Rok/72/021 Technical Report 1 Hotel And Catering Training

Transcript

ROK/72/021 Technical Report 1 HOTEL AND CATERING TRAINING CENTRE REPUBLIC OF KOREA HOTEL TRAINING Report prepared for the Government of the Republic of Korea by the International Labour Organisation acting as Executing Agency for the United Nations Development Programme UNITED NATIONS DEVELOPMENT PROGRAMME INTERNATIONAL LABOUR ORGANISATION Geneva 1976 CONFIDENTIAL 42387 TABLE OF CONTENTS Page INTRODUCTION Background 1 Outline of official arrangements Objectives of the project Purpose of the report Acknowledgments I. II. III. , 2 SUMMARY OF FINDINGS AND RECOMMENDATIONS Findings Recommendati ons 3 3 3 TECHNICAL BACKGROUND Economic development Tourism Development plans Employment and training Training legislati on Training requirements Extrapolation for future years 4 4 4 4 4 4 5 5 WORK ACCOMPLISHED Preparatory activities National institutional structure Preliminary project activities 6 6 6 6 Personnel (a) International personnel (b) National counterpart personnel Physical facilities Buildings and structures Electricity and water supplies Equipment and supplies a) UNDP/ILO contribution b) Government contribution Trai ni ng programme s Training methods Courses Practical training Fellowship training Tests and examinations Placement Consultancy and advisory services IV. 1 1 2 • : 7 7 7 3 8 8 8 8 8 9 9 9 11 11 12 12 12 Surveys Publi ci ty 12 12 CONCLUSIONS AND RECOMMENDATIONS Conclusions Recommendations 13 1? 1^ - ii - Page ANNEXES I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. XIII. Tourism organisation 15 Opening of the Centre 17 (a) Organisation of the project (b) Organisational structure of the project 27 28 Organisation chart - Hotel and Catering Training Centre 29 List of international personnel 30 Li st of counterpart personnel 31 Project premises 32 Equipment provided by UNDP/ILO 40 Equipment provided by the Government 59 Training programmes 62 List of training material prepared by the project 108 List of press releases 109 Copy of aide-memoire addressed to counterpart authorities 110 INTRODUCTION Background 1. The Republic of Korea's economic development during the 1960s and early 1970s has been among the highest of the developing countries. A result of this success has been the Republic's ability to expand and improve its tourism industry. Since the mid-1960s, the number of tourists has increased at an annual rate of 35 per cent, and in 1973 there were over 600,000 foreign visitors. 2. In 1973 the Government was seeking to promote tourism as an important source of foreign exchange. The availability of hotel facilities with international standards of service is essential to the realisation of this objective. The number of certified hotel rooms increased from 2,311 in 1967 to 6,322 in 1972, and the Government planned to increase this figure to 22,000 by 1976. To man these hotels, an annual increase of approximately 2,000 licensed hotel employees was required between 1973 and 1976. The 30 colleges, institutes and schools providing training for hotel personnel were only able to produce approximately 950 hotel employees each year. Moreover, the standard of training was low, due to unsatisfactory methods of instruction, inadequate training facilities and the limited experience of the instructors. Outline of official arrangements 3. In view of the above, the Government of the Republic of Korea requested from the United Nations Development Programme (UNDP) assistance in establishing a hotel and catering training centre to provide qualified personnel for the increasing number of hotels in the country and to upgrade the skills of the personnel already employed in the hotel industry. The project was identified and described in the Korea Country Programme for UNDP assistance, 1972-76, and the Government's request was approved by the UNDP in January 1974. The project document for a two-year and seven-month project was signed on 5 June 1974, with the International Labour Organisation (ILO) as executing agency, and the Ministry of Transportation (MOT) as the government co-operating agency. The project document provided for the following: UNDP contribution of US$400,000 which included 69 man-months of expert services (Chief Technical Adviser (CTA), and experts in restaurant and bar training, kitchen staff training and front office training, together with three consultants for a total of nine man-months); equipment to the value of US$185,800, and 22 man-months of fellowships to a total of US$26,000. On 22 May 1975, project revision "G" amended these amounts as follows: expert component increased by US$31,600; services of the restaurant and bar training adviser extended by six man-months; equipment component increased by US$50,000 - making a total increase in the UNDP contribution of US$99,600. The government contribution amounted to Won 559,807,860. The Chief Technical Adviser (CTA), Mr. D. Lhept (France) arrived in Seoul on 16 August 1974. 4. In November 1975, the Government officially requested a 25-man-month extension to the project. However, the deterioration of the UNDP's financial situation necessitated the adoption of unexpected austerity measures and the extension was not approved. Instead, months already budgeted were reduced, depriving the project of vital resources. Objectives of the project 5. The objectives of the project, as laid down in the project document, are as follows: A. Long-range objectives (a) Establishing the basis for a sound vocational training programme for highlevel hotel and catering personnel; (b) improving the national standard of hotel and catering training by supplying the country with a number of competent future instructors; (c) improving the standard of the hotel and catering industry by supplying it continuously with high-level personnel of international standard; - 2 - (d) providing the hotel catering industry with information related to modern methods on hotel and restaurant organisation and management. B. Immediate objectives (a) To assist the Government in the establishment of an hotel and catering training centre; (b) to provide the Government with any requested technical advice on matters related to the purpose of the project, including advice related to the organisation and training activities of the government-operated Korean Tourist Services Hotel School, the programme of which will consist only of short-term refresher and upgrading courses for employees of the hotel and tourist industry; (c) to prepare programmes, syllabi of courses, training material and teaching manuals for the two-year courses in hotel.front office, restaurant and bar, kitchen and pastry, hotel housekeeping and hotel accounting; (d) to train at high level two or more counterpart instructors in each of the above five specialisations in the preparation, use and development of training materials and the conducting of courses, the use of modern teaching methods and techniques, emphasising practical demonstration; (e) to train high-level personnel to perform the responsibilities and duties of assistant or department manager in the above five areas of specialisation; (f) to organise and conduct a series of lectures or seminars for higher technical and. management-level hotel and catering personnel; (g) to organise and assist in the conduct of a short-term upgrading hotel management course. Purpose of the report 6. The purpose of this Technical Report No. 1 is to give an over-all view of the progress made and the problems encountered in seeking to achieve the abovementioned objectives during the period August 1974 to July 1976. Acknowledgments 7. The Director-General of the ILO wishes to express his sincere appreciation of the courtesy and assistance rendered to the project team by all with whom they came in contact. - 3 - I. SUMMARY OF FINDINGS AND RECOMMENDATIONS Findings 8. P r i o r to 1971, h o t e l and c a t e r i n g t r a i n i n g at! the management l e v e l was n o n - e x i s t e n t i n the Republic of Korea. For t h i s reason, the Ministry of Transp o r t a t i o n (MOT), Bureau of Tourism, requested the I n t e r n a t i o n a l labour Organisation (ILO) to carry out a f e a s i b i l i t y study i n t h i s f i e l d i n 1971. As a r e s u l t , i t was agreed to c r e a t e the Hotel and Catering Training Centre ( p r o j e c t ROK/72/021) with support from the United Nations Development Programme (UNDP) with the ILO as executing agency. The Centre i s located on the campus of Kyung Hee U n i v e r s i t y , a p r i v a t e i n s t i t u t i o n governed by the Ko-Whang Foundation. 9. A Chief Technical Adviser, three ILO experts and a c o n s u l t a n t have provided 58 man-months of expert s e r v i c e s to date i n the following f i e l d s : front office t r a i n i n g , r e s t a u r a n t and bar t r a i n i n g , kitchen and p a s t r y t r a i n i n g and housekeeping training. 10. The p r o j e c t has made s a t i s f a c t o r y progress so f a r , but the non-approval of 25-man-month extension of the p r o j e c t requested by the Ministry of T r a n s p o r t a t i o n , as well as a reduction i n man-months of expert s e r v i c e , w i l l make i t d i f f i c u l t for the p r o j e c t to a t t a i n the o b j e c t i v e s l a i d down i n the 'project document. However, 3136 students are now under i n s t r u c t i o n a t the Centre, and the p r o j e c t co-manager has been on a two-month fellowship. Although five other fellowships were planned, these have been postponed due to the UNDP f i n a n c i a l c r i s i s . 11. Misunderstandings on the part of the counterpart a u t h o r i t i e s regarding adherence to the provisions of the project document made communication between the n a t i o n a l and i n t e r n a t i o n a l teams d i f f i c u l t . Other p r a c t i c a l d i f f i c u l t i e s were encountered i n respect of the u n d e r - u t i l i s a t i o n of the UNDP/lLO-provided kitchen equipment, owing to the lack of hot water and foostuffs for p r a c t i c a l t r a i n i n g , and because of i n s u f f i c i e n t e l e c t r i c i t y s u p p l i e s . Recommendati ons 12. The work accomplished and the problems encountered, as outlined i n t h i s r e p o r t , gave r i s e to several recommendations. These are as follows: (a) t h a t the Government take s p e c i f i c and concrete measures to ensure t h a t the counterpart a u t h o r i t i e s conduct operations i n accordance with the p r o j e c t document; (b) t h a t a t r i p a r t i t e meeting (including the Advisory Committee) be arranged to d i s c u s s problems and seek s o l u t i o n s ; (c) t h a t the Government adopt a policy of s t a n d a r d i s a t i o n of t r a i n i n g programmes and methods; (d) t h a t a one-year extension of the project be given p r i o r i t y ; (e) t h a t a second-phase be planned, including adequate man-months of e x p e r t i s e p r o p o r t i o n a l to the long-range o b j e c t i v e s to be achieved. - 4 - II. TECHNICAL BACKGROUND Economic development 13. The Republic of Korea's rate of economic development during the 1960s and early 1970s was one of the highest among the developing countries. The average GNP growth rate during the first and second Five-Year Economic Development Plans (1962-66 and 1967-71) was 9.85 per cent. During the third Pive-Year Plan (1972-76), the Government anticipates an annual growth rate of 8.6 per cent. Resulting from sustained high growth during the 13 years between 1962 and 1974, the GNP increased from US$2,300 million in 1962 to US$17,200 million in 1974, and the per capita GNP rose from US$87 to US$513 over the same period. (According to Korean newspapers in July 1976, the GNP growth for the first quarter of 1976 was 15.9 per cent.) Touri sm 14. As a result of the Republic of Korea's ability to expand and improve its tourism infrastructure, tourism showed satisfactory growth in volume between 1968 and 1972. In 1968, 103,000 foreign visitors visited the Republic of Korea, bringing an income of US$35.45 million; in 1972, 371,000 foreign visitors brought an income of US$83.01 million; and in 1973, 679,221 foreign visitors brought an income of US$269 million. 15. There are 115 in-bound scheduled international flights to the Republic of Korea each week, including 18 from the USA and 64 from Japan and South-East Asia. Perry boats connect the southern port of Pusan with Simonoseki, Japan, three times a week. The Republic of Korea has an advanced public transport infrastructure, including four-lane expressways linking major ports with industrial and tourist regions. Development plans 16. The third Five-Year Economic Development Plan (1972-76) foresees an investment programme for the tourism sector totalling Won 90,657 million, out of which Won 33,994 million will be invested by the Government and Won 56,663 million by the private sector. This programme, together with a number of other incentives such as tax exemptions and loans to attract investment, shows that the Government considers tourism development important as a source of hard currency revenue for the country and as a generator of employment. Employment and training 17. According to the Bureau of Tourism, the total number of licensed hotel employees in 1972 was 4,674; the estimated additional requirement by 1976 is 7,820. 18. Prior to the establishment of this project, hotel training at managerial level in Korea was non-existent. Thirty colleges, institutes and schools provide training programmes for tourism and hotel personnel, the duration of which varies from six months to four years. Their total ouput per year is as follows: tourism occupations (travel agency personnel, guides, interpreters, tourism department officers) - hotel employees - " 947 1,746 Training legislation 19. The Korea National Tourist Corporation (KNTC) (previously known as the Korea Tourist Service, Inc.) is owned and operated by the Ministry of Transportation (Bureau of Tourism) and is responsible for the training of hotel and tourism personnel in the country (Law No. 1896 of 28 February 1967). Details of tourist organisations in the Republic of Korea can be found in Annex I. - 5 - Training requirements 20. In 1972, hotel accommodation in the Republic of Korea consisted of 81 tourist hotels offering a total of 6,322 rooms; during 1973-74, some new hotels were opened, and estimates made in early 1975 reported a total of 98 hotels with 8,076 rooms. There are at present 13 new hotels under construction. These are: the Plaza Hotel; this 532-room, US$32 million-hotel ,is scheduled to open in October 1976; estimated personnel requirements - 750; the Lotte Hotel; 1,019-room, US$65 million, scheduled to open in April 1978; estimated personnel requirements 1,500; the Sheraton; a 17-storey 54-O-room extension is planned to the existing 265 rooms as soon as the US$30 million financing can be finalised; estimated additional personnel requirements - 700; Hyatt International has just signed a contract to manage a new 608-room 34-storey hotel in iSeoul, completion of which is scheduled for 1978; estimated personnel requirements) - 850; Chosun-Beach; 350 rooms, scheduled for completion in April 1977; estimated personnel requirements 500. 21. For these hotels alone, the projected personnel requirements will amount to approximately 4,300, broken down as follows: non-skilled employees (62.5 per cent) - 2,688 skilled employees (26 per cent) - 1,118 middle management (10 per cent) - 430| executive management (1.5 per cent) - 64 4,300: 22. In addition to the above, four other large hotels, with a total of some 2,150 rooms, are scheduled to be completed during 1977 in Seoul; these are the Miramar, the Silla, the Arrirang, and the new wing of the existing Ambassador Hotel (350 additional rooms). The opening of these hotels; will require a corresponding labour force of some 3,250 employees, of which about 1,220 would be at the skilled and middle-management levels. Extrapolation for future years 23. In view of the fact that a total of 31,000 hotel rooms, including those listed above, are planned to be built by 1981, it is estimated that a total number of 46,500 employees, of which 29,100 skilled, middle-management and executive levels, m i l be required. However, considering that the objective set for the years 1973-76 - to provide the hotel industry with 7,820 employees - has not yet been achieved, it would appear difficult to reach this target, unless appropriate action is taken in time. + - 6 - III. WORK ACCOMPLISHED Preparatory activities 24. In 1971 the Ministry of Transportation (MOT) requested the ILO to carry out a feasibility study in the field of hotel and catering training at the managerial level. As a result of this study, the Ministry of Transportation and the UNDP agreed to create the Hotel and Catering Training Centre and to establish it.on the campus of Kyung Hee University, a private institution governed by the Ko-Whang Foundation. This led to the formulation of the present project. 25. The project document was prepared during the mission of an ILO official to Seoul from 20 October to 26 November 1973. Recommendations were made regarding the structural alterations to premises on the Kyung Hee University campus. These premises consisted of: a three-storey building known as the Women's Hall, with a floor space of 1,650 square metres; and the six-storey Department of Tourism building with a floor space of 3,300 square metres. Pending the arrival of the ILO CTA, the counterpart authorities made the necessary arrangements for the remodelling of the Women's Hall and at the same time decided to construct a new six-storey building next to it instead of transforming the Department of Tourism building as originally intended. While this was being done, the project was temporarily accommodated on the third floor of the university library building, where it was later removed to the second floor. (See Annex II for details of the opening of the Centre.) National institutional structure 26. In order to attract both qualified instructors and high-quality students, it was necessary to raise the Centre from its status as a vocational training institute to that of a Vocational Junior College. After several requests for this upgrading made by the chancellor of the university had been rejected by the Ministry of Education, the UNDP office in Seoul officially requested the government counterpart authorities to upgrade the Centre and this was eventually done. 27. Annexes III and IV illustrate respectively: (a) the organisation foreseen in the project document; and (b) the organisation actually operated by the counterpart authorities from the opening of the Centre in March/April 1975. As will be noted, the latter does not include either the Advisory Committee or the Project Director. In practice, these differences gave rise to certain misunderstandings between the counterpart authorities and the project team. Preliminary project activities 28. The CTA arrived in Seoul on 16 August 1974- and, immediately after the customary official visits and contacts, undertook the organisation and technical implementation of the project, in close co-operation with the provisional project co-manager, Mr. Yang Byung Taek, Dean of College Education at Kyung Hee University. Specifically: >• (a) lists of equipment to be provided by the UKDP/ILO were established in accordance with the project document and submitted to Dr. Young Seek Choue, President-Pounder of Kyung Hee University, who approved them; (b) in November 1974, the Advisory Committee was- constituted; (c) the Centre was upgraded, as mentioned above; (d) recommendations and assistance were provided on the following subjects; (i) (ii) the allocation of space in the new premises under construction; the preparation of material required for the entrance test to be taken by applicants prior to admission to the courses; - 7(iii) (e) the examination and interview of 600 applicants and the further selection from this number of 160 students to he enrolled for the first semester of the first-year courses; a list of national counterparts was submitted to the chancellor of the university. Personnel (a) International personnel 29. The 110 team consisted of a Chief Technical Adviser, three experts and one consultant in the following fields: - hotel front office training ) - restaurant and bar training 1 experts kitchen and pastry training ) housekeeping training consultant As a result of the non-approval of the requested 25-man-month project extension and the reduction of budgeted man-months, all the experts except the CTA have now left the project. A list of international personnel can be found in Annex V. (b) National counterpart personnel 30. The project document provided for eleven posts for counterpart staff, of which five were filled as follows: 01 - Project co-manager 03 - Front office training officer 05 - Restaurant and bar training officer 07 - Kitchen and pastry training officer 09 - Housekeeping training officer. 31. At the beginning of the project, the post of project co-manager was temporarily occupied by Mr. Yang Byung Taek, Dean of College Education at Kyung Hee University. On 1 April 1975, Mr. Lee Won Woo was officially appointed to this post. Mr. Lee Won Woo is a graduate in political science (Korea National University), is a former Minister of Culture and Public Information and is also ex-President of the Korean Tourist Service (now Korea National Tourist Corporation). His appointment underlined the importance given to the project by the Government. 32. Pour national specialists with university education were recruited for the other four posts. Several further announcements were published in the local English and Korean newspapers to fill the remaining six posts, but no applications have been received. All the counterparts were appointed by the President of Kyung Hee University, with salaries the approximate equivalent of US$250 a month. In addition, 22 instructors and lecturers are teaching general subjects at the Centre. A list of national counterpart personnel can be found in Annex VI. 33. According to the project document, the administrative supporting staff should have been composed as follows: 01 - Private secretary/shorthand-typist, fluent in English 02 - Secretary-typist, fluent in English 03 - Administrative officer 04 - Accountant 05 - Storekeeper - 8 - 06 - Kitchen assistant 07, 08, 09, 10 and 11 - various employees. 34. The counterpart authorities did not appoint a private secretary. Only the administrative officer speaks fluent English, and the typist has an understanding of the language, but normal communication between the IL0 team and the other staff members was difficult. The low salaries laid down in the project document make it difficult to attract more qualified personnel. 35. The counterparts' activities were frequently diverted to tasks unrelated to the project. The project co-manager himself had the additional responsibility of being in charge of two other academic departments of the university. Physical facilities 36. The Hotel and Catering Training Centre has been established on the campus of Kyung Hee University, which is located in the eastern part of Seoul about 10 kilometres from the centre of the city. The location is ideal, well-linked with the major districts of Seoul by public transport; excellent recreation and sporting facilities on the campus can be used by the Centre's students. The actual location on the university campus also lends an element of prestige which attracts the best students. Buildings and structures 37. Existing buildings and structures consisted of training accommodation only. As already mentioned, these consisted of the Women's Hall and the Department of Tourism building. 38. During the preparatory period, the counterpart authorities decided to construct a new six-storey building next to the Women's Hall, making one compact unit, by far more convenient than two separate buildings. Although the new building is suitable for the project's purpose, it would have been better if specialists in hotel school design had been consulted during its construction, to ensure that every technical requirement for an hotel and catering training centre would be met (see Annex VII). Electricity and water supplies 39. The total amount of electric power required to operate all the electrical equipment in the training kitchen at one time is approximately 550 kilowatts, and for all the electrical equipment in the building (including the lifts) a minimum of 800 kilowatts is needed. During the construction of the building, two transformers of 100 kilowatts each were installed; more capacity is therefore necessary. 40. At present, the building is supplied with cold water only, although hot water pipes have been installed. Equipment and supplies (a) UNDP/ILO contribution 41. This equipment consisted mainly of professional hotel equipment for the training courses. The component has been delivered on time and is considered highly suitable. However, owing to the lack of funds for the purchase of raw materials for practical training, the major part of the heavy kitchen and pastry equipment, installed since August 1975, has not yet been fully utilised. A detailed list of this equipment can be found in Annex VIII. (b) Government contribution 42. The government-provided equipment c o n s i s t s mainly of the following: - 9- - kitchen installations and small equipment furniture for the restaurant and bar furniture for the front office - furniture for the training bedrooms office furniture - buildings to house the Centre. A detailed list of the government-provided equipment can be found in Annex IX. 43. The project document stipulated that the Government would provide foodstuffs for practical training as well as heat and lighting. The constraints reported above have been drawn to the attention of the counterpart authorities. Training programmes 44. Details of the training programmes are given in Annex X. These were originally developed on the basis of an outline designed by the ILO official who assisted in preparing the project document; but in certain aspects of organisation and of the numbers enrolled, the counterpart authorities introduced changes. These are discussed in detail in Annex XIII. Training methods 45. The following training methods were applied: (a) ILO experts and their counterparts prepared the course material, including hand-outs for theoretical and technical lessons; during the lessons, the ILO experts were assisted by their counterparts, who translated into Korean; (b) the overhead projector was used in conjunction with photographs and drawings when lecturing on technical subjects such as heavy duty equipment, in order to assist the students as much as possible; (c) a general revision of the preceding lessons was carried out before commencing new ones to determine how much knowledge the students had acquired; and at the end of each lesson or practical demonstration, experts and counterparts requested constructive criticism; (d) slides belonging to the experts and films courteously loaned by the Food Commander in the US Forces in Korea were projected to the students of all departments; they proved to be of great assistance to the students as they gave them an advance knowledge of the step-by-step "order of work" plans which they could then put into practice during the practical training. Courses 46. The following break-down was agreed: (a) First-year courses. Between 60 and 70 per, cent of the total hours are devoted to technical subjects; of this, one-third are taken up with theoretical lectures and two-thirds with practical demonstrations and training. The remaining 30 to 40 per cent are devoted to general subjects, with emphasis on foreign languages. (b) Second-year courses. Between 50 and 60 per cent of the total hours are devoted to technical subject; of this, 40 to 50 per cent are taken up with technical theory and 50 to 60 per cent with practical demonstrations and training. The remaining 40 to 50 per cent are taken up with general subjects, with emphasis on foreign languages. (c) Foreign languages. For the front office, restaurant and bar, housekeeping and accounting courses, tn"e foreign languages are work-oriented English and Japanese. For the kitchen and pastry courses, English and French are the foreign languages, with emphasis on culinary terms and technical kitchen vocabulary. - 10 - 47. Organisation. The courses are designed on the modular principle covering five major specialisations in the hotel industry. They are planned at the technical-management level as follows: (a) kitchen and pastry: at the level of chef de cuisine; (b) restaurant and bar: at the level of maitre d'hfitel; (c) front office: at the level of front office manager; (d) housekeeping: at the level of housekeeper; (e) hotel accounting: at the level of senior accountant. 48. Location. Courses normally take place at the Centre; on-the-job training is given in major tourist hotels in Seoul during the summer and winter vacations. K 49. Duration. The courses are of 16 or 18 weeks' duration per semester, with an average of 20 hours' teaching per week. 50. Capacity. In accordance with the project document, the courses were planned to accommodate 25 students per specialisation for each yearly course; however, the counterpart authorities enrolled up to 40 students per specialisation. 51. Qualifications. Applicants are required to have graduated from high school and/or take an entrance examination as follows: - written examination (general subjects, Korean, English) physical examination interview. It should be noted that very few students had previous training either in the industry or in any other institution. The ages of the students vary between 18 and 24 years (50 per cent girls, 50 per cent boys). 52. Enrolment. as follows: (i) (ii) (iii) The number of students enrolled for each first-year course was 180 were selected from 800 applicants in February 1975; 180 were selected from 1,800 applicants in February 1976; 356 students are now under instruction at the Centre; apart from four from the kitchen department who joined the army in June 1975, there have .been no dropouts. 53. Fees. The fees amount to Won 130,000 (approximately US$260) per semester and per student. 54. Extra courses. In addition to the courses provided by the Centre, some students took correspondence courses provided by an American hotel association,! under the auspices of the counterpart authorities. As a result, some of them were recently awarded certificates for front office procedures and hotel accounting 55. Attitudes towards training. In the Republic of Korea, hotel and catering work is generally considered demeaning and when a scholar receives a diploma he is reluctant to accept a position within the industry, preferring to enter public or business administration. Due to the lack of adequate professional orientation, the scholar remains unaware of the numerous opportunities available for a rewarding career in the industry. It is expected that the attitudes of students graduating from the Centre's courses will be more positive. 56. Students. In the Republic of Korea there is generally great enthusiasm for education and, in spite of the above-mentioned constraints, students are relatively easy to find, as is demonstrated by the number of applications received. American Hotel and Motel Association, Michigan State University, East Lansing, USA. -, - 11 - 57. Attitudes to training at the Centre. A survey was conducted among the students at the Centre to know what they thought of the training provided. Sixty per cent felt that it came up to or exceeded their expectations, and 15 per cent felt that it was much better than they had anticipated. The remaining 25 per cent did not know or had no comment. Some of the students felt that the courses were too theoretical. 58. Absenteeism. Absenteeism has been non-existent, except during the coldest days of winter as the new building is not heated. 59. Training materials. As outlined in the project document, all the training materials used at the Centre have been produced by the project team in modular form, and handed over to the counterpart authorities upon the experts' departure. The material was prepared in English and duplicated at the Centre and covers training at the managerial level for the five major specialisations. A list of the training material can be found in Annex XI. Practical training 60. Practice. Although an amount of Won 30 million was budgeted in 1974 as a counterpart contribution for the purchase of foodstuffs and other raw materials for practical training, the amount actually made available was insufficient, thus rendering the practical training inadequate. This particularly affected the students of the kitchen and pastry and restaurant and bar departments since, due to the lack of basic raw materials, the UNDP/ILO-provided sophisticated equipment was not fully utilised. This was partly compensated by on-the-job training given to the students in major tourist hotels in Seoul. 61. Demonstrations. Practical demonstrations were given from the start of the second semester of 1975 by the experts and their counterparts, in accordance with the project document. These demonstrations consist of the following: Front office: General operations and procedures are carried out at the front desk area. Utilisation of front office equipment (NCR 42, calculating machines, various form-filling, cashier operations, etc.). - Hotel accounting: studies". Practical demonstrations are made in the form of "case - Housekeeping: Practical demonstrations are made in the training bedrooms on the sixth floor of the building (bed-making, roon-cleaning, bathroom-cleaning, utilisation of various equipment, such as vacuum-cleaners, floor-polisher, sewing machine, etc., and cleaning agents). - Restaurant and bar: Practical demonstrations are made in the dining-room, "mise en place", manipulations, utilisation of small and heavy equipment, cocktail preparation, etiquette, flambage, etc. - Kitchen and pastry: Practical demonstrations are made in kitchen No, 1 (second floor). Choice and preparation of raw material, preparation and cooking of sauces, various meats and fishes, pastry and other sweets, etc. - General subjects and foreign languages: instructors from Kyung Hee University. Courses are provided by part-time Fellowship training 62. Only the project co-manager has been on fellowship. Although the project document foresaw a duration of four man-months for this fellowship, it was reduced to two man-months due to unforeseen circumstances. During the fellowship, the project co-manager visited the following major specialised institutions: USA Michigan State University, East Lansing, Michigan - Holiday Inn University, Olive Branch, Missouri - 12 - - Florida State University, Florida - Cornell University, Ithaca, New York Switzerland - International Institute of Glion-sur-Montreux United Kingdom - University of Surrey Cyprus - Hotel and Catering Institute (former UNDP/ILO project) Singapore - Hotel School of Singapore (former UNDP/ILO project). 63. Five other fellowships were foreseen in the project document in the fields of front office, restaurant and bar, kitchen and pastry, housekeeping and hotel accounting. Five candidates were proposed and training programmes drawn up, but they were subsequently cancelled owing to the UNDP financial crisis. Tests and examinations 64. At the present stage of the project, only periodic tests and examinations have been conducted. Certificates and awards will be distributed on completion of the two-year courses. Seminar participants were, however, given certificates of attendance. Placement 65. In view of the lack of skilled manpower in the hotel and catering industry, no placement problems are expected for several years. Consultancy and advisory services 66. The project team has established close contact with tourist hotels in Seoul to gain first-hand knowledge of managers' problems in order to adapt their courses to local needs and conditions. This has also given them the opportunity to provide recommendations and .assistance in the preparation of programmes aiming to improve management techniques and, by so doing, to achieve results that will serve as examples which may be emulated later on. In particular, discussions were held with the Triad-Sihe Hotel Holding Group of Saudi Arabia regarding the feasibility of building a 600-room hotel in Seoul. Problems of personnel training were also discussed and recommendations made by the project. 67. The project .team visited the construction site of an hotel school at the Bomun Lake Resort project at the request of Mr. Park Hak Sun, Vice-President of the Korea National Tourist Corporation (KNTC). After discussions with the building contractor, the team made on-the-spot recommendations, and lists of equipment for all departments of the new school were subsequently prepared and submitted to Mr. Park. This hotel school, the construction of which is financed by an IBRD loan, is scheduled to open in April 1977. Surveys 68. Surveys were c a r r i e d out to determine manpower requirements a r i s i n g from the hotel-room c o n s t r u c t i o n p o l i c y launched by the Government. Publicity 69. Wide publicity was given to the project through press articles and interviews (see Annex XII for list) related to training programmes, lectures by ILO experts, personnel requirements and prospects of the hotel and catering industry. Brochures published by the project regarding training facilities and programmes are distributed to students and .applicants to courses. Lectures were given on various occasions during seminars, Rotary Club and other professional meetings. »» - 13 - IV. CONCLUSIONS AND RECOMMENDATIONS Conclusions * «\ 70. As will have been noted from the body of this report, the first major objective of the project has been achieved in that trie Hotel and Catering Training Centre is established and operational. With its sophisticated physical facilities, it constitutes the most suitable training tool immediately available in this field in the Republic of Korea to assist the Government in its long-term aim of closing the gap between the requirements for hotel and catering management personnel and existing resources. 71. The hotel industry is the key element in reaching the 1976 targets of 750,000 foreign visitors and US$200 million. The survival of this vital industry, a major activity of which is the provision of services, can only be ensured through the permanent availability of sufficiently skilled and experienced manpower at all levels. This project is in itself a key element within the industry, especially at a time when it is difficult to recruit hotel and catering specialists at department-head level, and more than 1,000 will be needed in the near future. 72. In view of the progress made so far, it is unfortunate that the 25-manmonth extension could not be approved and that cuts had to be made in the man-months already budgeted due to the UNDP financial crisis. 'Because of these constraints, the project can neither increase the scope of its activities nor improve the quality of its training and will therefore be unable to attain all the objectives laid down in the project document. 73. The constraints experienced with regard to the utilisation of the equipment have hindered the smooth operation of the kitchen department. Timely delivery of raw materials (foodstuffs) and adequate electricity and hot water supplies are essential to the proper use of this equipment for practical training. A solution to these problems should be found in the near future so that a proper balance between theory and practice may be achieved. Potentially more serious is the divergence that has developed in certain respects between plan and action in the areas of organisation and training policy. 74. The nature of the agreement between the government counterpart agency and the Ko-Whang Foundation is not known; and it is .possible that this situation has its origin in the fact that the project was not considered by the Ko-Whang Foundation as an autonomous unit accommodated on the 'campus of Kyung Hee University until its official transfer to the Government. It was perhaps regarded as a donation, and as such was integrated immediately into the existing system of the university as an additional department. It is evident that the autonomy of the Centre needs to be clearly established so as to safeguard the efficiency and quality of the training provided. Recommendati ons 75- The following recommendations are made with a view to ensuring the future viability and efficiency of the Hotel and Catering Training Centre. 76. The primary purpose of this project is the training of hotel personnel. Close co-operation between national and international personnel is essential if this purpose is to be achieved efficiently and in accordance with the project document. It is therefore recommended that the Government ensure that the counterpart authorities take appropriate measures to remove constraints and conduct operations in accordance with the project document and the related financial and other commitments. As a first step, it is recommended that a tripartite meeting, including the Advisory Committee, be arranged to discuss all aspects of this important problem and to seek solutions. 77. To help counteract any tendency towards empiricism, it is recommended that the Government adopt a policy of standardisation of training programmes and methods to make them fully consistent with their objectives. 78. In order to allow the project to carry out the third-year management courses, as foreseen in the project document, it is strongly recommended that high priority be given to the counterpart authorities' request for a one-year extension of the project, on the basis of paragraphs 31, 32 and 33 of the project document. - 14 - 79. Looking further ahead, in order to base the training and development of skilled national hotel and catering manpower within the framework of a coherent long-term strategy, it will be necessary to establish a permanent body of at least 100 licensed instructors to teach major specialisations of the profession. This would logically lead to the matching of training and hotel requirements with the evolution of modern techniques. In order to establish the permanent machinery needed to deal with this long-term strategy, it is recommended that a second phase of this project be planned, including adequate man-months of expertise. Should the Government decide to seek further external assistance, the ILO would be willing to assist, within the limits imposed by the UNDP indicative planning figures for the country or other sources of financing. 15 ANNEX I TOURISM ORGANISATION Korea Tourist Association (KTA) At the time of its establishment in 1963, there were also 11 regional tourist associations and four professional tourist associations. But since June 1972, when all tourist associations were incorporated into a single Korea Tourist Association, all tourist enterprises became members of the Association. As an allied member of the American Society of Travel Agents and an allied member of the Pacific Area Travel Association is to promote the welfare of its members, to strengthen mutual ties, to promote the tourist industry through publicity activities, to improve services for tourists, and to provide guidance and extend aid to tourist enterprises. Tourist organisations Prime Minister National Council on Tourism Policy Ministry of Transportati on Korea Tourist Service, Inc. City provincial governments Korea Tourist Association Tourism section Bureau of Tourism Planning section Development section Guidance s e c t i o n Accommodation s e c t i o n General affairs Co-ordination Guidance-1 Pacilities-1 Supervision Research Guidance-2 Pacilities-2 Publicity Development Guidance-3 | Facilities-3 - 16 - Bureau of Tourism On 17 February 1954, the Ministry of Transportation established a tourism section in the Bureau of Land Transportation. On 1 September 1963, the tourism section was elevated to the status of bureau with two sections. The Bureau of Tourism is now composed of four sections: planning, development, accommodation and guidance. With a staff of 46 persons, it functions as the central administrative body of the tourist industry. The Bureau of Tourism is a full member of the International Union of Official Travel Organisations (IUOTO), an allied member of American Society of Travel Agents (ASTA) and an associate government member of Pacific Area Travel Association (PATA). The Bureau of Tourism is responsible for: (a) establishment of comprehensive plans relating to tourism; (b) liaison, co-operation and exchange of information with international tourist organisations and travel agencies; (c) overseas publicity and advertising; (d) guidance and support of tourist organisations, both governmental and private; (e) supervision of the operation of the Korea Tourist Service, Inc.; (f) enactment of laws and regulations related to tourism; (g) research and surveys related to tourism, both overseas and domestic; (h) training and examination of tour guides and employees engaged in tourist enterprises; (i) financial affairs and tax systems relating to the tourist industry. National Council on Tourism Policy In line with the enforcement of the Tourism Promotion Law, the National Council on Tourism Policy was set up in the Prime Minister's Office in March 1965. The main objective of the Council is to promote tourism by establishing closer ties between administrative organisations in the tourism field. The Council is also responsible for the over-all planning of international tourism in Korea. The Council is headed by the Prime Minister and is composed of 19 commissioners involved either directly or indirectly in the tourist industry. It is the role of the Prime Minister to secure co-operation among all organisations concerned with tourism in carrying out the policies of the Council. The Council deals with the following: (a) inducement of foreign tourists to Korea; (b) designation and development of tourist areas throughout the country; (c) co-ordination of tourism development among the ministers concerned. Korea Tourist Service. Inc. (KTS) Established on 26 June 1963, in accordance with the provisions of the law for Korea Tourist Service, Inc., Korea Tourist Service is owned and operated by the Government. It was formed to help meet the needs of foreign tourists in Korea. Services rendered by Korea Tourist Service include overseas publicity and promotion, travel arrangements, hotel accommodation, tour guides, entertainment facilities, transportation arrangements, sale of imported commodities and souvenirs, and training employees engaged in the tourist industry. To render these services, Korea Tourist Service has operated overseas offices, Bando Hotel, Korea Tourist Bureau, commissaries for foreigners, Arrirang Taxi Service, and Walker Hill Hotel School. However, the Korea Tourist Service is to sell its business establishments to the private unit at the end of 1973 and will reinforce its overseas promotion and training of tourism employees. I - 17 - ANNEX II OPENING OF THE CENTRE (a) Copy of the information leaflet distributed to the applicants "by the counterpart authorities. (b) Copy of a draft for a suggested motivating welcome brochure prepared by the CTA. (a) Information and requirements for the entrance of Kyung Hee International School of Hotel AdmTnistrati"on (February 1975) 1. Departments and fixed numbers Total number Mazor No. Hotel management 80 Hotel front office and housekeeping Hotel accounting 40 40 Food and nutrition 80 Restaurant and bar Food preparation 40 40 Department (1) (2) 2. Entrance examination (1) Written examination (2) Interview (3) Physical examination 3. Examination date (1) Written examination - AM 10, 8 March 1975 (2) Interview - PM 2, (3) Physical examination - PM 1, 10 March 1975 8 March 1975 (Only for successful applicant of the first examination) 4. Subjects (1) Korean language (2) English 5. Qualifications (1) High school graduate and scheduled graduate. (2) Any person who has passed the screening examination of the Government for college entrance qualification. (3) Any person qualified by the Educational Law. Applicants are not subject to the result of the screening examination of the Government (but favourable consideration shall be given to the successful examinee). - 18 - 6. Distribution and receiving of application form Distribution - 27 February-6 March 1975 Receiving - 28 February-7 March 1975 7• Required documents and examination fees Entrance application form (filled). Graduate (scheduled graduate) certificate, and the school record covering the last two years (to be certified on the back of the application form). Other supporting document (if any). Three photos (4 cm x 5 cm). Examination fees #5,000. One copy of activity record of the last school. 8. Announcement of successful applicant First announcement - Second announcement 9. AM 12, 10 March 1975 PM 3, 12 March 1975 Special features and post-graduate privilege Special features - This school is established under the joint efforts of the UNDP and Korean Government. It shall train hotel managers at medium level. This school is equipped with the latest equipment and has many ILO experts. Privilege - Upon the completion of the two-year course, each student shall get one qualification certificate for hotel employment from the Ministry of Transportation and also one diploma certificate issued from the ILO. When all courses are completed a dietist certificate or a cook certificate may be forwarded. Many scholarships are available to the best examinee in the entrance examination, and to any students who have obtained good marks throughout the school years. After graduation, overseas study and foreign employment by hotels in other countries are obtainable. 10. Miscellaneous Entrance application forms are sold at the General Service Department of Kyung Hee University (#500 per one copy). Filled application forms axe received at the Office of Academic Affairs of the university. (Examination permit slips shall be given when receipt of the application is made.) When any application is made by mail, please send us a money order covering the form and mailing charges. Prior to the examination, applicants are required to attend a preliminary assembly, held in the main playground of the university at AM 9, 8 March 1965. Examination shall be made in ink. Please direct any inquiries to the Office of Academic Affairs of Kyung Hee University. - 19 - (b) Draft for a suggested motivating welcome brochure to be distributed to the students upon their enrolment to the Kyung Hee International School of Hotel Administration (prepared by Denis J. Ihept, Project Manager, on 10.3.75) Dear future hotelier, You are welcome at the Kyung Hee International School of Hotel Administration. You took the decision to choose a career in the hotel and catering industry. This choice cannot be better. In coming into this profession you are entering a dynamic and booming industry which will offer to you an almost unlimited and most promising scope. You are certainly aware that tourism is not a single industry but a composite of many peripheral bodies, each an industry in its own right. If we consider its diversity and complexity as well as the importance of its labour force and its colossal turnover in foreign currencies, the hotel and catering industry is undoubtedly the key one. Let us have together a quick glance at the background of your future profession. There was a time, not long ago, when almost everywhere hotel jobs were regarded as a simple task which did not require particular ability. This unjust opinion was perhaps, in a certain sense, valid during the period preceding the stage coach and the coaching inns. The history of hotels and hotel keepers can be traced back to biblical times. The Christians know well that if Christ was born in a stable it is because the Nazareth inn had no room available to shelter Mary. Throughout the centuries hotels have played a special role in the life of the community by catering for the traveller. At one time in western countries the common hotel (inn) was a house on the main roads which provided food and accommodation for travellers and which had facilities for looking after their horses. The accommodation in the earliest inns did not differ from that which might be offered by the private householder. Meals were eaten in a large hall, then tables were removed and beds spread for the night. In some of these early inns the travellers had sometimes to bring their own food, but soon they were able to buy what they wished to eat, chiefly bread, meat and drinks such as wine or beer. If a traveller brought a horse and paid for his keep, he paid no extra charge for his bed, but the traveller on foot paid a small sum for his lodging. Where a traveller was of higher social status and he obtained accommodation in a room of his choice, he paid for the food and lodging as well as his fire and candle. But nothing is static and since those days, with the amazing improvement in the capacity and rapidity of the means of transport, the hotel and catering industry has experienced a similar dramatic change in character. The coachman with the 15 passengers has been replaced by the Jumbo Jet's engineer-pilot and its 400 passengers. The innkeeper of the last centuries with his 15 undemanding guests has been replaced by the modern multidisciplinary hotel manager and his 600 or 800 guests with their hard-to-please demands. Nowadays, in addition to furnishing food and lodging for its guests, a modern hotel provides the many luxuries of urban living all under its roof. The guests can frequently have a suit or dress pressed or clothing laundered; they can telephone friends or business associates from the room by dialling the number directly; buy reading material or clothing or personal items; have a hair-cut and arrange transportation; send cables; or enjoy entertainment without leaving the premises. - 20 - The larger hotels offer an even wider variety of shops, including gift shops, florist, theatre ticket agencies, car renting service, beauty parlours and drugstores. Personal services usually available include a public stenographer and a notary public, a house physician, and occasionally the facilities of a Turkish bath and chiropodist as well as medical masseur. Included in the rate that the guest pays for the room may be air conditioning, radio and television, parking, a library, the use of the swimming pool or a sun deck. Some resort hotels, particularly those in isolated areas, provide extensive entertainment facilities for their guests: tennis courts, golf courses, bathhouses, boats, saddle-horses, touring cars and garage facilities. Of course no one expects to find all these conveniences, services or luxuries in every hotel. Each establishment decides what services should be provided, based on public demand, the size and character of the hotel and the class of the patronage. This is a brief description of your future field of activities. Tourist development in Korea The fast growth of tourism in Korea is linked with the development of holidays, technical progress in air transport and modifications around the world and these in turn have carried with them an increase in the tasks facing the hotel and catering industry as well as new methods of management. As an economy develops and standards of living improve, more and more services of different kinds come into being in commerce, offices, the Government, tourism and elsewhere. With the tourist industry rapidly expanding the Government has decided to open a Hotel and Catering School located on the magnificent campus of Kyung Hee University to provide more advanced training in all the different hotel trades. The Government has launched the new scheme with the assistance of international experts sent to Korea by the International Labour Organisation (ILO) under the auspices of the United Nations Development Programme (UNDP). The international fund contribution has also provided key equipment for demonstration and practical training purposes. Recently, the Chairman of the Seoul Junior Chamber of Commerce stated: "at present the nation has 8,076 rooms distributed among 98 tourist hotels. Future projection for Korea envisages 22,000 rooms by 1976". For us the specialists in the hotel and catering industry, it means that we require during the same period to achieve an available labour force of at least 33,000, including 4,000 in middle-management and some 800 departmental heads. We will prepare you to become the nucleus of this future professional aristocracy. But, to be frank with you, you have, prior to reaching this objective, a hard road to travel and before becoming a head of department you will have to learn your profession starting from its elementary principles of the duties and methods of approach. This will mainly be concentrated on technical subjects rather than academics (70 per cent of your training). Another point of prime importance which can determine your future career is your ability in foreign languages. It is obvious that if you do not speak correctly at least three of the foreign languages most frequently used by foreign tourists, you cannot expect to have a managerial position in the hotel and catering industry which is chiefly based on permanent contact with foreign visitors. The French language is also essential in the preparation and servicing of cuisine of international standard. - 21 - Personal attributes required. Hotel and catering is chiefly a service industry, and good personal relations is the essence of good service. A number of personal attributes are essential for all staff employed in the establishments. They include the following: personal integrity; - sense of responsibility; reliability; quick intelligence, alertness and energy; personal hygiene and cleanliness; speed and promptness in dealing with difficulties; even temper and patience; good memory; meticulous attention to detail and neatness; - willingness to render service; good health; sobriety. Other personal attributes are essential for all staff in personal contact with guests (front office, restaurant/bar and housekeeping); they include: good general appearance; good manners, cheerful disposition, smiling face, tact; - hair should be clean, well brushed and combed. Men should avoid styles which cause hair to fall over the eyes as well as to below the collar. Female staff should adopt neat hairstyles, discreet make-up and avoid excessive perfume as well as jewell-ery - wedding ring only admitted., psychological insight; discretion; clear enunciation; liking for human contact. Courses offered by Kyung Hee University Degree courses are offered by Kyung Hee University at its International School of Hotel Administration and the entrance qualification for it are the normal university entrance standards. The Kyung Hee University junior college level courses last two academic years and lead to a degree of head of department in the hotel and catering industry. One additional one-year course leads to a degree of hotel assistant manager. After the first and second term, students must spend the rest of the time working in establishments agreed by the Bureau of Tourism, and then return for two more terms to complete the course. ' The course is a. broadly-based one to specialise in one particular department and to give also a good general education in the hotel and catering industry. It has a strong practical basis and academic and theoretical subjects are backed by practical work in the following five departments taught by the school: - 22 - - front office; housekeeping; - restaurant and bar; - kitchen and pastry; accounting. Here below is the job description at managerial level for each of those five departments. Description of personal attributes and duties of functions Higher level Front office - front office manager Special personal attributes authority and adaptability; - organisational and administrative ability. Duties (a) To be responsible for, to direct and to supervise the different services to his department. (b) To draw up duty rosters and to supervise the discipline, conduct and appearance of staff in his department. (c) To hold over-all responsibility for operations relating to hotel accounting. (d) To be responsible for reservation planning and for all operations concerning allocation of rooms. (e) To receive guests on their arrival and to assign them to their rooms. (f) In special cases, to accompany guests to their rooms. (g) If authorised, to grant special rates for accommodation. (h) To hold over-all responsibility for ensuring good relationships between the guests and the hotel as a whole. (i) To give instructions for and to supervise the hotel correspondence. (j) To ensure the observance of hygiene and safety precautions and standards in his department. (k) To be responsible for staff under him, whom he may suggest for selection, recruitment, replacement, dismissal, change of duties, promotion, training, etc, (1) To be responsible for organising, conducting and supervising training on the job for the staff of his department. (m) To be responsible for following the progress of members of his department taking part-time courses away from the job. - 23 - Housekeeping - head housekeeper Special personal attributes - authority and adaptability; - organisational and administrative ability; artistic sense. Duties (a) To be responsible for, to direct and to supervise the work of her (his) department. (b) To draw up duty rosters and to supervise the discipline, conduct and appearance of the staff of her (his) department. (c) To be responsible for the cleanliness and orderliness of the hotel as a whole. (d) To be responsible for the inventory of furniture, linen, carpets, hangings, etc., and of movable equipment in the bedrooms and related premises, and to check it regularly. (e) When applicable, to be responsible for organising repairs and maintenance for the hotel as a whole. (f) To be responsible for holding articles which guests have left behind in the rooms. (g) To keep the lost and found book. (h) In case of sickness of any guests or member of the staff, to inform the management, while giving immediate assistance and, when possible, emergency treatment. (i) When applicable, to be responsible for the uniforms of the hotel staff. (j) As instructed by the management, to ensure observance of hygiene and safety precautions and standards in her (his) department, (k) To be responsible for staff under her (him), whom she (he) may suggest for selection, recruitment, replacement, dismissal, change of duties, promotion, training, etc. (1) To be responsible for organising, conducting and supervising training on the job. (m) To be responsible for following the progress of members of her (his) department taking part-time courses away from the job. The meeting decided to consider also the functions of the food and beverage manager and of the maintenance and repair personnel. Restaurant and bar Restaurant - mal'tre d'hotel/head waiter; restaurant manager Special personal attributes authority and adaptability; excellent organisational and administrative ability. - 24 - Duties (a) To be responsible for, to direct and to supervise the efficient operation of the different services of his department, including responsibility for the inventory of restaurant equipment. (b) To draw up duty rosters and to supervise the discipline, conduct and appearance of staff in his department. (c) To supervise the preparation of dining rooms, table decorations, etc. (d) To suggest tables to guests, doing his best to meet their preferences. (e) To supervise the activities of the various station waiters under him and to intervene tactfully where necessary. (f) If the occasion should arise, in consultation with the kitchen and the management and without neglecting the interests of the establishment, to set fixed prices for meals with the special aim of increasing business by giving greater satisfaction to the guests. (g) To inform the chef de cuisine of probably day-to-day requests and to keep in touch with him so as to make the best use of dishes already prepared. (h) On special occasions such as receptions, banquets, formal dinners, parties, etc., and unless responsibility for such work has been assigned elsewhere, to collaborate with the general manager in dealing with all organisational arrangements, paying attention to even the smallest details. (i) As instructed by the management, to ensure the observance of hygiene and safety precautions and standards in his department. (j) To be responsible for staff under him whom he may suggest for selection, recruitment, replacement, dismissal, change of duties, promotion, training, etc. (k) To be responsible for organising, conducting and supervising training on the job. (l) To be responsible for following the progress of members of his department taking part-time courses away from the job. Bar - head bartender Special personal attributes authority and adaptability; excellent organisational and administrative ability. Duties (a) To be responsible for, to direct and to supervise the efficient operation of the bar, including responsibility for the inventory of bar equipment. (b) To draw up duty rosters and to supervise the discipline, conduct and appearance of staff in his department. (c) To organise the bar in detail and to arrange bottles and equipment in his care attractively. (d) To prepare and pour the drinks ordered and to ensure that any necessary table service is provided in the bar (tea, coffee, sandwiches, etc.). (e) To supervise the preparation of tables as required. (f) To check the position of stock regularly and to be responsible for obtaining supplies as required. (g) To receive cash payments at list prices and to inform the office of any drinks to be included on guests' bills. 25 - (h) Each evening, when going off duty, to pay the day's receipts to the cashier's office and to enter the amounts of sales. (i) To te responsible for staff under him, whom he may suggest for selection, recruitment, replacement, dismissal, change of duties, promotion, training, etc. (j) As instructed by the management to ensure observance of safety precautions and standards in his department. (k) To be responsible for organising, conducting and supervising training on the job (1) To be responsible for following the progress of members of his department taking part-time courses away from the job. Kitchen - executive chief Special personal attributes authority and adaptability; excellent organisational and administrative ability; excellent taste, including aesthetic sense; refined palate. Duties (a) To be responsible for, to direct and to supervise the different services of his department. (b) To draw up duty rosters and to supervise the discipline, conduct and appearance of staff in his department. (c) In accordance with arrangements made by the management, and information supplied by the maltre d'hotel about guests' preferences, to prepare the menu, with due account for the need to attract clients slnd to maintain standards as well as to observe economy and make best use of available resources. (d) To co-operate with the management and the maftre d'hotel in drawing up special menus for banquets, receptions, official dinners, galas, etc. (e) To post the next day's menu in the kitchen for use by the chefs de partie concerned. (f) To give the necessary instructions to the chefs de partie on the dishes to be prepared and any useful hints for their preparation and to supervise their preparation, tasting as necessary. (g) Throughout the service to remain constantly beside the hotplate in order to watch the work closely, to receive orders and to transmit them so that the chefs de partie can hear them without difficulty. (h) To check outgoing prepared dishes in order to make sure that they are as ordered and perfect in every respect. (i) To intervene personally to assist chefs de partie as necessary. (j) To inform the buying office and stores in advance, by means of a detailed list, of all items needed in the kitchen each day, and to give vouchers to the storekeeper in return for the issue of necessary goods available in store. (k) If required, to be directly responsible for the selection of goods from suppliers. (1) On arrival of goods in the kitchen, to check weights and qualities to ensure that the goods correspond to the order in every respect. - 26 - (m) To check the position of stock regularly and to request replacements as necessary. (n) At the end of service in the evening, to note outgoings of various foodstuffs (meat, fish, vegetables, etc.) on the basis of vouchers. (o) To supervise the staff table and to supply the necessary foodstuffs to the staff cook. (p) To ensure the observance of hygiene and safety precautions and standards in his department. (q) To be responsible for staff under him, whom he may suggest for selection, recruitment, replacement, dismissal, change of duties, promotion, training, etc. (r) To be responsible for organising, conducting and supervising training on the job. (s) To be responsible for following the progress of members of his department taking part-time courses away from the job. Accounting - application of the "uniform system of accounts for hotels" Special personal attributes authority and adaptability; patient, meticulous, methodic; organisational and administrative ability. Duties Generality In charge of financial control for the hotel. Advises and recommends adoption of procedures affecting budgets, costs and operational procedures. Work performed (a) In charge of the hotel's accounting system. Directs financial operations. (b) Formulates accounting procedures to facilitate hotel operations. (c) Provides information to hotel manager, department heads and various hotel committees on the financial condition of the hotel and its various departments. (d) Analyses hotel records at periodic intervals to determine the adherence to financial controls that the hotel has set up. Works with the hotel bookkeepers to maintain proper control systems. Checks hotel accounts to see that entries are posted correctly. (e) Works with the hotel auditing department to make sure that procedures are consistent with hotel policies. (f) Prepares all tax returns in accordance with regulations. Prepares or verifies any reports made to agencies and trade or professional organisations whose dissemination is consistent with hotel policies. (g) Directs, participates in and verifies the taking of the various inventories in the hotel such as beverages, food and supplies. (h) In charge of procedures governing bank deposits, cash banks in various areas of the hotel, and policies pertaining to payrolls. 27 ANNEX III (a) ORGANISATION OF THE PROJECT (from the guideline in the project document) Ministry of Transportation has confined the execution of the project for the government side to Kyung Hee University, Seoul President of Kyung Hee University Advisory Committee Project Director ILO project Manager and Co-Manager Private secretary Administrative support Experts and counterparts Administrative officer Typist Accountant Storekeeper Kitchen assistant Messengers (+ duplication) General service Instructors for general subjects and part-time professors Training programme for the five departments Driver Cleaners Night watchman - 28 - (b) ORGANISATIONAL STRUCTURE OF THE PROJECT (as planned in the project document) Advisory Committee (a) Role of the Advisory Committee The role of the Committee is to ensure co-operation of all government and non-government bodies concerned and to advise the President of Kyung Hee University on all matters related to the general policy operation and activities of the project. The Advisory Committee will meet once a month minimum. (b) Composition of the Advisory Committee: The Advisory Committee is composed as follows: Chairman President of Kyung Hee University Dr. Young Seek Choue Vice-Chairman (1) Director of Financial Affairs, Kyung Hee University To be appointed Chief of Tourism, Ministry of Transportation Mr. Young Noon Chung Vice-Chairman (2) Project Director (Not yet appointed) Chief of Co-operation, Ministry of Science and Technology Mr. Hyung Ki Kim UNDP Resident Representative Assistant Mr. Andrew Geair One representative of the Ministry of Education Mr. Su Yoong Choo President of Korea Tourism Association Mr. Choe Kyem Kim One representative of labour union (hotellerie) Not yet appointed President of KAL Hotel Mr. IL Hwan Kim General Manager Chosun Hotel Mr. Dante David General Manager of Walker Hill Hotel Mr. Yeu Kyun Shin Project Co-Manager Mr. Lee Won Woo ILO Project Manager Mr. Dennis J. Lhept Two representatives of faculty members of Kyung Hee University Not yet appointed The Committee will have the right to appoint two other additional members, whose participation could be considered advantageous for the success of the project. Remarks: Mr. Young Hoon Chung, Director of signatory of the project document promoted to an important position replaced by Mr. Lee Jong Choon at Bureau of Tourism, who was alsc the on behalf of the Government, has been in the Ministry of Transportation and the head of the Bureau of Tourism. 29 - ANNEX IV ACTUAL ORGANISATION CHART Hotel and Catering Training Centre International School of Hotel Administration Kyung Hee University Chancellor ILO Project Manager Ko Whang Foundation Council Dean Faculty meeting ILO experts Students corps for nation's defence General affairs section X General affairs Accounting Academic affairs I — 1 — Student counselling Academic affairs administration General academic affairs School register Trainee practice Hotel middle-managementlevel personnel course Hotel management course Two years 6-month short-term course One year Grade-up course General manager course Hotel management Kitchen and pastry Front office and housekeeping - 30 - ANNEX V LIST OF INTERNATIONAL PERSONNEL Post No. Post description Name 01 Project manager Denis J. Lhept 02 Hotel frontoffice training expert Walter Tatum 03 04 05 06 07 Restaurant and bar training expert J.-L. Poncet Montange Kitchen and pastry training expert Ernest C. Westram Consultant in pastry training Consultant in housekeeping training Consultant in hotel accounting Date of assignment Date of contract completion m/m 3.3.77 31 11.10.75 31.5.76 7.7 * 5.12.74 4.2.76 14 24.5.75 23.5.76 12 10.3.76 9.6.76 3 4.8.74 - cancelled - Carmel A. Brody - cancelled - Total 67.7 - 31 - ANNEX VI LIST OF COUNTERPART PERSONNEL Post No. Name Title of post Date of entry 01 Mr. Lee Won Woo Project co-manager 1 April 1975 03 Mr. Shon Dae Hyun Front office October 1975 05 Mr. Kim Tae Hyun Restaurant and bar March 1975 07 Mr. Ha Jae Ho Kitchen and pastry - left March 1975 September 1975 Mr. Choong Ho Kim Kitchen and pastry September 1975 Mrs. Song Ui Zung Housekeeping March 1976 09 - 32 - ANNEX VII PROJECT PREMISES (a) Plans of 1st, 2nd, 3rd, 4th, 5th and 6th floors. (b) Number of kilowatts required by the kitchen and pastry department and adjacent areas. (c) List of works to be completed in the kitchen department. - 33 s o o SP R EH •H a o o u si o •r-\ -P a) h a o o U ual cla u a ra o o u •H > i o § •H 3 •p 13 a A <* M +3 •H ra Pi o » a 4) p 0> h O -P CO u o o I-I <0 O O fr ' > 5fH3 Hi .O •H Hi :32 Beverage cooler n 4.^.10. Plate rack 1Q 4.2.iy. (98179) 23532 21 105 A 9 ?n 4.2.20. Silver rack 23532 21 105 A 9 91 CU 23532 19 95 315 630 Remarks (98181) P raCk 4-2.21. (98180) 4.2.22. Carts for tray 23595 H.D. Sheldon and Co. Inc. New York 4.2.234.2.77. Kitchen small equipment 23996 Jules Gaillard Paris 4.2.784.2.81 Towels and aprons 23545 5.1.1. Vacuum cleaner 23565 H.D. Sheldon and Co. Inc. New York 5 214 1 070 5.1.2. Floor polisher 23565 5 284 1 420 5.2.1. Sewing machine 22912 I 940 940 6«1010 Calculator 2325O 13 292 3 800 7.1.1. Car 22913 1 2 800 2 800 7.1.2. Snow tyres 22913 5 3 868 24 000 See attached invoice 690 1 965 See attached invoice Total» US8231,296,6C - 44 - Small restaurant equipment Qty. Description Couverts de table en acier inox argente, Mod. AMBASSADOR (Silverplated over stainless steel flatware, pattern AMBASSADOR) 20 Cuillers de table (Dinner spoons) 40 Fourchettes de table (Dinner forks) 40 Couteaux de table (Dinner knives) 20 Fourchettes a poisson (Fish forks) 20 Couteaux a poisson (Fish knives ) 20 Fourchettes a hultres (Oyster forks) 20 Fourchettes a escargots (Snail forks) 16/01 423 ' 40 Fourchettes a dessert (Salad/dessert forks) 40 Fourchettes a dessert (Dessert forks) 20 Cuillers a dessert (Dessert spoons) 40 Couteaux a dessert (Dessert knives) 20 Cuillers a cafe (Tea/coffee spoons) 20 Cuillers a. mocca (Mocca spoons) 20 Cuillers a glace (Ice-cream spoons) 20 Fourchettes a patisserie (Pastry forks) 20 Couteaux a beurre individuel const. (Butter knives indiv.) 20 Cuillers a bouillon (Bouillon spoons) 20 Pinces a escargots (Snail tongs) 16/15 110 Articles en acier inox argente (Silverplated over stainless steel holloware) 2 Plat ovale 37 x 24 cm (Oval platter) 16/02 012 2 " 48 x 32 cm " 015 2 " 55 x 35 cm " 016 - 45 - Ref. Qty. Description 3.1.5 A 2 Plat a poisson (Fish platter) 63 x 28 cm 16/02 452 B 2 '• 90 x 37 cm 16/02 454 16/02 112 16/02 115 3.1.6 A 3 Plat rond 26 cm (Round platter) B 2 3.1.7 3 Rechauds 2 lampes A 3 Soupiere a/couv. 16/06 103 + 04 213 (Soup tureen w/cover) B 2 Soupiere a/couv. 16/06 105 + 04 215 (Soup tureen w/cover) 27 cm A 3 legumiers a/couv. 16/04 203 + 04 213 (Vegetable dish w/cover) 20 cm B 3 " 3.1.10 5 Dessous de bouteille (Bottle coaster) 3.1.11 2 Huilier/vinaigrier 16/15 061 (Oil and vinegar set) 3.1.12 8 Verres de rechange p/dito (Extra glass for above) A 6 Saliero (Salt shaker) B 6 Poivrier 16/15 069 (Pepper shaker) » 35 cm SP 155/6/2 3.1.8 3.1.9 16/04 204 + 04 214 16/10 902 14 cm 40/15 061 3.1.13 16/15 068 3.1.14 15 Verres de rechange p/dito (Extra glass for above) 40/15 068/069 3.1.15 20 Plat a escargots 12 trous (Snail plate 12 holes) 16/02 911 3.1.16 A 2 Sauciere . 15 cl (Gravy boat) 16/04 501 B 2 28 cl 16/04 502 20 cm - 46 - Qty. Description 17 4 Cuillers a sauce Constellation (Gravy spoons) 18 20 19 4 Panier a decante (Wine basket) 12/15 125 20 3 Seau a champagne (Wine cooler) 16/14 000 21 1 Seau a champagne magnum (Magnum wine cooler) 12/14 000 22 2 Seau a vin du Rhin (Cooler for Rhine wine) 12/14 081 23 1 Seau a. glace (isothermique) (Ice bucket) 24 3 Seau a glace (Ice bucket) 25 4 Cuillers a glace 12/13 100 (Perforated ice spoon) 2 Shaker 25 cl 16/13 004 2 " 50 cl 16/13 003 Coupe a glace Arosa (Ice-cream coup) 16/12 015 11,5 cm GEI 577.24.50 16/14 311 26 27 2 Passoire de bar (Bar strainer) 16/13 060 28 2 Marteau a glace (Ice hammer). 12/13 080 29 2 Cuiller a melange (Mixing spoon) 30 2 Porte-epices 12/13 052 (Spice holder) 31 2 Rftpe a muscade 12/13 070 (Nutmeg scraper) 32 2 Porte-chalumeau (Straw holder) 33 4 Saupoudrier a sucre (Sugar sifter) 34 10 35 4 Porte cure-dents 16/15 100 (Toothpick holder) 1 Plateau rect. (Rectang, tray) 28 x 21 cm 16/10 702 1 " 40 x 39 cm 16/10 705 1 " 60 x 40 cm 16/10 710 12/13 110 12/13 020 16/11 702 Verre de rechange p/dito (Extra glass for above) 40/11 702 36 47 Réf. Qty. Description 3.1.37 A 2 B 2 Poêle à crêpe cuivre (ronde) (Copper pan for crepe suzette) (round) » 20 cm 13/07 100 (ovale s/couv.) 23 cm (oval w/o cover) 3.1.38 2 Sauteuse (Sauté pan) 22 cm 3.1.39 1 Marmite pommes vapeur (Steam pan) 3.1.40 2 Cocotte ovale a/couv. (Oval casserole w/cover) 18 cm0 SP 508/6 3.1.41 2 " 20 cnl0 SP 508/6 3.1.42 1 Voiture à flamber (Flambé trolley) 3.1.43 1 Voiture à hors d'oeuvres (Hors d'oeuvre trolley) 3.1.44 1 Voiture à trancher (Beef trolley) 13/07 001 12/05 203 15 cm 13/05 300 28/01 100 28/00 000 22/09 001 Couverts de table en acier inoxydable, Mod. CONSTELLATION (Stainless steel flatware, pattern CONSTELLATION) 3.1.45 A 200 Cuillères de table (Dinner spoons) B 250 Fourchettes de table (Dinner forks) C 250 Couteaux de table (Dinner knives) D 250 Cuillères à dessert (Dessert spoons) E 250 Fourchettes à dessert (Dessert forks) F 250 Couteaux à dessert (Dessert knives) G 100 Fourchettes à poisson (Fish forks) H 100 Couteaux à poisson (Fish knives) I 100 Cuillères à thé/café (Coffee/tea spoons) J 100 Fourchettes à pâtisserie (Pastry forks) K 100 Fourchettes à huîtres (Oyster forks) - 48 - Qty. Description Articles en acier inoxydable (Stainless steel articles) 46 25 Pinces a escargots (Snail tongs) 19/15 110 47 25 Fourchettes a escargots (Snail forks) 48 25 Plats a escargots 6 trous (Snail plates 6 holes) 49 25 Louches a potage (Soup ladles) 50 80 Dessous de bouteille (Bottle coasters) 51 10 Pelles a tarte CONSTELLATION (Pastry shovels) 52 15 Huiliers-vinaigriers (Oil and vinegar sets) 53 30 Elacons de rechange p/dito (Spare glass for above) 54 15 Porte cure-dents (Toothpick holders) 55 50 Rince-doigts (Finger bowls) 56 15 Casse-noix (Nutcrackers) 57 40 Numeros de table 1 a 40 (Table numbers) 19/15 290 30 Raviers 10 cm0 (Raviers dishes) 19/11 521 19/01 423 19/02 910 CONSTELLATION 14 cm 19/10 902 19/15 061 40/15 061 19/15 101 19/15 010 19/15 160 58 30 " 16 x 8 cm 19/09 500 30 " 24 x 13 cm 19/09 502 59 25 Plats a. oeufs ronds 15 cm (Egg platters round) 60 25 Coquetiers (Egg cups) 61 20 Tasses a bouillon (Bouillon cups) 10 Soupieres a/couv. 15 cm (Soup tureens w/cover) 5 " 19/02 811 19/15 091 19/06 530 20 cm 19/06 101 + 04 211 19/06 103 + 04 213 - 49 - Description Plats ovales 28 x 19 cm (Oval platters) 19/02 010 " 37 x 24 cm 19/02 012 " 42 x 29 cm 19/02 013 " 55 x 35 cm 19/02 016 Plats ronds 26 cm (Round platters) 19/02 112 " 32 cm 19/02 114 " 35 cm 19/02 115 Plats a poisson (Fish platters) 75 cm 19/02 453 " 90 cm 19/02 454 Cloches ovales (Oval covers) 25 x 15 cm 18/03 010 »• 33 x 21 cm 19/03 012 » 37 x 24 cm 19/03 013 " 50 x 30 cm 19/03 015 Cloches rondes (Round covers) 25 cm 19/03 112 » 30 cm 18/03 113 " 32 cm 18/03 114 Plats a. gratin ovales a/couvercle (Gratin platters w/cover) " Legumiers a/couv. 13 cm (Vegetable dishes w/cover) 23 x 15 cm 19/02 773 29 x 18 cm 19/02 774 19/04 200 + 210 " 17 cm 19/04 202 + 212 " 20 cm 19/04 203 + 213 - 50 - Qty. Description 70 10 Sauciferes fond (Gravy boats) plat 10 ctl 19/04 500 10 " 15 ctl 19/04 501 10 " 28 ctl 19/04 502 71 25 Cafetieres RIO (Coffee pots) 30 ctl 19/11 351 20 " 50 ctl 19/11 352 10 " 75 ctl 19/11 353 72 25 Pots a lait RIO (Milk pots) 20 " 30 ctl 19/11 371 50 ctl 19/11 372 73 20 Pots a. eau PLAZZA (Water jugs) 10 ctl 19/11 333 ctl 19/11 334 30 ctl 19/11 371 50 ctl 19/11 372 15 ii 10 " 10 " 25 Theieres RIO ('Teapots) 30 ctl 19/11 360 20 " 50 ctl 19/11 361 15 " 75 ctl 19/11 362 75 40 Confituriers (Jam dishes) 76 40 Coupelles a beurre (Butter dishes) 77 25 Shakers 78 25 Passoires 19/13 060 (Strainers) 79 25 Cuilleres a melange de bar (Mixing spoons) 80 25 Cuilleres a soda SAHARA (Soda spoons) 81 20 Seaux a champagne (Wine coolers) 82 10 Seaux a vin du Rhin £:P/JN (Rhine wine coolers) 1 RIO 5 74 19/11 520 19/11 520 19/13 003 12/13 110 19/14 000 51 - Ref. Qty. Description 3.1.83 30 Seaux a glace a/pince a glace (Ice buckets with ice tongs) 3.1.84 15 Supports de seau a champagne (Stands for wine cooler) 3.1.85 19/14 311 + 13 121 19/14 071 Porcelaine blanche erapilable (White china) A 150 Assiettes creuses (Soup plates) 23 cm 20 02 23 B 400 Assiettes plates (Dinner plates) 24 cm 21 02 24 C 300 Assiettes a. dessert (Dessert plates) D 150 Assiettes a pain/salade (Bread/salad plates) 3.1.86 200 Tasses a. cafe (Coffee cups) 3.1.87 200 Sous-tasses a cafe (Coffee saucers) 3.1.88 100 Tasses a the (Tea cups) 3.1.89 100 Sous-tasses a the (Tea saucers) 3.1.90 100 Tasses a. dejeuner (Breakfast cups) 3.1.91 100 Sous-tasses a dejeuner (Breakfast saucers) 20 cm 21 02 20 17 cm 21 02 17 11 02 09 12 02 09 11 01 17 12 01 17 11 01 20 12 01 20 3.1.92 A 20 Saladiers (Salad dishes) 16,5 cm0 26 02 17 B 20 " 19 cm0 26 02 19 C 115 " 23 cm0 26 02 23 3.1.93 A 50 Raviers 13 cm (Ravier dishes) 24 05 13 B 50 " 16 cm 24 05 16 C 50 " 20 cm 24 05 20 Compotiers 19 cm (Compote dishes) 26 02 19 3.1.94 A 15 B 15 " 26 cm 26 02 26 - 52 - Qty. Description Porcelaine brune (Brown china) 95 200 96 50 Moules a souffle (Souffle moulds) 26 20 15 97 40 " 26 20 22 98 26 20 06 Verrerie non decoree (Glassware, plain) 250 Verres a eau HELVETIE (Water glasses) 200 Verres a Bordeaux HELVETIE (Bordeaux glasses) 200 Verres a Bourgogne HELVETIE (Bourgogne glasses) 75 99 Ramequins 6,5 cm (Ramequin dishes) 26 cl 18 cl 36 cl Verres a vin du Rhin coupe verte (Rhine wine glasses) 200 Flutes a champagne Tabaris (Champagne flutes) 200 Gobelets a whisky Scotland (Whisky tumblers) 200 Gobelets a cafe liSgeois HEGGIS (Coffee liegeois tumblers) 100 Carafes a eau 1 It (Water pitchers) 100 Carafes a vin ZH (Wine jars) "A" 100 30 cl 100 " 50 cl 100 " 100 cl 101 Verrerie de bar (Bar glassware) 100 Verres a cognac (Brandy glasses) A 6350 100 Verres a porto. Reto (Porto glasses) 100 Verres a cocktail NAP0LI (Cocktail glasses) 100 Verres a jus de fruit SCOTCH (Juice glasses) 100 Verres a liqueur NAPOLI (Liquor glasses) 200 Gobelets a whisky (Whisky glasses) 379/25 6, 5 cl 5 cl 21 cl 53 Réf. Qty. Description G 50 H 100 Flûtes à champagne NAPOLI (Champagne flutes) 100 Tire-bouchons Maître d'Hôtel 3.1.110 Gobelets à whisky (Tumblers) 378/30 3.1.111 A 10 B 10 3.1.112 Mesures à whisky double argentée " " " Corbeilles à citron 20/40 grs " 30/40 grs 21 cm0 3.1.113 A 20 B 5 Moulins à poivre vernis noyer " " modèle géant, noyer 26 cm 3.1.114 A 5 B 5 " C 5 " " E 5 " " F 5 " 46/35 cm G 5 " 50/40 cm H 5 " 60/45 cm Plateaux à bière fond plat de service 40 cm0 50 cm0 avec surface antiglissante 1 Réchaud-batterie A 2 Mesures de bar, 5 grs B 2 3.1.115 30 cm0 10 plaques 53/32 1/2 cm 220 volts 3.1.116 " " " 1/2 lt 1 lt 3.1.117 A 4 B 2 C 6 Casiers seuls plastique 3.1.118 1 Tableau prix courant petite restauration 3.1.119 5 Décanteurs osier fumé 3.1.120 1 Décanteur fer forgé 3.1.121 1 Support mural en ligne pour 4 bouteilles 3.1.122 3 Verseurs Nondrip 1 oz. 3.1.122 3 Verseurs Nondrip 3.1.123 100 Porte-couverts chromés, 2 x 4 cases " " " 3 x 4 cases 1 1/2 oz. Bouchons rechange pour doseur Nondrip 30/35 cm - 54 - Linen for restaurant Ref. Qty. Description 3.1.102 A 30 Tablecloths, union half linen, bleached B 50 Napperons C 15 Underpads, rubber, white A 20 Tablecloths B 40 Napperons 90/120 cm C 10 Underpads 120/160 cm A 20 Tablecloths B 40 Napperons 140/140 cm C 10 Underpads 140/140 cm 140/140 cm 90/90 cm 120/120 cm 3.1.103 140/180 cm 3.1.104 Napkins 180/180 cm 3.1.105 500 60/60 cm 3.1.106 60 metres Tablecloth 3.1.107 60 metres Underpad 120 cm wide 3.1.108 150 Waiter's cloths 47/60 cm 3.1.109 50 180 cm wide Waiter's aprons, union half linen, white 90/70 cm Small kitchen equipment Ref. Qty. Description 4.2.23 A B C 2 3 3 Casseroles cuivre martele, etame dito dito 4.2.24 A B 3 3 Sauteuses evasees cuivre martele, etame dito 4.2.25 A B C 2 2 1 Plats a sauter a queue cuivre martele, etame dito dito 4.2.26 A B C D E 2 3 3 2 1 Couvercles a queue cuivre martele dito dito dito dito 0 16 cm 0 20 cm 0 24 cm 0 0 0 0 0 (1) (1) (1) 0 18 cm 0 22 cm (5) (5) 0 20 cm 0 26 cm 0 32 cm 16/17 cm (20) 21 cm (20) 25 cm (20) 27 cm (20) 33 cm (20) (4 (4 (4 - 55 Ref. Qty Description 4.2.27 2 Caisses a bains en cuivre m a r t e l e , etame 4.2.28 B C 2 2 Bains-marie a. sauce en cuivre m a r t e l e , etame 4.2.29 A 3 " B 3 Bains-marie a, potage cuivre ma.rtele, etame, avec couvercle 0 18 cm (27 dito 0 22 cm (27 4.2.30 A B 1 1 Marmite avec couvercle cuivre martele dito 4.2.31 1 Rondeau bas cuivre martele avec couvercle 4.2.32 1 Braisiere rectangulaire avec couvercle emboitant formant plaque a. rotir cuivre martele 36 x 21 x 20 (23) 4.2.33 A 1 1 Poissonniere avec grille et couvercle cuivre martele, etame dito 4.2.34 1 Turbotiere avec grille et couvercle cuivre, etame 4.2.35 A B 2 1 Bains a potage cuivre etame avec couvercle dito 4.2.36 A B 1 1 Plaque a rStir cuivre etame dito 4.2.37 A B C D E F 30 15 30 5 60 4.2.38 A B C 60 60 20 Bassines calottes inox dito dito 4.2.39 A B C 20 10 Neant. Bassines 1/2 spheriques inox dito 4.2.40 60 Bahuts acier inox 4.2.41 60 Plaques a debarrasser inox 4.2.42 A B C D E F 10 10 50 60 60 100 4.2,43 A B 60 30 B 5 42 x 32 x 10 0 12 cm (29) dito 0 14 cm 52 x 52 cm 40 x 40 cm 40 x 50 cm 45 x 55 cm 40 cm (11 (11 20 cm (711) (711) (711) 24 cm 30 cm (78 (78 (710) 30 x 25 cm (713) Couteaux a jambon lame alveolee 30 cm (604) dito unie 30 cm (192) Couteaux tranchelard lame 30 dm (189) Couteaux eminceurs 20 cm (188) Couteaux filet de sole Couteaux office (198) Couteaux de boucher lame de 20 cm dito lame de 30 cm (190) (190) (29) (6 (6 (21) 80 cm 70 cm 0 20 cm 0 24 cm PoSles a omelettes 20 cm (92) dito 28 cm (92) dito ovales 36 cm (91) dito 40 cm (91) dito a crepes 18 cm (94) dito a frire 40 cm (92) 16 cm 24 cm 32 cm (28) (14) (14) 50 cm (27) (27) - 56 - Réf. Qty. ' 60 c Description 10 10 10 10 10 Couteaux à désosser lame de 14 cm (190) Battes côtelettes de 1 kg. Couperets de boucher tout acier 1 kg 500 Feuilles à fendre No. 3 (483) Scies de boucher lame de 50 cm (486) Fusils à aiguiser (191) 60 60 60 60 60 60 60 60 Couteaux à pain lame ondulée (193) Ecailleurs (701) Couteaux à huitres (201) Ciseaux à poissons lame de 21 cm (204) Couteaux à canneler (208) Cuillères à légumes rondes unies (207) dito ovales unies (209) dito ovales cannelées (209) 60 20 30 60 60 Couteaux éplucheurs (économes) (197) Mandolines tout inox (234b) Lardoires inox de 35 cm (489) Etuis lardoires et aiguilles (496) Aiguilles à larder de 20 inox (496) 60 60 60 20 Spatules acier manche bois 15 cm dito 20 cm dito 25 cm Couteaux de peintre (triangle) de 30 30 30 30 30 30 30 20 Araignées à friture fils tournés de 20 cm (130) Ecumoires acier étamé de 12 cm (106) Cuillères à arroser fer étamé (110) Pochons tôle d'acier étamée de 12 cm (105) Grappins fer étamé de 50 cm (114) Cuillères à ragoût droites fer étamé (112) Spatules bois de 45 cm (116) Spatules à réduire fer de 50 cm (113) A B C D 10 60 60 30 Fouets à sauce de 50 cm (129) dito 35 cm (129) dito 20 cm (129) dito blancs de 40 cm (131) 4.2.47 30 30 Tamis bois double de 0 35 cm Pilons frêne (137) 4.2.48 2 30 Moulins à légumes sur pied tube dito No. 3 (158) avec grilles interchangeables D E F G H (492) 4.2.44 A B c D E F • 4.22.44 G H I J K 4.2.4/2 A B C D (194) (194) (194) 9 cm 4.2.45 A B C D E F G H 4.2.46 4.2.49 (133) (593) 4.2.50 2 Moulins à légumes avec support de marmite (595) 4.2.51 5 5 Mortiers marbre de 24 cm Pilons 2 têtes (137) 4.2.52 30 Paniers nid de 13 cm 4.2.53 20 Boîtes à épices 4 compartiments inox 4.2.54 60 Moulins à poivre noyer 4.2.55 3 Bassines à blancs cuivre martelé de 30 cm 4.2.56 3 Poêlons cuivre martelé avec bec et douille de 18 cm (141) (171) (140) (430) (434) - 57 - Réf. Qtv.. Description 4.2.57 10 10 Fourchettes M.H. droites dito courbées 4.2.58 30 Chinois fer, queue à crochet de 20 cm 4.2.59 30 4.2.60 4 '4.2.61 30 4.2.62 20 4.2.63 80 30 60 60 60 60 100 100 100 5 20 30 30 60 50 50 4.2.64 4.2.65 4.2.66 dito métalliques de 18 cm (75) Passoires alu à pieds de 35 cm dito (74) (59) à queue de 24 cm (70) Bassines à légumes fer de 0 44 cm (77) Moules savarins fermés de 6,55 cm (194) emboutis de 20 cm (194; Tartelettes unies de 70 mm (367) dito cannelées de 70 mnr (372) Barquettes unies de 100 mm (373) dito cannelées de 100 mm (371) Moules charlottes de 70 mm (258) dito 100 mm (258) Moules à oeufs en gelée alu de [ 8 (281) Moules Savoie "5 pièces" (270) Moules cake droits de 30 cm (257) Poches pâtisserie coutil No. 6 dito No. 4 dito No. 2 Douilles assorties Cornets à jambon de 90 (288) Moules vol-au-vent (299) Découpoirs cannelés-(bouchées à la reine) de 10 cm (390) Moules darioles (babas) de 60 mm (279) 4.2.68 5 30. 100 4.2.69 20 Plaques génoises de 35 x 25 cm 4.2.70 30 Tourtières cannelées fond mobile de 30 cm 4.2.71 50 Plaques pâtisserie tôle noire, épaisseur 20/10 de 600 x 40 (436) 4.2.72 50 Grilles pâtisserie de 60 x 40 cm 4.2.73 30 30 20 Grilles rondes de 20 cm dito 26 cm dito 30 cm 4.2.74 30 Glacières à sucre fer blanc 4.2.75 30 Cornes pâtisserie 4.2.76 5 Pèse sirop avec étui 4.2.77 5 Pochoirs assortis 4.2.78 150 Hearth towels 50 x 90 cm, 100% cotton 4.2.79 400 Kitchen towels 50 x 90 cm, union half linen 4.2.80 100 Aprons for chef 90 x 90 cm 4.2.81 40 4.2.67 (287) (736) (438) (440) (440) (440) (437) (468) Aprons for washing up, 100% piece dyed cotton, blue, 90 x 90 cm 58 - R e s t a u r a n t / b a r equipment damaged or l o s t during shipping Unit price Sw.fr. §wTIr. Remarks Wine j a r 1PP c t l 7.61 60.88 ILO Order 100 Packing L i s t 71 B Brandy glass A 6350 0.94 0.94 C Oocktail glass 6.5 ctl Napoli 1 0.94 0.94 D Juice glass 21 ctl 1 0.71 0.71 E Liquor glass 6 ctl Napoli 4 P.94 3.76 F Whisky glass 379/25 1 P.75 0.75 G Tumbler 3.78/3P 1 P.75 0.75 C Bourgogne glass 4 1.54 7.70 D Rhine wine glass 3 4.43 13.29 F Whisky tumbler 2 0.58 1.16 G Coffee liegeois tumbler 20 2.40 48.00 Ravier dish 13 cm 24 05 13 1 3.58 3.58 Souffle moule 26 20 15 6 7.41 44.46 ILP r e f . Description Qty. lost Qty. damaged Cost rice 3.1.1PP . A 3.1.1P1 3.1.98 Packing List 2P0 Inventory 199 3.1.93 3.1.96 3.1.45 I Coffee/tea spoon 1.69 1.69 Packing L i s t 100 I n v e n t o r y 99 D Dessert spoon Constellation 2.59 2.59 Packing L i s t 250 I n v e n t o r y 249 Salad d i s h 26 02 17 5.07 25.35 Sw.fr. 216.55 3.1.92 A Total - 59 - ANNEX IX EQUIPMENT PROVIDED BY THE GOVERNMENT List of local-purchased equipment No_. Item Standard Quantity Unit price Total price 2 9 2 2 4 1 2 11 10 1 8 4 11 4 3 2 7 4 2 1 7 4 104 59 33 72 23 14 51 25 14 20 28 58 39 115 203 338 19 40 47 136 33 28 208 531 66 144 92 14 102 275 140 20 224 232 429 460 609 676 133 160 94 136 231 112 43 12 1 5 107 699 60 107 11 20 1 260 8 11 21 20 75 7 174 36 72 55 42 14 Office equipment 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. Wooden desk Iron desk Iron desk Iron typing desk Iron desk Iron typing desk Chair it ii Iron seal Iron cabinet Locker File box Bookshelf Armchair and couch Korean typewriter Telephone Wall clock Electric fan Safe Fuel heater Coal heater Administration small equipment Light cover Meeting table chair 90 x 150 75 x 135 60 x 90 Classroom 26. 27. 28. 29. 30. 31. 32. 33. Locker Typing chair Room partitioner Desk and chair Teacher's platform Teacher's desk Blackboard Typing desk 828 140 174 9 360 576 605 882 280 Remarks - 60 - Front office 34. 35. 36. 37. 38. 39. 40. Front desk Koom rack 1 3 714 347 714 1 041 738 408 717 673 89 20 Furniture Curtain ami holding door ^arpot 139 sq. metres 122 sq. metres Linen Cupboard 109 1 89 1 2 2 1 1 10 3 1 1 5 15 1 7 5 12 8 101 32 7 1 325 604 233 141 237 Restaurant 41. 42. 43. 44. 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66. Oookinj: table tt it it ii 310 225 145 100 90 X X X X X 65 65 50 50 75 X X X X X 85 85 85 85 85 Small equipment Stacking rack Trash car Clearing table Folding table Dining table Liquor shelves Dining table Round table Service table Coffee table Restaurant chair Bar chair Sideboard Cashier counter Cabinet and shelf Bar stool Bar counter Bar counter table Sink 2 sets 6 1 1 2 1 ti 1 1 201 1 010 102 55 40 71 102 61 61 20 28 133 174 199 38 653 244 273 373 1 2 325 208 466 141 237 (with drawer) 890 774 201 010 510 825 40 497 510 732 488 020 896 931 174 398 228 653 244 546 373 Kitchen 67. 68. 69. 70. 71. 72. Electric adaptor Sink it it n it 120 200 91 60 150 X X X X X 50 50 50 50 50 X X X X X 85 85 85 85 85 23 10 3 4 5 24 8 89 272 124 49 154 184 890 816 496 245 3 696 61 73. 74. 75. 76. 77. 78. Cooking table " " " Small equipment cupboard Small round chair 180 150 90 270 x x x x 75 50 75 75 x x x x 85 85 85 85 4 205 24 2 1 154 141 260 8 40 89 1 820 3 696 282 260 712 40 Tc>tal Remarks: Korean Won 490 = 1 US dollar. 52 301 - 62 - ANNEX X TRAINING PROGRAMMES (a) Methodology (b) Curriculum (c) Programmes (presented by ILO experts) (prepared by counterpart authorities) 1. Front office 2. Restaurant and bar - First semester 1975 (kitchen and restaurant) - Prom September 1975 to February 1976 (d) 3. Kitchen and pastry (first and second year) 4. Housekeeping Timetables (prepared by counterpart authorities) 1. Second semester of 1975 2. Major calendar day for 1976 3. First semester of 1976 - Freshman - Sophomore (enrolled in 1975) (e) List of major tourist hotels in Seoul having accepted students of the Centre in on-the-job training during winter vacations (f) Seminar on middle-management (from 9 to 13 February 1976) 1. Programme 2. List of aspirants - 63 I (a) METHODOLOGY Training in a hotel school is the first and most important step in the attempt to create a trained labour force for the Korean hotel industry and then gain enough practical experience in on-the-job training to aspire to a higher position. With this in mind, only such candidates should be admitted to a course who show promise to continue their training and try to reach a position of responsibility. Methods Methods for vocational training present many varieties but, in our epoch, active and positive methods are requested. According to the great pedagogue Descartes: "Avoid precipitation and prevention but accept only unquestionable". Divide all difficulties - go from the simple to the complex and when you are teaching do not omit anything. Working method The success of a method is the systematic repetition of operations realised at the same time by the professor and by the student, These operations can be classified into three categories answering the questions: WHAT? - HOW? - WHY? - and following this method instruction can be divided into nine parts. Professor 1. 2. 3. Student Executes the key elements and Listens and looks enumerates them. - WHAT Executes the key elements, enumerates Listens and looks them and explains what he did. - HOW Executes the key elements and Listens and looks enumerates them. - WHAT Explains what he did - HOW - and justifies the methods employed - WHY - 4. 5. Executes Executes by showing the key elements 6. Executes by showing the key elements 7. Listens, looks and corrects 8. Listens, looks and corrects 9. Listens, looks and corrects Enumerates; the key elements - WHAT Enumerates - WHAT - explains - HOW and explains what has been done. Enumerates - WHAT - explains - HOW and justifies the methods employed - WHY Executes the key elements and enumerates them. Executes the key elements, enumerates them - WHAT - explains what he did. Executes the key elements and enumerates them - WHAT - explains what he did - HOW and justifies the methods employed - WHY - This method, which needs a detailed analysis of each task as well as an effort of reflection for each operation, is already being utilised by some hotel chains in on-the-job training. - 64 - (b) 1. CURRICULUM Required subjects by each department Freshmen Classification Cultural subject Subject National language English National ethics Outline of tourism Physical education Military training Japanese National history Total 2. 1st semester Sophomore 2nd semester 2 3 2 2 2 2 2 2 2 3 2 2 2 2 2 2 17 17 1st semester 2nd semester 2 2 2 2 2 6 4 Front office and housekeeping Freshmen Sophomore Classification Subject 2 2 2 2 2 2 2 2 Required subject Hotel management Hotel service Front office Hotel marketing Management of clerical work Principle of management Commercial book-keeping Cooking Restaurant service Front office 2 2 2 2 2 4 2 2 2 2 2 4 Elective course Food purchase 2 Total Required subject Elective subject Laws and regulations of tourism Housekeeping Personnel management of hotel Hotel business accounting Management of F and B Decoration English typing Human relations Practice of F and 0 On-the-job training Menu planning Customer psychology Total 1st credit 2nd credit 24 24 2 2 2 2 2 2 2 2 2 2 4 26 2 2 2 2 2 2 4 26 2 2 48 48 1st credit 2 2nd credit 2 - 65 - 3. Accounting Freshmen Sophomore Classification Subject Required subject Hotel management Hotel service Front office Hotel marketing Financial accounting Principle of management Hotel book-keeping Cooking Practice of hotel accounting Restaurant service 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 4 2 4 2 Food purchase 2 2 24 24 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 4 2 22 4 2 22 Elective subject Total Required subject Elective subject Laws and regulations of tourism Housekeeping Hotel business accounting Management of food and beverages Decoration English typing Human relations Personnel management of hotel Practice of hotel accounting Hotel book-keeping O-J-T of front office Menu planning Customer psychology- 1st credit 2nd credit 1st credit 2nd credit 2 2 Total 46 46 33 33 Grand total 70 70 33 33 - 66 - 4. Food and beverages Freshmen Classification Subject Introduction of nutrition Advanced nutrition General chemistry Organic chemistryMethod of diet Required subject Elective subject 3 2 2 2 2 3 2 3 2 2 2 Cooking practice Hotel service Food hygiene Management of hotel Restaurant service 1 2 1 2 2 4 Front office French 2 Food processing and shortage Principle of food and cooking Food purchase Hotel book-keeping Laws and regulations of tourism Hotel marketing Principle of beverages Housekeeping Decoration English typing Education of nutrition Special nutrition Human body organisms Food chemistry Management of food Food biochemistry Management of personnel Statistics of organisms Organic chemistry Cooking practice O-J-T Quantity food Elective course 2nd credit 2 2 2 2 Total Required subject 1st credit Sophomore Hotel accounting Customer psychology 2 2 2 2 27 26 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 2 2 2 2 2 2 1 4 4 2 2 2 4 1 2 4 2 2 Subtotal 30 46 Grand total 30 46 1st credit 2nd credit - 67 - 5. Kitchen and p a s t r y department Sophomore Freshmen Classification Required subject Elective subject Subject Hotel management Hotel service Pood hygiene Public health Basic nutrition Regulation of hygiene Cooking Principle of diet Food processing and storage Quantity food Cooking practice Hotel front office French Subtotal Required subject Elective subject laws and regulations of tourism . Hotel marketing Menu planning Pastry Principle of beverages English typing Housekeeping Restaurant service Human body physiology Decoration Cooking practice O-J-T Hotel accounting Customer psychology 1st credit 2 2 2 2 2 2 2 2 2 4 2nd credit 2 2 2 2 2 2 2 2 2 4 2 2 24 24 2 2 2 2 2 2 2 2 2 2 4 18 2 2 2 2 2 2 2 2 2 2 4 18 2 2 Subtotal 44 44 Grand total 68 68 1st credit 2nd credit - 68 - (c) 1. PROGRAMMES (PRESENTED BY ILQ EXPERTS) Front office 40-hour November course (eight sessions) 5 November 1975 t First day as an instructor for ILQ Introduced by Mr. Dehyun Sohn (counterpart) and my name spelled out on the blackboard. Gathering of students' names to prepare typed list. As an "icebreaker" asking the students what they had already learned before my arrival under Mr. Sohn. Why did you take this course? Question and answers. What are your ambitions and aspirations in the hotel industry? How many speak English? Very good; regular; poor; none? What is it you like about the hotel business? Explanation of the course It will consist of one month of practical demonstrations. It will be a vocational "fun" course with each student participating with enthusiasm and energy so that they will be able to cope with the many daily problems and situations that confront a hotel employee. The three things to remember: 1. Check in the guest in the proper manner. 2. Learn to handle his stay while in the hotel and all of the records and paperwork that must accompany those records in an accurate manner. 3. Check him out smoothly and efficiently. Demonstration period to show how the three parts operate using the name of a fictitious guest. Subjects of the course The 40 hours will be taken up with the following: Front office structure Credit Registration Hand transcript Room rates City ledger Room rack Reservations Using the room racks Statistics Billing the guest ledger (cashiering) Reports Cash The above subjects are the very essence of front office management and will be taught at a high level. Students are advised to pay strict attention, with a lot of homework given to prepare for each day's lessons, since the 40 hours is such a short time to teach persons who have never stayed at a first-class hotel, much less been inside of one. - 69 - Front office department teaching programme Course outline (60 per cent practical and 40 per cent lecture study) A. Preparation of front office (rooms division) forms from samples drawn up by the instructor - 16 forms. Practice. (See Example X attached.) B. Putting the forms to use - 120 forms in total will guide students through the "flow of records" required. Practice in vocational training will consist of students formed into teams "acting out" the various jots as well as playing the part of the guest. C. The structure of the front office. D. Registration. E. Discussion of rates/rate structures. P. Assignment. G. The racks. Demonstration of the various racks., including floor plans and room layouts. H. Billing the guest folio - demonstration/practice. (a) Lecture. Practice session aimed at perfection. Lecture. Practice in assigning guests to rooms. Hand prepared (small hotels) (b) Machine prepared (large hotels) I. Cash: charges and credits. Lecture. J. Credit and credit procedures. K. The night audit. Laboratory practice set. take a turn on the 4,200 machine. L. The city ledger. M. Reservation systems. N. International hotel operations - 20-hour review from start to finish. Demonstrations/lectures. 0. Statistics and reports. P. Transcript problem. Q. Examinations. Lecture. Thirty hours. Each student to Lecture. Actual practice. Analysis of operations. Laboratory. Please see attached schematic projection for details of hours per subject. Conclusion Considering that there are some students now enrolled in the Kyung Hee University International Hotel School courses who show promise of future management calibre, the expert recommends that serious technical discussions take place between the project co-manager, the project manager and himself to plan together a course of management educative action so that those that qualify will be absorbed by the Korean hotel industry to later become managers. Only by bringing these specially promising studjents who must qualify through a year of intensive vocational and classroom lecture training at a high level, will they be in a position to graduate into the upper management courses. There is no better way to uncover this talent than by front office operations and accounting procedures, a course which should take six full months to complete - March through August. The introduction to management course involving basic hotel law, hotel engineering, executive food service management, sales management and promotion should take another five months to complete - July through November 1976. - 70 - Balanced in "between the afore-mentioned time limits would be the accounting practices course for hotels and restaurants of three months' duration, for example: September, October and November 1976. Those students who do not qualify as management calibre but who would be happy as clerks, cashiers, reservationists service employees, could have their class performance evaluated for a decision as to what course of continuing educative effort they wish to pursue. Since this expert's contract ends on 25 March 1976, the time to complete this work is very limited: (1) Prepare a text book on front office operations at high level. (2) Thoroughly train the front office counterpart. (3) Evaluate students during winter on-the-job training. (4) Set up a vocational training schedule. (5) Layout the detailed front office equipment. (6) Put the programme into action. Front office training outline Example X I. Preparation of forms by students from an original form layout - four hours' laboratory Each student'will copy one of the basic front office forms available for his course material use. These are the introductory forms. Other forms will be received later in the course. 1. Registration card (2) 2. Reservation form (4) 3. Reservation confirmation (2) 4. Rack slips (8) 5. Hand prepared folio (2) 6. Front office cash sheet (l) 7. Room charge slip (1) 8. Forecast of occupancy (1) 9. Charge vouchers: L.D. (l), laundry (1), valet (1), garage (1), paid out (1) 10. Credit memo: rebate credit (1), allowances (1) 11. Room count sheet (1) 12. Housekeeping report (1) 13. Hand transcript of guest ledger (1) 14. Recap sheet of transcript (1) 15. Room inspection report (1) 16. Early bird report (l) Practice in copying the above will familiarise students with the necessary forms. They may retain extra copies if they wish for their personal reference files. II. Putting the forms to use - 16 hours' laboratory Students will be divided into teams with a manager for each team who will in turn designate a hotel front office position for each student. Name tags of positions will be pinned to lapels for identification of job. While one team is functioning with several "given" problems previously devised and planned by the instructor and team managers, the other team will be acting as guests or as other employees indirectly related to the front office. - 71 - Each student will have had one turn at each position by the end of 16 hours' laboratory practice. A final examination will be given on what transpired during these sessions. Students will recall errors and mistakes, complaints, unusual occurrences, corrections and how certain problems were handled. They will evaluate each opposing team's performance. The above two samples of the outline are examples of the complexity of such a course as front office training. Commencing Monday, 29 March 1976 fqr ten weeks Number of student hours contact - 160 Number of counterpart hours contact - 140 500 9.00-9.50 Monday 10.00-10.50 11.00-11.50 14.30-15.20 15.30-16.20 16.30-17.00 Counterpart Basic 1st year F.0. Basic F.0. Basic F.0. Counterpart Counterpart F.0. 1st year basic F.0. 1st year basic Counterpart Basic P.O. Vocational practice basic 1st year P.O. sessions Wednesday Accounting adv. 2nd year Accounting adv. 2nd year Counterpart Counterparts Accounting practice (1) Accounting practice Accounting practice (1) P.O. basic (1) F.0. basic (1) Tuesday Thursday Friday < U) P.O. adv. (2j) Counterpart Accounting practice (2) F.0. adv. (2) F.0. adv. (2) Accounting practice (2) Accounting practice (2) CU CO u ft to CM -p CM •r-l CM ra fn 0) > O EH !3 O Pi PH 1 s M Hi EH P3 O H O CU CO U CO -p c! 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Teaching programme: Restaurant and bar department technical subjects - 1/3 theory 2/3 practical demonstration Curriculum Weeks Hours Motivation/prevocational training (3) (63) Perspective of the future career) Share of capital to Korea ) 1 21 Visiting " " " " 1 21 1 21 (3) (63) Hotel departments description 1 21 Job description 2 42 (2) (42) 1 21 high standard hotel in Seoul) factories of canned food ) breweries - distillery ) KAL catering Kimpo airport ) bakery Seoul ) Preventing fire in hotel industry) " theft » ) First aid in hotel industry ) Organisation/functioning of hotel industry Restaurant/bar equipment and maintenance Cafeteria Pantry Restaurant Silverware Glassware 21 (4) (84) Attitude in the restaurant bar) Conduct ) 1 21 Mise en place/rules of service " Forms and techniques of service Manipulation/pecularities of service, 2 42 Breakfast service in the restaurant 1 21 Food service 75 H X -p ra O CM X pi CT> H X 00 H X « XI Xi XI X! 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Weeks •rz April o cu March H Months >-. Subject - 76 X -5+- X :*; CM - 77 - Time schedule Department F/B Kitchen Monday- 2.30 p.m. 9 a.m. Tuesday 9 a.m. 12 a.m. Wednesday- 1.30 p.m. Thursday Friday Total hours: 1.30 p.m. 11 a.m.-2.30 p.m. 4 hours 4 hours National restaurant and bar counterpart - Mr. T.H. Kim briefing/preparation of lectures: 2 hours/day Teaching by Mr. T.H. Kim and Mr. J.L. Poncet-Montange: Teaching by Mr. T.H. Kim: Starting date: 28.5.75. 8 hours/week 5 hours/week (recall of lectures) 78 - - CQ M cu cu OJ -p :* o LTi EH ir\ X *& a X ^ t<\ p cu X • * > o X girder. 3 H en tA X CO 1-3 to, to -p Pi cu P ^o CU a cu in tA Dec o x. tn X X X X X X !x| X X! X X X XI X X! X - CM o •H Pi > cu p o -p cu CO cu o o M CD Pi X! X CO CM X! X DCM X X VO CM XI X LTv CM X X "* CM X X tA CM X X CM CM X X cu > cu p Sep tem Pi cu P T3 o o . CQ P d o S e'en CU CU > ,, 0 ^ Pi CM P CD P^ i CQ cn,y r- cu C T i CU £ •iP o cu (-3 D 0 cn cu o p a h cu cu -pp ft ! ' cu ; H O n £ •H T3 o o 3 H o W) d o O Is to CQ > cu a •H W p cd Pi o pp -p -H Pi CU Pi ft CU 3 pq PH s o -P cu p d -p o o c o CJ d •H CU CJ •H cu d o Pi cu W) d CO o > Pi > § Pi a o o Pi d ft elf a> cu > p cu EH P U -P Pi o o -p 3 ft Pi o •H •P CO CO CQ ft CU CU p* Pi 5b ft cu -O p o -P o pq CO CQ cu >• p CQ Tf § B o «H T l •H O d o != seasonal availability, characteristics, manufacturing process, use in catering, quality control. Syllabus 1. Herbs. 2. Spices. 3. Condiments. 4. Milk: drying, condensing, evaporated and cultured. 5. Cheese: continental, British and Korean. 6. 7. 8. Eggs. Factory farm methods of producing first-class protein foods. Fats and oils. 9. 10. 11. 12. Fish. Flour: white, wholemeal, wheatmeal, germ and special meals. Cereals, starches. Pulses. 13. 14. Raising agents. Beverages: tea, coffee, cocoa, proprietary beverages. 15. Confectionery goods. 16. Essences. 17. Colouring agents. 18. Sugar, various types. 19. Fruit: citrus, fresh, preserved. 20. Nuts.21. Prepacked and convenience foodstuffs. 22. Setting materials: agar-agar, isinglass, gelatine. 23. Preserves. 24. Vegetables including the lesser known vegetables. 25. Pasta: spaghetti, macaroni, noodles. Subject; Calculations and food costing Aim To impart a knowledge of how simple costing systems work in the catering trade. Cost elements, material control, calculation of selling price from a total food cost Syllabus 1. Revision of first year's calculations. quick methods of addition, subtraction, division and multiplication; percentages; keeping cash accounts; - 91 - stores records; invoices - checking; trade and cash discount calculations. 2. Then, outline of a costing system - cost control: Calculations of selling price to yield. material, labour, overheads. , Required gross profit (kitchen profit). Stores recording system, e.g. materials requisitions, materials orders, goods received notes, materials requisitions, bin cards and stock record cards, kitchen stock book for perishables, monthly stock sheets. * Subject: Menu planning - composition Aim To augment knowledge gained in the first year :j_n the study of the menus/bills of fare1. The nutritional value of foods should also be understood by the students. Syllabus 1. 2. 3. 4. 5. 6. * Composition of menus for various functions. Composition of simple diets to illustrate understanding of basic principles. Equipment and staffing load. Work organisation. Availability of supplies. Use of menu for production control. - 92 4. o re CvJ bOd •p >M >!-* VO• H 1 O KN bo S • \PQo 3 r-\ 1 o K> • • * - rH M H W - P CO ^1 O CO U -p d 3 o o o •p o o• O in bo d d o -H TH ft-P d co co d o >d co re o 3 3 bo -P U bo d d o •!-! T H ft-P CO -p e CO nre P. CO n co o •H «H re> d. 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O •rH - H S3 CO CO CO >>CvJ & - H 43 U CO d CO -p d 3 PQ • ^ rH N - H ft •^ u 3 feS H H Housekeeping t>> ni •d •H fH PK h - 93 - Syllabus for first-year students 1. Organisation chart of the housekeeping department. Identification. 2. Identification of all equipment. storage. 3. Cleaning agents. 4. Floors, floor coverings. Wall surfaces, furniture and fittings, soft furniture, beds and bedding. 5. Organisation of work plans. Order of work for, cleaning: (a) departure rooms; ("b; occupied rooms. Spring cleaning and general cleaning. Work, study. 6. Linen room organisation. 7. Safety and hygiene. (a) Personal hygiene; (b) food hygiene; (c) environmental hygiene - accident prevention!, fire prevention. Operative knowledge, care, cleaning and Use, care, storage. Issue and control. Use and care of sewing machines. Syllabus for housekeeping or accommodation operaTn-ons, advanced course, 34 hours Aim To study the requirements for the provision and service of accommodation and equipment within the various sectors of the industry. To be aware of the requirements as regards the cleaning of fabrics and surfaces and taking the necessary precautions. To develop an understanding and appreciation of the reception techniques involved in the provision of accommodation and the daily liaison with other departments. Course contents 1. Administration and work organisation (a) Identification of the housekeeping area. (b) Staffing and organisation. (c) Duties and responsibilities. (d) Duties of personnel employed. (e) Types of accommodation. (f) Housekeepers' aims and objectives: inspection of rooms, equipment and staff; checking procedures. (g) 2. Stocktaking records; time sheets; lost property. Operational procedures (a) Choice, use and care of cleaning equipment., (b) Suitability and use of cleaning materials. (c) Evolution of cleaning process practice; re-scheming. periodic re-decoration and (d) Contract services. (e) Floor finishes - care and maintenance, use and suitability. (f) Stores - issue and control. - 94 - Service room (a) Storage and control. (b) Service of meals in rooms. (c) Equipment. Organisation and work of linen room (a) Storage and issue of linen and bedding. (t>) Amounts, control, discords. (c) Procedure for despatch and return to laundry. (d) Fabrics - main types of use. (e) Care of soft furnishings. Laundry (a) Equipment staffing responsibility (b) Cleaning methods. (c) Use of detergents. (d) Stain removing. (e) Guest laundry. (f) Uniforms. Safety and hygiene (a) Personal hygiene and environmental hygiene. (b) Simple first aid. (c) Prevention of accidents. (d) Fire prevention. (e) Pest control. Security (a) Key control. (b) Types of locks. (c) Lost property. (d) Responsibilities of management and staff. Records and reports (a) Control. (b) Arrival and departure list and notifications. (c) Housekeepers report. (d) Room occupancy report. - 95 - lesson I Organisation chart Duties and responsibilities Job descriptions Importance of housekeeping Lesson II Hotel language Standard guest rooms requirements Rules and regulations of housekeeping staff Lesson III Policies regarding number of rooms Per house assistants Order of work plans for servicing: (a) departure room; (b) occupied room; (c) general and spring cleaning; (d) records and reports in conjunction with plans of work Lesson IV Housekeeping equipment Cleaning agents Stain removal agents Care and cleaning of furniture Furniture removal agents Lesson V Floor coverings Soft furnishings An appreciation of colour and design Lesson VI Linen room organisation Stocktaking Lesson VII Simple records and reports control House assistant manual Room history card Lost and found reports Roster reports Staff training and productivity Suggested list of equipment for laundry suite One rotary iron calendar type, one roller pad, similar to American Airvent, American Laundry Machinery Co. One heavy duty washing machine, front loading attachment, similar to Cascade, American Laundry Machinery Co. One heavy duty extracting machine, front loading attachment, similar to Cascade One tumbler dryer, front loading, heavy duty, similar to American model "Zone-Air" One dry-cleaning tumbler machine, similar to American Laundry Machinery Co. One complete dry-cleaning unit: iron pressers, iron folders, etc., automatic, finishers "Formatic" and Ajax pressers Containers for detergents and bleach. Suggested list of equipment for linen room Six Six One One sewing machines (already one in stock), Singer models with attachments sewing machine tables sorting table, one folding table large sewing table Sla,tted wooden shelves Socket fittings for use of machines Six hand irons (steam and ordinary) Six ironing boards (portable type) Linen baskets for despatching linen to and from laundry. - 96 - rfN o •P C o u PH o National, language French. French French Outline of tourism Outline of tourism 4 National language CO! 0 CO 0 0 CO 0 C a) acfl cfl >-3 a w 0 CO 0 r-f 0 -P at a r-i CD C ft Cfl l-> o W C o co o •H •P tfl -rl XI -P fei 0 Advanced dietetics Advanced dietetics Outline of tourism Outline of tourism Hotel marketing Outline of tourism Outline of tourism Organic chemistry chemistry Organic Food and beverage Kitchen and pastry o o &S o c O O o o -H XI -P 0 rA tfl C O •H -P Cfl to O 'H XI -P to o •H s>> a rl O o G 0 XI O O 0 0 XI EH O O 0 EH CH CO tn o o o -P CO O •rl -P CO a -H co a fi -H rl O XI O ho 0 rl XI o o rH Cfl C O •H •P Cfl B to O -H Si -P 0 a 0 •H >. a !» aO rl EH O CJ O O 0 o 0 XI EH G O O 0 rH 0 -P o G •H 4J 0 M -P CI) CO rl 0 > bo c ft £5 W O O 1-3 !H cfl o c 0 B -p H tfl Pi 0 R Accounting o o Front office o rA 0 •P O a Cfl cfl rl P-) rl •P H cfl 0 bo cl tfl 0 tfl A 0 a p. 3 o EH i-3 •H -P 0 .id fH cd a r-i 0 -p o bo rH Cfl O •H -P O Cfl rl Ol -P S>5 rl tfl -P 0 c •H tfl rl •P s 0 •H CH CH tH tn 0 o o O -p -p o ••rt p o 1 O rl c •d bo o c O tH fc, c o H En -H i l o CH O o o 0 rA ft •H O C •rl T3 C tfl cfl H o tH "H 3 fc - p o P4 a CO -d bO 0 tH O o o o 0 rH ft •H O -d C tfl ctfl ft tfl >"3 tH c tn •H H 04 3 -P CO •H tH tH O -P ts o H &H 0 bo cfl rl 0 0 O •H tH tH O •H -P •P a3 co u (i. o o o «1 bO C > 0 # •d c cfl •d o o &H O EH Hi EH J >> 0 bo cfl a O •H tH ho c c o •H tfl rl +3 S 0 c 0 a 0 0 CO 0 X! 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No. of students Peri od Duration Chosun 40 15.12.75- 28 2. 76. 3 months Walker Hill 40 Paci fi c 20 8.12.75- M Nae Ja 20 5.12.75- !l Koreana 5 8.12.75- II Su Lin 5 8.12.75- II Sae Jong 5 15.12.75- It President 5 15.12.75- II Hotel Total: (f) • 140 students SEMINAR ON MIDDLE-MANAGEMENT . i . (Kitchen and front office) Purpose: Improvement of hotel management techniques and conveyance of up-to-date hotel operation (kitchen and front office) Starting date: Place: 9 February (Monday) - 13 February (Friday) 1976 (5-day course) International School of Hotel Administration, Lecturing Room 301 Level of course: Mid-management (supervisor) Issue of certificate: Time schedule: Full attendance required (no examination) Attached Period of registration: 2 February (Monday) to 7 February (Saturday). ram - 104 - rl o CD CO CD » cd •d •H o• o < \o ^o o Up , Pn fe H cd •H O CD A CO cd h cd p, CD •d O & CO CD 5 cd •d CO CD u c •^ ie o fc u o CO a PI CO CD < CD •d O «U a CD rH » cd -d co CD 3 EH e 0 o o O O CI •H =H > cd 73 q o s •d o •rl rl (D PH pq•a R co • CM 0 o i-H o LT\ » o rH PH o o O LP, o O O c O LTN • H rH rH H ^irH <" H 0 co a .rl o* w• pq* •d O O Pt4 pit CD o fn P=H U cd p, CD rl p, CD cd PM a +> u cd o &l 0 o • pq «o H• -d O ^ \o a & d o O O o• o •a! o o tq0 u •d O O pti •p o fan CD cd R cd o0 pq tion fn o -rl +» cd cd fH cd ft CD o.fn bo c •H -p o o U ram • • — CO • co CD o• tion en h a CD ion •d B .« o ram cd o tion •P ram ram C •H rl CD M cd Pi o cd o uP ( &H &H P! Si O CO B 3 •P cd O O • LT\ rH cd rl cd Pi CD rl Pi O LTN o ir\ rH - 105 - Front office department Front office management International standards Forms shown on enlarger screen for modern techniques Western international hotels management forms 65 front office forms displayed and explained Accounting as applied to the front office Standardising the forms for Korea Instruction on the 4200 machine - one hour Cashiering/purchasing/F and B and specialty restaurant as related to the front office Question and answer period w Bar control Three excellent films borrowed from the United States Army on how to control cash at the bar/inventory control and stock inventory - cash control Presentation of certificates ceremony Management refresher course 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. "YOU" as the manager. A question and answer period presented to the participants, many of whom will he the future managers of large Korean hotels; treatise of a psychological approach, in introspect, of how others see the hotel manager. Twenty important questions asked. The major problems at your hotel. The three most important things in a hotel. Delegation of authority. Co-operation with department heads. The 110 expert's observations of Korean hotels visited. One hour's free discussion about layout/design/decore/coffee/tcolour/national pride and service. What Korean managers should watch for in food and beverage service, the small details that make for an enjoyable meal. Rooms division. F and B division. Personnel. Costing. Sales and promotion. r Managerial accounting * The h o s p i t a l i t y s e r v i c e i n d u s t r y Aspects of i n t e r n a t i o n a l management An i n t r o d u c t i o n to management accounting Flow of book-keeping and accounting functions The five users of financial statements As a tool of management Explanation of the uniforms system of accounts The fundamental equation - 106 - The income statement with four exhibits The balance sheet Industry averages shown on the enlarger screen Sales analysis Analysis of the control of costs Display on enlarger screen of six exhibits to control costs Formulae available to management to make decisions Summary of ratio analysis available to management Kitchen and pastry department Kitchen equipment First day p.m.-4 p.m. Visit to hotel school's kitchens Nos. 1 and 2 Layout of kitchen equipment Power-driven machines, i.e. gravity fee slicer Chopper/mincing machine potato Familiarisation with the characteristics of utensils and small equipment Familiarisation of all large-scale equipment, i.e. heavy duty ranges, fryers, broilers, bake ovens, food mixers Principles underlying choice of equipment Care and maintenance Work flow, ease of work Menus - international standard Menu composition Second day p.m.-4 p. . A la carte; table d'hOte Basic principles and purpose Work organisation Availability of supplies Forms of service Types of meals Banquets, cocktail parties, etc. Film shown on "What's on the menu" - discussion on same Specimen menus Dishes for international standard Third day 2 p.m.-4 p.m. Ability to carry out operations Types Qf dighes Kitchen operations Working methods - standardisation Appreciation of cost Quality recognition of raw materials Availability of commodities Film shown on "The art of French cooking" - discussion on same - 107 Storekeeping Fourth day 2 p.m.-4 p.m. Aspects of essential commodities Food buying Purchasing of commodities Showing of slides of international dishes - discussion of same Kitchen organisation •Fifth day 2 p.m.,-4 p.m. Various o r g a n i s a t i o n a l aspects dependent on the s i z e and scope of o p e r a t i o n I n t e r - r e l a t i o n of k i t c h e n " P a r t i e s " function R e l a t i o n s h i p with a n c i l l a r y departments Organisation of a l a r g e European k i t c h e n Job d e s c r i p t i o n s Co-ordinating a c t i v i t i e s L i s t of Company Job title Name k aspirants Ki Seo Park Front office manager Hak Jun Kim Chief " Hak Yong Lee F/B manager " Kwang Hong Choi Front office manager Seung Woong Choi F/B manager Yoo Kwan Lee Instructor Sun Gi Jung Senior clerk Joo Hwan Lim Chief instructor Young Suk Hong Assistant manager Plaza,Hotel Kyu Hae Cho Operation manager Chun's Co., Ltd. Nack Cho Paik M.D. chairman Paik Foundation Hospital Sa Hyuk Hong Department chief Kyung 'Hee Medical Centre Walker Hill Hotel Royal Hotel " Korean National Tourist Corporation - 108 - ANNEX XI LIST OF TRAINING MATERIAL PREPARED BY THE PROJECT T Front office department (prepared by Mr. Walter Tatum) Basic front office course (70 pages) Advanced hotel front office management (117 pages) Front office practice (21 work sheets) Hotel accounting (by Mr. Walter Tatum) Basic hotel accounting (83 pages + 6 model forms) Course in hotel accounting forms (52 pages) Managerial accounting for hotels, and management refresher seminar (18 pages) Restaurant and bar (by Mr. Poncet-Montange) Counterpart courses (23 pages) supplemented with basic knowledge of programmed learning (4 pages) Restaurant and bar technical manual, Part I (139 pages) Food and beverage service technical manual, Part II (128 pages) Kitchen and pastry (by Mr. E.C. Westram) Kitchen management (255 pages) International cookery (211 pages) Pastry and sweets (42 pages) Housekeeping (by Miss C.A. Brody) Training manual for housekeeping staff and management students of the Hotel and Training Centre (49 pages) . . -v Housekeeping courses for hotel management (108 pages). 4 109 ANNEX XII LIST OF PRESS RELEASES Significant articles published in the local newspapers between 29 November 1974 and July 1976: 1. Directly related to the project activities: The Korea Herald Korea Time The Korea Times The Korea Times The Korea Herald The Korea Herald The Korea Times The Korea Herald 2, 12 November 1974 29 November 1974 18 March 1976 28 March 1976 22 May 1976 23 May 1976 4 July 1976 25 July 1976 On Kyung Hee University: The Korea Herald 17 July 1976 Related to hotel industry, actual and prospective: The The The The The The The The The The 4. Korea Korea Korea Korea Korea Korea Korea Korea Korea Korea Herald Herald Herald Herald Times Herald Times Times Times Herald 23 October 1975 9 January! 1976 16 March 1976 On hotel training: The The The The 7. 14 March 1976 On the quality of hotel service: The Korea Times The Korea Herald The Korea Herald 6. March ,1975 June 1975 November 1975 September 1975 March 1976 March 1976 March 1976 March 1976 May 1976 July 1976 On hotel smployment shortage The Korea Times 5. 12 17 15 28 12 24 28 10 27 27 Korea Korea Korea Korea Times Herald Times Times 9 April 1975 3 February 1976 1 February 1976 16 March 1976 On the national long-range tourism programme: The Korea Herald 24 June 1976 On the national economy: The Korea Herald The Korea Times The Korea Times 9. 17 July 1976 17 July 1976 30 July 1976 On the expatriation of hotel specialists: The Korea Herald The Korea Times The Korea Herald 11 August 1976 11 August 1976 27 July 1976 - 110 - ANNEX XIII COPY OF AIDE-MEMOIRE ADDRESSED T6 C O u M R P A M AUTHORITIES To: Dr. Young Seek Choue, President-Pounder of Kyung Hee University, and Chairman of the Advisory Committee of the Hotel and Catering Training Centre. Prom: Denis J. Lhept, Project Manager Subject: Deviations from the project document to be corrected The tripartite review (joint UNDP/ILO and government participation including MOST and MOT; previously foreseen for 23 October 1975, has been rescheduled for the near future. It is therefore considered necessary, prior to this meeting, to emphasise, in relation to several reported problems listed herebelow, that most of them connected with deviations from the project document which were made entirely without the normal and indeed essential consultations with the UNDP/ILO Project Manager and his international staff. Allocation of space in the new building. Further to an inspection visit made to the new building, a number of fundamental digressions from the agreed jointly prepared plan were found. These digressions, which in essence constitute substantial errors in planning and judgement, are: (a) The unexpected allocation of the room 101 as training kitchen for the Home Economics School (already mentioned in a previous letter). (b) The kitchen and pastry training area is far too small (180 sq. metres) and well below the area originally allocated (250 sq. metres). This has necessitated an additional allocation on the ground floor thus disrupting the correct function of the area. It was found that this had resulted primarily from the previously unplanned allocation of a major portion (over 90 sq. metres) for an office suite for the Project Co-Manager, as well as another office area for the administration of the Home Economics School which is unconnected with this building (this office area is now occupied temporarily by the team of international experts). (c) The five model first-class hotel rooms with twin bedrooms and a complete private bathroom each, as foreseen in the project document, and which are essential for the correct training at management level to meet Korea's national needs, are completely below international standard and are unusable. (d) The jointly approved and agreed blueprint provided for a unified administration area on the third floor on the grounds of correct managerial efficiency. The plan was to ensure: (i) (ii) adjacent communicating rooms for the offices of the UNDP/ILO Project Manager and the Project Co-Manager; similar joint offices for the international experts and their counterparts. However, the one for the Co-Manager is now on the second floor whilst that for the UNDP/ILO Project Manager is completely isolated on the third floor from both international experts and their counterparts. It definitely lacks the normal office services to perform the duties foreseen in the project document. These digressions are in contravention of the letter and spirit of the project document which stipulated clearly the area allocation in detail essential for the UNDP/ILO project operations. Ill - It is underlined that the project document is an international agreement between the Government, UNDP and ILO. ' Thus it is essential for Kyung Hee University, which has been assigned duty to service the project by the Ministry of Transportation (MOT), to assume immediate responsibility for the implementation of this project and thus for the government input, and therefore ensure that these commitments are fully honoured. Home Economics School. It will be recalled that the question of the previously unplanned use by Home Economics School of a part of the building designed solely for the Hotel and Catering Training Centre, allocated as much as a government input and thus as a counterpart contribution, is under current review at a higher level in UNDP and ILO. Although it was indicated in a previous letter, on the matter of the Home Economics School, steps would be taken to seek to co-operate as far as feasible subject to UNDP and ILO agreement. It will be realised that these new developments may well complicate issues seriously. Practical training. With the delivery several weeks ago of almost the whole amount of UNDP/ILO-funded equipment and the recent arrival on duty of Mr. Walter Taturn, expert in front office training, the project is now fully established on the international side for the practical training in front office, kitchen/pastry and restaurant/bar specialisations. Pending the arrival of the housekeeping expert, theoretical courses will be given to the students in this speciality. However, before this practical training can commence, the small equipment and students uniforms, as well as food and beverage supplies (for which an amount of 30 million Won is provided in the counterpart budget in the project document) previously listed, have to be provided by the Government. It should be noted that this list was submitted under cover of a memorandum three months ago by the UNDP/ILO experts, and until the items are supplied it will be impossible to carry on with this practical training. Therefore, it will be appreciated that it has now become necessary to instruct the university's purchasing office to take all necessary steps to provide the abovementioned equipment, uniforms and foodstuff as soon as possible. This will enable the international team of experts and their counterparts to implement their specific tasks as listed in the work programme of the project document. If there are particular difficulties in regard to the full implementation of this commitment, it would be necessary to inform the UNDP/ILO Project Manager and advise him of emergency steps which may be necessary. Responsibilities of the Project Co-Manager. It would seem an appropriate stage to draw attention to the'required internal relationships between the UNDP/ILO Project Manager and his counterpart, the Project Co-Manager. As is certainly known, in all UN agency projects, the Project Co-Manager post is not one with subsidiary role but a very active one. As such, the Co-Manager should naturally participate actively in the day-to-day operations in very close contact with the Project Manager. Jointly, with the Project Manager, he has to carry out the tasks clearly stipulated in the project document. In brief, he has to work in continuous contact with the Project Manager. In order to avoid the current situation, in which contact on the continuing basis is primarily absent, it would seem that special steps should be taken to normalise the situation and thus bring it into line with international agency requirements. It is appreciated that this is, in part, due to the distance between the two offices (already mentioned above) which were planned to be adjacent in the original jointly approved plans for the new building. Direct links between the project and office of the President of Kyung Hee University. According to the project document, the project is directly linked to the Kyung Hee University's President's office. It is therefore essential, at an early date, to have a statement on the correct channels of communication between the Kyung Hee University's President's office and that of the UNDP/ILO Project Manager, so as to avoid future misunderstandings. - 112 - Operational requirement a. With a view to avoiding serious future internal and external difficulties, support should be given in the form of instructions, bycircular if necessary, to the relevant personnel that a UNDP/ILO project and project document signed by the Government and two UN agencies actually exists, which must be implemented. As the person recognised responsible in the project document for the over-all operation and performance of the project until the final transfer to the Government, all matters related to the project must be discussed with the UNDP/ILO Project Manager prior to action. Also, it should be stated clearly in these instructions that in respect of technical matters, it is in his duty to supervise the counterpart personnel assigned to the project. Conclusion. It is therefore necessary to propose that early action must be taken under the direct authority of the Kyung Hee University's President, who is as well, Chairman of the Advisory Committee of the Hotel and Catering Training Centre, to restore the correct profile of the project and thus remove the negative figures listed above. t- ^ Seoul, 1 November 1975. >