TASKS- 150 Days Out from Opening COMPLETION DATE
Project Coordinator established
Renovation & install schedule framework started- to include FF&E purchase & receipt tracker
Menu established & approved
Gain Starbucks We Proudly Brew (WPB) program approval (Java Cafe- where applicable)
Establish Hours of Operation
Budget established & approved
Develop operating staff schedules based on projected hours of operation, budgeted sales forecasts & pre/post opening training requirements
Personnel Requirements Document (PRD) established & approved- Recruitment timelines & hiring plan devised in coordination with CPAC personnel
Employee performance standards, job descriptions & Individual Development Plans (IDP) reviewed and approved
Job fair preliminary dates established
Begin coordination of acquiring new beer & soda systems thru local vendors as needed
Blanket Purchase Agreements (BPA) and/or ordering mechanisms established for all vendors to include BNLT- Prime Vendor (or otherwise), Pepsi/Coke, Snack, Pastries, Cleaning
Supplies, Beer, Liquor, Produce, Laundry Service, Landscaping, Bingo Supplies
Establish preliminary 1st order quantities for all vendors *NOTE: Europe- Average Monthly Issue (AMI) estimates required for AAFES 120 days out
Contact Prime Vendor to discuss menu items/ingredients required to support menu- Repeat process for each vendor as needed
Smallwares identified & ordered for receipt NLT 45 days out
Point of Sale (POS) system hardware requirements identified & ordered in coordination w/ Information Systems Officer (ISO)- including remote printers
Coordinate w/ ISO for POS programming & training requirements before/during pre-opening training phase
Contract janitorial service (where applicable)
Begin development of Advertising Plan in coordination with local M&A rep
Assign Grand Opening project coordinator (if different from overall Project Coordinator)
Develop Grand Opening plan in coordination w/ local leadership, Marketing & Advertising (M&A), Public Affairs Officer (PAO) reps as needed
Grand opening sponsorship coordinator identified
Safety Office consulted for pre-opening walk-thru and any needed training
Vets consulted for pre-opening walk-thru and tentative pre-opening training requirements scheduled
Begin online Marketing Plan Training course (www.mwraonline.com)
Order business cards & other printed products as needed
Defense Switched Network (DSN) & commercial telephone lines ordered
Trash receptacle requirements (dumpster) & trash removal service coordinated
Hours of Operation signs ordered
Coordinate menu board design w/ assigned vendor
Determine birthday party & catering collateral requirements
Visit: http://www.armymwr.org/programs/busops/branded_restaurants.aspx *NOTE: This site offers reference materials to assist you in your restaurant operations.
NOTES
TASKS- 90 Days Out from Opening COMPLETION DATE
Project Coordinator: Complete Renovation & Install Schedule (to include any beer/soda systems) published for organizational awareness & use
Menu board layout completed & board ordered
Post/Hire Supervisor staff to start No Later Than (NLT) 75 days out
Verifone order confirmed
PRD & recruitment plan refined and ready for execution
Job Fair Dates Established 60 days out for non supervisory staff (2 fairs may be appropriate)
Order Starbucks Point of Purchase (POP) kit
Marketing work order requests placed
BPA's or ordering mechanisms completed for all vendors
Order all applicable interior safety signage for bathrooms, hand washing sinks, dishwasher solutions, safety signs, etc.
Order all applicable interior directional signage for bathrooms, snack bar, meeting rooms, order here/pick up here, game rooms…..etc.
Order Starbucks POP Kit- Java Café (where applicable)
Start In Progress Review (IPR) for Grand Opening: Project and/or Grand Opening Coordinator(s) as lead(s) w/ PAO, Marketing rep, Chief-Business Operations Division (BOD),
GM….etc.
Menu & menu pricing finalized- order printed menus as needed
Recipe Files Received for entry into POS
Quick Serve POS Menu Programming Guide received- for use in programming POS
POS system received & programming underway utilizing finalized menu, menu prices & recipes- Coordinate w/ ISO
Solidify advertising plan in coordination w/ local M&A rep- coordinate ad placement for local news periodicals
Sponsorship solidified for Grand Opening event & beyond
Smallwares order tracked for receipt o/a 45 days out
Coordinate w/ Club, CAC and/or Catering facility for any catering supplies required for Grand Opening….i.e. tables, skirts, chafers, props…..etc.
Establish preliminary Opening-Training Planner- see attached tab for sample
Coordinate & establish tentative schedules for all training requirements to include but-not-limited-to Administrative, Alcohol Server Intervention Program (ASIP)- ServSafe Alcohol,
Customer Service (FMWR Team Member Orientation, Operation Excellence), Safety, Hazard Analysis Critical Control Point (HACCP)/ServSafe, Fire, POS, Verifone, Coffee Brewer,
Espresso Makers, Starbucks Beverage Training….etc.- confirm space & audio-visual requirements
PAO consulted for any media coordination
Review all Internal Controls requirements- order forms, establish bank deposit & change fund procedures
Order required uniforms to include nametags
Solidify birthday party program (where applicable)- Order all printed program & service related materials
Approve hiring of General Manager (GM)/Manager for specified date
Establish International Merchant Purchase Authorization Card (IMPAC) authorities
Begin developing events calendar
1st order quantities for all vendors refined *NOTE: Europe- AMI estimates required for AAFES 120 days out
Continue Prime Vendor coordination as needed
Janitorial service contract established (where applicable)
Complete online Marketing Plan Training course (www.mwraonline.com)
DSN & commercial line installs tracking
Time Labor Management System (TLMS) tentative install date established
Order "Coming Soon" and "Grand Opening" banners
Visit: http://www.armymwr.org/programs/busops/branded_restaurants.aspx *NOTE: Learn what's new on the site since you last visited.
NOTES
TASKS- 45 Days Out from Opening COMPLETION DATE
Job Fair selections & all hiring actions tracking toward in-processing/orientation
Grand opening IPR's conducted
Marketing work order requests tracking
Starbucks POP Kit received & inventoried (Java Café- where applicable)- Shortfalls identified for local purchase
All BPA's or ordering mechanisms completed for immediate use
Smallwares order received & inventoried- Shortfalls identified for local purchase
All Interior safety signage received for install
All interior directional signage received fir install
Menu board received
POS & remote printers programmed and ready for install
Review all Internal Controls requirements- forms received, bank deposit & change fund procedures coordinated and established
IMPAC Cards received
Schedule Administrative Training & Office Set-Up (see 10 Days Out Schedule)- Internal Controls & Administrative Setup-SF 700, SF 702, Fund Authorization Letter, DA 1994, DA
1993, Pre-#'d Forms, DA 1992, Cash Overage/Shortage Logs, DA 4082, Daily Activity Report (DAR), Surprise Cash Counts, Employee Meal Register, DA 5163-R, DA 5462-R,
Management Information System (MIS), Key Control Appointment Letter, Access Roster, Key Depository, Master Key Inventory, Key Control Register, DA 5513-R, DA 4083-R,
Inventory-EOM & Automated Inventory Procedures, Bartender Variance Logs, Sensitive Item Inventories, Scatter Sheets, Breakage & Spoilage, Army Recreation & machine Program
(ARMP) Payouts (where applicable), Standard Operating Procedures (SOP), Opening/Closing Checklists, IMPAC Card Holder Procedures, Meeting Room Booking Procedures,
Birthday Party Contracts, Security Monitoring & Awareness, TLMS Procedures, TBA's, Preventive Med Inspections, Delivery Inspection Procedures, Audits, Record Keeping, Property
Coordinate plan to correct any equipment or facility deficiencies
Create/finalize pre-opening Training Schedules, Room & Training Aid Requirements for: Administrative, ASIP (ServSafe Alcohol), Customer Service (FMWR Team Member
Orientation, Operation Excellence), Safety, HAACP/ServSafe, Fire, POS, Verifone, Coffee Brewer, Espresso Makers, Starbucks Beverage Training
Order Frozen Food for delivery 1 week out- Consider time for second order if necessary- Not-in-Stock (NIS)/oversight
Confirm POS install schedule & training- Training must include dedicated on-site peak hours assistance during scheduled dry-run days, opening day & day after opening
Coordinate HACCP/ServSafe training w/ local Preventive Med-Vet reps
Mail Very Important Person (VIP) Grand Opening invitations- where applicable
Hang "Coming Soon" banner(s)
Execute advertising plan to include articles in local MWR publication & events calendar; begin running radio/TV spots accordingly
Finalize Grand Opening menu & coordinate supporting equipment/implements needed from other facilities…..i.e. Podium & microphone, chafers, tables, smallwares….etc.
E-mail accounts install dates established
Uniform orders received
Confirm DSN, commercial telephone & internet service installation
Confirm TV programming service installation
TLMS install coordinated
Finalize opening training planner w/ FMWRC reps
Finalize event calendar for publication
Training Implements Ordered: TV, DVD, Easels
Finalize grand opening plan to include VIP invitation mailing list
Confirm all training dates for: Administrative, ASIP (ServSafe Alcohol), Guest Service, Safety, HAACP/ServSafe, Fire, POS, Verifone, Coffee Brewer, Espresso Makers, Starbucks
Beverage Training….etc.- confirm space & audio-visual requirements
Receive business cards, birthday party program & any other printed products required
Trash receptacles delivered (dumpsters & recycling containers) & trash removal service initiated
NOTES
A B C D E F G
1 DATE DAY SAMPLE TASK SCHEDULE - Pre Training 21 Day Outs from Opening WHO TIMES INSTRUCTOR DETAILS
2 Example Only
3
4 Friday PRIOR TO PRIMARY TRAINER ARRIVAL
Establish All Funds GM, Manager Petty Cash, Operating/Change Funds to include Restaurant, Bar,
5 Amusement, Bingo, Retail
6 Setup Employee Break Room Supervisory Staff Microwave Oven? Coffee Maker? Lockers?
7 Hang "Grand Opening" Banners Supervisory Staff
Complete Administrative Training- Internal Controls & Management Supervisory Staff & Cashiers GM, Manager SF 700, SF 702, Fund Authorization Letter, DA 1994, DA 1993, Pre-#'d
Procedures Review, Supervisory Staff Training & Office Set-Up Forms, DA 1992, Cash Overage/Shortage Logs, DA 4082, DAR,
Surprise Cash Counts, Employee Meal Register, DA 5163-R, DA 5462-
R, MIS, Key Control Appointment Letter, Access Roster, Key
Depository, Master Key Inventory, Key Control Register, DA 5513-R,
DA 4083-R, Inventory-EOM & Automated Inventory Procedures,
Bartender Variance Logs, Sensitive Item Inventories, Scatter Sheets,
Breakage & Spoilage, ARMP Payouts (where applicable), SOP's,
Opening/Closing Checklists, IMPAC Card Holder Procedures, Meeting
Room Booking Procedures, Birthday Party Contracts, Security
Monitoring & Awareness, TLMS Procedures, TBA's, Preventive Med
Inspections, Delivery Inspection Procedures, Audits, Record Keeping,
Property Book & Asset Inventories, PRD, Staff Facility & Operations
8 Orientation Items (see list below- G45)
9 Coordinate Remedies for any Facility, Equipment Deficiencies
10
11 Saturday PRIOR TO PRIMARY TRAINER ARRIVAL
12 Staff Off
13
14 Sunday PRIOR TO PRIMARY TRAINER ARRIVAL
15 Staff Off
16
17 Monday PRIOR TO PRIMARY TRAINER ARRIVAL
18 All Hours of Op & Interior Signage Installed
Clean Facility; Unpack & Wash All Smallwares; Stock All Food & Supplies in All Staff
Proper Places; Ensure All Starbucks POP Marketing Materials are Framed &
Mounted; Ensure All Freezers & Coolers Have Internal Thermometers
19 Installed
Complete Equipment Burn-In to incl. but-not-limited-to Pizza Ovens & GM, Manager
Screens, Flat-Top Grill, Neico, Fryers, Panini Grills, Dishwashers, Warming
20 Units as Defined by Each Manual
21 Confirm Promotions Plan/Schedule for Opening & Post-Opening BOD and GM
22 Coordinate POS Programming Requirements for All Promotions & LTO's BOD and GM, Rectrac trainer Rectrac Trainer
Local Bakery Order- Place small order for delivery of 1st day training Foccaccia Rolls, Assorted Pastries, Pre-Made Pretzel Sandwiches,
Assorted Cookies- if available (or alternative Otis Spunkmeyer via
23 Prime Vendor), Assorted Cake- Seasonal (Cheese, Streudel…etc.)
Non-Prime Vendor Recurring Orders for Cleaning Supplies, Coca-Cola, GM, Manager
Class VI Placed
24
Edeka Order- or any Local Coffee Syrup Source (Europe) Purchase coffee syrup items based on planned promotional
programming- Blackberry, Blueberry, Raspberry, Strawberry, Mango,
25 Peach, Cherry, Banana
Commissary Purchases- Pre-Order Dairy & Produce (Where Needed); Dairy supply will require advance notice to Commissary rep to include
Purchase Non-Dairy Including Bread, Sliced Meats/Cheeses, Bottled/Canned Half & Half, 2% Milk, Whole Milk, Soy Milk, Eggs. Purchase Pesto
Beverages, Other (as listed in row G) Sauce, Italian Dressing, Caesar Dressing, Horseradish Sauce, Smoked
Turkey, Black Forest Ham, Roast Beef, Hard Salami, Provolone
Cheese, Smoked Gouda Cheese, Monterey Jack Cheese, Swiss
Cheese, Bottled Banana Peppers, Bottled Sweet Red Peppers, Bottled
Green Chili Peppers, Romaine Lettuce, Croutons, Shredded Parmesan
Cheese, Canned Sodas, Bottled Waters (12 & 24 oz), Bottled Teas
(Snapple), Red Bull & Other Energy Drink, Bottled Starbucks
Frappuccino, White Onions, Tomatoes, Iceberg Lettuce, Leaf Lettuce,
Fresh Mushrooms, Green Peppers, Red Onions, Celery, Cucumbers,
Pancake Mix, Pancake Syrup, Texas Toast, Sauerkraut, pumpkin spice
(3 ea), cocao (1 ea), nutmeg (2 ea), cinnamon (2 ea), 1 lg box Splenda
26 PC's, Lawry's Salt Lg Btl. (12 ea)
A B C D E F G
Re-Confirm Training Schedules, Room & Training Aid Requirements for: Provide dates/times to FMWRC Trainer for inclusion in Training
ASIP/ServSafe Alcohol, Guest Service, Vet (ServSafe/HACCP), Airpot Planner
Brewer (Bunn/Fetco), Espresso Machine (Schaerer/Verismo/Melitta), POS,
27 Verifone, Equipment Preventive-Maintenance
Coordinate Final Arrangements for ASIP/ServSafe Alcohol & Guest Service BOD, GM
28 Training
29 Coca-Cola or Pepsi Install; Tap Beer Install GM, JC Manager
30 Confirm Preventive Med Inspection Date/Time GM
31 Post & Review Schedule w/ Staff GM, JC Manager, All Staff
32 RecTrac POS & Verifone- On Site Instruction All Staff including JC Manager RecTrac Trainer Setup According to Master POS Programming File
33
34 Tuesday PRIOR TO PRIMARY TRAINER ARRIVAL
35 Courtesy Preventive Med-Vet Inspection GM Preventive Medicine
Facility Walk Thru w/ Preventive Med-Vet Reps- Review Equipment & BOD, GM
36 Identify Any Issues for Resolution
37
38
As Needed: Clean Facility; Unpack & Wash All Smallwares; Position Frozen All Staff
39 & Dry Goods Accordingly
40 Receipt of Dry Goods Order All Staff
Receipt of Paper/Supply Order GM, Manager Printer paper, POS roll-receipt paper, verifone roll paper, ink cartridges,
41 office supplies
42 Review Smallwares- Identify Any Shortfalls for Local Purchase GM, Manager
Prepare/Coordinate Produce Order for Commissary Purchase Saturday 16
43 Apr
44 RecTrac POS & Verifone- On Site Instruction All Staff including Manager RecTrac Trainer
RecTrac POS- Coordinate Plan to Correct Any Programming or Hardware GM, Manager, Rectrac Trainer RecTrac Trainer
45 Deficiencies
46
47 Wednesday PRIOR TO PRIMARY TRAINER ARRIVAL
Staff Facility & Operations Orientation BOD/All Staff BOD/GM/JC Manager Briefly review recipes as non-negotiable standards; Spoilage/breakage
procedures reviewed; Designated Driver Program, Uniforms & Personal
Grooming, Training Plan, Medical & Life Insurance, NAF Retirement &
401K Plans, Probationary Period, Pay/Leave/Holidays/Meals, Equal
Employment Opportunity (EEO) Program, Prevention of Sexual
Harassment (POSH), Performance Standards, Annual Performance
Evaluations, Individual Development Plans (IDP), Cell Phones, Safety,
Fire Equipment & Evacuation Procedures, Sanitation & Personal
Hygiene, Sick Leave Procedures, Employee Recognition Program,
Communication, Staff Meetings, Staff Break Room Rules, Safety
48 Awareness, Security Awareness...etc.
49 Facility Walk-Thru All Staff GM/JC Manager Provide overview of entire facility- form & function
Preventive Maintenance Procedures Training All Staff GM/JC Manager Review equipment requirements for preventive maintenance for
Espresso Maker, Fryer(s), Pizza Oven(s), General
Refrigeration/Freezers, Flat-Top Grill, Neico Broiler, Panini Grill(s),
50 Dishwasher, Warming Units as Defined by Each Manual
ServSafe/HACCP Training via Preventive Med-Vet Reps All Staff including Manager Preventive Medicine Proper food labeling demonstrated; handwashing/gloves procedures
reviewed; use of thermometers demonstrated, calibration trained &
51 thermometers issued…etc.
52 Review Food & Supply Stocks- Determine Any Shortfalls for Remedy GM, Manager
Primary Trainer- Conference Call w/ Facility Management to Review Primary Trainer, BOD, GM, Region Rep FMWRC Trainer
53 Progress & Grand Opening Celebration Plan
54
64 Thursday PRIOR TO PRIMARY TRAINER ARRIVAL
65 Receipt of Frozen Goods Order Manager
66 Position All Food/Supplies & Organize BOH for Training All Staff & Manager
Melitta Espresso Machine & Fetco Airpot Coffee Brewer Install & Staff
67 Training- Coordinate Via Starbucks or Local Provider GM, Manager
68 Place Frozen & Dry Goods Order via Prime Vendor
69 Establish Initial Inventory of All Products in RecTrac Manager
70 Staff Guest Service Training- Coordinate w/ FMWRC Training Rep All Staff to include Manager TBD
71
72 Friday PRIOR TO PRIMARY TRAINER ARRIVAL
73 Purchase 3 Day Spices-Condiments/Dairy Supply via Commissary GM, Manager
Management Office Operational- Personnel Files & IDP's Complete, Staff BOD, GM
74 Schedules Established, Phones & Computers Fully Functional
A B C D E F G
75 Operational Funds Ordered for Full Operations GM, Manager
76 Devise Training Food Tracking & Inventory Procedures GM, Manager
77 Birthday Party Procedures Training All Staff & Manager
78 Final Cleaning of All Kitchen & Guest Service Areas- incl. Bathrooms All Staff & Manager
MAKE UP DAY: Verismo/Schaerer Ambiente/Melitta Espresso Machine & All Staff & Manager
Fetco/Bunn Airpot Coffee Brewer Install & Staff Training- Coordinate Via
79 Starbucks or Local Provider
80
81 Monday PRIOR TO PRIMARY TRAINER ARRIVAL BOD, GM, Manager & All Staff
82 Make Up Day- for any items not yet accomplished
83
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A B C D E F G
1 DATE DAY SAMPLE TRAINING SCHEDULE WHO TIMES INSTRUCTOR DETAILS
2 Example Only
3
4
5 Tuesday Primary Trainer(s) TRAVEL DAY- to Opening Site
6
Wednesday Facility Walk Thru & Equipment Review Primary Trainer(s), Region Rep & 1400-1500 Primary Trainer(s)
7 Manager
Review Food Items, Smallwares, Supplies Primary Trainer(s), Region Rep & 1500-1600 Primary Trainer(s)
8 Manager
Review Training Schedule Primary Trainer(s), Region Rep & 1600-1700 Primary Trainer(s)
9 Manager
10 Purchase Produce from Commissary Manager 1500
11 Kitchen Setup- As Needed Manager & Staff 0900-1500 Primary Trainer(s)
12
13 Thursday Java Café Menu Training- Beverage
14 Equipment usage and safety training All Staff to include Manager 0830-0930 Primary Trainer(s)
15 Sanitation and Equipment cleaning procedures All Staff to include Manager 0930-1030 Primary Trainer(s)
16 Set Up Java Café Condiment Station All Staff to include Manager Primary Trainer(s)
17 Review with staff correct packaging for all coffee products All Staff to include Manager 1030-1100 Primary Trainer(s)
18 Review and train with staff hot coffee recipes All Staff to include Manager 1200-1330 Primary Trainer(s)
19 Review and train with staff iced coffee and blended javachinno recipes All Staff to include Manager 1330-1400 Primary Trainer(s)
Review processes of Java café flow to include Cashier takes order and All Staff to include Manager 1400-1430 Primary Trainer(s)
marks cups accordingly, hands off to barista who prepares product and
20 delivery process to guest.
21 Continue Facilitation of Training & assign daily responsibilities All Staff to include Manager 1430-1530 Primary Trainer(s)
22 Train coffee station break down and cleaning procedures All Staff to include Manager 1530-1600 Primary Trainer(s)
23 Recap with the staff the training taken place for the day All Staff to include Manager 1600-1630 Primary Trainer(s)
24 Meet with the facility management for training up-dates and or concerns Manager 1630-1730 Primary Trainer(s)
25
26 Friday Java Café Menu Training- Beverage
27 Review and train condiment station set up and break down All Staff to include Manager 0900-1000 Primary Trainer(s)
28 Train the staff hot coffee recipes All Staff to include Manager 1000-1200 Primary Trainer(s)
29 Receipt of Dry Goods Order All Staff to include Manager Primary Trainer(s)
30 Purchase 3 Day Supply of Produce & Meats/Cheese via Commissary Manager w/ Primary Trainer(s) 1200 Primary Trainer(s)
31 Train the staff iced coffee and blended javachinno recipes All Staff to include Manager 1300-1500 Primary Trainer(s)
32 Train staff on coffee station set up and break down All Staff to include Manager 1500-1530 Primary Trainer(s)
33 Recap with the staff the training taken place for the day All Staff to include Manager 1530-1600 Primary Trainer(s)
34 Meet with the facility management for training up-dates and or concerns Manager, GM 1600-1700 Primary Trainer(s)
35 Build Java Café Recipe station flip charts Manager w/ Primary Trainer(s) 0800-0900 Primary Trainer(s)
36
37 Saturday Java Café Menu Training- Food
38 Set-up of work area with small wares & proper pans All Staff to include Manager 0830-0930 Primary Trainer(s)
39 Knife handling and storage All Staff to include Manager 0930-1000 Primary Trainer(s)
40 Reach in set up and stocking procedures trained All Staff to include Manager 1530-1545 Primary Trainer(s)
41 Vegetable cleaning/prepping/storage procedures All Staff to include Manager 1000-1100 Primary Trainer(s)
42 Review set-up and freezer pulling procedures All Staff to include Manager 1100-1130 Primary Trainer(s)
43 Production and Par requirements for daily operations All Staff to include Manager 1130-1200 Primary Trainer(s)
44 Up-Date and Prepare needed instructional wall charts 1200-1230 Primary Trainer(s)
45 Grill station set up and procedure training All Staff to include Manager 1300-1400 Primary Trainer(s)
46 Continue Facilitation of Training & assign daily responsibilities All Staff to include Manager 1300-1400 Primary Trainer(s)
47 Ensure documented procedure are prepared and assembled Manager w/ Primary Trainer(s) Primary Trainer(s)
48 Ensure Recipe Book & Flip Charts are assembled Manager w/ Primary Trainer(s) Primary Trainer(s)
49 Fryer station training All Staff to include Manager 1400-1500 Primary Trainer(s)
50 Review with staff, correct packaging for all prepared products All Staff to include Manager 1500-1530 Primary Trainer(s)
53 Station break down and cleaning procedures All Staff to include Manager 1545-1630 Primary Trainer(s)
54 Recap with the staff the training taken place for the day All Staff to include Manager 1630-1700 Primary Trainer(s)
55 Meet with Facility Management for Training Update & Concerns Manager, GM 1700-1800 Primary Trainer(s)
56 Primary Trainer(s)- Call Brad Puterbaugh- Review Training Progress 1600 Primary Trainer(s)
57
58 Sunday Staff Off
59
60 Monday Java Café Menu Training- Food
61 Station set up to include condiment station All Staff to include Manager 0830-0930 Primary Trainer(s)
62 Menu training burgers, Phillies, sandwiches and wraps All Staff to include Manager 0930-1200 Primary Trainer(s)
63 Menu training sides and salads All Staff to include Manager 1300-1400 Primary Trainer(s)
A B C D E F G
Menu training fryer station Fries, onion rings, wings, chicken tenders All Staff to include Manager 1400-1530 Primary Trainer(s)
64 cinnamon sticks
65 Receipt of Frozen Goods Order All Staff to include Manager TBD Primary Trainer(s)
66 Place Frozen & Dry Goods Order via Prime Vendor Manager TBD Primary Trainer(s)
67 Station and vegetable prep All Staff to include Manager 1400-1530 Primary Trainer(s)
68 Station break down and clean up All Staff to include Manager 1530-1615 Primary Trainer(s)
69 Fryer filtering and cleaning procedures All Staff to include Manager 1530-1615 Primary Trainer(s)
70 Menu review with staff All Staff to include Manager 1615-1645 Primary Trainer(s)
71 Meet with facility management for training up date & concerns Manager, GM 1645-1730 Primary Trainer(s)
72
73 Tuesday Java Café Menu Training- Food
74 Review of pizza Oven procedures & Operation All Staff to include Manager 0830-0930 Primary Trainer(s)
75 Product review and recipe procedures All Staff to include Manager 0930-1000 Primary Trainer(s)
76 Set-up of work area with small wares & proper pans All Staff to include Manager 1000-1030 Primary Trainer(s)
77 Pizza dough preparation and proofing technique All Staff to include Manager 1030-1100 Primary Trainer(s)
78 Vegetable cleaning/prepping/storage procedures All Staff to include Manager 1100-1200 Primary Trainer(s)
79 Recipe procedures review All Staff to include Manager 1300-1330 Primary Trainer(s)
80 Pizza preparation/demonstration All Staff to include Manager 1330-1430 Primary Trainer(s)
81 Review set-up and freezer pulling procedures All Staff to include Manager 1330-1430 Primary Trainer(s)
82 Production and Par requirements for daily operations All Staff to include Manager TBD Primary Trainer(s)
83 Up-Date and Prepare needed instructional wall charts All Staff to include Manager TBD Primary Trainer(s)
84 Staff training on pizza production All Staff to include Manager 1430-1530 Primary Trainer(s)
85 Continue Facilitation of Training & assign daily responsibilities All Staff to include Manager 1430-1600 Primary Trainer(s)
86 Station break down and clean up All Staff to include Manager 1530-1600 Primary Trainer(s)
87 Recap and review of days training and pizza recipes All Staff to include Manager 1600-1630 Primary Trainer(s)
88 Meet with Facility Management for Training Update & Concerns Manager, GM 1630-1700 Primary Trainer(s)
89
90 Wednesday Java Café Menu Training- Food
91 Review packaging for pizza products All Staff to include Manager 0830-0900 Primary Trainer(s)
92 Pizza station set up training All Staff to include Manager 0900-0930 Primary Trainer(s)
93 Pizza production training All Staff to include Manager 0930-1030 Primary Trainer(s)
Review process for bar service for menu items in delivery using dumb All Staff to include Manager 1030-1130 Primary Trainer(s)
94 waiter
95 Station break down and clean up All Staff to include Manager 1130-1230 Primary Trainer(s)
96 ASIP-ServSafe Alcohol Training All Staff to include Manager 1330-1430 TBD
97 Guest Service Training Refresher- Coordinate w/ FMWRC Training Rep All Staff to include Manager 1430-1700 TBD
98
99 Thursday Dry Run
100 Station set up and prep for dry run All Staff to include Manager 0900-1500 Primary Trainer(s)
101 EVENING DRY RUN All Staff to include Manager 1600-1800 Primary Trainer(s)
102
103 Friday Dry Run
104 Station set up and prep for dry run All Staff to include Manager 0800-1000 Manager
105 Receipt of Dry Goods Order All Staff to include Manager Manager
106 LUNCH DRY RUN All Staff to include Manager 1100-1300 Manager Create funny $$. Test the staff in full operational mode
107 Review Dry Runs- Hot Wash to Discuss Improvements All Staff to include Manager 1300-1400 Primary Trainer(s)
108 Prep for opening to the general public All Staff to include Manager 1430-1700 Manager
109 8/25/2010
110 Saturday OPEN TO GENERAL PUBLIC Regularly Scheduled Staff Manager
111 Place Frozen & Dry Goods Order via WOW Manager Manager
112
113 Sunday Trainer(s) monitor operation Primary Trainer(s)
114
115 Monday TRAVEL DAY- Trainer(s) Return Home
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H I J K L M N O P Q R S T U V W X Y Z AA AB AC AD AE
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AF AG AH AI AJ AK AL AM AN AO AP AQ AR AS AT AU AV AW AX AY AZ BA BB BC
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AF AG AH AI AJ AK AL AM AN AO AP AQ AR AS AT AU AV AW AX AY AZ BA BB BC
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AF AG AH AI AJ AK AL AM AN AO AP AQ AR AS AT AU AV AW AX AY AZ BA BB BC
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BD BE BF BG BH BI BJ BK BL BM BN BO BP BQ BR BS BT
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Program Scorecard - Food, Beverage, Entertainment
GARRISON 0 PAGE 1 OF 4
ACTIVITY 0
DATE 0-Jan-00
1 GUEST SERVICE YES INCOMPLETE NO N/A Score
a. Are all guests greeted and assisted? 4 2 0
b. Is there a guest feedback program in place? 2 1 0
c. Are employees trained for guest service within first month? 4 2 0
d. Annual Guest Service Training Conducted and Documented 4 2 0
e. Are guests thanked for their business with a smile? 4 2 0
f. Are employees empowered to resolve guest dissatisfaction on the spot? 4 2 0
g. Staffing Levels are adequate for sales volume. 4 2 0
h. Is there "Standard Sequence of Service Procedure" established ? 4 2 0
Total Pts Available: 30 Total Pts Earned: 0
0%
NOTES:
2 EMPLOYEES YES INCOMPLETE NO N/A Score
a. Has employee received position appropriate training? 4 2 0
b. Are uniforms and name tags in good condition, worn properly, & used for all
4 2 0
employees?
c. Are current Individual Development Plans (IDP) in place for NF3/GS5 and above? 2 1 0
d. Are there Current Performance Standards for all employees? 2 1 0
e. Are there Annual Performance Evaluations for all employees IAW AR215-3? 2 1 0
f. What is the overall assessment of employee morale? 4 2 0
g. Are team members who serve alcohol ASIP/ServSafe Alcohol (or equivalent)
2 1 0
certified?
h. Are team members who serve food ServSafe (or equivalent) trained? 2 1 0
i. Is there "Employee Recognition Program" established? 2 1 0
Total Pts Available: 24 Total Pts Earned: 0
0%
NOTES:
3 MANAGEMENT YES INCOMPLETE NO N/A Score
a. Has management completed mandatory applicable training? 4 2 0
b. Is management present during peak hours? 4 2 0
c. Is management actively involved in providing service? 4 2 0
d. Is management cordial and welcoming? 2 1 0
e. Is management appropriately dressed & wearing a nametag? 2 1 0
f. Manager conducts and documents Periodic Staff Meetings. 2 1 0
g. Departmental Supervisors conduct Pre-Shift Meetings as matter of routine. 2 1 0
h. Does management execute their Individual Development Plan (IDP)? 2 1 0
i. Management certified in ServSafe (or equivalent)? 2 1 0
j. Is management ASIP/ServSafe Alcohol (or equivalent) certified? 2 1 0
k. Does management conduct monthly financial review & analysis? 2 1 0
l. Does management track daily revenues and expenses (MIS)? 2 1 0
m. Does management produce three standard reports, analyze them, and make
program adjustments based on the result? (what's hot and what's not, Daily sales 4 2 0
report, and Hourly sales report) from the POS?
n. Personnel Requirement Document updated and accurately reflects staffing needs. 2 1 0
o. Department and Position Cross-Training Encouraged and Practiced 4 2 0
Total Pts Available: 40 Total Pts Earned: 0
0%
NOTES:
Program Scorecard Food - Beverage & Entertainment PAGE 2 OF 4
4 PRODUCT QUALITY YES INCOMPLETE NO N/A Score
a. Is the menu item ordered available? 2 1 0
b. Is the unavailable menu item reasonable? 2 1 0
c. Is service time appropriate to style of food delivery? 2 1 0
d. Is the food quality acceptable? 2 1 0
e. Appearance of All menu items According to Standard 2 1 0
f. Are standardized recipes available for staff and followed? 2 1 0
g. Are food production schedules prepared and used? 2 1 0
h. Are portion controls in place & followed? 2 1 0
i. Is the variance acceptable between the number of portions used and the number of
2 1 0
portion forecasted?
j. Is "Taste and Temperature Panel" utilized? 2 1 0
Total Pts Available: 20 Total Pts Earned: 0
0%
NOTES:
5 BUSINESS PROCEDURES YES INCOMPLETE NO N/A Score
a. Is RecTrac used to prepare and submit the DAR? 2 1 0
b. Are fees and pricing IAW IMCOM Operating Standards? 2 1 0
c. Is the annual competitive pricing survey completed? 2 1 0
d. Is the Business Action Plan updated to reflect current status? 2 1 0
e. Is marketing research used in the development of the business/action plan? 2 1 0
f. Is "Web-site" available? 2 1 0
g. Is information in the "Web-site" update regularly? 2 1 0
h. Is there a reinvestment plan for the facility and FFE (5-yr/CPMC)? 2 1 0
i. Are CPMC's submitted for the budgeted quarter? 2 1 0
j. Is a Standard Operations Procedures (SOP) available for review? 2 1 0
k. Is a Facility Safety Plan available and reviewed by all employees? 2 1 0
l. Are employees accounted for in the proper department? 2 1 0
m. Are events advertised and promoted at a minimum 30 days in advance? 2 1 0
n. Are JSPVP rebates credited to the correct department? 2 1 0
o. Are par inventory levels established? 2 1 0
p. Is stock being properly rotated (FIFO)? 4 2 0
q. Are tip reporting procedures followed and update? 10 5 0
r. Do reduced pricing periods in the bar conform to published guidelines IAW AR 215-
4 2 0
1, Chapter 10, para 8g?
s. Is a "Designated Driver" program in place and advertised? 4 2 0
Total Pts Available: 52 Total Pts Earned: 0
0%
NOTES:
6 PROGRAMMING YES INCOMPLETE NO N/A Score
a. Is an Annual Marketing Plan available for review? 2 1 0
b. Is the annual events and programming schedule available for review? 4 2 0
c. Is there Marketing Strategy established to introduce events/programs to maximize
4 2 0
the utilization of facility?
d. Are programs developed to utilize the capacity? 4 2 0
e. Do the programs support "Army Family Covenant Program" ? 2 1 0
Total Pts Available: 16 Total Pts Earned: 0
0%
NOTES:
Program Scorecard Food - Beverage & Entertainment PAGE 3 OF 4
7 AUTOMATION YES INCOMPLETE NO N/A Score
a. Is FoodTrak/RecTrac/POS data used for menu management analysis? 2 1 0
b. Is FoodTrak/RecTrac used for standardized recipes? 4 2 0
c. Is FoodTrak/RecTrac utilized for inventory? 4 2 0
d. Are invoices entered into FoodTrak/RecTrac within two business days? 4 2 0
e. Are the POS & FoodTrak updated to reflect current operations? 2 1 0
f. Is EventMaster fully utilized? 4 2 0
g. Are FoodTrak and EventMaster interfaced? 2 1 0
Total Pts Available: 22 Total Pts Earned: 0
0%
NOTES:
8 CATERING PROGRAM YES INCOMPLETE NO N/A Score
a. Are Catering Brochures current? 2 1 0
b. Do Catering Brochures/correspondence present a professional appearance? 2 1 0
c. Is there "Standard Operation Procedure" established for Banquet and Catering? 4 2 0
d. Is there POC listing for individual military units? 4 2 0
e. Is there standard facility fee structure? 2 1 0
f. Are Catering Sales Staff incentive plans in place? 2 1 0
Total Pts Available: 16 Total Pts Earned: 0
0%
NOTES:
9 FACILITY YES INCOMPLETE NO N/A Score
a. Does the front entrance give a good first impression? 2 1 0
b. Is the parking lot clearly marked and outside areas clean? 2 1 0
c. Is there professional exterior signage? 2 1 0
d. Is signage and advertising current? 2 1 0
e. Are the landscaped areas well maintained? 2 1 0
f. Is the dumpster area well maintained? 2 1 0
g. Are the floors, furniture, and fixtures clean? 2 1 0
h. Are the restrooms clean, adequately stocked and well maintained? 2 1 0
i. Are all areas adequately lit/all lights functional? 2 1 0
j. Are the drinking fountains clean with cool, adequate water pressure? 2 1 0
k.
Is the stage set (proper lighting, background music, televisions, popcorn popped)? 2 1 0
Total Pts Available: 22 Total Pts Earned: 0
0%
NOTES:
10 SANITATION YES INCOMPLETE NO N/A Score
a. Are the last 3 Preventive Medicine (sanitation) inspections on file? 2 1 0
b. Are all findings corrected within specified time? 2 1 0
c. Are all kitchen equipment clean and organized? 4 2 0
d. Are the kitchen service and storage areas clean and organized? 4 2 0
e. Are the bar service and storage areas clean and organized? 4 2 0
f. Are any Portable F&B operations equipment clean and well stocked? 2 1 0
g. Is the back bar clean and organized? 2 1 0
h. Sanitize solution used to clean prep equipment and tools 2 1 0
i. Are Accurate Food Thermometers used? 2 1 0
j. Is "Cooling log" used? 2 1 0
Total Pts Available: 26 Total Pts Earned: 0
0%
NOTES:
Program Scorecard Food - Beverage & Entertainment PAGE 4 OF 4
11
FOOD & BEVERAGE STANDARDS
BM/STD YTD XXX% ≥ 80% 79-50% 5% >2 10% >10% 15% N/A SCORE
c Actual NIBD vs. Budgeted NIBD 10 5 0
. CY $ BUDGET % Variance
#DIV/0!
WITH IN NO- N/A SCORE
4 YEARS IN-PROGRESS PROGRESS
d Management Certification 10 5 0
Total Pts Available: 40 Total Pts Earned: 0
0%
FOOD & BEVERAGE BENCHMARKS Summary;
Non-Rated
Current Variance
Last Year
Year
Contribution Margin (NIBD) % 0% #DIV/0!
Contribution Margin (NIBD) $ $ - #DIV/0!
Current Variance
PROGRAM ROLLUP Actual % Last Year Year
a. COGS 40% 0% #DIV/0!
b. Labor 42% 0% #DIV/0!
c. OOE 10% 0% #DIV/0!
SNACK BAR BENCHMARKS
a. COGS 35% 0% #DIV/0!
b. Labor 35% 0% #DIV/0!
c. OOE 10% 0% #DIV/0!
CATERED FOOD BENCHMARKS
a. COGS 30% 0% #DIV/0!
b. Labor 30% 0% #DIV/0!
c. OOE 10% 0% #DIV/0!
BAR BENCHMARKS
a. COGS 25% 0% #DIV/0!
b. Labor 30% 0% #DIV/0!
c. OOE 10% 0% #DIV/0!
CATERED BAR BENCHMARKS
a. COGS 25% 0% #DIV/0!
b. Labor 25% 0% #DIV/0!
c. OOE 5% 0% #DIV/0!
BINGO BENCHMARKS
a. *NIBD 15% 0% #DIV/0!
PROGRAM SCORING GUIDANCE FBE
1. GUEST SERVICE
a. Are all guests greeted and assisted?
Yes All guests greeted promptly, staff tenor positive, serving guests in a professional manner.
Incomplete Guest experience largely positive but lacks friendliness and timeliness as noted.
No Completely poor behaviors from staff leading to intolerable guest service.
b. Is there a guest feedback program in place?
Yes The guest feedback program (such as comment card, guest voice, or focus group other than ICE) is developed, and utilized improving guest
service quality.
Incomplete A program is in place, but not actively utilized.
No No program is in place to obtain guests' feedback.
c. Are employees trained for guest service within first month?
Yes All new recruits trained within mandatory 30 day period.
Incomplete Not all new recruits trained within mandatory 30 day period and/or only some team members trained.
No New recruits not trained within mandatory 30 day period.
d. Annual Guest Service Training Conducted and Documented
Yes All Management and team members trained annually is documented.
Incomplete Manager not in attendance and/or only some team members trained annually.
No Managers and/or all but 1 or 2 team members are completely untrained.
e. Are guests thanked for their business with a smile?
Yes All guests thanked with a smile, staff tenor positive, and reminded about returning business.
Incomplete Most guests thanked, but with unprofessional attitude.
No Most guests NOT thanked due to lack of adequate staffing and/or poor behavior.
f. Are employees empowered to resolve guest dissatisfaction on the spot?
Yes Guidance for handling guest complaints was provided, and systematically followed to satisfy guest complaints and recorded.
Incomplete Guidance for handling guest complaints was provided, but not followed or recorded properly.
No Employees do not have authority to solve guest dissatisfaction on the spot.
g. Staffing Levels are adequate for Sales volume.
Yes All team members are busy and guests are well served. Overall staffing is adequate and payroll is commensurate to sales volume.
Incomplete Not all staff active and/or adequate staffing not properly applied based on volume.
No Understaffing resulting is sub-standard guest service, or some team members standing around or spread to thin as noted.
h. Product Merchandising is well placed and effective.
Yes All menu itesm are always available and neatly merchandised for easy, convenient sale at order point.
Incomplete Most items are appropriately merchandised for quick sale with exception of 1 menu item.
No More than 1 item not merchandised properly as noted.
i. Is there a "Standard Sequence of Service Procedure" established ?
Yes Standard Sequence of Service Procedure is established for each position and properly trained and revised as necessary.
Incomplete Standard Sequence of Service Procedure is established, but not followed and/or trained an not updated.
No No Standard Sequence of Service Procedure established.
2. EMPLOYEE
a. Has employee received position appropriate training?
Yes All staff members received written position guide and training documented by HR Orientation Checklist.
Incomplete All staff or most of staff received the training as on-the-job training without written position guides.
No Position training is NOT conducted and without written position guide.
b. Are uniforms and name tags in good condition, worn properly and used for all employees?
Yes Everyone is in uniform, looks sharp and is wearing their logo shirt, apron, hat and nametag as specified.
Incomplete All team members are in uniform; however, replacement of uniform items are required as noted.
No Majority of employees are NOT in uniform.
c. Are current Individual Development Plans (IDP) in place for NF3/GS-5 and above?
Yes All employees have a current and active IDP.
Incomplete All IDPs are current, but not active.
No IDPs are outdated. Or, IDP's have yet to be formulated and activated for all staff.
d. Are there Current Performance Standards for all employees?
Yes Performance Standards for each position are current, that have been developed and reviewed by management and employee together.
Incomplete Management and Employee is not in the process of writing performance standards.
No There are no Performance Standards for all positions.
e. Are there Annual Performance Evaluations for all employees IAW AR215-3?
Yes All employees received "Performance Evaluations" annually.
Incomplete More than 25% of employees didn't received "Performance Evaluations" annually.
No More than 50% of employees didn't received "Performance Evaluations" annually.
f. What is the overall assessment of employee morale?
Yes Employee attitude showed high and positive morale which translates into positive motivation, increased productivity, exceeding expectations
for performance and happy employees and guests.
Incomplete Some positive and some negative employees' attitude was observed, and no positive motivation observed.
No Most employees performed their job, because it was his/her job. There was no fun, motivation, and happy employees.
g. Are team members who serve alcohol ASIP/ServSafe Alcohol (or equivalent) certified?
Yes All new employees trained within mandatory 30 day period and all team members trained at a minimum annually.
Incomplete Not all new employees trained within mandatory 30 day period and/or only some team members trained.
No New employees not trained within mandatory 30 day period.
h. Are team members who serve food ServSafe (or equivalent) trained?
Yes All staff trained within past year via MWR Academy, MWR Academy On-Line Course, Certified manager, Area manager or Preventive
Medicine representative.
Incomplete Current employees trained but not on an annual basis.
No Employees not certified.
i. Is there an "Employee Recognition Program" established?
Yes The program was in place, and utilized improving employees' motivation and morale.
Incomplete The program was in place, but lack of participation by management.
No There is no "Employee Recognition Program" established.
3. MANAGEMENT
a. Has management completed mandatory applicable training?
Yes Manager verifiably completed all the required training.
Incomplete Manager yet to be trained but verifiably scheduled for training completion with 6 months.
No Manager not trained nor scheduled for training in next 6 months.
b. Is management present during peak hours?
Yes Management is actively involved during peak service times.
Incomplete Management provides inconsistent oversight during peak periods.
No Manager is in office or unavailable during peak service times.
c. Is management actively involved in providing service?
Yes Management is actively involved in service.
Incomplete Management engages only when requested to.
No Management uninvolved any customer service.
d. Is management cordial and welcoming?
Yes Management showed very professional manner toward guest service all the time.
Incomplete Guest experience largely positive, but lack of friendliness or welcoming.
No Management are not cordial and welcoming.
e. Is management appropriately dressed & wearing a nametag?
Yes All Management is appropriately dressed and wearing a nametag.
Incomplete Some of management is not appropriately dressed and/or no nametag.
No A majority are not appropriately dressed and/or no nametag.
f. Manager Conducts and Documents periodic Staffing Meetings.
Yes Periodic staffing meetings were held and documents.
Incomplete Staffing Meeting were held when required as noted.
No No staffing meetings was held within last 12 months.
g. Departmental Supervisors conduct Pre-Shift Meetings as matter of routine.
Yes Supervisors conduct Pre-Shift Meetings for each shift every day.
Incomplete Supervisors conduct Pre-Shift Meetings when necessary as noted.
No There was no Pre-Shift Meetings.
h. Does management execute their Individual Development Plan (IDP)?
Yes All managerial staff IDPs are current and active.
Incomplete Not all IDPs are current..
No Managerial staff does not have current and active IDPs.
i. Management certified in ServSafe (or equivalent)
Yes Manager verifiably certified.
Incomplete Manager yet to be certified but verifiably scheduled for certification completion with 6 months.
No Manager not certified nor scheduled for certification in next 6 months.
j. Is management ASIP/ServSafe Alcohol (or equivalent) certified?
Yes Manager verifiably certified.
Incomplete Manager yet to be certified but verifiably scheduled for certification completion with 6 months.
No Manager not certified nor scheduled for certification in next 6 months.
k. Does management conduct monthly financial review & analysis?
Yes Manager fully engaged in routine financial reviews. Manager monitors monthly statement and POS monthly analysis/reporting and provides
remedies in solving related financial issues.
Incomplete Manager has basic understanding of financial yet does not review monthly POS menu analysis and does not act to implement changes.
No Manager does not review financial statements, complete POS reporting and/or understand basic elements of GLAC's, COGS, Labor, OOE or
NOBD as noted. Retraining is required.
l. Does management track daily revenues and expenses (MIS)?
Yes
Daily MIS reporting is completed, reviewed daily for accuracy and utilized effectively in evaluating business trends and cost center oversight.
Incomplete Daily MIS reporting is completed yet not necessarily reviewed by management on a daily basis. Usefulness of MIS as a management tool is
questionable.
No Daily MIS reporting is incomplete and cannot be relied upon by management to assist in operational control in any meaningful measure.
m. Does management produce three standard reports, analyze them, and make program adjustments based on the result?
(what's hot and what's not, Daily sales report, and Hourly sales report) from the POS?
Yes Management produced standard reports for reviewing operational current status, and taking necessary action.
Incomplete Management can generate the reports, but not fully utilized.
No Management does not generate any standard reports, nor utilizes them.
n. Personnel Requirements Document updated and accurately reflects staffing needs.
Yes PRD reflects an adequate number of positions and position types based on facility requirements, basiness volume and locak dynamics.
Incomplete PRD is outmoded and requires adjustments as noted.
No PRD is dramatically understated in order to achieve proper staffing complement as noted.
o. Departmental and Position Cross-Training Encouraged and Practiced
Yes All staff members within foodservice activity have an active understanding and can perform all functions consistently and with confidence.
Where applicable, departmental cooperation is realized through active cross-training and all staff members are encouraged to assist one
another in all aspects of operations.
Incomplete Only some staff members within foodservice activity have an active understanding of various functions and/or little-to-no departmental cross-
training leading to inability to properly serve guests as noted.
No Complete lack of both foodservice staff member and/or departmental cross-training severely hampering ability to adequately serve guests.
4. PRODUCT QUALITY
a. Is the menu item ordered available?
Yes All menu items readily available for sale.
Incomplete Multiple substitutions were made, and some products completely unavailable as noted.
No Numerous items out of stock and driving business away as noted.
b. Is the unavailable menu item reasonable?
Yes The product is "not in stock" item.
Incomplete Some of product is "not in stock" item.
No The product is available, but not producing by kitchen staff due to the reason as noted.
c. Is service time appropriate to style of food delivery?
Yes The serving time was acceptable based on the business volume and type of food ordered.
Incomplete The serving time wasn't acceptable, but there was explanatory reasons as noted.
No The serving time wasn't acceptable due to lack of adequate staffing or poor behaviors leading to intolerable guest service.
d. Is the food quality acceptable?
Yes The appearances, texture, flavor, color, aroma, and taste of food was acceptable.
Incomplete Overall food was OK, but some of elements (appearances, texture, flavor, color, aroma, and taste) did not met the expectation.
No Majority of elements did not meet the expectation.
e. Appearance of all menu items according to standard
Yes All menu items are appetizing and prepared/plated in accordance with recipe production procedures.
Incomplete Deviation to preparation or plating standards resulting in more than 1 menu item served in less than appealing fashion as noted.
No Numerous deviations to preparation and plating cause for more formalized training is required.
f. Are standardized recipes available for staff and followed?
Yes Standardized recipes manual readily available to all team members and in use as a training tool. Recipes consistently followed from person-
to-person, shift-to-shift to include proper plating guidance. Promotion recipes are also trained and followed by all staff.
Incomplete Management and staff preparing items that in some cases deviate or don't resemble recipe standard.
No Management and staff deliberately preparing items that are not consistent with recipe specifications or developing their own recipes without
Family and MWR concurrence.
g. Are food production schedules prepared and used?
Yes Food Production Schedules are prepared and used, and followed correctly. Food Production Schedules are shown the menu items to be
prepared for each cook regarding quantities to prepare, pricing, leftovers, portion factors and HACCP controls. The schedules are prepared
for every meal and every day.
Incomplete Food Production Schedules are prepared, but not followed correctly.
No There is no implementation of Food Production Schedules.
h. Are portion controls in place & followed?
Yes All weights and measures consistently adhered to through the use of proper scales and portioning devices.
Incomplete Inconsistent adherence to more than 1 recipe portion standard as noted.
No Wholesale deviations in consistent recipe portion control and/or non-use of critical portioning devices resulting in elevated COGS.
I. Is the variance acceptable between the number of portion used and the number of portion forecasted?
Yes Based on the Production Record, the variance was between from 5% to 7%.
Incomplete Based on the Production Record, the variance was greater than 7%.
No Production Record is not used yet.
j. Is "Taste and Temperature Panel" utilized?
Yes Taste and Temperature panel is utilized to improve the quality of food.
Incomplete Taste and Temperature panel is utilized only certain period of time.
No There is no utilization of Taste and Temperature Panel.
5. BUSINESS PROCEDURE
a. Is RecTrac used to prepare and submit the DAR?
Yes RecTrac is used to prepare and submit the DAR completely.
Incomplete RecTrac is used to prepared and submit the DAR with exceptions as noted.
No Multiple submission missing, inaccurate and/or ignored as noted.
b. Are fees and pricing IAW IMCOM Operating Standards?
Yes Food and Beverage items are determined using published Army Benchmarks in conjunction with sales mix calculations.
No Food and Beverage items are not determined using published Army Benchmarks in conjunction with sales mix calculations.
c. Is the annual competitive pricing survey completed?
Yes Surveys conducted annually.
Incomplete Previous year's survey data available and utilized in current annual Business Plan
No No surveys conducted.
d. Is the Business Action Plan updated to reflect current status?
Yes The Business Action Plan is updated to reflect current status, and effectively and accurately followed.
Incomplete The Business Action Plan is updated to reflect current status, but not effectively followed.
No The Business Action Plan is outdated.
e. Is marketing research used in the development of the business/action plan?
Yes Marketing research is used to develop the business/action plan actively.
Incomplete Marketing research is conducted, but not utilized to develop the business/action plan.
No No evidence of marketing research in development of the business/action plan.
f. Is Web-site available?
Yes Web-site is available, attractively designed and up to date.
Incomplete "Web-site" is available, but inaccurate and unprofessional as noted.
No No Web-site available.
g. Is information in the "Web-site" update regularly?
Yes The information is up to date regularly, and accurate. The Program managers are responsible submitting informational changes to the
Marketing office as they pertain to their programs.
Incomplete Some of the information is inaccurate, and no systemic plan to up dating the information.
No The information is inaccurate as noted, and required more attention.
h. Is there a reinvestment plan for the facility and FFE (5-yr/CPMC)?
Yes Based on current FY CPMC and Business Plan submissions, reinvestment in facility and program has been well planned and is clearly a
local/regional priority.
Incomplete Reinvestment plan for the facility is exists, but requires updating as noted.
No No current plan for reinvestment of facility or FFE.
I. Are CPMC's submitted for the budgeted quarter?
Yes Based on current FY CPMC and Business Plan submissions, reinvestment in facility and program has been well planned and is clearly a
local/regional priority.
Incomplete Current FY CPMC submissions are responsible but require updating as noted.
No Current FY CPMC submissions are nearly non-existent or ill-conceived, or no current CPMC submission in evidence.
j. Is a Standard Operations Procedures (SOP) available for review?
Yes SOP is available for review, and well organized.
Incomplete SOP is available for review, but not organized as noted.
No No SOP available.
k. Is a Facility Safety Plan available and reviewed by all employees?
Yes Facility Safety Plan is available and reviewed by all employees and Facility Safety Training is conducted annually.
Incomplete Facility Safety Plan is available, but not officially trained or reviewed by all employees.
No No Facility Safety Plan available.
l. Are employees accounted for in the proper department?
Yes PRD reflects an adequate number of positions and position types based on facility requirements, business volume and local dynamics.
Incomplete PRD is outdated and requires adjustments as noted.
No PRD misses overall staffing requirements mark and/or isn't utilized in any meaningful way as noted.
m. Are annual Marketing planed events advertised and promoted at a minimum 30 days in advance?
Yes Management works well with Marketing Department to advertize and promote the events longer than 30 days in advance.
Incomplete Management works with Marketing Department to advertize and promote the events completed, however, the timeliness on certain
programming is lacking and/or certain elements missing as noted.
No Coordinated efforts sorely lacking as noted and overall ad program requires a great deal more emphasis.
n. Are JSPVP rebates credited to the correct department?
Yes JSPVP rebates were credited into the right GLAC code.
Incomplete JSPVP rebates were not credited into the right GLAC code as noted.
No JSPVP rebates were not credited into the right GLAC code as noted, and/or missing some of rebates.
o. Are par inventory levels established?
Yes All food products and supplies are on-hand in sufficient quantities based on the par inventory levels.
Incomplete Some of products or supplies aren't on-hand in sufficient quantities due to insufficient par inventory levels for the items.
No Wholly insufficient quantities or food products or supplies on-hand as noted to the detriment of business.
p. Is stock being properly rotated (FIFO)?
Yes FIFO rotation applied for all food products and supplies in evidence. All products are dated to indicate date of receipt or an effective,
consistent system of product rotation is in place and documented. .
Incomplete FIFO rotation applied for all food products, but missing the system for some of products as noted.
No FIFO rotation not followed.
q. Are tip reporting procedures followed and update?
Yes All tip reporting procedures are followed timely manner and up to date regularly.
Incomplete Some of tip reporting procedures are followed, but not regularly basis.
No Numerous deficiencies identified as noted.
r. Do reduced pricing periods in the bar conform to published guidelines IAW AR 215-1, Chapter 10, para 8g?
Yes Reduced bar pricing periods conform to pubished AR 215-1 guidelines.
Incomplete Reduced bar pricing periods are being conducted; however, some practices are questionable IAW AR 215-1.
No Reduced bar pricing periods does not conform to pubished AR 215-1 guidelines.
s. Is a "Designated Driver" program in place and advertised?
Yes "Designated Driver" program is in place and well advertised, and fully executed.
Incomplete "Designated Diver" program is in place, but not advertised.
No There is no "Designed Driver" program.
6 PROGRAMMING
a. Is an Annual Marketing Plan available for review?
Yes Annual Marketing Plan is available for review.
Incomplete Previous years Marketing Plan is available, but not current year.
No No Annual Marketing Plan is existed.
b. Is the annual events and programming schedule available for review?
Yes Annual Events and Programming schedule is available for review.
Incomplete Annual Events and Programming schedule is available for review, but lack of frequency as noted.
No No Annual Events and Programming schedules in place.
c. Is there Marketing Strategy established to introduce events/programs to maximize the utilization of facility?
Yes Events/programs were planned well in advance, executed on-time with team members fully trained in preparation standards, POS
programmed and applicable advertising in place.
Incomplete Events/programs were planned, but not offered in a consistent or professional manner as noted.
No No steps taken to plan or execute promotion in any meaningful way or promotion(s) not being offered at all.
d. Are programs developed to utilize the capacity?
Yes Programs were developed when management determined the opportunities to bring customers into facility.
Incomplete Programs were developed, but was not able to catch every opportunities.
No No event/programs were developed to maximize the utilization of facility.
e. Do the programs support Army Family Covenant Program?
Yes Programs were designed to some degree supporting the Army Family, i.e. offering family programs, kid's menu, or special family event.
Incomplete Some of programs supported Army Family Covenant Program.
No No programs supported Army Family Covenant Program.
7 AUTOMATION
a. Is FoodTrak utilized with RecTrac/POS for menu management?
Yes FoodTrak utilized for all database, inventory and reporting functions, and cost up to date and review regularly.
Incomplete FoodTrak utilized for recipe database and/or inventory only.
No FoodTrak is only utilized for inventory or, recipes and/or inventory items or costs not consistently updated.
b. Is FoodTrak/RecTrac used for standardized recipes?
Yes FoodTrak/RecTrac is used for standardized recipes and adding or changing the recipes accurately.
Incomplete FoodTrak/RecTrac is used for standardized recipes for some of menu items, and not up to date.
No No adjustments were made for more than 2 years.
c. Is FoodTrak/RecTrac utilized for inventory?
Yes FoodTrak utilized for all database, inventory and reporting functions.
Incomplete FoodTrak utilized for only recipe database and/or reporting functions, but not inventory.
No No utilization of FoodTrak/RecTrac for inventory.
d. Are invoices entered into FoodTrak/RecTrac within two business days?
Yes All invoices are entered into FoodTrak/RecTrac within two business days.
Incomplete Multiple deviations to entering the invoices into FoodTrak/RecTrac as noted.
No Numerous deviations to entering the invoices into FoodTrak/RecTrac as noted.
e. Are the POS & FoodTrak updated to reflect current operations?
Yes The POS & FoodTrak are undated to reflect current operations accurately and completely.
Incomplete The POS & FoodTrak are updated to reflect current operations, but required attention as noted.
No The Pos & FoodTrak are outdated.
f. Is EventMaster fully utilized?
Yes EventMaster is on site, fully utilized, and employees are fully trained on software package.
Incomplete EventMaster is on site, but not fully utilized. Employees are not fully trained on software package.
No No EventMaster used for Catering Program.
g. Are FoodTrak and EventMaster interfaced?
Yes FoodTrak and EventMaster are fully interfaced and utilized actively.
Incomplete FoodTrak and EventMaster are interfaced, but not utilized.
No There was no interface between FoodTrak and EventMaster.
8 CATERING PROGRAM
a. Are Catering Brochures Current?
Yes Catering Brochures are current and professionally displayed.
Incomplete Catering Brochures are outdated, or require improvements as noted.
No Catering Brochures are not exist to promote.
b. Do Catering Brochures /correspondence present a professional appearance?
Yes All Catering Brochures/correspondence present are complete, professional and effectively displayed.
Incomplete Catering Brochures and/or correspondence are missing or require improvement as noted.
No Catering Brochures/correspondence are not present.
c. Is there a POC listing for individual military units?
Yes Established a POC list for facility and surrounding communities.
Incomplete The list of frequent guests were established, but not expending potential POC or used.
No There was no POC listing for individual military units.
d. Is there standard facility fee structure?
Yes Standard Facility Fee Structure is developed and utilized.
Incomplete Standard Facility Fee Structure is developed, but lacking in specific information as noted.
No No Standard Facility Fee Structure is developed.
e. Are Catering Sales Staff incentive plans in place?
Yes Catering Sales Staff incentive plans are in place, and actively executed.
Incomplete Catering Sales Staff incentive plans are in place, but not executed actively.
No Catering Sales Staff incentive plans are not in place, or the plans are in place, but not executed.
9 FACILITY
a. Does the front entrance give a good first impression?
Yes The front entrance is very attractive, clean, and professional quality.
Incomplete The front entrance is of poor quality.
No The front entrance is nearly non-attention by management.
b. Is the parking lot clearly marked and outside areas clean?
Yes All areas clean and orderly and by all appearances monitored throughout the day.
Incomplete Some areas require more thorough and frequent attention as noted.
No All areas sorely lacking in appearance due to obvious neglect.
c. Is there professional exterior signage?
Yes All signage's are accurate, effectively placed, clean and of professional quality.
Incomplete Some signage not completely effective due to noted deficiency.
No Signage is of poor quality or nearly non-existent.
d. Is signage and advertising current?
Yes All signage's and advertising are current and accurate.
Incomplete Some signage not completely and some advertising are not accurate.
No No effective signage and advertising are in place.
e. Are the landscaped areas well maintained?
Yes All areas are well maintained, and attractive.
Incomplete Some areas require more thorough and frequent attention as noted.
No All areas sorely lacking in appearance due to obvious neglect.
f. Is the dumpster area well maintained?
Yes All areas clean and orderly and by all appearances monitored throughout the day.
Incomplete Some areas require more thorough and frequent attention as noted.
No All areas sorely lacking in appearance due to obvious neglect.
g. Are the floors, furniture, and fixtures clean?
Yes All are clean, and routine maintenance program is in place.
Incomplete No real problem in place, but some areas require more thorough and frequent attentions as noted.
No No program in place for cleaning and maintaining the floors, furniture's, and fixtures.
h. Are the restrooms clean, adequately stocked and well maintained?
Yes Restrooms sparkle. All areas are neat, fully stocked and routinely cleaned/stocked throughout the day.
Incomplete All areas begin clean at start of day, however, more focused attention is needed during peak service periods and/or throughout the day as
noted.
No Some areas require a great deal of attentions as noted, and/or all areas dirty and lacking basic stock. Management and team members show
lack of concern.
i. Are all areas adequately lit/all lights functional?
Yes All facility entryway points securely lit and guest service areas well lighted.
Incomplete Most entryways and service areas well lit with 1 exception as noted.
No Entryway and/or service area lighting inadequate or poorly maintained as noted.
j. Are the drinking fountain clean with cool, adequate water pressure?
Yes All drinking fountains are clean with cool, adequate water pressure.
Incomplete Some of drinking fountains were not functioning as noted.
No The condition of majority of drinking fountains were not acceptable. Management and team members show lack of concern.
k. Is the stage set (proper lighting, background music, televisions, popcorn popped)?
Yes Staff is ready to serve in full attire, doors are unlocked, cash drawer is in POS, restroom floors are dry, music & lights are on -Stage is fully
set.
Incomplete Numerous shortcomings getting's in the way of a positive guest experience as noted.
No Staff clearly scrambling to serve on time.
10 SANITATION
a. Are the last 3 Preventive Medicine (sanitation) inspections on file?
Yes The copies of the inspections were on file and available for review.
Incomplete The copies of inspections were on file, but not for the last 3 inspections.
No The copies were not available for review.
b. Are all findings corrected within specified time?
Yes The action plan was developed and followed. No more than 2 critical and 2 non-critical violations in the inspections.
Incomplete Specific action plan wasn't developed, but some of findings were corrected.
No Same violations were occurred more than two consequent inspections, but there is no action plan.
c. Are all kitchen equipment clean and organized?
Yes An organized and systemic maintenance and cleaning program is in place and clearly evident.
Incomplete Most equipment is working and clean, but program lacks drive to properly maintain equipment in
accordance with equipment service standards.
No No program in place where some equipment is unserviceable.
d. Are the kitchen service and storage areas clean and organized?
Yes Kitchen service and storage area immaculate and organized in a logical, orderly fashion. 1) Toxic and chemical materials are not stored
above or next to food, food equipments, utensils or single-serve articles. 2) All glass, china, pottery or other breakable containers are stored
on bottom shelves, not near raw meat, poultry, fish and shell eggs. 3) Raw meat, poultry, fish and shell eggs are stored below ready-to-eat
foods. All unwashed produce are stored below ready-to-eat foods and above raw meat, poultry, fish and shell eggs.
Incomplete Kitchen service and storage area require additional attention as noted.
No Kitchen service and storage area are in a state that could result in safety and/or health hazard due to one of couple of following factors: 1)
incorrect food storage, leading to cross-contamination, 2) inadequate temperature control in the storage area, 3) not using sanitized utensils
for handling ready-to-eat foods.
e. Are the bar service and storage areas clean and organized?
Yes An organized and systemic maintenance and cleaning program is in place and clearly evident.
Incomplete Some semblance of an organized maintenance program is at work. Maintenance is satisfactory as a rule but some improvements can be
made as noted.
No No real program in place, the area dirty and purely repairing as things break, or following factors:
f. Are any Portable F&B service equipment clean and well stocked?
Yes An organized and systemic maintenance and cleaning program is in place and well stocked.
Incomplete Most of equipment were reasonable clean and stocked well after using them, but require some attention to detail as noted.
No Equipment were dirty and required to repair things broken.
g. Is the back bar clean and organized?
Yes The back bar is clean and organized in a logical, orderly fashion.
Incomplete The back bar require additional attention as noted.
No The back bar require immediate attention as noted.
h. Are Accurate Food Thermometers used?
Yes
Employees use cleaned, sanitized and calibrated food thermometers. ( must be accurate to at least +/- 2°F from 32°F or +/- 0.5°C from 0°C).
Incomplete Some of employees use them, but not all, and/or the temperature weren't accurate as they must be.
No Majority of employees don't use Food Thermometers.
I. Is Sanitize solution used to clean preparation equipment and tools?
Yes Sanitize solution is used to clean all preparation equipment and tools with standard usage instruction.
Incomplete Sanitize solution is used to clean, but not providing standard usage instruction.
No Sanitize solution is not used to clean, and require immediate attention as noted.
j. Is "Cooling Log" used?
Yes Cooling Log is used and followed standard procedure. Standard Procedures are as follow: 1) Liquid foods should be cooled in ice/water
bath, 2) Reduce Mass if necessary to ensure proper cooling, 3) Ensure Potentially Hazardous Foods are cooled from 140°F to 70°F within
two hours, then to 40°F in an additional two hours. 4) Ensure all foods once cooled are labeled, dated, and covered.
Incomplete Cooling Log is used, but not followed the standard procedure.
No Cooling Log is not used.