angeles Economic Development Corporation
4
Employment Development Department Labor Market Information Division
4
First-Line Supervisors/Managers
of Food Preparation and Serving
35-1012 Workers 20,810 24,720 3,910 18.8 $12.26 WORK EXPER (8)
Cooks and Food Preparation
35-2000 Workers 86,220 100,450 14,230 16.5
35-2011 Cooks, Fast Food 15,300 15,820 520 3.4 $8.05 30-DAY OJT (11)
35-2012 Cooks, Institution and Cafeteria 5,620 5,600 -20 -0.4 $10.20 1-12 MO OJT (10)
35-2014 Cooks, Restaurant 26,420 33,650 7,230 27.4 $9.07 12-MO OJT (9)
35-2015 Cooks, Short Order 3,600 4,140 540 15.0 $9.72 30-DAY OJT (11)
35-2021 Food Preparation Workers 35,290 41,250 5,960 16.9 $8.24 30-DAY OJT (11)
Food and Beverage Serving
35-3000 Workers 138,020 169,330 31,310 22.7
35-3011 Bartenders 9,610 11,050 1,440 15.0 $8.15 30-DAY OJT (11)
Combined Food Preparation and
Serving Workers, Including Fast
35-3021 Food 42,980 52,420 9,440 22.0 $8.03 30-DAY OJT (11)
Counter Attendants, Cafeteria,
Food Concession, and Coffee
35-3022 Shop 24,130 27,380 3,250 13.5 $8.33 30-DAY OJT (11)
35-3031 Waiters and Waitresses 57,040 74,050 17,010 29.8 $7.78 30-DAY OJT (11)
35-3041 Food Servers, Non-restaurant 4,260 4,440 180 4.2 $8.37 30-DAY OJT (11)
Other Food Preparation and
35-9000 Serving Related Workers 42,710 51,660 8,950 21.0
Dining Room and Cafeteria
35-9011 Attendants and Bartender Helpers 16,900 20,620 3,720 22.0 $7.75 30-DAY OJT (11)
35-9021 Dishwashers 15,350 17,860 2,510 16.4 $7.75 30-DAY OJT (11)
Hosts and Hostesses,
Restaurant, Lounge, and Coffee
35-9031 Shop 9,360 11,860 2,500 26.7 $8.08 30-DAY OJT (11)
Food Preparation and Serving
35-9099 Related Workers, All Other 1,100 1,320 220 20.0 $7.99 30-DAY OJT (11)
* March 2003 Benchmark
Occupations with employment below 100 in 2002 are excluded.
Occupation subtotals may not add to the totals due to rounding and the suppression of data.
[1] Median Hourly Wage is the estimated 50th percentile of the distribution of wages; 50 percent of
workers in an occupation earn wages below, and 50 percent earn wages above the median wage. The
wages are from the first quarter of 2005.
[2] Education & Training Levels:
( 1) LLD/MD DEGREE=FIRST PROFESSIONAL DEGREE
( 2) PHD DEGREE=DOCTORAL DEGREE
( 3) MA/MS DEGREE=MASTER'S DEGREE
( 4) BA/BS + EXPER=BACHELOR'S DEGREE OR HIGHER AND SOME WORK EXPERIENCE
( 5) BA/BS DEGREE=BACHELOR'S DEGREE
( 6) AA DEGREE=ASSOCIATE DEGREE
( 7) POST-SEC VOC-ED=POST-SECONDARY VOCATIONAL EDUCATION
( 8) WORK EXPER=WORK EXPERIENCE
( 9) 12-MO OJT=LONG-TERM ON-THE-JOB TRAINING
(10) 1-12 MO OJT=MODERATE-TERM ON-THE-JOB TRAINING
(11) 30-DAY OJT=SHORT-TERM ON-THE-JOB TRAINING
Source: Employment Development Department Labor Market Information Division
The size of the sector considered in this report is large; however, only chefs and head cooks
are required to have formal training, according to EDD. There were 2,530 chefs and head
cooks in Los Angeles in 2002, and EDD is projecting 3,170 in 2012. Therefore, this possibility
only meets the size criteria from the total employment perspective, but not from the training
need perspective that only applies to less than 10% of employees in the sector.
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Relevance
According to the Employment Development Department, the sector does not require
degrees or formal education. Most jobs only require short-term or moderate-term on-the-
job training, with the exception of Chefs and Head Cooks that require vocational education
(see table above), and First-Line Supervisors/Managers of Food Preparation and Serving
Workers that must have work experience.
This sector does not meet the relevance criteria, from the credit courses leading to a Degree
or Certificate perspective; however, there may be an opportunity for the Community Colleges
to provide other solutions such as contract education or community education.
Economic Impact
According to EDD data, the average median wage was only $8.22 per hour in 2005, which
is significantly below the living wage in Los Angeles County. There is an abundance of jobs
available, but the compensation is only attractive for cooks, head cooks, chefs, supervisors
and managers. Most jobs are part-time and do not offer benefits. However, the sector offers
opportunities to move up to higher-paying jobs (see appendix E for career ladder and
information on advancement and wages). Overall, the specific sector studied in this report
does not meet the economic impact criteria.
High Growth
As mentioned above, EDD is projecting the creation of 59,050 jobs between 2002 and 2012
in food preparation and serving in Los Angeles County, which represents a 20.3% growth in
the 10-year period (see table above for details).
The two highest paying occupations are expected to grow significantly:
• Chefs and Head Cooks, SOC code 35-1011, expected to increase by 25.3 %, median
hourly wage of $18.80 in 2005,
• First-Line Supervisors/Managers of Food Preparation and Serving Workers, SOC
code 35-1012, increase by 18.8 %, median hourly wage $12.26 in 2005.
Leveraging
Local workforce development partners are not currently focusing on the food preparing and
serving sector. Various colleges in Los Angeles County have existing partnerships with the
industry and could use those contacts, should they decide to update or modify programs.
There is an opportunity to partner with the Small Business Development Centers on a
potential project to help workers in this sector learn the skills they need to start their own
business (e.g. open a fast-food franchise or a local diner).
6
Industry Training Needs, Opportunities and
Challenges
Skills and Competencies Required
The skills and experience required by workers in food services differ by occupation and type
of establishment. Many entry-level positions, such as waiters and waitresses or food
preparation workers, require no formal education or previous training.
However, training is required for chefs and cooks. They have to learn how to apply food
handling rules; apply quality assurance techniques; cook in quantity; plan and prepare
menus and meal presentations; coordinate banquets, meetings and related events;
coordinate and supervise teams; determine food and beverage costs; determine portions;
follow recipes; maintain consistent quality; manage inventories and supplies; measure or
weigh ingredients and operate baking, cooking, food preparation and food decoration
equipment.
Type and Scope of Training Needs
Entry-level employees such as waiters and waitresses or food preparation workers are
usually trained on-the-job, or sometimes receive in-house training when employed by large
chain operations. Cooks normally complete vocational training at Community Colleges or
culinary schools.
There might be a need for specialized training for individuals wanting to start their own
business in the food industry, similar to the seminars offered through the SBDCs. A study of
this possibility could be conducted by the Centers of Excellence in partnership with the
SBDCs.
Industry and Workforce Challenges and Opportunities
Establishments in this sector are leading employers of teenagers, aged 16 through 19,
providing first jobs for many new entrants to the labor force. According to the Department of
Labor, in 2004 about 45% of workers in this sector nationwide were under age 25. Entry-level
positions pay low wages and are often part-time jobs without benefits.
Chefs and cooks must know a wide variety of food preparation techniques and cooking
styles. They must also know how to prepare foods to accommodate various dietary
restrictions to satisfy health-conscious eating styles, and to meet the needs of an
increasingly international clientele. Chefs and cooks also need to be creative and know how
to inspire other kitchen staff to develop new dishes and create inventive recipes 5 . This
represents an opportunity for colleges offering culinary programs to innovate and teach
different types of cuisines, focus on nutrition, and teach how to create menus based on
varied dietary choices.
5
Department of Labor Career Guide
7
Implications for Community Colleges
Existing Programs
Nine community colleges in Los Angeles County currently offer related programs (see list in
appendix C).
Formal culinary training for chefs and cooks is available through a variety of sources:
community colleges, independent cooking schools or academies, trade and vocational
schools, and universities. Many trade associations and unions also certify cooking programs
conducted at selected schools or sponsor federally approved apprenticeship programs that
combine formal classroom instruction with on-the-job experience in a working kitchen.
Gaps between Industry Needs and College Offerings
The sector does not require training and education for most of the occupations studied in this
report; however, completion of postsecondary training is increasingly important for
advancement in the food services sector. Completion of specialized training in culinary arts
or hospitality management demonstrates both the maturity and motivation required for work
in a hectic fast-paced industry. Such training is already available at community colleges,
schools, universities and industry-sponsored seminars.
Recommendations for Program Development and Training
Delivery Method
There does not appear to be a need to create new training specifically for the occupations
presented in this report. However, colleges may consider the creation of certificate programs
for entrepreneurs to acquire the knowledge and skills necessary to start and run a small
business. Individuals wanting to open their own business need to learn how to develop a
business plan, select a location, start and a manage a business, obtain a loan, learn basics
in business, marketing, management of human resources, accounting, bookkeeping, taxes
and customer service. Those skills can be acquired through workshops and seminars offered
by the Small Business Development Centers (SBDCs). There may be an opportunity for
Community Colleges to develop a Certificate in Entrepreneurship including those skills, as
well as other more advanced skills, to teach students how to become business owners. This
training would be applicable to a variety of industries.
There may be untapped potential for contract education in topics including food handling and
safety issues, supervision, motivation and teamwork, methods for recruiting and motivating
employees, English as second language and customer service.
Note: This report focuses on food preparing and serving occupations as defined by EDD but
does not represent the hospitality industry as a whole. A study of other segments, such as
restaurant or hotel management, may reveal new opportunities for the colleges in this
growing industry.
8
Conclusion
The strategic possibility presented in this report meets the size and job growth requirements,
as employment in the sector is expected to grow by over 20% in a ten-year period and reach
349,330 jobs in 2012, according to EDD’s projections for Los Angeles County. However, it
does not meet the other three criteria: relevance, economic impact and leveraging. Indeed,
formal training or education is not required for the occupations employed in this sector; the
sector’s median hourly wage was only $8.22 in 2005, and this sector is not currently part of
the local workforce development organizations’ focus areas.
However, an interesting idea emerged from the analysis. It appears that the sector offers
opportunities for entrepreneurs to start their own business, but there is no formal training to
teach individuals the skills and knowledge they need to have in order to be successful in
such an endeavor. The Small Business Development Centers already provide seminars on
those topics and have expertise in assisting entrepreneurs. Colleges could consider
partnering with the Centers and developing certificate programs to prepare people who wish
to own their own business, in a variety of industries. The training would teach how to
develop a business plan, select a location, start and a manage a business, obtain a loan,
learn basics in business, marketing, management of human resources, accounting,
bookkeeping, taxes and customer service.
In addition, colleges may also have an opportunity to deliver services to businesses and
create additional short-term training, seminars or contract education in the areas of
supervision, motivation, teamwork, English as second language, customer service, food
handling and safety or computer skills.
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APPENDIX A: How to Utilize this Report
About Us - Description of BWPI
The Business and Workforce Performance Improvement (BWPI) initiative is focused on building the
capacity of the colleges in the area of economic and workforce development to enhance their ability to
deliver education and training services to businesses and workers in high growth industries, new
technologies, and other clusters of opportunities.
The Centers of Excellence (COE) within BWPI provide information regarding workforce trends,
increasing awareness and visibility about the colleges’ economic and workforce development
programs and services, and building partnerships with business and industry.
The difference this will make to the colleges is that it will position them as THE workforce partners of
choice to business and industry and ensure that college programs are current and responsive. This
will contribute to the overall economic vitality of the communities in which they serve.
How to Use This Strategic Possibility Report
The Centers of Excellence within the Business and Workforce Performance Improvement Initiative of
the California Community College Economic and Workforce Development Program have undertaken
Industry Scanning to provide targeted and valuable information to community colleges on high growth
industries and occupations.
This report, while not a full industry scan, is intended to assist the decision-making process of
California community college administrators and planners in addressing local and regional workforce
needs and emerging job opportunities in the workplace as they relate to college programs. The
information contained in this report can be used to guide program offerings, strengthen grant
applications, and support other economic and workforce development efforts.
This report is designed to provide current industry data that will:
• Define potential strategic opportunities relative to an industry’s emerging trends and workforce
needs;
• Influence and inform local college program planning and resource development; and
• Promote a future-oriented and market responsive way of thinking among stakeholders.
This Industry Scan included a review of the California Regional Economies Project reports and
Employment Development Department (EDD) Labor Market Information (LMID) projections that cover
the communities in this region, as well as many other sources as listed.
Important Disclaimer:
All representations included in this Environmental Scan product/study have been produced from a
secondary review of publicly and/or privately available data and/or research reports. Efforts have been
made to qualify and validate the accuracy of the data and the reported findings. The purpose of the
Environmental Scan is to assist the California Community Colleges to respond to emerging market
needs for workforce performance improvement. However, neither the Business and Workforce
Performance Improvement Centers of Excellence, COE host college nor California Community
Colleges Chancellor’s Office are responsible for applications or decisions made by recipient
community colleges or their representatives based upon this study including components or
recommendations.
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APPENDIX B: References
• Employment Development Department, Labor Market Information Division
• Los Angeles Economic Development Corporation
• US Department of Labor
• American Culinary Federation
• National Restaurant Association
APPENDIX C: Industry Associations
American Culinary Federation International Association of Culinary
180 Center Place Way Professionals
St. Augustine, FL 32095 304 West Liberty Street, Suite 201
(800)624-9458 Louisville, Kentucky 40202
www.acfchefs.org (502) 581-9786
www.iacp.com
American School Food Service Food Products Association
Association 1350 I Street, NW, Suite 300
700 South Washington Street, Suite 300 Washington, DC 20005
Alexandria, VA 22314 202.639.5900
(703) 739-3900 www.fpa-food.org
www.asfsa.org
National Restaurant Association
Dietary Managers Association 1200 17th St.
406 Surrey Woods Dr. Washington, DC 20036
St. Charles, IL 60174 202-331-5900
(800) 323-1908 www.restaurant.org
www.dmaonline.org
National Restaurant Association
Foodservice Consultants Society Educational Foundation
International 175 West Jackson Boulevard, Suite 1500
304 West Liberty Street, Suite 201 Chicago, Illinois 60604-2702
Louisville, Kentucky 40202 (800) 765-2122
(502)583-3783 www.nraef.org
www.fcsi.org
11
APPENDIX D: College Programs
Cerritos College Los Angeles City College
www.cerritos.edu www.lacitycollege.edu
• Professional Baking • Food Service Management
• Chef Training
• Culinary Arts Los Angeles Mission College
www.lamission.edu
Compton Community College • Culinary Arts
www.compton.edu • Food Service Management
• Food Service Management
Los Angeles Trade – Tech College
Glendale Community College www.lattc.edu
www.glendale.edu/index.html • Introduction to Baking
• Culinary Arts • Professional Baking
• Food & Restaurant Services • Baking and Pastry
• Food Services Management • Chef Training
• Restaurant Management • Culinary Arts
• Food & Restaurant Services
Long Beach City College • Food Service Management
www.lbcc.edu • Restaurant Management
• Introduction to Baking
• Professional Baking Mt. San Antonio College
• Baking & Pastry www.mtsac.edu
• Cake Decorating – Commercial • Catering
• Cooking – Commercial Formal Buffet • Fast Food Management
• Cooking – Hotel/Restaurant/ • Food & Restaurant Services
Institutional • Food Service Management
• Cooking – Professional Gourmet • Restaurant Management
• Culinary Arts
• Food & Restaurant Services Pasadena City College
• Food Preparation www.pasadena.edu
• Food Service Management • Food & Restaurant Services
• Culinary Arts • Food Service Management
• Food Service Management
12
APPENDIX E: Restaurant Industry Career Ladder 6
Promotion opportunities in food services and
drinking places vary by occupation and the
size of individual establishments. As
beginners gain experience and basic skills,
those who choose to pursue careers in food
services and drinking places can transfer to
other jobs that require greater skill and offer
higher earnings. Many workers earn
progressively higher incomes as they gain
experience or switch to jobs in
establishments offering higher pay. For
example, waiters and waitresses may
transfer to jobs in more expensive or busier
restaurants where larger tips are more likely.
Many food service workers start as untrained
food preparation workers. As they pick up
kitchen skills, and demonstrate greater
responsibility, they may advance to cook
positions preparing routine or simple dishes.
Advancement opportunities for food
preparation workers, as well as for cafeteria
and institution cooks and short-order cooks,
generally require that they move into
positions in full-service restaurants. In full-
service restaurants, kitchen workers at all
levels may acquire the appropriate
experience and expand their skills, which
may lead to work as a line cook. Line cooks
also develop and acquire new skills, moving
to more demanding stations and eventually to
more challenging chef positions. As chefs
improve their culinary skills, the opportunities
for professional recognition and higher
earnings increase. Chefs may advance to
executive chef positions and oversee several
kitchens within a food service operation, open
their own restaurants as chef-proprietors, or
move into training positions as teachers or
culinary educators.
Many managers of food services and drinking
places obtain their positions through hard
work and years of restaurant experience.
Dining room workers, such as hosts and
hostesses or waiters and waitresses, often are promoted to maitre d' or into managerial jobs. Many
managers of fast-food restaurants advanced from the ranks of hourly workers. Managers with access
to the necessary capital may even open their own franchises or independent restaurants 7 .
6
Source: National Restaurant Association Educational Foundation
7
Department of Labor Career Guide
13
APPENDIX F: Job Descriptions
Workers in this industry perform a variety of tasks. They prepare food items from a menu or
according to a customer’s order, keep food preparation and service areas clean, accept
payment from customers, and provide the establishment with managerial or office services.
Cooks, waiters and waitresses, and combined food preparation and serving workers
accounted for more than half of food services jobs.
Employees in the various food services and related occupations deal with customers in a
dining area or at a service counter. Waiters and waitresses take customers’ orders, serve
food and beverages, and prepare itemized checks. In fine-dining restaurants, they may
describe chef’s specials and take alcoholic beverage orders. In some establishments, they
escort customers to their seats, accept payments, and set up and clear tables. In many
larger restaurants, however, these tasks may be assigned to, or shared with, other workers.
Other food services occupations include hosts and hostesses who welcome customers,
show them to their tables, and offer them menus. Bartenders fill drink orders for waiters and
waitresses and from customers seated at the bar. Dining room attendants and bartender
helpers assist waiters, waitresses, and bartenders by clearing, cleaning, and setting up
tables, as well as keeping service areas stocked with supplies. Counter attendants take
orders and serve food at counters, cafeteria steam tables, and fast-food counters. Depending
on the size and type of establishment, attendants may also operate cash registers.
Combined food preparation and serving workers (including fast food) prepare and serve
items in fast-food restaurants. Most take orders from customers at counters or drive-through
windows at fast-food restaurants. They assemble orders, hand them to customers, and
accept payment. Many of these workers also cook and package food, make coffee, and fill
beverage cups using drink-dispensing machines.
Workers in the various food preparation occupations prepare food in the kitchen. Institution
and cafeteria cooks work in the kitchens of schools, hospitals, industrial cafeterias, and
other institutions where they prepare large quantities of a small variety of menu items.
Restaurant cooks usually prepare a wider selection of dishes for each meal, cooking
individual servings to order. Short-order cooks prepare grilled items and sandwiches in
establishments that emphasize fast service. Fast-food cooks prepare and package a limited
selection of food that either is prepared to order or kept warm until sold in fast-food
restaurants. Food preparation workers clean and prepare basic food ingredients for use in
making more complex meals, keep work areas clean, and perform simple cooking tasks
under the direction of the chef or head cook. Dishwashers clean dishes, glasses, pots, and
kitchen accessories by hand or by machine.
Food service managers hire, train, supervise, and discharge workers in food service and
drinking place establishments. They also purchase supplies, deal with vendors, keep
records, and help whenever an extra hand is needed. Executive chefs oversee the kitchen,
select the menu, train cooks and food preparation workers, and direct the preparation of
food. Larger establishments may employ general managers, as well as a number of
assistant managers. Many managers and executive chefs are part owners of the
establishments they manage.
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