Resources required to complete the assessment task:
The scenario – summary
A function/events room was set up in “Foodictive” restaurant almost two years ago. The room has access to full audio-visual services and is used by event organisers and existing clients for staff events (parties, meetings, dance classes, training activities).
The Restaurant Manager produced a Basic Strategic Plan when the function room was first opened two years ago and it has only recently been updated with Budget Statements, a Human Resource Management Plan, a Risk Management Plan and Projections.
There was initial extensive consultation with the stakeholders and staff. Detailed market research and a competitive analysis showed that the objectives set were achievable but only if there was a positive push to implement the strategy as planned.
A new working Operational Plan is required for the function/event room.
A – Draft an initial Operational Plan
You must analyse the situation using the material provided, and produce an initial draft of Operational Plan while considering several factors relevant to operational planning such as operational plan format/presentation, activity scheduling, risk assessment, resource requirement assessment, etc.
You must develop this draft Operational Plan by considering the information provided in the scenario, performance criteria and the attached appendixes.
The role of Owner/Executive Chef will be played by your trainer/assessor who you are required to consult to develop this Operational Plan.
Key Learning Outcomes:
B: Prepare a basic operational plan
This assessment task requires you to prepare a basic two-year Operational Plan (2018-2020) taking into account the previously created draft Operational Plan, SWOT, Financial details and stated strategic objectives;
You are a member of the new Strategic Planning Steering group – it is now January 2018.
Assuming that the planned intent outlined above is acceptable, prepare a basic operational plan to achieve the high-level objectives, taking into account the stated strategic objectives.
The focus should be on the elements of activities which would have to be implemented to achieve the strategic objectives.
Key Learning Outcomes:
Your operational plan should include:
Please feel free to approach your assessor, wherever you have any questions.
C: Prepare a review report of the operational plan
Using your current operational plan, you must evaluate your plan and provide a report to the board regarding its suitability and reliability for the Foodictive restaurant.
As a minimum, your report on operational plan should include;
Appendix A: ‘Foodictive function and events’ - Briefing Sheet
The function/event room was built on the 2nd floor of Foodictive restaurant and opened in August 2007. Half of the construction costs was funded by the owner of the restaurant, and the XYZ bank provided the rest on a long-term loan.
The room was built as a part of the restaurant for use by the event organisers, existing clients, and staff for private events. The event room generates revenue from these three groups and is required to break even financially or make a small profit to fund for future growth.
It is well-equipped with a private bar, separated children playroom, dance floor, dining hall, speech platform and a high-quality sound system and a big dress up room that is in a significant manner underused, at the present moment.
There is also considerably a large amount of space available for expansion if the need arises.
Appendix B: Strategic Plan Extract (2007 to 2010)
Mission – to be the first choice of clients for their functions/events
Appendix C: Financial estimates / accounts
Appendix D: SWOT Analysis – consultant report (November 2008)
|Very well EquippedRoom for expansionWell qualified staff
Second level set up (consideration from families with children point of view)
|Low staff morale – losing key staffReducing clientsReduced Event numbers (revenue)
|Potential new theme events
|Ability to develop new facilities
|Liabilities (XYZ bank loan)
|(lift access second level)
|Recession – impact on personal finances
|Flexible, under-utilised facilities
|Council restriction for late night events
Appendix E: Human Resource Management Plan
The initial management team depends on the founders themselves, with little back-up. As we grow, we will take on additional help in certain key areas. Part of our basic philosophy will be able to run our executive management as a "knowledge sharing" fellowship. We will not add additional overhead until necessary. This will mean that the initial staff support team will have to work extra. By doing this, we will keep our overhead as low as possible, allowing us to adequately staff our outlets. This will also allow us and future business partners to recoup investments as quickly as possible and enjoy a higher return.
Linda Andersson - Owner/Executive Chef
Linda Andersson has 15 years of experience in the food and hospitality industry, receiving her culinary training at several leading restaurants in her native Sweden.
In 1992 she moved to Los Angeles, California to pursue a personal chef career. She worked for over a year for a family and catered all their personal and business events.
From there she went to work for Deluxe Motion Picture Catering in Los Angeles. Working on about 20 motion picture projects, traveling for months at a time, planning and preparing meals for hundreds of people, cooking for demanding celebrities such as Denzel Washington, Meg Ryan, Matt Damon, Adam Sandler, Damon Wayans, Cameron Diaz, Tom Cruise, Kevin Spacey, James Cameron, Steven Spielberg...just to mention a few.
After five years, she left to pursue her own business, Leave it to Linda Catering. In between jobs she worked in at Rive Gauche; a French fine dining restaurant as the restaurant/catering manager.
In 2001 she moved to New York and while setting up her company she worked at Ulrika's (a Swedish restaurant in Manhattan) as the general manager. Linda handled many duties including food and liquor ordering, inventory, bills, operating the dining room and bar, scheduling, hiring and terminating employees.
She is now cooking enormous numbers of dinners for many private homes and businesses in Los Angeles, New Jersey, and New York.
John Billie - Managing Partner/Financial Supervisor
Mr. Billie’s experience in catering and restaurants began in the mid-80's providing hospitality and catering services to rock bands performing in Syracuse, NY. Serving world class acts such as Stevie Ray Vaughn, George Thorogood, and Peter Gabriel, among many others, through the Party Source Catering Co.
After little over a year, he left to pursue a career in motion picture production. Satisfying a strong visual sensibility, he entered the lighting department assisting in projects over the past 12 years initially with a lighting services company and eventually as a union member in IATSE 52.
During this time, he has operated both as an employee and as an independent contractor. This has provided experience in issues of small business taxation, bookkeeping, lease arrangements, inventory management, personnel management, property ownership, margins, re-selling and a myriad of other situations pertaining to the small businessman.
Since 2000, Mr. Billie has also started a financial planning business encompassing securities and insurance products. Honesty and integrity, with customer oriented advice have produced a growing asset base in wildly volatile markets in some of the most challenging and historic times.
In all these endeavours, the key issue has always been service. Meeting and exceeding expectations has consistently been the standard Mr. Billie has achieved and brings to Gabi’s Lounge & Restaurant.
Andrea Dorman Phox - Manager/Marketing Director
Andrea Dorman Phox is an artist who has been working in the Motion Picture Industry as a camera assistant since 1982. She moved from Park Slope, Brooklyn to Long Branch, New Jersey in November of 2001.
As a resource, Andrea knows many people in the Monmouth County area and is being represented by an exciting new and popular gallery in Asbury Park.
Andrea has worked on catering jobs and as a prep chief. Andrea is prepared to work with Linda in Gabi’s as a front manager who will take care of advertising, wait staff and ordering for service.
Andrea also worked as a union waitperson for many years in Rockefeller Centre Cafe while she was in college and when she attended the Whitney Independent Study Program.