Food and Beverage Manager Role Description

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2 Food and Beverage Manager Role Description Reports to: Working Pattern: General Manager Standard hours are 8am to 5pm, 5 days a week including alternate weekends during the open season and occasional evenings throughout the year. Weekend and evening work will be offset by TOIL. The F&B Manager and FOH Manager will work alternate rota patterns where possible to provide 7 day cover. Overview Cotswold Farm Park is a successful visitor destination within the Cotswolds, with over 100,000 day visitors and a successful F&B offer operating within the constraints of the current site facilities. Cotswold Farm Park wish to develop the site facilities with specific focus on the F&B offer, and we require a motivated and experienced F&B Manager to assist with the growth of this enterprise. The outline plans include: Increasing the current restaurant space by three fold, to include flexible alternate use of facilities. Building a new convenience catering outlet. Developing a space and food offer suitable for coach tours or groups. Developing the menu to meet customer needs whilst appealing as a food destination for non-park visitors at appropriate times during the season. Feasibility studies into additional revenue streams, to maximise use of existing facilities. If you would like to be involved in the design, project management and execution of this exciting development, and can demonstrate experience and drive to achieve our ambitions, then we would love to hear from you.

3 Job Purpose: Through planning, direction and supervision - to ensure the service and financial objectives of the F&B department are achieved and improved upon for the benefit of the customers and employees. Through the adoption of a hands on approach - ensure the F&B department runs in accordance with company policy along with customer and staff welfare, and outstanding customer service is provided at all times. Implement and carry out the continuous training of all food & beverage employees to achieve the highest degree of competence to undertake their duties as detailed in their job descriptions. Form part of the project development team, to project manage the development of the current F&B offer to maximise the use of the planned new facilities. Through a passionate approach - champion Cotswold Farm Park s vision and values, promoting a professional and positive image at all times. Develop the food and beverage offer to maximise commercial opportunities within Cotswold Farm Park s growth objectives and brand guidelines. Key Performance Areas: Customer Service Statutory Management Financial Management Strategic Management Operations Management Project Management Human Resources Personal Development and Effectiveness

4 Key Outputs: The function of the F&B Manager is being performed competently when: Customer Service: A positive personal image is presented to the customer and interaction is developed on a daily basis. A climate and environment are fostered that delight customers, scoring an average of 4.5 out of 5 on customer feedback forms. The needs and feelings of the customer are anticipated and responded to appropriately and kept in balance with the needs of Cotswold Farm Park. A proactive approach is evident in achieving customer service quality results, implementing corrective training where appropriate. Problems effecting the customers are identified and interpreted with solutions proposed to the General Manager. Customer complaints are dealt promptly and in a manner that is satisfactory to the customer and Cotswold Farm Park with corrective action taken to prevent any reoccurrence. Improvement targets are met relating to formal measurement criteria. Opportunities for positive publicity and marketing content are sought. Statutory Management: Procedures and legal requirements pertaining to safety, hygiene & security are adhered to. The health and safety of employees and the public are monitored and maintained. The F&B department achieves a 5 star food hygiene rating on each inspection. Equipment and supply needs are identified and defects in equipment are resolved appropriately. Advice is given to other departments on food hygiene procedures, e.g. handwashing and hygiene procedures in the staff room. Energy efficiency is promoted and improvements identified and acted upon. Team members are trained in safe working practices and their legal responsibilities. Appropriate records are maintained in accordance with company and legal requirements. Finance Management: Information is obtained and evaluated from food and beverage stocktakes with corrective action taken where necessary. Control procedures are in place and maintained for the supply of food and drink and an updated inventory is kept for all equipment. All products are costed to ensure profit margins contribute to the department KPI s, and staff are aware of the menu dynamics and sales required to hit targets. Staff menu provision including consumables and equipment is managed efficiently and costs monitored and allocated accordingly. Incidental expenditure is kept to a minimum through systems, controls and procedure. Pricing policy, promotions and discounts are established and implemented. Selling opportunities are identified and generated. Team members are trained in upselling techniques and cost efficiency. Business performance targets are met through internal sales, marketing and promotions.

5 Strategic Management: Service plans are devised, reviewed, evaluated and updated. Awareness of competitor activity and market forces is demonstrated in planning. The requirement for labour and material resources is identified and planned. Systems and procedures are challenged and reviewed, and staff foster a continuous development and improvement culture. Personal objectives are agreed and set in relation to the business goals. Objectives for teams and individuals are agreed and updated. Action plans are devised to meet objectives and implementation monitored. Operation Management: Standards of performance and operating procedures are established for all areas. The necessary conditions are created and maintained for productive work. The staff restroom is effectively managed to ensure all staff have access to appropriate welfare facilities and equipment. Work is organized and evaluated to achieve objectives. Labour and material resources are effectively used, monitored and controlled balancing both budgetary requirements and customer needs. Team members work safely and with a sense of urgency and efficiency. A physical presence is adopted in the food & beverage outlets prior to service and during peak service periods. Company cash handling and accounting procedures are implemented and adhered to, and remedial action is taken to address related problems. Direct reports are supported in the performance of their work as and when required. Consultation with teams is undertaken and information supplied to support them in the daily management of the departments. Oral and written communication is carried out in a manner, and at a level and pace, that is likely to promote understanding and effective working relationships. Productive working relationships are established, maintained and enhanced at all levels and interpersonal conflict is identified and minimized. There is a quick and decisive response to resolve immediate and short term problems. Support is provided to other company departments and activities to foster a team environment. Performance Management: Training needs of departmental team members are identified in relation to business plans and objectives. Feedback is given regularly and informally, and the formal appraisal process and personal development plans are set and facilitated accordingly. Motivation is sustained through recognition, reward, incentives and planned social activities. Individuals are coached in and given feedback on the daily performance of duties. Company HR procedures are adhered to. All staff are presented punctually and correctly with in the correct uniform provided taking remedial action where necessary.

6 Personal Effectiveness: Self-development needs are identified and agreed within a personal development plan and commitment made to its implementation. Initiative is taken to pursue opportunities for self-development and business improvement through experimentation, networking and by seeking exposure to new challenges and experiences Strong leadership and personal presence is projected Previous experience, knowledge and best practices are applied effectively Focus, energy and tenacity are demonstrated in the pursuit of results Standards are achieved with the minimal intervention from the Farm Park management team. Project Management Proposals for physical and operational developments are based on effective research considering customer needs and industry trends to ensure future demands and needs are achievable. Financial considerations at the design stage include revenue projections, effective use of space, cost control, projected sales, efficiency measures, labour use and allocation and ROI for capital items. Design and fit out within the space available meets statutory and legislative requirements, promotes efficiency of working, and is considerate of brand guidelines and customer aspirations. Professional advice is taken where necessary, within the scope of the project budget and considerate of the knowledge gaps within the Farm Park management team. The catering team including FOH manager and head chef are consulted and assist with elements of the project (were appropriate), to ensure an effective project team and alignment with Cotswold Farm Park s vision and objectives. Liaison with other department managers and the project team is positive and proactive and considers wider business needs. Application Instructions To apply please send your current CV and a covering letter outlining your relevant experience and salary expectations to nic.wood@cotswoldfarmpark.co.uk. Closing date for applications: 30 th September 2015 Interviews: w/c 19 th October 2015 Position Starts: January 2016 (or sooner by arrangement) Successful interview candidates will be required to attend a selection day in November 2015 to include a practical training session with staff, a financial exercise including GP calculation, a customer service exercise, and a psychometric test.

7 Cotswold Farm Park Food and Beverage offer: Niche Added Value Core Core Day to day primary focus: Provision of quality food service for farm park visitors, using brand values and customer demand to create a profitable seasonal menu structure. Added Value Adding quality and price point to core products, examples include: Niche Home made cakes and sandwiches, effectively marketed Freshly baked bread to sell to campers Using facilities and existing skills to host corporate events Maximising opportunity to sell to campers Develop group and party offer Marketing food offer to non farm park customers Less frequent higher value revenue streams: High value and quality evening dining experience evenings Weddings or high value celebratory events Corporate activity days Brand development and marketing of farm produce e.g. oil, meat Cookery skills or school Branded food products for retail and/or wholesale