GES_Edit_21Aug08.pdf

Golden Eagle Standards

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Management

1) Compliance with Golden Eagle Standards (GES) is mandatory IAW AFI 34-272

a) Flight chiefs verify and MAJCOMs validate and report compliance semi-annually to

AFSVA/SVPB

2) Member Relations

a) Be visible and accessible to your members

b) Establish and maintain a system of regular communication

c) Work an uncommon tour of duty in order to cover all aspects of your operation - don’t lock yourself into a 7:30 to 4:30, Monday to Friday work schedule

d) Ensure your members are aware of current and upcoming promotions, special events and other important information about the club

e) Be responsive to customer comments by ensuring concerned members hear from you as soon as possible, but not later than the end of the next duty day following the receipt of any comments

i) Provide an interim response if necessary to let the customer know that the problem is being addressed

f) Offer member services during lunch periods (i.e. check cashing, account inquiries, payment, function booking)

3) Staff

a) Lead, train, and support your staff in the area of customer service

b) Encourage and empower your staff to field and respond to verbal comments whenever they are received

i) Remember your staff is your first link to customer satisfaction

ii) Respond to internal issues referred by the staff just as you would a customer comment

c) Provide written hospitality and service standards for each club activity

d) Establish and maintain a system of regular communication by conducting weekly staff meetings

e) Ensure your staff is aware of current and upcoming promotions, special events and other important information about the club

i) Staff involvement and knowledge are a visible quality of successful clubs

f) Require appropriate business attire for yourself and supervisory staff

g) Require employees to be in uniform and involve them in the uniform selection process

h) Provide and require the use of name-tags

i) Maintain a professional relationship with your staff

i) Know them well enough that you can detect when something may be bothering them

ii) Do not be reluctant to talk with them

j) Praise your employees in public and always reprimand in private

4) Training

a) Ensure all employees attend and complete customer service training within 30 days of employment

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b) Provide orientation training for employees on club policies, service, and hospitality standards

c) Ensure all employees complete required ancillary training (i.e., DRAM Shop, Fire and Safety, etc.)

d) Provide an on-going customer service training program

e) Ensure flight chiefs provided managers the opportunity for professional training

f) Managers should pursue continuing education and certification

i) Membership and participation in related professional associations (i.e., IMCEA, CMAA) is highly encouraged

g) Ensure flight chiefs, club managers, and appropriate club staff have access to and have reviewed the Air Force Club Membership Card Tool Kit

5) Club Computer Systems

a) Must be competent in the use of, and have access to all Air Force Club standard computer software applications (Aloha, Caterease, Core Menu, inventory management, Time Manager, Club Works, CSTAT, and Club Sentry)

i) The Flight Chief and club manager must be able to sign-into all systems, enter data, review/validate data, view management reports

b) Utilize the following management tools available from the ALOHA point of sales system

i) Hourly Sales and Labor Report used to obtain:

(1) Gross Sales

(2) Guests

(3) Guest Average

(4) Checks

(5) Check Average

ii) Sales by Revenue Center Report

iii) Product Mix

c) All POS users must use an Employee Security Access Card (ESAC)

d) Management must utilize Time Manager data for scheduling and labor control

e) Utilize the following inventory management reports for cost controls

i) Management Summary Report

ii) Purchase Recap

iii) Food Use Report

f) The Flight Chief and the club manager must have access to Club Works and CSTAT in order to view reports and complete membership management functions

g) Must utilize Caterease for booking and managing special functions

h) Use of Core Menu software is highly encouraged

i) Must maintain required Maintenance and Support Agreements

j) Must have access to the Services Club web sites (“.mil” and “.net”)

6) Food and Beverage

a) Review and revise all menus at least annually

i) Maintain a historical file on menu changes and revisions

b) AF Core Menu in catering is mandatory (see the Core Menu guide for details)

c) The 16 mandated menu items must be included on all printed evening dining menus (see the

Core Menu guide for details)

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d) Review your product purchasing specifications annually or whenever menus are changed

e) Review and update menu cost cards for all food and beverage resale items at least quarterly

f) Use a food production planning process, or a substitute

7) Facility

a) Conduct daily walk through of your facility ensuring it meets acceptable standards of good housekeeping and safety

i) Ensure restrooms, parking lots, and surrounding grounds are clean and in good repair

ii) Check for burned out lights and condition of floors and carpet

iii) Annotate findings on locally developed checklist

b) Conduct and document weekly facility sanitation inspections

c) Establish and maintain cleaning and preventive maintenance schedule for all equipment

i) Keep a work order log to track repairs

ii) Forecast when equipment will wear out and budget for its replacement

iii) Stay abreast of the latest developments and innovations in the food service equipment industry

d) Develop a 5-year plan to project future requirements (furniture, equipment, etc)

e) Conduct annual equipment inventory

8) Establish and maintain a continuity folder which at a minimum, should include

a) Copies of current operating instructions

b) Marketing plans

c) Budgets

d) Annual competitive market analysis results

e) Other club management documents

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Marketing and Programming Standards

Meet customer expectations by providing quality facilities, programs, products, and services, while meeting financial goals.

1. Club Manager will develop an annual Marketing Objective Plan (MOP) and Management

Action Plan (MAP). See Operational Guides #PEV-004 and PEV-005 for details.

2. Managers will conduct at least one food and/or beverage promotion per month. These promotions will be in addition to the social hour, member’s only programs, and corporate promotions.

a) Seasonal promotions (Pool Parties, Beach, Picnic, Winter Carnival, etc)

b) Holiday Events (Mother’s Day, Easter, Thanksgiving Day, etc)

c) Calendar Events (Halloween, St Patrick’s Day, Valentine’s Day, Cinco de Mayo, etc)

d) Family Events (Back to School, Birthdays, Anniversaries, Kids Night Out, etc)

e) Sporting Events (March Madness, World Series, Super Bowl, etc)

f) Game Nights (Bingo, Texas Hold ‘em, Monte Carlo, etc)

3. Conduct an annual competitive market analysis of local food, beverage, entertainment, catering, and bingo operations to determine current trends for both on-and off-base competition

4. Flight Chiefs are responsible for developing and executing local programs to enhance the annual

Air Force-wide Club Membership Campaign

5. Flight Chiefs are responsible for ensuring at least one local club membership campaign is conducted each year

a) It should be conducted so as not to conflict with the annual Air Force-wide campaign normally conducted in the Sep – Dec time frame

b) Coordinate with SVPB to obtain Chase Bank support

6. Ensure all Point of Sales (POS) materials are professionally prepared and presented.

Handwritten signs are prohibited

7. Market Awareness

a) Remain aware of latest local and industry trends

b) Conduct semi-annual focus groups to explore your market and provide key information you need to keep your operation successful

i) Include both members and potential members

ii) Hold groups respective to age and rank

iii) Conduct a focus group for those over 30 and another for under 30

iv) The needs of the groups will differ significantly and provide you the best possible feedback

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c) Solicit support from marketing in the development of strategies that include identification of target markets and use of appropriate marketing tools to include

i) Communication

ii) Product improvements

iii) Sales

iv) Customer counts

v) Pricing

vi) Promotions

d) Use market awareness data to help determine programs and promotions

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Catering Standards

The goal of Air Force Catering is to provide Quality, Consistent Service, and Exceptional, Creative Cuisine, to our members and their guests.

1. Use of “Club Information Catering To You”, an integral part of the standard Air Force Catering brochure, is mandatory in all clubs

2. Conduct a self-inspection, at a minimum of two times per year, using the Club Manager’s

Catering checklist

3. Use the AF Catering logo on all catering correspondence

4. Exempt members from paying a deposit and room use fees for personal functions

5. Allow Club members to borrow daily use china, linen, flatware, and other items, at no charge, when in excess of club needs

6. Ensure payment guarantees for a function are 95% to 100%; all clubs on base must maintain the same standard

7. Ensure service charges do not exceed 20% for all in-house parties. All clubs on base must maintain the same service charge

8. Do not apply a service charge for items ordered for take out and pay-as-you-go bar sales

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Financial Standards

Develop and monitor financial plans and budgets consistent with Category C funding rules. The primary focus is earning sufficient net income adjusted for depreciation (NIAD) to meet locally established financial goals.

1. Club Consolidated

a) Make 2%-6% NIAD CONUS and 8%-16% OCONUS to contribute to the capital needs of the base Services program

b) Administrative cost of labor (COL) should not exceed 18% of overall operating income

c) Total entertainment expense should not exceed 10% of overall operating income

d) Net income from bingo operations should not be less than 10% of bingo sales and revenue

e) Net income from bulk sales operations should not be less than 10 % of item and revenue

2. Club Dining

a) The cost of sales (COS) in the dining room should be 35 - 45%

b) The cost of labor (COL) should be 40 - 45%

c) The combined COS and COL should not exceed 90%

d) Turn over food inventory a minimum of once per month (CONUS).

3. Club Bar

a) The COS in bar operations should be 25 - 30%

b) The COL 20 - 30%

c) The combined COS and COL should not exceed 60%

d) Turn bar inventory a minimum of once every other month

4. Snack Bar

a) The COS for snack bars should be 30 - 40%

b) The COL should be 30 - 35%

c) The combined COS and COL should not exceed 75%

5. Club Membership percentage of active duty military should be

a) Officers membership (CONUS) 50%

b) Officers membership (OCONUS) 65%

c) Enlisted membership (CONUS) 30%

d) Enlisted membership (OCONUS) 60% NOTE: Consolidated and collocated clubs are measured using the same percentages for officer and enlisted personnel

6. Prepare a daily and month-to-date "P & L"

7. Analyze financial performance daily using management information system reports and make adjustments to reverse negative trends

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8. Members First

a) Provide a minimum member discount of $1.00 for breakfast/brunch

b) Provide a minimum member discount of $1.00 for lunch/buffet

c) Provide a minimum member discount of $1.00 for dinner/buffet

d) Provide a minimum member discount of $2.00 for pro-rated special functions (including military)

e) Provide a minimum member discount of $2.00 for holiday buffet/dinner/events

f) Provide a 10% discount for member personal functions (i.e.; weddings, birthdays, etc.)

g) Charge eligible non-members at least $5.00 entrance fee for bingo. Reference AFI 34-

272 paragraph 1.12 for clarification of eligible nonmember

h) Charge eligible non-members at least $2.00 entrance fee for entertainment; if member fee is charged; add $2.00 to eligible non-members