OS For F - B Sales - Service Manager Level 6

REPUBLIC OF KENYA
NATIONAL OCCUPATIONAL STANDARDS
FOR
FOOD AND BEVERAGE SALES AND SERVICE MANAGER
LEVEL 6
TVET CDACC
P.O. BOX 15745-00100
NAIROBI
First published 2018
Copyright ©TVET CDACC
All rights reserved. No part of these occupational standards may be reproduced, distributed, or
transmitted in any form or by any means, including photocopying, recording, or other electronic
or mechanical methods without the prior written permission of the TVET CDACC, except in the
case of brief quotations embodied in critical reviews and certain other non-commercial uses
permitted by copyright law. For permission requests, write to the Council Secretary/CEO, at the
address below:
Council Secretary/CEO
TVET Curriculum Development, Assessment and Certification Council
P.O. Box 15745–00100
Nairobi, Kenya
Email: info@tvetcdacc.go.ke
©TVETCDACC 2018 I
FOREWORD
The provision of quality education and training is fundamental to the Government’s overall
strategy for social economic development. Quality education and training will contribute to
achievement Kenya’s development blue print and sustainable development goals.
Reforms in the education sector are necessary for the achievement of Kenya Vision 2030 and
meeting the provisions of the Constitution of Kenya 2010. The education sector had to be aligned
to the Constitution and this resulted to the formulation of the Policy Framework for Reforming
Education and Training (Sessional Paper No. 4 of 2016). A key feature of this policy is the radical
change in the design and delivery of the TVET training. The policy document requires that training
in TVET shall be competency based, curriculum development shall be industry led, certification
shall be based on demonstration of competence and mode of delivery shall allow for multiple entry
and exit in TVET programmes.
These reforms demand that Industry takes a leading role in curriculum development to ensure the
curriculum addresses its competence needs. It is against this background that these Occupational
Standards were developed for the purpose of developing a competency based curriculum for Food
and Beverage Sales and Service Managers. These Occupational Standards will also be the basis
for assessment for competence certification.
It is my conviction that these Occupational Standards will play a great role towards development
of competent human resource for the Hospitality sector’s growth and sustainable development.
PRINCIPAL SECRETARY, VOCATIONAL AND TECHNICAL TRAINING

MINISTRY OF EDUCATION
©TVETCDACC 2018 II
PREFACE
Kenya Vision 2030 aims to transform the country into a newly industrializing, “middle-income
country providing a high-quality life to all its citizens by the year 2030”. Kenya intends to create
a globally competitive and adaptive human resource base to meet the requirements of a rapidly
industrializing economy through life-long education and training. TVET has a responsibility of
facilitating the process of inculcating knowledge, skills and attitudes necessary for catapulting the
nation to a globally competitive country, hence the paradigm shift to embrace Competency Based
Education and Training (CBET).
The Technical and Vocational Education and Training Act No. 29 of 2013 and the Sessional Paper
No. 4 of 2016 on Reforming Education and Training in Kenya, emphasized the need to reform
curriculum development, assessment and certification. This called for shift to CBET to address the
mismatch between skills acquired through training and skills needed by industry as well as increase
the global competitiveness of Kenyan labour force.
The TVET Curriculum Development, Assessment and Certification Council (TVET CDACC) in
conjunction with Hospitality and Accommodation Sector Skills Advisory Committee (SSAC) and
Boma International Hospitality Institute have developed these Occupational Standards for a Food
and Beverage Sales and Service Manager. These occupational standards will be the basis for
development of competency based curriculum for Food and Beverage Sales and Service
Management. These Standards will also be the basis for assessment of an individual for
competence certification.
The occupational standards are designed and organized with clear performance criteria for each
element of a unit of competency. These standards also outline the required knowledge and skills
as well as evidence guide.
I am grateful to Council Secretariat, Council Technical Committee, Hospitality and

Accommodation SSAC and expert workers and all those who participated in the development of
these occupational standards.
CHAIRPERSON, TVET CDACC
©TVETCDACC 2018 III

ACKNOWLEDGMENT
These Occupational Standards were developed through combined effort of various stakeholders
from private and public organizations. I am sincerely thankful to the management of these
organizations for allowing their staff to participate in this course. I wish to acknowledge the
invaluable contribution of industry players who provided inputs towards the development of these
Standards.
I thank TVET Curriculum Development, Assessment and Certification Council (TVET CDACC)
for providing guidance on the development of these Standards. My gratitude goes to the Hospitality
and Accommodation Sector Skills Advisory Committee (SSAC) members for their contribution to
the development of these Standards. I also thank all the individuals and organizations who
participated in the validation of these Standards.
My gratitude also goes to the Boma International Hospitality Institute who cooperated with TVET
CDACC in the development of these Standards.
I acknowledge all institutions which in one way or another contributed to the success of
development of these Standards.
CHAIRPERSON
HOSPITALITY AND ACCOMMODATION SECTOR SKILLS ADVISORY
COMMITTEE
©TVETCDACC 2018 IV
TABLE OF CONTENTS
FOREWORD............................................................................................................................................... ii
PREFACE................................................................................................................................................... iii
ACKNOWLEDGMENT ........................................................................................................................... iv
ABBREVIATIONS AND ACRONYMS .................................................................................................. vi
KEY TO UNIT CODE.............................................................................................................................. vii
OVERVIEW ............................................................................................................................................. viii
BASIC UNITS OF COMPETENCY ......................................................................................................... 1
DEMONSTRATE COMMUNICATION SKILLS .................................................................................. 2
DEMONSTRATE NUMERACY SKILLS ............................................................................................... 6
DEMONSTRATE DIGITAL LITERACY ............................................................................................. 12
DEMONSTRATE ENTREPRENEURIAL SKILLS ............................................................................. 17
DEMONSTRATE EMPLOYABILITY SKILLS .................................................................................. 24
DEMONSTRATE ENVIRONMENTAL LITERACY .......................................................................... 31
DEMONSTRATE OCCUPATIONAL SAFETY AND HEALTH PRACTICES ............................... 36
CORE UNITS OF LEARNING ............................................................................................................... 41
MANAGE FOOD AND BEVERAGE GUEST EXPERIENCE ........................................................... 42
MANAGE FOOD AND BEVERAGE OPERATIONS ......................................................................... 46
MANAGE BAR OPERATIONS.............................................................................................................. 51
MANAGE ROOM SERVICE .................................................................................................................. 60
MANAGE BANQUETS AND EVENTS SERVICES ............................................................................ 65
MANAGE SPECIALITY OUTLETS ..................................................................................................... 70
PERFORM FOOD AND BEVERAGE ADMINISTRATIVE DUTIES .............................................. 77
MANAGE FOOD AND BEVERAGE REVENUE PERFORMANCE ................................................ 84
©TVETCDACC 2018 V
ABBREVIATIONS AND ACRONYMS
BC Basic Competency
CDACC Curriculum Development, Assessment and Certification Council
CPU Central Processing Unit
CR Core Competency
FB Food and Beverage Sales and Service
HOS Hospitality Industry
ICT Information Communication Technology
KCSE Kenya Certificate of secondary Education
KNQA Kenya National Qualifications Authority
NEMA National Environmental Management Authority
OS Occupational Standards
OSHA Occupation Safety and Health Act
OSHS Occupation Safety and Health Standards
PPE Personal Protective Equipment
SOPs Standard Operating Procedures
SSAC Sector Skills Advisory Committee
TVET Technical and Vocational Education and Training
©TVETCDACC 2018 VI
KEY TO UNIT CODE
HOS/OS/FB/BC/01/6/A
Industry or sector
Occupational Standards
Occupational area
Type of competency
Competency number
Competency level
Version control
©TVETCDACC 2018 VII

OVERVIEW
The Food and Beverage Sales and Service Management Level 6 Qualification consists of
competencies that an individual must achieve to manage the sales and service in an institution. It
consists of managing restaurant guests’ experience, food and beverage operations and room service
operations. It also involves managing banquets and events, speciality restaurant as well as
managing revenue performance.
The Units of Competency comprising Food and Beverage Sales and Service Management Level 6
Qualification include the following:
BASIC UNITS OF COMPETENCY

Unit Code Unit title
HOS/OS/FB/BC/01/6/A Demonstrate communication skills
HOS/OS/FB/BC/02/6/A Demonstrate numeracy skills
HOS/OS/FB/BC/03/6/A Demonstrate digital literacy
HOS/OS/FB/BC/04/6/A Demonstrate entrepreneurial skills
HOS/OS/FB/BC/05/6/A Demonstrate employability skills
HOS/OS/FB/BC/06/6/A Demonstrate environmental literacy
HOS/OS/FB/BC/07/6/A Demonstrate occupational health and safety

practices
CORE UNITS OF COMPETENCY
Unit Code Unit title

HOS/OS/FB/CR/01/6/A Manage food and beverage guest experience
HOS/OS/FB/CR/02/6/A Manage food and beverage operations
HOS/OS/FB/CR/03/6/A Manage bar operations
HOS/OS/FB/CR/04/6/A Manage room service
HOS/OS/FB/CR/05/6/A Manage banquets and events services
HOS/OS/FB/CR/06/6/A Manage specialty outlets
HOS/OS/FB/CR/07/6/A Perform food and beverage administrative duties
HOS/OS/FB/CR/08/6/A Manage food and beverages revenue performance
©TVETCDACC 2018 VIII

©TVETCDACC 2018 IX
BASIC UNITS OF COMPETENCY
©TVETCDACC 2018 1
DEMONSTRATE COMMUNICATION SKILLS
UNIT CODE: HOS/OS/FB/BC/01/6/A
UNIT DESCRIPTION
This unit covers the competencies required to demonstrate communication skills. It involves
meeting communication needs of clients and colleagues, developing communication strategies,
establishing and maintaining communication pathways, conducting interviews, facilitating group
discussion and representing the organization.
ELEMENTS AND PERFORMANCE CRITERIA

ELEMENT PERFORMANCE CRITERIA
These describe the These are assessable statements which specify the required level of
key outcomes which performance for each of the elements.
make up workplace Bold and italicized terms are elaborated in the Range
function
1. Meet 1.1 Specific communication needs of clients and colleagues are
communication identified and met based on workplace requirements
needs of clients 1.2 Different communication approaches are identified and applied
and colleagues according to clients’ needs
1.3 Conflict is identified and addressed as per the standards of the
organization
2. Develop 2.1 Strategies for effective internal and external dissemination of
communication information are developed as per organization’s requirements
strategies 2.2 Special communication needs are considered in developing
strategies according workplace procedures
2.3 Communication strategies are analyzed, evaluated and revised
based the workplace needs
3. Establish and 3.1 Pathways of communication are established as per organization
maintain policy
communication 3.2 Pathways are maintained and reviewed according to organization
pathways procedures
4. Promote use of 4.1 Information is provided to all areas of the organization as per
communication strategy requirements
strategies 4.2 Effective communication techniques are articulated and modeled
according work requirements
4.3 Personnel are given guidance about adapting communication
strategies as per organization procedures
5. Conduct 5.1 A range of appropriate communication strategies are employed in
interview interview situations based on the workplace requirements
5.2 Records of interviews are made and maintained in accordance with
organizational procedures
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5.3 Effective questioning, listening and nonverbal communication
techniques are used as per needs
6. Facilitate group 6.1 Mechanisms to enhance effective group interaction are identified
discussion and implemented according to workplace requirements
6.2 Strategies to encourage group participation are identified and used
as per organizations’ procedures
6.3 Meetings objectives and agenda are set and followed based on
workplace requirements
6.4 Relevant information is provided and feedback obtained according
to set protocols
6.5 Evaluation of group communication strategies is undertaken in
accordance with workplace guidelines
6.6 Specific communication needs of individuals are identified and
addressed as per individual needs
7. Represent the 5.1 7Relevant presentation are researched and presented based on
organization internal or external communication forums requirements
5.2 Presentation is delivered in a clear and sequential manner as per the
predetermined time
5.3 Presentation is made as per appropriate media
5.4 Difference views are respected based on workplace procedures
5.5 Written communication is done as per organizational standards
5.6 Inquiries are responded according to organizational standard
RANGE
This section provides work environment and conditions to which the performance criteria apply.
It allows for different work environment and situations that will affect performance.
Variable Range
1. Communication  Language switch
strategies may include  Comprehension check
but not limited to:  Repetition
 Asking confirmation
 Paraphrase
 Clarification request
 Translation
 Restructuring
 Approximation
 Generalization
2. Effective group  Identifying and evaluating what is occurring within an
interaction may interaction in a nonjudgmental way
©TVETCDACC 2018 3
include but not limited  Using active listening
to:  Making decision about appropriate words, behavior
 Putting together response which is culturally appropriate
 Expressing an individual perspective
 Expressing own philosophy, ideology and background
and exploring impact with relevance to communication
3. Situations may include  Establishing rapport
but not limited to:  Eliciting facts and information
 Facilitating resolution of issues
 Developing action plans
 Diffusing potentially difficult situations
REQUIRED SKILLS AND KNOWLEDGE

This section describes the skills and knowledge required for this unit of competency.
Required Skills
The individual needs to demonstrate the following skills:

 Communication
 Active listening
 Interpretation
 Negotiation
 Writing
Required Knowledge
The individual needs to demonstrate knowledge of:
 Communication process
 Dynamics of groups
 Styles of group leadership
 Key elements of communications strategy
EVIDENCE GUIDE
This provides advice on assessment and must be read in conjunction with the performance
criteria, required skills and knowledge and range.
1. Critical aspects Assessment requires evidence that the candidate:
of Competency 1.1 Developed communication strategies to meet the organization
requirements and applied in the workplace
1.2 Established and maintained communication pathways for
effective communication in the workplace
©TVETCDACC 2018 4
1.3 Used communication strategies involving exchanges of complex
oral information
2. Resource The following resources should be provided:
Implications 2.1 Access to relevant workplace or appropriately simulated
environment where assessment can take place
2.2 Materials relevant to the proposed activity or tasks
3. Methods of Competency in this unit may be assessed through:
Assessment 3.1 Direct observation
3.2 Oral questioning
3.3 Written texts
4. Context of Competency may be assessed:
Assessment 4.1 On-the-job
4.2 Off-the –job
4.3 During Industrial attachment
5. Guidance Holistic assessment with other units relevant to the industry sector,
information workplace and job role is recommended.
for
assessment
©TVETCDACC 2018 5
DEMONSTRATE NUMERACY SKILLS
UNIT DESCRIPTION
This unit describes the competencies required to demonstrate numeracy skills. It involves;
applying a wide range of mathematical calculations for work; applying ratios, rates and proportions
to solve problems; estimating, measuring and calculating measurement for work; using detailed
maps to plan travel routes for work; using geometry to draw and construct 2D and 3D shapes for
work; collecting, organizing and interpreting statistical data; using routine formula and algebraic
expressions for work and using common functions of a scientific calculator.

These describe the key These are assessable statements which specify the required level
outcomes which make up of performance for each of the elements.
workplace function. Bold and italicized terms are elaborated in the Range.
1. Apply a wide range 1.1 Mathematical information embedded in a range of
of mathematical workplace tasks and texts is extracted as per workplace
calculations for procedures.
work 1.2 Mathematical information is interpreted and comprehended
as per job specifications
1.3 A range of mathematical and problem solving processes are
selected and used as per job specification
1.4 Different forms of fractions, decimals and percentages are
flexibly used as per SOPs
1.5 Calculation performed with positive and negative numbers
as per SOPs
1.6 Numbers are expressed as powers and roots and are used in
calculations as per SOPs
1.7 Calculations done using routine formulas as per SOPs
1.8 Estimation and assessment processes are used to check
outcome as per workplace procedures
1.9 Mathematical language is used to discuss and explain the
processes, results and implications of the task as per
workplace procedures
2. Use and apply 2.1 Information regarding ratios, rates and proportions extracted
ratios, rates and from a range of workplace tasks and texts as per SOPs
proportions for 2.2 Mathematical information related to ratios, rate and
work proportions is analysed as per SOPs
2.3 Problem solving processes are used to undertake the task as
per workplace procedures
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2.4 Equivalent ratios and rates are simplified as per SOPs
2.5 Quantities are calculated using ratios, rates and proportions
as per SOPS
2.6 Graphs, charts or tables are constructed to represent ratios,
rates and proportions as per SOPs
2.7 The outcomes reviewed and checked as per job
specifications
2.8 Information is record using mathematical language and
symbols as per workplace procedures
3. Estimate, measure 3.1 Measurement information embedded in workplace texts
and calculate and tasks are extracted and interpreted as per job
measurement for specifications
work 3.2 Appropriate workplace measuring equipment are identified
and selected as per job specifications
3.3 Accurate measurements are estimated and made as per
SOPs
3.4 The area of 2D shapes including compound shapes are
calculated as per SOPs
3.5 The volume of 3D shapes is calculated using relevant
formulas as per SOPs
3.6 Sides of right angled triangles are calculated using
Pythagoras’ theorem as per SOPs
3.7 conversions are perform between units of measurement as
per job specification
3.8 Problem solving processes are used to undertake the task
as per workplace Procedures
3.9 The measurement outcomes are reviewed and checked as
3.10 Information is recorded using mathematical language and
symbols appropriate for the task as per workplace
procedures
4. Use detailed maps 4.1 Different types of maps are identified and interpreted as
to plan travel routes per job requirements
for work 4.2 Key features of maps are identified as per job requirements
4.3 Scales are identified and interpreted as per job
requirements
4.4 Scales are applied to calculate actual distances
4.5 Positions or locations are determined using directional
information as per job requirements
4.6 Routes are planned by determining directions and
calculating distances, speeds and times as per job
requirements
©TVETCDACC 2018 7
4.7 Information is gathered and identified and relevant factors
related to planning a route checked as per job requirements
4.8 Relevant equipment is select and checked for accuracy and
operational effectiveness as per job requirements
4.9 Task is planned and recorded using specialized
mathematical language and symbols appropriate for the
task as per job requirements
5. Use geometry to 5.1 A range of 2D shapes and 3D shapes and their uses in work
draw 2D shapes contexts is identified as per job specifications
and construct 3D 5.2 Features of 2D and 3D shapes are named and described as
shapes for work per job specifications
5.3 Types of angles in 2D and 3D shapes are identified as per
job specifications
5.4 Angles are drawn, estimated and measured using
geometric instruments as per job requirements
5.5 Angle properties of 2D shapes are named and identified as
per SOPs
5.6 Angle properties are used to evaluate unknown angles in
shapes as per SOPs
5.7 Properties of perpendicular and parallel lines are applied to
shapes as per SOPs
5.8 Understanding and use of symmetry is demonstrated as per
SOPs
5.9 Understanding and use of similarity is demonstrated as per
SOPs
5.10 The workplace tasks and mathematical processes required
are identified as per workplace procedures
5.11 2D shapes is drawn for work as per job specification
5.12 3D shapes is constructed for work as per job specification
5.13 The outcomes are reviewed and checked as per workplace
procedures
5.14 Specialized mathematical language and symbols
appropriate for the task are used as per SOPs
6. Collect, organize, 6.1 Workplace issue requiring investigation are identified as
and interpret per workplace procedures
statistical data for 6.2 Audience / population / sample unit is determined as per
work workplace procedures as per workplace procedures
6.3 Data to be collected is identified as per workplace
procedures
6.4 Data collection method is selected as per workplace
procedures
©TVETCDACC 2018 8
6.5 Appropriate statistical data is collected and organized as
per SOPs
6.6 Data is illustrated in appropriate formats as per SOPs
6.7 The effectiveness of different types of graphs are compared
as per SOPs
6.8 The summary statistics for collected data is calculated as
per SOPs
6.9 The results / findings are interpreted as per SOPs
6.10 Data is checked to ensure that it meets the expected
results and content as per workplace procedures
6.11 Information from the results including tables, graphs and
summary statistics is extracted and interpreted as per
workplace procedure
6.12 Mathematical language and symbols are used to report
results of investigation as per workplace procedure
7. Use routine formula 7.1 Understanding of informal and symbolic notation,
and algebraic representation and conventions of algebraic expressions is
expressions for demonstrated as per SOPs
work 7.2 Simple algebraic expressions and equations are developed
as per job specification
7.3 Operate on algebraic expressions as per job requirement
7.4 Algebraic expressions are simplified as per job requirement
7.5 Substitution into simple routine equations is done as per
SOPs
7.6 Routine formulas used for work tasks are identified and
comprehended as per SOPs
7.7 Routine formulas are evaluate by substitution as per SOPs
7.8 Routine formulas transposed as per SOPs
7.9 Appropriate formulas are identified and used for work
related tasks as per workplace procedures
7.10 Outcomes are checked and result of calculation used as
8. Use common 8.1 Required numerical information to perform tasks is located
functions of a as per job specification
scientific calculator 8.2 The order of operations and function keys necessary to
for work solve mathematical calculation are determined as per job
specification
8.3 Function keys on a scientific calculator are identified and
used as per SOPs
8.4 Estimations are referred to check reasonableness of
problem solving process as per workplace procedures
©TVETCDACC 2018 9
8.5 Appropriate mathematical language, symbols and
conventions are used to report results as per workplace
procedures
RANGE
This section provides work environments and conditions to which the performance criteria apply.
It allows for different work environments and situations that will affect performance.
Variable Range
1. 2D shapes may include Triangles

but not limited may  Square
include but not limited  Rectangle
to:  Triangle

Required Skills
 Measuring
 Logical thinking
 Computing
 Drawing of graphs
 Applying mathematical formulas
 Analytical
Required knowledge
 Types of common shapes
 Differentiation between two dimensional shapes / objects
 Formulae for calculating area and volume
 Types and purpose of measuring instruments
 Units of measurement and abbreviations
 Fundamental operations (addition, subtraction, division, multiplication)
 Rounding techniques
 Types of fractions
 Different types of tables and graphs
 Meaning of graphs, such as increasing, decreasing, and constant value
©TVETCDACC 2018 10
 Preparation of basic data, tables & graphs
EVIDENCE GUIDE
This provides advice on assessment and must be read in conjunction with the performance criteria,
required skills and knowledge and range.
1. Critical aspects of Assessment requires evidence that the candidate:

Competency 1. 1Developed communication strategies to meet the
organization requirements and applied in the workplace
1. 2Established and maintained communication pathways
for effective communication in the workplace
1. 3 Used communication strategies involving exchanges of
complex oral information
Implications 2.1 Access to relevant workplace or appropriately simulated
environment where assessment can take place
2.2 Materials relevant to the proposed activity or tasks
Assessment 3.1 Observation
3.3 Written test
3.4 Portfolio of Evidence
3.5 Interview
3.6 Third party report
4.2 Off-the –job
5. Guidance Holistic assessment with other units relevant to the
information for industry sector, workplace and job role is recommended.
assessment
©TVETCDACC 2018 11
DEMONSTRATE DIGITAL LITERACY
UNIT DESCRIPTION
This unit describes competencies required to demonstrate digital literacy. It involves, identifying
computer software and hardware, applying security measures to data, hardware, and software in
automated environment, applying computer software in solving task, applying internet and email
in communication at workplace, applying desktop publishing in official assignments and preparing
presentation packages.
These describe the key These are assessable statements which specify the required level of
outcomes which make performance for each of the elements.
up workplace function Bold and italicized terms are elaborated in the Range
1. Identify 1.1 Concepts of ICT are determined in accordance with computer

appropriate equipment
computer software 1.2 Classifications of computers are determined in accordance with
and hardware manufacturers specification
1.3 Appropriate computer software is identified according to
manufacturer’s specification
1.4 Appropriate computer hardware is identified according to
manufacturer’s specification
1.5 Functions and commands of operating system are determined in
accordance with manufacturer’s specification
2. Apply security 2.1 Data security and privacy are classified in accordance with the
measures to data, prevailing technology
hardware, 2.2 Security threats reidentified and control measures are applied
software in in accordance with laws governing protection of ICT
automated 2.3 Computer threats and crimes are detected in accordance to
environment Information Management security guidelines
2.4 Protection against computer crimes is undertaken in accordance
with laws governing protection of ICT
3. Apply computer 3.1 Word processing concepts are applied in resolving workplace
software in tasks, report writing and documentation as per the job
solving tasks requirements
3.2 Word processing utilities are applied in accordance with
©TVETCDACC 2018 12
3.3 Worksheet layout is prepared in accordance with work
procedures
3.4 Worksheet is built and data manipulated in the worksheet in
accordance with workplace procedures
3.5 Continuous data manipulated on worksheet is undertaken in
accordance with work requirements
3.6 Database design and manipulation is undertaken in accordance
with office procedures
3.7 Data sorting, indexing, storage, retrieval and security is
provided in accordance with workplace procedures
4. Apply internet and 4.1 Electronic mail addresses are opened and applied in workplace
email in communication in accordance with office policy
communication at 4.2 Office internet functions are defined and executed in accordance
workplace with office procedures
4.3 Network configuration is determined in accordance with office
operations procedures
4.4 Official World Wide Web is installed and managed according to
5. Apply Desktop 5.1 Desktop publishing functions and tools are identified in
publishing in accordance with manufactures specifications
official 5.2 Desktop publishing tools are developed in accordance with
assignments work requirements
5.3 Desktop publishing tools are applied in accordance with
workplace requirements
5.4 Typeset work is enhanced in accordance with workplace
standards
6. Prepare 6.1 Types of presentation packages are identified in accordance
presentation with office requirements
packages 6.2 Slides are created and formulated in accordance with workplace
procedures
6.3 Slides are edited and run-in accordance with work procedures
6.4 Slides and handouts are printed according to work requirements
RANGE
Variable Range
1. Appropriate Collection of physical parts of a computer system such as:
computer hardware  Computer case, monitor, keyboard, and mouse
©TVETCDACC 2018 13
may include but not  All the parts inside the computer case, such as the hard disk
limited to: drive, motherboard and video card
2. Data security and  Confidentiality of data

privacy may include  Cloud computing
but not limited to:  Integrity -but-curious data surfing
3. Security and control  Counter measures against cyber terrorism
measures may  Risk reduction
include but not  Cyber threat issues
limited to:  Risk management
 Pass-wording
4. Security threats may  Cyber terrorism
include but not  Hacking
limited to:

Required Skills

 Analytical skills
 Interpretation
 Typing
 Communication
 Computing (applying fundamental operations such as addition, subtraction, division and
multiplication)
 Using calculator
 Basic ICT skills
Required Knowledge
 Software concept
 Functions of computer software and hardware
 Data security and privacy
 Computer security threats and control measures
 Technology underlying cyber-attacks and networks
 Cyber terrorism
 Computer crimes
 Detection and protection of computer crimes
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Laws governing protection of ICT
Word processing;
 Functions and concepts of word processing.
 Documents and tables creation and manipulations
 Mail merging
 Word processing utilities
 Spread sheets;
 Meaning, formulae, function and charts, uses and layout
 Data formulation, manipulation and application to cells

 Database;
 Database design, data manipulation, sorting, indexing, storage
retrieval and security
 Desktop publishing;
 Designing and developing desktop publishing tools
 Manipulation of desktop publishing tools
 Enhancement of typeset work and printing documents
 Presentation Packages;
 Types of presentation Packages
 Creating, formulating, running, editing, printing and presenting
slides and handouts
 Networking and Internet;
 Computer networking and internet.
 Electronic mail and world wide web
 Emerging trends and issues in ICT;
 Identify and integrate emerging trends and issues in ICT
 Challenges posed by emerging trends and issues
EVIDENCE GUIDE
criteria, required skills and knowledge and range.
1. Critical Aspects Assessment requires evidence that the candidate:

of Competency 1.1 Identified and controlled security threats
1.2 Detected and protected computer crimes
1.3 Applied word processing in office tasks
1.4 Designed, prepared work sheet and applied data to the cells in
accordance to workplace procedures
1.5 Opened electronic mail for office communication as per
workplace procedure
1.6 Installed internet and World Wide Web for office tasks in
accordance with office procedures
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1.7 Integrated emerging issues in computer ICT applications
1.8 Applied laws governing protection of ICT
Implications 2.1 Access to relevant workplace where assessment can take place
2.2 Appropriately simulated environment where assessment can
take place
3. Methods of Competency may be assessed through:
3.3 Written test
3.5 Interview
4.2 Off-the –job
information for workplace and job role is recommended.
assessment
©TVETCDACC 2018 16
DEMONSTRATE ENTREPRENEURIAL SKILLS
UNIT CODE : HOS/OS/FB/BC/04/6/A
UNIT DESCRIPTION
This unit covers the competencies required to demonstrate understanding of entrepreneurship. It

involves demonstrating understanding of an entrepreneur, entrepreneurship, and self-employment,
identifying entrepreneurship opportunities, creating entrepreneurial awareness, applying
entrepreneurial motivation, developing business innovative strategies and developing business
plan.
1. Demonstrate understanding 1. 1 Entrepreneurs and Business persons are

of an Entrepreneur distinguished as per principles of entrepreneurship
1. 2 Types of entrepreneurs are identified as per
principles of entrepreneurship
1. 3 Ways of becoming an Entrepreneur are identified
as per principles of Entrepreneurship
1. 4 Characteristics of Entrepreneurs are identified as
per principles of Entrepreneurship
1. 5 Factors affecting Entrepreneurship development
are explored as per principles of Entrepreneurship
2. Demonstrate understanding 2. 1 Entrepreneurship and self-employment are
of Entrepreneurship and distinguished as per principles of entrepreneurship
self-employment 2. 2 Importance of self-employment is analysed based
on business procedures and strategies
2. 3 Requirements for entry into self-employment are
identified according to business procedures and
strategies
2. 4 Role of an Entrepreneur in business is determined
according to business procedures and strategies
2. 5 Contributions of Entrepreneurs to National
development are identified as per business
procedures and strategies
2. 6 Entrepreneurship culture in Kenya is explored as
per business procedures and strategies
2. 7 Born or made Entrepreneurs are distinguished as
per entrepreneurial traits
3. Identify Entrepreneurship 3.1 Sources of business ideas are identified as per
opportunities business procedures and strategies
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3.2 Business ideas and opportunities are generated as
per business procedures and strategies
3.3 Business life cycle is analysed as per business
3.4 Legal aspects of business are identified as per
3.5 Product demand is assessed as per market
strategies
3.6 Types of business environment are identified and
evaluated as per business procedures
3.7 Factors to consider when evaluating business
environment are explored based on business
procedure and strategies
3.8 Technology in business is incorporated as per best
practice
4. Create entrepreneurial 4.1 Forms of businesses are explored as per business
awareness procedures and strategies
4.2 Sources of business finance are identified as per
business procedures and strategies
4.3 Factors in selecting source of business finance are
identified as per business procedures and
strategies
4.4 Governing policies on Small Scale Enterprises
(SSEs) are determined as per business procedures
and strategies
4.5 Problems of starting and operating SSEs are
explored as per business procedures and strategies
5.1 Internal and external motivation factors are
5. Apply entrepreneurial determined in accordance with motivational
motivation theories
5.2 Self-assessment is carried out as per
entrepreneurial orientation
5.3 Effective communications are carried out in
accordance with communication principles
5.4 Entrepreneurial motivation is applied as per
motivational theories
6.1 Business innovation strategies are determined in
6. Develop innovative business accordance with the organization strategies
strategies 6.2 Creativity in business development is
demonstrated in accordance with business
strategies
6.3 Innovative business strategies are
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developed as per business principles
6.4 Linkages with other entrepreneurs are
created as per best practice
6.5 ICT is incorporated in business growth and
development as per best practice
7.1 Identified Business is described as per business
7. Develop Business Plan procedures and strategies
7.2 Marketing plan is developed as per business plan
format
7.3 Organizational/Management plan is prepared in
accordance with business plan format
7.4 Production/operation plan in accordance with
business plan format
7.5 Financial plan is prepared in accordance with the
business plan format
7.6 Executive summary is prepared in accordance
with business plan format
7.7 Business plan is presented as per best practice
RANGE
Variable Range
1. Types of entrepreneurs may include  Innovators

but not limited to:  Imitators
 Craft
 Opportunistic
 Speculators
2. Characteristics of Entrepreneurs may  Creative
include but not limited to:  Innovative
 Planner
 Risk taker
 Networker
 Confident
 Flexible
 Persistent
 Patient
 Independent
 Future oriented
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 Goal oriented
3. Requirements for entry into self-  Technical skills

employment may include but not  Management skills
limited to  Entrepreneurial skills
 Resources
 Infrastructure
 Interest
4. Internal and external motivation may  Passion
include but not limited to:
 Freedom
 Prestige
 Rewards
 Punishment
 Enabling environment
 Government policies
 External
5. Business environment may include but  Internal
not limited to:
 Intermediate
 Sole proprietorship
6. Forms of businesses may include but  Partnership
not limited to:
 Limited companies
 Cooperatives
 Increasing scope for finance
7. Governing policies may include but  Promoting cooperation between
not limited to: entrepreneurs and private sector
 Reducing regulatory burden on
entrepreneurs
 Developing IT tools for entrepreneurs
 New products
8. Innovative business strategies may  New methods of production
include but not limited to:
 New markets
 New sources of supplies
 Change in industrialization

Required Skills
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 Analytical
 Management
 Problem-solving
 Root-cause analysis
 Communication
Required Knowledge
 Decision making
 Business communication
 Change management
 Competition
 Risk
 Net working
 Time management
 Leadership
 Factors affecting entrepreneurship development
 Principles of Entrepreneurship
 Features and benefits of common operational practices, e. g., continuous improvement
(kaizen), waste elimination,
 Conflict resolution
 Health, safety and environment (HSE) principles and requirements
 Customer care strategies
 Basic financial management
 Business strategic planning
 Impact of change on individuals, groups and industries
 Government and regulatory processes
 Local and international market trends
 Product promotion strategies
 Market and feasibility studies
 Government and regulatory processes
 Local and international business environment
 Relevant developments in other industries
 Regional/ County business expansion strategies
EVIDENCE GUIDE
1. Critical Aspects of 1. 1 Assessment requires evidence that the candidate:

Competency
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1. 2 Distinguished entrepreneurs and businesspersons
correctly
1. 3 Identified ways of becoming an entrepreneur
appropriately
1. 4 Explored factors affecting entrepreneurship
development appropriately
1. 5 Analysed importance of self-employment accurately
1. 6 Identified requirements for entry into self-employment
correctly
1. 7 Identified sources of business ideas correctly
1. 8 Generated Business ideas and opportunities correctly
1. 9 Analysed business life cycle accurately
1. 10 Identified legal aspects of business correctly
1. 11 Assessed product demand accurately
1. 12 Determined Internal and external motivation factors
appropriately
1. 13 Carried out communications effectively
1. 14 Identified sources of business finance correctly
1. 15 Determined Governing policy on small scale enterprise
appropriately
1. 16 Explored problems of starting and operating SSEs
effectively
1. 17 Developed Marketing, Organizational/Management,
Production/Operation and Financial plans correctly
1. 18 Prepared executive summary correctly
1. 19 Determined business innovative strategies appropriately
1. 20 Presented business plan effectively
Implications 2.1 Access to relevant workplace where assessment can take
place
2.2 Appropriately simulated environment where assessment
can take place
3. Methods of 3.1 Written tests
Assessment 3.2 Oral questions
3.4 Interviews
4. Context of Competency may be assessed
4.2 Off-the –job
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5. Guidance Holistic assessment with other units relevant to the industry
information for sector, workplace and job role is recommended.
assessment
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DEMONSTRATE EMPLOYABILITY SKILLS
UNIT DESCRIPTON
This unit covers competencies required to demonstrate employability skills. It involves conducting
self-management, demonstrating interpersonal communication, critical safe work habits, leading
a workplace team, planning and organizing work, maintaining professional growth and
development, demonstrating workplace learning, problem solving skills and managing ethical
performance.
These describe the key These are assessable statements which specify the required level
outcomes which make up of performance for each of the elements.
workplace function.
Bold and italicized terms are elaborated in the Range
1. Conduct self- 1.1 Personal vision, mission and goals are formulated based on
management potential and in relation to organization objectives
1.2 Emotional intelligence is demonstrated as per workplace
requirements.
1.3 Individual performance is evaluated and monitored
according to the agreed targets.
1.4 Assertiveness is developed and maintained based on the
requirements of the job.
1.5 Accountability and responsibility for own actions are
demonstrated based on workplace instructions.
1.6 Self-esteem and a positive self-image are developed and
maintained based on values.
1.7 Time management, attendance and punctuality are observed
as per the organization policy.
1.8 Goals are managed as per the organization’s objective
1.9 Self-strengths and weaknesses are identified based on
personal objectives
2. Demonstrate 2.1 Writing skills are demonstrated as per communication policy
interpersonal 2.2 Negotiation and persuasion skills are demonstrated as per
communication communication policy
2.3 Internal and external stakeholders’ needs are identified and
interpreted as per the communication policy
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2.4 Communication networks are established based on
workplace policy
2.5 Information is shared as per communication policy
3. Demonstrate critical 3.1 Stress is managed in accordance with workplace policy.
safe work habits 3.2 Punctuality and time consciousness is demonstrated in line
with workplace policy.
3.3 Personal objectives are integrated with organization goals
based on organization’s strategic plan.
3.4 Resources are utilized in accordance with workplace policy.
3.5 Work priorities are set in accordance to workplace goals and
objectives.
3.6 Leisure time is recognized and utilized in line with personal
objectives.
3.7 Drugs and substances of abuse are identified and avoided
based on workplace policy.
3.8 HIV and AIDS prevention awareness is demonstrated in line
with workplace policy.
3.9 Safety consciousness is demonstrated in the workplace based
on organization safety policy.
3.10 Emerging issues are identified and dealt with in
accordance with organization policy.
4. Lead a workplace 4.1 Performance targets for the team are set based on
team organization’s objectives
4.2 Duties are assigned in accordance with the organization
policy.
4.3 Forms of communication in a team are established
according to organization’s policy.
4.4 Team performance is evaluated based on set targets as per
workplace policy.
4.5 Conflicts are resolved between team members in line with
organization policy.
4.6 Gender related issues are identified and mainstreamed in
accordance workplace policy.
4.7 Human rights and fundamental freedoms are identified and
respected as Constitution of Kenya 2010.
4.8 Healthy relationships are developed and maintained in line
with workplace.
5. Plan and organize 5.1 Work plans are prepared based on activities and budget.
work 5.2 Assigned tasks are interpreted and expectations identified as
per the workplace instructions.
5.3 Task occupational safety and health requirements are
identified and observed regulations.
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5.4 Work resources are identified, mobilized, allocated and
utilized based on organization work plans.
5.5 Work activities are monitored and evaluated in line with
work plans and workplace policy.
5.6 Work plans are reviewed based on target and available
resources.
6. Maintain 6.1 Personal training needs are identified and assessed in line
professional growth with the requirements of the job.
and development 6.2 Training and career opportunities are identified and
utilized based on job requirements.
6.3 Resources for training are mobilized and allocated based
organizations and individual skills needs.
6.4 Licensees and certifications relevant to job and career are
obtained and renewed as per policy.
6.5 Work priorities and personal commitments are balanced and
managed based on requirements of the job and personal
objectives.
6.6 Recognitions are sought as proof of career advancement in
line with professional requirements.
7. Demonstrate 7.1 Learning opportunities are sought and managed based on job
workplace learning requirement and organization policy.
7.2 Improvement in performance is demonstrated based on
courses attended.
7.3 Application of learning is demonstrated in both technical and
non-technical aspects based on requirements of the job
7.4 Time and effort is invested in learning new skills based on
job requirements
7.5 Initiative is taken to create more effective and efficient
processes and procedures in line with workplace policy.
7.6 New systems are developed and maintained in accordance
with the requirements of the job.
7.7 Awareness of personal role in workplace innovation is
demonstrated based on requirements of the job.
8. Demonstrate problem 8.1 Creative, innovative and practical solutions are developed
solving skills based on the problem
8.2 Independence and initiative in identifying and solving
problems is demonstrated based on requirements of the job.
8.3 Team problems are solved as per the workplace guidelines
8.4 Problem solving strategies are applied as per the workplace
guidelines
8.5 Problems are analyzed and assumptions tested as per the
context of data and circumstances
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9. Manage ethical 9.1 Policies and guidelines are observed as per the workplace
performance requirements
9.2 Self-worth and professionalism is exercised in line with
personal goals and organizational policies
9.3 Code of conduct is observed as per the workplace
requirements
9.4 Integrity is demonstrated as per legal requirement
RANGE
Variable Range
1. Drug and substance abuse Commonly abused

may include but not limited  Alcohol
to:  Tobacco
 Miraa
 Over-the-counter drugs
 Cocaine
 Bhang
 Glue
2. Feedback may include but not  Verbal
limited to:  Written
 Informal
 Formal
3. Relationships may include but  Man/Woman
not limited to:  Trainer/trainee
 Employee/employer
 Client/service provider
 Husband/wife
 Boy/girl
 Parent/child
 Sibling relationships
4. Forms of communication may  Written
include but not limited to:  Visual
 Verbal
 Non verbal
 Formal and informal
5. Team may include but not  Small work group
limited to:
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 Staff in a section/department
 Inter-agency group
6. Personal growth may include  Growth in the job
but not limited to:  Career mobility
 Gains and exposure the job gives
 Net workings
 Benefits that accrue to the individual as a result
of noteworthy performance
7. Personal objectives may  Long term
include but not limited to:  Short term
 Broad
 Specific
8. Trainings and career  Participation in training programs
opportunities may includes but  Serving as Resource Persons in conferences
not limited to and workshops
9. Resource may include may  Human
but not limited to:  Financial
 Technology
10. Innovation may include but  New ideas
not limited to:  Original ideas
 Different ideas
 Methods/procedures
 Processes
 New tools
11. Emerging issues may include  Terrorism
but not limited to:  Social media
 National cohesion
 Open offices
12. Range of media for learning  Mentoring
may include but not limited to:  peer support and networking
 IT and courses

Required Skills
 Interpersonal
 Communication
 Critical thinking
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 Organizational
 Negotiation
 Monitoring
 Evaluation
 Record keeping
 Problem solving
 Decision Making
 Resource utilization
 Resource mobilization
Required Knowledge
 Work values and ethics
 Company policies
 Company operations, procedures and standards
 Occupational Health and safety procedures
 Fundamental rights at work
 Workplace communication
 Concept of time
 Time management
 Decision making
 Types of resources
 Work planning
 Organizing work
 Monitoring and evaluation
 Record keeping
 Gender mainstreaming
 HIV and AIDS
 Drug and substance abuse
 Professional growth and development
 Technology in the workplace
 Innovation
 Emerging issues
EVIDENCE GUIDE
1. Critical aspects Assessment requires evidence that the candidate:

of Competency 1.1 Conducted self-management
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1.2 Demonstrated interpersonal communication
1.3 Demonstrated critical safe work habits
1.4 Demonstrated the ability to lead a workplace team
1.5 Planned and organized work
1.6 Maintained professional growth and development
1.7 Demonstrated workplace learning
1.8 Demonstrated problem solving skills
1.9 Demonstrated the ability to manage performance ethically
take place
3.3 Written test
3.5 Interview
4.2 Off-the –job
assessment
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DEMONSTRATE ENVIRONMENTAL LITERACY
UNIT DESCRIPTION
This unit specifies the competencies required to demonstrate environmental literacy. It involves,
controlling environmental hazard and environmental pollution, demonstrating sustainable resource
use, evaluating current practices in relation to resource usage, identifying environmental
legislations/conventions for environmental concerns, implementing specific environmental
programs, monitoring activities on environmental protection/Programs, analyzing resource use and
developing resource conservation plans
These describe the key These are assessable statements which specify the required
outcomes which make up level of performance for each of the elements.
workplace function. Bold and italicized terms are elaborated in the Range
1. Control environmental 1. 1 Storage methods for environmentally hazardous

hazard materials are strictly followed according to
environmental regulations and OSHS.
1. 2 Disposal methods of hazardous wastes are followed
according to environmental regulations and OSHS.
1. 3 PPE is used according to OSHS.
2. Control environmental 2.1 Environmental pollution control measures are
Pollution implemented in accordance with international protocols.
2.2 Procedures for solid waste management are observed

according Environmental Management and
Coordination Act 1999
2.3 Methods for minimizing noise pollution is complied
with based on Noise and Excessive
Vibration Pollution and Control Regulations, 2009
3. Demonstrate sustainable 3.1 Methods for minimizing wastage are complied with
resource use based on organizational waste management guide
3.2 Waste management procedures are employed following
principles of 3Rs (Reduce, Reuse, Recycle)
3.3 Methods for economizing and reducing resource
consumption are practiced as per the Constitution of
Kenya 2010 Article 69 .
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4. Evaluate current practices 4.1 Information on resource efficiency systems and
in relation to resource procedures are collected and provided as per work
usage groups/sector
4.2 Current resource usage is measured and recorded as per
work group
4.3 Current purchasing strategies are analyzed and recorded
according to industry procedures.
4.4 Current work processes to access information and data
is analyzed following enterprise protocol.
5. Identify environmental 5.1 Environmental legislations/conventions and local
legislations/conventions ordinances are identified according to the different
for environmental concerns environmental aspects/impact
5.2 Industrial standard/environmental practices are
described according to the different environmental
concerns
6. Implement specific 6.1 Programs/Activities are identified according to
environmental programs organizations policies and guidelines.
6.2 Individual roles/responsibilities are determined
and performed based on the activities identified.
6.3 Problems/constraints encountered are resolved in
accordance with organizations’ policies and guidelines
6.4 Stakeholders are consulted based on company
guidelines
7. Monitor activities on 7.1 Activities are periodically monitored and Evaluated
Environmental according to the objectives of the environmental
protection/Programs program
7.2 Feedback from stakeholders are gathered and
considered in Proposing enhancements to the program
based on consultations
7.3 Data gathered are analyzed based on Evaluation
requirements
7.4 Recommendations are submitted based on the findings
7.5 Management support systems are set/established to
sustain and enhance the program
7.6 Environmental incidents are monitored and reported to
7.7 concerned/proper authorities
8. Analyze resource use 8.1 All resource consuming processes are Identified as per
the organizational work plan
8.2 Quantity and nature of resource consumed is determined
based on processes
8.3 Resource flow is analyzed as per different parts of the
process.
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8.4 Wastes are classified according to NEMA regulations on
waste management.
9. Develop resource 9.1. Efficiency of use/conversion of resources is determined
Conservation plans according to industry protocol.
9.2. Causes of low efficiency of use of resources are
Determined based on industry protocol.
9.3. Plans for increasing the efficiency of resource use are
developed based on findings.
RANGE
Variable Range
1. PPE may include but not  Mask

limited to  Gloves
 Goggles
 Safety hat
 Overall
 Hearing protector
2. Control measures may  Methods for minimizing or stopping spread and
include but not limited ingestion of airborne particles
to  Methods for minimizing or stopping spread and
ingestion of gases and fumes
 Methods for minimizing or stopping spread and
ingestion of liquid wastes
Required Skills
 Measuring
 Recording
 Analytical
 Monitoring
 Communication
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 Writing
Required Knowledge
 PPEs
 Environmental regulations
 OSHS
 Pollution
 Waste management
 Principle of 3Rs
 Types of resources
 Techniques in measuring current usage of resources
 Environmental hazards
 Regulatory requirements
EVIDENCE GUIDE
1. Critical Assessment requires evidence that the candidate:

Aspects of
Competency 1.1 Controlled environmental hazard
1.2 Controlled environmental pollution
1.3 Demonstrated sustainable resource use
1.4 Evaluated current practices in relation to resource usage
1.5 Demonstrated knowledge of environmental legislations and local
ordinances according to the different environmental issues
/concerns.
1.6 Described industrial standard environmental practices according to
the different environmental issues/concerns.
1.7 Resolved problems/ constraints encountered based on management
standard procedures
1.8 Implemented and monitored environmental practices on a periodic
basis as per company guidelines
1.9 Recommended solutions for the improvement of the program
1.10 Monitored and reported to proper authorities any environmental
incidents
Implications
2.1 Workplace with storage facilities
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2.2 Tools, materials and equipment relevant to the tasks (e.g. Cleaning
tools, cleaning materials, trash bags)
2.3 PPE, manuals and references
2.4 Legislation, policies, procedures, protocols and local ordinances
relating to environmental protection
2.5 Case studies/scenarios relating to environmental Protection
3 Methods of Competency in this unit may be assessed through:
3.3 Written test
3.5 Interview
4 Context of Competency may be assessed
4.2 Off-the –job
5 Guidance Holistic assessment with other units relevant to the industry sector,
assessment
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DEMONSTRATE OCCUPATIONAL SAFETY AND HEALTH PRACTICES
UNIT DESCRIPTION
This unit specifies the competencies required to demonstrate occupational health and safety
practices. It involves identifying workplace hazards and risks, identifying and implementing
appropriate control measures to hazards and risks and implementing OSH programs, procedures
and policies/guidelines.

1. Identify workplace hazards 1.1 Hazards in the workplace are identified based their
and risk indicators
1.2 Risks and hazards are evaluated based on legal
requirements.
1.3 OSH concerns raised by workers are addressed as per
legal requirements.
2. Control OSH hazards 2.1 Hazard prevention and control measures are
implemented as per legal requirement.
2.2 Risk assessment is conducted and a risk matrix developed
based on likely impact.
2.3 Contingency measures, including emergency procedures
during workplace incidents and emergencies are
recognized and established in accordance with
organization procedures.
3. Implement OSH programs 3.1 Company OSH program are identified, evaluated and
reviewed based on legal requirements.
3.2 Company OSH programs are implemented as per legal
requirements.
3.3 Workers are capacity built on OSH standards and
procedures as per legal requirements
3.4 OSH-related records are maintained as per legal
requirements.
RANGE
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Variable Range
1. Hazards may include but  Physical hazards – impact, illumination, pressure,
not limited to: noise,
 vibration, extreme temperature, radiation
 Biological hazards- bacteria, viruses, plants, parasites,
mites, molds, fungi, insects
 Chemical hazards – dusts, fibers, mists, fumes, smoke,
gasses, vapors
 Ergonomics
 Psychological factors – over exertion/ excessive force,
awkward/static positions, fatigue, direct pressure,
 varying metabolic cycles
 Physiological factors – monotony, personal
relationship, work out cycle
 Safety hazards (unsafe workplace condition) –confined
space, excavations, falling objects, gas leaks, electrical,
poor storage of materials and waste, spillage, waste and
debris
 Unsafe workers’ act (Smoking in off-limited areas,
Substance and alcohol abuse at work)
2. Indicators may include  Increased of incidents of accidents, injuries
but not limited to:  Increased occurrence of sickness or health complaints/
symptoms
 Common complaints of workers related to OSH
 High absenteeism for work-related reasons
3. OSH concerns may  Workers’ experience/observance on presence of work
include but not limited hazards
to:  Unsafe/unhealthy administrative arrangements
(prolonged work hours, no break time, constant
overtime, scheduling of tasks)
 Reasons for compliance/non-compliance to use of
PPEs or other OSH procedures/policies/guidelines
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4. Safety gears /PPE  Arm/Hand guard, gloves
(Personal Protective  Eye protection (goggles, shield)
Equipment) may include  Hearing protection (ear muffs, ear plugs)
but not limited to:  Hair Net/cap/bonnet
 Hard hat
 Face protection (mask, shield)
 Apron/Gown/coverall/jump suit
 Anti-static suits
 High-visibility reflective vest
5. Appropriate risk controls  Appropriate risk controls in order of impact are as
may include but not limited follows:
to:  Eliminate the hazard altogether (i.e., get rid of the
dangerous machine)
 Isolate the hazard from anyone who could be harmed
(i.e., keep the machine in a closed room and operate it
remotely; barricade an unsafe area off)
 Substitute the hazard with a safer alternative (i.e.,
replace the machine with a safer one)
 Use administrative controls to reduce the risk (i.e., train
workers how to use equipment safely; train workers
about the risks of harassment; issue signage)
 Use engineering controls to reduce the risk (i.e., attach
guards to the machine to protect users)
 Use personal protective equipment (i.e., wear
 gloves and goggles when using the machine)
6. Contingency measures  Evacuation
may include but not  Isolation
limited to:  Decontamination
 (Calling designed) emergency personnel
7. Incidents and  Chemical spills
emergencies may  Equipment/vehicle accidents
include but not limited  Explosion
to:  Fire
 Gas leak
 Injury to personnel
 Structural collapse
 Toxic and/or flammable vapors emission.
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8. OSH-related Records  Medical/Health records
may include but not  Incident/accident reports
limited to:  Sickness notifications/sick leave application
 OSH-related trainings obtained

Required Skills
 Communication
 Interpersonal
 Presentation
 Risk assessment
 Evaluation
 Problem solving
 Negotiation
Required Knowledge
 General OSH Principles
 Occupational hazards/risks recognition
 OSH organizations providing services on OSH evaluation and/or work environment
measurements (WEM)
 National OSH regulations; company OSH policies and protocols
 Systematic gathering of OSH issues and concerns
 General OSH principles
 National OSH regulations
 Company OSH and recording protocols, procedures and policies/guidelines
 Training and/or counseling methodologies and strategies
EVIDENCE GUIDE

of Competency 1.1 Identified hazards in the workplace based their indicators
1.2 Evaluated workplace hazards based on legal requirements.
1.3 Addressed OSH concerns raised by workers as per legal
requirements.
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1.4 Implemented hazard prevention and control measures as per legal
requirement.
1.5 Conducted risk assessment as per legal requirement.
1.6 Developed risk matrix based on likely impact.
1.7 Recognized and established contingency measures in accordance
with organization procedures.
1.8 Identified, evaluated and reviewed company OSH program based on
legal requirements.
1.9 Implemented company OSH programs as per legal requirements.
1.10 Capacity built workers on OSH standards and procedures as per
legal requirements
1.11 Maintained OSH-related records as per legal requirements.
take place
3.3 Written test
3.5 Interview
4.2 Off-the –job
assessment
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CORE UNITS OF LEARNING
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MANAGE FOOD AND BEVERAGE GUEST EXPERIENCE
UNIT CODE: HOS/OS/FB/CR/01/6/A
UNIT DESCRIPTION
This unit specifies the competencies required to manage food and beverage guests’ experience. It
involves meeting and greeting guests, maintaining guests’ databases, collecting feedback from
guests’, addressing complaints and special needs. It also involves providing other team members
with necessary information to meet and exceed guest expectations.
This unit applies to the hospitality industry.
Elements and Performance Criteria

1. Coordinate guest 1 .1. Guest is welcomed as per workplace policy.
interactions 1 .2. Guest is guided to desired location as per workplace
policy.
1 .3. An institution services are promoted based on its
products.
1 .4. Options to enhance guest experience are recommended
based on guest preference, status, and duration of stay and
workplace policy.
2. Collect, process and 2 .1. Guest contact details are taken and compiled as per
disseminate guest workplace policy.
information 2 .2. Guest dietary preferences/needs and special
requirements are obtained as workplace policy.
2 .3. Guest information is shared with relevant stakeholders
as per workplace policy.
3. Handle guest’s 3.1 Feedback from the guests is obtained, analyzed and
feedback shared as per workplace policy.
3.2 Guest feedback is addressed as per workplace policy.
3.3 Action taken on guest information is followed-up and
monitored as per workplace policy.
3.4 Compensation of guest experience is conducted as per
workplace policy and SOPs.
3.5 Satisfaction of the guest is assessed based on guest
feedback and/or future experience with the guest.
©TVETCDACC 2018 42
Range
Range
Variable
 Menu options
1. Options to enhance guest  Seating arrangements
experience  Special orders
 Vegetarian meals
 Lactose intolerance
 Gluten intolerance
2. Dietary preferences/needs  Sugar free products
 Nut allergies
 Protein allergies
 Birthday entertainment
 Wheelchair access
 Baby chairs
3. Special requirements  Baby walkers
 Family seating
 Valet services
 Nanny services
 Replacement service
4. Compensation of guest  Complimentary meal/beverage
experience  Refund
Required Skills
This section describes the required skills which supports performance. These skills will need to
be considered in the learning and assessment process.
 Communication
 Interpersonal
 F&B service skills
©TVETCDACC 2018 43
 Listening
 Problem solving
 Negotiation
 Attention to detail
 Analytical
 Leadership
 Report writing
 Entrepreneurial
 Information Technology (IT)
 Decision making
 Customer care
Underpinning Knowledge
This section describes the required knowledge which supports performance. This knowledge will
need to be considered in the learning and assessment process.

 F&B operations
 Customer care
 Basic accounting
 Financial accounting
 Property management
 Basic culinary techniques
 An institution and catering law
 Hygiene and sanitation
 Food safety
 Principles of management
 Principles of marketing
EVIDENCE GUIDE
criteria, required skills, knowledge and range.
Assessment requires evidence that the candidate:

1. Critical Aspects of
Competency 1.1 Welcomed guests courteously.
1.2 Guided guests to the desired location.
1.3 Promoted institution products and services.
1.4 Recommended options to enhance guest experience.
©TVETCDACC 2018 44
1.5 Collected and compiled guest information.
1.6 Shared guest information with relevant stakeholders on
time.
1.7 Obtained, analyzed and shared guest feedback from the
guests.
1.8 Followed up and monitored action taken on guest
information.
1.9 Conducted compensation of guest experience
appropriately.
1.10 Assessed guest satisfaction.
2. Resource Implications The following resources must be provided:
2 .1An institution with a functional food and beverage

department and a food production unit.
3. Methods of Assessment Competency may be assessed through:
3.1 Observation
3.2 Written tests
3.3 Interview
3.4 Project
4. Context of Assessment Competency may be assessed:
4.1 On-the-job,
4.2 Off-the-job
4.3 Or a combination of these
4.4 During industrial attachment
Off the job assessment must be undertaken in a closely

simulated workplace environment.
5. Guidance information Holistic assessment with other units relevant to the industry
for assessment sector, workplace and job role is recommended.
©TVETCDACC 2018 45
MANAGE FOOD AND BEVERAGE OPERATIONS
UNIT DESCRIPTION
This unit specifies the competencies required to manage food and beverage operations (F&B). It
involves plan and organizing operations in food and beverage service outlet, overseeing operations
in food and beverage service outlet and controlling and directing operations in food and beverage
service outlet.
This unit applies to the Hospitality Industry.
Elements
Performance Criteria
These describe the key outcomes
These are assessable statements which specify the
which make up workplace
required level of performance for each of the elements.
function.
1. Plan and organize 1 .1F & B outlet standard operating procedures are
operations in food and developed in accordance with organizational policy.
beverage service outlet 1 .2Duty rota and daily tasks are prepared as per outlet
operational needs.
1 .3F & B outlet duties are assigned as per job
description.
1 .4F & B outlet is opened in accordance with workplace
policy.
1 .5Daily specials are planned in accordance to the F &
B outlet concept.
1 .6New menu is set and priced as per management
objectives and guest needs.
1 .7F&B outlet operating equipment and service ware
are prepared for use as per the menu or daily
specials.
1 .8F&B outlet furniture is set in accordance to F & B
outlet policy and design.
1 .9Service stations are prepared in accordance with F &
B outlet policies and standard operating procedures.
1 .10 Side boards are prearranged as per the menu and
daily specials.
©TVETCDACC 2018 46
Elements
These are assessable statements which specify the
required level of performance for each of the elements.
function.
2. Oversee operations in food 2 .1Tables are set up in accordance with F & B outlet
and beverage service outlet SOPs.
2 .2Daily specials are offered as per F & B outlet
policy.
2 .3F & B outlet operations are monitored according to
SOPs.
2 .4Guest complaints/ compliments are handled as per
workplace policy.
2 .5Outlet service report is prepared as per F & B outlet
policy.
2 .6F & B menus are reviewed as per F & B outlet
policies and SOPs.
2 .7F & B outlet activities are carried out according to
applicable laws.
3. Control and direct

operations in food and 3.1 Point of sale system is supervised in accordance
beverage service outlet with F & B outlet SOPs.
3.2 Closing stocks are checked against established par
levels.
3.3 Revenue is recorded and secured as per accounting
policy.
3.4 Safety and security issues are handled as per
workplace policy and legal requirements.
3.5 Compliance to policy and regulations is confirmed
as legal requirements.
3.6 F & B service report is prepared and shared with
relevant personnel as per workplace policy.
Range
©TVETCDACC 2018 47
VARIABLE RANGE
1. Operating equipment  Cutlery
and service ware may  Crockery
include but not limited  Glassware
to:  Hollow ware
 Trays
 Sideboards
 Linen
 Condiments
 Service Trolleys
2. Operational needs May  Shift coverage,

include but not limited  Completion of tasks
to:  Completion of service cycle
 Type of clientele
 Type of menu
3. Daily special May

include but not limited  Daily menus
to:  Signature dishes
4. F & B outlet concept  Theme and décor

May include but not  Cuisine
limited to:  Target clientele
5. Management  Profitability
objectives May include  Customer satisfaction
but not limited to:  Corporate image
6. Customer needs May

 Social cultural
include but not limited
 Economic
to:
 Physiological
7. Applicable law May  Legal provisions
include but not limited  Health and safety
to:  Employment act
 An institution and restaurant outlet act
 EMCA 1999
©TVETCDACC 2018 48
VARIABLE RANGE
8. F & B outlet furniture  Tables
May include but not
 Chairs
limited to:
 Sideboard
 Trolleys
9. Point of sale May  Micros stations

include but not limited  Cashiering stations
to:  KOT (Kitchen order ticket) printers

Required Skills
 F&B service skills

 Analytical
 Leadership
 Listening
 Communication
 Report writing
 Negotiation
 Interpersonal
 Entrepreneurial
 Problem solving
 Decision Making
Required Knowledge
©TVETCDACC 2018 49
 F&B operations
 Financial management
 Food safety
 Basic human resource management
 Customer care
EVIDENCE GUIDE

of Competency
1 .1. Developed F & B outlet standard operating procedures.
1 .2. Set and priced new menus.
1 .3. Monitored F & B outlet operations.
1 .4. Handled guest’s complaints and compliments correctly.
1 .5. Reviewed Food and Beverage menus.
1 .6. Supervised point of sale system.
1 .7. Checked closing stocks.
1 .8. Recorded and secured revenue.
1 .9. Handled safety and security issues effectively.
1 .10 Confirmed compliance to policy and regulations.
1 .11 Prepared and shared food and beverage service report with
relevant personnel.
©TVETCDACC 2018 50
2. Resource The following resources must be provided:
Implications
2.1 An institution with a functional F&B department and a food
production unit.

Assessment
3.1 Observation
3.2 Written tests
3.3 Interviews
3.4 Project
3.5 Third party reports
Assessment
4.1 On-the-job,
4.2 Off-the-job
Off the job assessment must be undertaken in a closely simulated

workplace environment.
information for workplace and job role is recommended
assessment
MANAGE BAR OPERATIONS

UNIT DESCRIPTION
This unit specifies the competencies required to manage bar operations. It involves planning bar
operations, overseeing bar operations, controlling and directing bar operations. It also entails
managing operation of special bars and provision of bar entertainment services.
This unit applies to the Hospitality industry.
Elements Performance Criteria
©TVETCDACC 2018 51
workplace function.
1. Plan bar operations 1.1 Bar standard operating procedures are developed in
accordance with organizational policy.
1.2 Duty rota and daily tasks are prepared as per bar
operational needs.
1.3 Bar duties are assigned as per job description.
1.4 Bar is opened and closed in accordance with workplace
policy and legal requirements.
1.5 Daily specials are planned in accordance to the bar
concept.
1.6 Bar menus are set and priced as per management
1.7 Bar operating equipment and service ware are prepared
for use as per the menu or daily specials.
1.8 Bar furniture is set in accordance to F&B outlet policy
and design.
2. Oversee bar operations 2.1 Bar is opened as per SOPs and legal requirements.
2.2 Bar specials are offered as per organisational policy.
2.3 Bar operations are monitored according to SOPs.
2.4 Guest complaints/ compliments are handled as per
workplace policy.
2.5 Bar service report is prepared as per organisational
policy.
2.6 Bar menus are reviewed as per need and SOPs.
2.7 Bar outlet activities are carried out according to
applicable laws.
2.8 Portions are served as per set recipes.
©TVETCDACC 2018 52
3. Control and direct bar 3.1 Point of sale system is supervised in accordance with
operations bar SOPs.
3.2 Closing stocks are checked against established par
levels.
policy.
3.4 Safety and security issues are handled as per workplace
3.5 Compliance to policy and regulations is confirmed as
per legal requirements.
3.6 Bar service report is prepared and shared with relevant
personnel as per workplace policy.
4. Manage special bars 4.1 Special bar standard operating procedures are developed
in accordance with organizational policy
4.2 Special bar concepts are prepared in accordance to
workplace policy.
4.3 Special bars are operated in line with SOPs and legal
requirements.
4.4 Costing of beverage is done as per recipe and pricing
policy.
4.5 Special bar closing procedures are carried out as per
SOPs.
5. Provide bar 5.1 Bar entertainment activities are planned as per

entertainment services need/occasion and theme as well as workplace policy.
5.2 Costing for bar entertainment activities are carried out
as per management objectives.
5.3 Bar entertainment activities are offered in line with
applicable legal requirements.
©TVETCDACC 2018 53
Range
RANGE
VARIABLE
may include but not limited to:
1. Operating equipment  Cutlery
and service ware may  Crockery
include but not limited  Glassware
to:  Trays
 Sideboards
 Linen
 Condiments
 Blender
 Cocktail mixers
 Hollow ware
 Assorted bar accessories
 Coolers
 Glasswasher
2. Operational needs may  Shift coverage,

include but not limited  Completion of tasks
to:  Completion of service cycle
 Type of menu
3. Functional Bar may  Counter

include but not limited  Display of beverages
to:  Appropriate glassware
 Internationally recognized beverages
 Bar accessories
 POS
 Furniture
 Coolers
 Storage
 Wine cellar
4. Bar concept may  Theme and décor
include but not limited  Beverage offers
to:  Target clientele
©TVETCDACC 2018 54
objectives may include  Customer satisfaction
6. Customer needs may  Social-cultural

include but not limited  Economic
to:  Physiological
7. Applicable law may  Legal provisions
 An institution and F & B outlet act
 EMCA 1999
 Liquor licensing
8. Bar furniture may  Bar counters
include but not limited  Tables
to:  Chairs
 Sideboards
 Trolleys
 Bar stools
 Cocktail tables
 Wine rack
9. Point of sale may  Micros stations
10. Special bar concepts  Mobile bars

may include but not  Outside catering bars
limited to:  Cocktail bars
 Open bars
 Cash bars
 Milk bar
 Mini bar
11. Occasion may include  Christmas
but not limited to:  Easter
 Public holidays
 Weekend
 Birthdays
 Anniversaries
 Valentines
 Idd/Diwali
©TVETCDACC 2018 55
 Cocktail of the day/week
12. Bar specials may  Bar special menu
include but not limited  Promotional package
to:  Happy hour
 Beverage menu
13. Bar menus may  Cocktail menu
include but not limited  Snack menu
to:  Wine list
Required Skills
 Bar service skill

 Analytical
 Leadership
 Listening
 Communication
 Report writing
 Negotiation
 Interpersonal
 Entrepreneurial
 Decision making
 Problem solving
Required Knowledge
©TVETCDACC 2018 56
 Bar operations
 Mixology
 Liquor licensing laws
 Food safety
 Customer care
©TVETCDACC 2018 57
EVIDENCE GUIDE

Aspects of
Competency 1 .1Developed bar standard operating procedures accordingly.
1 .2Set and price bar menus correctly.
1 .3Monitored bar operations.
1 .4Handled guest complaints/ compliments correctly.
1 .5Prepared bar service report.
1 .6Reviewed bar menus.
1 .7Carried out bar outlet activities legally.
1 .8Supervised point of sale system accordingly.
1 .9Checked POS closing status.
1 .10 Recorded and secured revenue correctly.
1 .11 Handled safety and security issues appropriately.
1 .13 Planned bar entertainment activities.
1 .14 Carried costing of bar entertainment activities.
Implications
2 .1. A functional bar.
2 .2. A restaurant with a functional bar unit.
2 .3. An institution with a functional bar unit

Assessment
3.1 Observation
3.2 Written tests
3.3 Interview
3.4 Project
Assessment
4.1 On-the-job,
4.2 Off-the-job
4.3 A combination of these

©TVETCDACC 2018 58
for
assessment
©TVETCDACC 2018 59
MANAGE ROOM SERVICE
UNIT DESCRIPTION
This unit specifies the competencies required to manage room service operations. It involves
planning room service operations, overseeing room service operations and controlling and
directing room service operations.
Elements
These describe the key
These are assessable statements which specify the required
outcomes which make up
level of performance for each of the elements.
workplace function
1. Plan room service 1.1 Room service standard operating procedures are
operations developed in accordance with workplace policy.
1.2 Room service staff is sensitized on room service
procedures as per SOPs.
1.3 Room service station Fixture, Furniture and
Equipment (FF&E) is set in accordance to
workplace policy and number of guests/size of
institution.
1.4 Room service operating equipment and service ware
are prepared for use as per the menu.
1.5 Menus are set, costed and priced as per management
1.6 Duty rota and daily tasks are prepared as per room
service operational needs.
1.7 Room service duties are assigned as per job description.
1.8 Room service is provided in accordance with workplace
policy.
©TVETCDACC 2018 60
Elements
workplace function
2. Oversee room service 2.1 Room service tray is set up in accordance with room
operations service SOPs.
2.2 Daily specials are offered as per workplace policy.
2.3 Room service operations are monitored according to
SOPs.
workplace policy.
2.5 Room service report is prepared as per workplace policy.
2.6 Room service menus are reviewed as per best practices
and SOPs.
2.7 Room service is carried out according to workplace
policy and applicable law.
3. Control and direct room 3.1 Point of sale system is supervised in accordance with
service operations room service SOPs.
3.2 Closing stocks are checked against established par levels.
policy.
legal requirements.
3.6 Room service report is shared with relevant
stakeholders as per workplace policy.
Range
©TVETCDACC 2018 61
Variable Range
1. Fixture, Furniture and  Cabinets

Equipment (FF&E) may  Coolers
include but not limited  Shelves
to:  Trolleys
 Trays
 Linen
 Cutlery
 Crockery
 Glassware
 Hollow ware
 Room service accessories
2. Room service operating
equipment may include  Trolleys
but not limited to:  Foldable table
3. Service ware may  Cutlery

include but not limited  Crockery
to:  Glassware
 Hollow ware
 Glasswasher
4. Management objectives  Profitability

may include but not  Customer satisfaction
limited to:  Corporate image
Required Skills
 F&B service skill
 Basic food production skills
 Analytical
 Leadership
©TVETCDACC 2018 62
 Listening
 Communication
o Telephone etiquette
o Report writing
 Negotiation
 Interpersonal
 Entrepreneurial
 Problem solving
 Customer care
Required Knowledge
 F&B operations
 Communication
 Guest relations
 Food safety
 Sales and marketing
EVIDENCE GUIDE
©TVETCDACC 2018 63
Aspects of
Competency 1.1 Developed room service standard operating procedures.
1.2 Room service menu is set, costed and priced as per management
1.3 Prepared duty rota and allocated daily tasks appropriately.
1.4 Monitored room service operations.
1.5 Handled guest complaints/ compliments appropriately.
1.6 Prepared room service report comprehensively.
1.7 Supervised point of sale system effectively.
1.8 Checked closing stocks.
1.9 Recorded and secured revenues.
1.10 Handled safety and security issues correctly.
1.11 Confirmed compliance to policy and regulations.
Implications
 An institution with a functional food and beverage department
and a food production unit.

Assessment
3.1 Observation
3.2 Written tests
3.3 Interview
3.4 Project
Assessment
4.1 On-the-job,
4.2 Off-the-job

for assessment
©TVETCDACC 2018 64
MANAGE BANQUETS AND EVENTS SERVICES
UNIT DESCRIPTION
This unit specifies the competencies required to manage banquets and events. It involves planning
banquets and events, overseeing banquets and events and controlling and directing banquets and
events.

These describe the key outcomes These are assessable statements which specify the
which make up workplace required level of performance for each of the elements.
function.
1. Plan banquets and events 1.1 Banquets and events office is set up as per institution
design and workplace policy.
1.2 Banquets and events standard operating procedures
are developed in accordance with workplace policy.
1.3 Banquets and events communication tools are
developed as per workplace policy.
1.4 Work schedules are prepared as per banquets and
events forecast.
1.5 Banquets and events duties are assigned as per job
description and workplace policy.
1.6 Banquets and events menu are set and priced as per
management objectives and guest needs.
1.7 Banquets and events FF&E and service ware are set
as per function and workplace policy.
1.8 Service stations are prepared in accordance with
workplace policy and standard operating procedures.
2. Oversee banquets and 2.1 Banquets and events reservations are taken and
events recorded as per workplace policy
©TVETCDACC 2018 65
These describe the key outcomes These are assessable statements which specify the
which make up workplace required level of performance for each of the elements.
function.
2.2 Set up is done in accordance with banquets and events
SOPs.
2.3 Banquets and events operations are monitored
according to SOPs.
workplace policy.
2.5 Banquets and events service report is prepared as per
workplace policy.
2.6 Banquets and events menus and communication tools
are reviewed as per workplace policy and SOPs.
2.7 Banquets and events activities are carried out
according to applicable law.
3. Control and directing 3.1 Point of sale system is supervised in accordance with
banquets and events banquets and events SOPs.
3.2 Opening/closing stocks are checked against
established par levels.
policy.
3.4 Safety and security issues are handled as per
workplace policy and legal requirements.
per legal requirements.
3.6 Banquets and events operations are evaluated
according to SOPs.
3.7 Banquets and events service report is shared with
relevant stakeholders as per workplace policy.
Range
Variable Range
©TVETCDACC 2018 66
1. Banquets and events  Weddings
may include but not  Wedding reception
limited to:  Anniversary
 Birthdays parties
 Cocktail parties
 MICE (Meetings, incentives, conferences and events)
2. Communication tools  Menus
may include but not  Packages
limited to:  Flyers
 Brochures
 Banners
 Web based tools
3. Management  Positioning
objectives may include  Profitability
 Guest satisfaction
4. FF&E may include but  Banqueting trucks
not limited to:  Refrigerated truck
 Tables
 Chairs
 Linen
 Banqueting accessories
5. Service stations may  Food stations

include but not limited  Bar
to:  Landing stations

Required Skills

 Bar service skills
 Reservations
 Coordination
©TVETCDACC 2018 67
 Organizing
 Analytical
 Leadership
 Listening
 Communication
 Report writing
 Negotiation
 Selling
 Marketing
 Interpersonal
 Entrepreneurial
 Problem solving
 Customer care
 Decision making

 F&B operations
 Sales and marketing
 Food safety
EVIDENCE GUIDE
©TVETCDACC 2018 68
Competency 1 .1Set up banquets and events office.
1 .2Developed banquets and events standard operating
procedures are developed accordingly.
1 .3Developed banquets and events communication tools.
1 .4Prepared work schedules.
1 .5Set and priced banquets and events menus.
1 .6Oversee set banquets and events FF&E and service ware.
1 .7Monitored banquets and events operations effectively.
1 .8Handled guest complaints/ compliments appropriately.
1 .9Prepared comprehensive banquets and events service
report and shared.
1 .10 Reviewed banquets and events menus and
communication tools.
1 .11 Supervised point of sale system.
1 .12 Checked opening and closing stocks
1 .13 Recorded and secured revenue accurately.
1 .14 Handled safety and security issues appropriately.
1 .16 Evaluated banquets and events operations.

Implications
A functional banqueting and events unit

Assessment
3.1 Observation
3.2 Written tests
3.3 Interview
3.4 Project
3.6 Portfolio of evidence
Assessment
4.1 On-the-job,
4.2 Off-the-job

©TVETCDACC 2018 69
MANAGE SPECIALITY OUTLETS

UNIT DESCRIPTION
This unit specifies the competencies required to manage specialty outlets. It involves planning and
preparing to operate specialty outlet, overseeing operations of a specialty outlet and controlling
and directing specialty outlet operations. It also entails managing the provision of specialty outlet
entertainment.
This unit applies to the Hospitality industry
©TVETCDACC 2018 70
Elements
workplace function.
1.1 Specialty outlet concept is developed based on the
1. Plan and prepare to operate management objectives.
specialty outlet 1.2 Specialty outlet menu is prepared as per outlet
concept.
1.3 Menus are priced as per management objectives,
guest needs and menu complexity.
1.4 Speciality outlet FF and E is established as per outlet
concept.
1.5 Speciality outlet staffing levels are established as per
outlet organizational Structure
1.6 Speciality outlet staff is recruited based on special
competencies and organization structure.
1.7 Duty rota and daily tasks are prepared as per outlet
operational needs.
1.8 Speciality outlet duties are assigned as per job
description.
1.9 Speciality outlet service SOPs are developed as per
outlet concept.
1.10 Speciality outlet is opened in accordance with
workplace policy.
1.11 Daily specials are planned in accordance with the
outlet concept.
1.12 Service stations are prepared in accordance with
outlet policies and standard operating procedures.
1.13 Side boards are prearranged as per the menu and
daily specials.
©TVETCDACC 2018 71
Elements
workplace function.
2.1 Outlet set-up is done in accordance with outlet concept.
2.2 Daily specials are offered as per outlet policy.
2.3 Outlet operations are monitored according to SOPs.
2.4 Speciality menus are priced as per outlet accounting
policy.
2. Oversee operations of a 2.5 Guest complaints/compliments are handled as per
Specialty outlet workplace policy.
2.6 Outlet service report is prepared as per outlet policy.
2.7 Speciality outlet menus are reviewed as per outlet
policies and SOPs.
2.8 Speciality outlet activities are carried out according to
applicable law.
3.1 Point of sale system is supervised in accordance with
outlet SOPs.
3.2 Opening and closing stocks are checked against
established par levels.
3. Control and direct specialty
outlet operations
policy.
3.5 Compliance to policy and regulations is confirmed as per
legal requirements.
3.6 Speciality outlet service report is prepared and shared
with relevant stakeholders as per workplace policy.
Range
Variable Range
1. Special competencies  Speciality cuisine chef

may include but not  Nyama Choma (Barbecue)
limited to:  Sushi chef
 Tepanyaki table chef
©TVETCDACC 2018 72
 Indian
 Thai
 Chinese
 Moroccan
2. Outlet operational  Shift coverage,
needs may include but  Completion of tasks
not limited to:  Completion of service cycle
 Type of menu
3. Outlet concept may  Theme and décor

include but not limited  Cuisine
to:  Target clientele
4. Service stations may  Sushi bars

include but not limited  Live cooking stations
to:  Carving station
5. Speciality outlet  Entertainment

activities may include  Celebrations
but not limited to:  Fireworks displays
6. Applicable Law may  Legal provisions

 An institution and restaurants act
 EMCA 1999
objectives may include  Customer satisfaction
but not limited to:  Positioning
 Corporate image
8. Speciality furniture,  Cutlery

fittings and equipment  Crockery
(FF&E) may include  Glassware
but not limited to:  Trays
 Sideboards
 Linen
 Condiments
 Table
©TVETCDACC 2018 73
 Chairs
 Mats
 Lighting
 Lampshades
9. Point of sale may  Micros stations

Required Skills

 Speciality/ethnic skills
 Analytical
 Leadership
 Listening
 Communication
 Report writing
 Negotiation
 Interpersonal
 Entrepreneurial
 Problem solving
 Customer care
 Decision making
©TVETCDACC 2018 74
 F&B operations
 Special cuisine
 Speciality/ethnic culture
 Safety and security
 Food safety
EVIDENCE GUIDE

Competency 1.1 Prepared speciality outlet menu as per outlet concept.
1.2 Set and priced menus as per management objectives,
guest needs and menu complexity.
1.3 Established Speciality outlet FF and E as per outlet
concept.
1.4 Established Speciality outlet staffing levels as per
outlet organizational Structure
1.5 Recruited speciality outlet staff based on special
competencies and organization structure.
1.6 Developed speciality outlet service SOPs as per outlet
concept.
1.7 Monitored outlet operations according to SOPs.
1.8 Developed, reviewed and priced speciality menus as
per outlet accounting policy.
1.9 Handled guest complaints/ compliments as per
workplace policy.
©TVETCDACC 2018 75
1.10 Prepared and shared outlet service report as per outlet
policy.
1.11 Carried out Speciality outlet activities according to
applicable law.
1.12 Supervised Point of Sale system in accordance with
outlet SOPs.
1.13 Recorded and secured Revenue as per accounting
policy.
1.14 Handled safety and security issues as per workplace
1.15 Confirmed compliance to policy and regulations as per
legal requirements.
Implications
2 .1. A functional Speciality F &B outlet with a food production
unit.
2 .2. An institution with a specialty F & B outlet.
Assessment
3.1 Observation
3.2 Written tests
3.3 Interview
3.4 Project
Assessment
2.1 On-the-job,
2.2 Off-the-job

©TVETCDACC 2018 76
PERFORM FOOD AND BEVERAGE ADMINISTRATIVE DUTIES
UNIT DESCRIPTION
This unit describes the competencies required to perform food and beverage administrative duties.
It involves planning, coordinating and controlling departments’ activities. It also entails managing
personnel, representing the institution in external fora and performing institution duty management
role from time to time.
It applies in the Hospitality sector.
ELEMENT AND PERFORMANCE CRITERIA
PERFORMANCE CRITERIA
ELEMENT
function.
1. Plan food and beverage 1.1 Goals and objectives of the department are developed
department activities based on the strategy of the institution.
1.2 Departments’ organization structure is developed based
on institutions’ master plan.
1.3 Tasks are developed as per goals and objectives of the
department and organization structure.
1.4 Required resources are determined based on tasks to
be performed.
1.5 Departments’ operation plan is developed based on the
institutions’ master plan.
1.6 Departments’ plan implementation schedules are
developed based tasks, objectives and resources
availability.
1.7 Methods and tools for monitoring work progress are
determined based on implementation schedule.
1.8 Departments’ plan is shared with implementers as per
workplace policy.
2. Coordinate food and beverage 2.1 Departmental meetings are held regularly as per
department activities operation schedules and best practices.
2.2 Resources are allocated based on departments’
operation plan.
©TVETCDACC 2018 77
ELEMENT
function.
2.3 Departments’ performance reports are prepared,

evaluated and disseminated to relevant authority.
3.Control food and beverage 3.1 Follow-up activities are conducted to track progress as
department activities per department operational targets.
3.2 Actual performance is measured and analyzed against
expected performance targets.
3.3 Performance gaps’ correction activities are conducted
as per progress report.
3.4 Resource utilization is monitored based on workplace
policy.
4. Manage food and beverage 4.1 Human resource policy is developed based on overall
department personnel institution policy and best practices.
4.2 Staff is recruited based human resources policy.
4.3 Staff is inducted and deployed based human resource
policy.
4.4 Staff is supervised and appraised based on human
resource policy.
4.5 Staff performance feedback is given based on
performance assessment results.
4.6 Staff is capacity built and mentored based on training
needs assessment report.
4.7 Staff is compensated, motivated and welfare
programmes developed and maintained based on
human resource policy.
4.8 Staff disciplinary and separation issues are handled as
per human resource policy.
5. Represent the institution 5.1 Institutions communication policy is developed based
in internal and external fora on institution vision, mission and best practices.
5.2 Institutions’ external communications are handled as
per institutions’ communication policy.
5.3 Legal and statutory requirements are adhered to as
required by law.
5.4 Stakeholder networks and partnerships are established
and maintained as per workplace policy.
©TVETCDACC 2018 78
ELEMENT
function.
6. Perform institution 6.1 General institution operations are overseen as per SOPs
duty management and workplace policy.
role 6.2 Interdepartmental activities are coordinated as per
workplace policy.
6.3 Guest complaints are received, handled and escalated
as per workplace policy.
6.4 Fire, life and safety issues are handled as per workplace
crisis policy and best practices.
6.5 Risk assessment is conducted as per workplace policy.
6.6 Staff issues are received, handled and escalated as per
workplace policy.
RANGE
VARIABLE RANGE
1. Required resources may  Human resource

include but not limited to:  Capital
 Materials
 Supplies
 Tools
 Equipment
2. Relevant authorities may  Government/ agencies

include but not limited to:  Directors
 Local authorities
 NGO
3. Corrective activities may  Resources reallocation

include but not limited to:  Training/capacity building
4. Capacity building may  Training

include but not limited to:  Coaching
 Mentorship
©TVETCDACC 2018 79
 Induction
5. Motivation may include but  Financial

not limited to:  Promotion
 Appraisal
 Capacity
 Flexible working hours
 Recognition
6. Separation issues may  Dismissal

include but not limited to:  Termination
 Retirement
 Death
 Terminal illness
 Duty dissertation
7. Legal and statutory  OSH Act 2007

requirements may include  EMCA
but not limited to:  Employment Act 2010
 Children’s Act
 NEMA regulations
 Public health Act Cap 242
 HACCP
8. Partners may include but  Tour companies

not limited to:  Airlines
 Travel agents
 Local communities
9. Stakeholder networks may  Associations

include but not limited to:  Trade Unions
 Other institutions
 Government
 Supplies
10. Guest complaints may  Food and beverages served

include but not limited to:  Room view
 Room position
 Cleanliness
 Arrival experience
 Room service
©TVETCDACC 2018 80
11. Staff issues may include but  Poor uniform
not limited to:  Absenteeism
 Lateness
 Intoxication
 Fighting
 Harassment
Required Skills
 Communication Skills
 Negotiation skills
 Report writing
 Evaluation
 Analytical
 Problem solving
 Decision making
 Customer care
 Leadership skills
 Interpersonal skills
Required Knowledge
 Customer care
 Finance management for none accountants
 Labour laws
 Labour relations
 Planning and budgeting
 Statutory legislations and regulations
 Institution management
 Management principles and practices
 Record keeping
©TVETCDACC 2018 81
 Organization structure
 Networking and linkages
 Emerging issues
EVIDENCE GUIDE
criteria, required skills and knowledge and range statement.
1. Critical aspects of Assessment requires evidence that the candidate:

Competency
1.1 Developed goals and objectives for the department.
1.2 Identified tasks that met operational threshold of the
department.
1.3 Accurately determined resources required for the
department.
1.4 Developed viable department operation plan.
1.5 Developed tools for monitoring work progress.
1.6 Monitored departments’ work progress.
1.7 Allocated department s’ resources based on the
operational plan.
1.8 Prepared, evaluated and disseminated departments’
performance reports.
1.9 Maintained work records as evidence of tracking
progress.
1.10 Records of actual performance against expected
targets were kept.
1.11 Recorded corrective measures taken to fill up
performance gaps.
1.12 Demonstrated an understanding of the human
resource policy.
1.13 Human resource policy was implemented in
management of departments’ personnel.
1.14 Demonstrated an understanding of the
institutions’ communication strategy.
1.15 Adhered to legal and statutory requirements.
1.16 Developed departments’ SOPs.
1.17 Maintained records of received, handled and
escalated guest complains.
1.18 Handled fire, life and safety issues adequately
and promptly.
©TVETCDACC 2018 82
1.19 Received, handled and escalated staff issues
prudently and appropriately.
2. Resource Implications The following resources should be provided:
2 .1An institution with operational food and beverage

department.
3. Methods of Assessment Competency in this unit may be assessed through:
3.1 Observation
3.2 Written tests
3.4 Third party reports
3.5 Interviews
3.6 Case studies
3.7 Project
4. Context of Assessment Competency may be assessed:
4.1 On-the-job,
4.2 Off-the-job or a combination of these
4.3 During Industrial attachment/attachment
4.4 Off the job assessment must be undertaken in a closely

5. Guidance information for Holistic assessment with other units relevant to the industry
assessment sector, workplace and job role is recommended.
©TVETCDACC 2018 83
MANAGE FOOD AND BEVERAGE REVENUE PERFORMANCE
UNIT DESCRIPTION
This unit specifies the competencies required to manage food and beverages revenue
performance. It involves developing and costing food and beverages standard recipes,
determining menu prices, monitoring food and beverages stock levels and controlling and
reporting revenue and expenditure.

These describe the key outcomes Performance Criteria
which make up workplace These are assessable statements which specify the
function. required level of performance for each of the elements.
1. Develop and cost food 1 .1Research is conducted based on target market dining
and beverages standard preferences.
recipes 1 .2Data and information is organized and presented as
per the workplace policy
1 .3Data and information is analyzed, reported and
recommendations given based research findings.
1 .4Standard recipes are developed as per target market
requirements/research findings.
1 .5Cost of production is determined based on cost of
ingredients and incidental costs.
1 .6. Standard recipes are documented as per workplace
policy.
2. Determine menu prices 2 .1Selling price is calculated based on food and beverage
cost percentage profit margin, competitor price and
management objectives.
2 .2Selling price is communicated to stakeholders as per
workplace policy.
2 .3Menu selling price is configured into the POS as per
workplace policy.
2 .4POS is interfaced with institution PMS (property
management system) as per workplace policy.
3. Monitor food and 3.1 Par stock levels are determined as per outlet business.
beverages stock levels 3.2 Stock taking is conducted as per workplace policy.
©TVETCDACC 2018 84
3.3 Stock take reports are prepared and communicated to
the relevant stakeholders.
3.4 Stock reconciliation is carried out against set par
levels.
3.5 Stocking re-ordering is done based on set par level.
4. Control revenue collection 4.1 Posting of menu items is conducted in accordance

and expenditure with workplace policy.
4.2 Billing is carried out in accordance with set menu
prices and workplace policy.
4.3 Cashiering activities are carried out as per
accounting and workplace policy.
4.4 End of day reporting is done as per workplace
policy.
RANGE
Variable Range
1. Incidental costs may  Energy

include but not limited to:  Labour
 Water
 Spoilage/Spillage/Wastage
 Depreciation
2. Menu may include but not  Food
limited to:  Beverage
 price
3. Standard recipes may  Food
include but not limited to:  Beverage
 Quantity
4. Management objectives  Positioning
may include but not limited  Corporate image
to:  Profitability
 Customer satisfaction
5. Relevant stakeholders. may  Financial controller
include but not limited to:  F&B manager
 Bar tenders
 Store keeper
©TVETCDACC 2018 85
 Food cost reports
 Beverage cost reports
6. Reporting may include but  Stock reconciliation reports
not limited to:  Shift cashiering reports
 End of day outlet reports
 Daily sales report

Required Skills
 Analytical
 Leadership
 Listening
 Communication
 Report writing
 Negotiation
 Interpersonal
 Entrepreneurial
 Problem solving
 Decision making
 Customer care
Required Knowledge
 F&B operations
 Accounting
©TVETCDACC 2018 86
 Food safety
EVIDENCE GUIDE

Competency 1 .1 Conducted research based on target market.
1 .2 Organized data and information collected.
1 .3Analyzed data and information, and gave a report on
research findings.
1 .4Developed standard recipes.
1 .5Determined cost of production.
1 .6Documented standard recipes.
1 .7Calculated selling prices.
1 .8Communicated selling price.
1 .9Determined stock par levels.
1 .10 Prepared and shared stock taking reports with relevant
stakeholders.
1 .11 Carried out stock reconciliation.
1 .12 Did end of day reporting.
Implications
2 .1An institution with a functional food and beverage
department and a food production unit.
2 .2 A functional F&B outlet

Assessment
3.1 Observation
3.2 Written tests
3.3 Interview
3.4 Project
Assessment
4.1 On-the-job,
©TVETCDACC 2018 87
4.2 Off-the-job

©TVETCDACC 2018 88

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REPUBLIC OF KENYA

NATIONAL OCCUPATIONAL STANDARDS

FOOD AND BEVERAGE SALES AND SERVICE MANAGER

PRINCIPAL SECRETARY, VOCATIONAL AND TECHNICAL TRAINING

I am grateful to Council Secretariat, Council Technical Committee, Hospitality and

CHAIRPERSON, TVET CDACC

©TVETCDACC 2018 III

ABBREVIATIONS AND ACRONYMS .................................................................................................. vi

KEY TO UNIT CODE.............................................................................................................................. vii

OVERVIEW ............................................................................................................................................. viii

BASIC UNITS OF COMPETENCY ......................................................................................................... 1

DEMONSTRATE COMMUNICATION SKILLS .................................................................................. 2

DEMONSTRATE NUMERACY SKILLS ............................................................................................... 6

DEMONSTRATE DIGITAL LITERACY ............................................................................................. 12

DEMONSTRATE ENTREPRENEURIAL SKILLS ............................................................................. 17

DEMONSTRATE EMPLOYABILITY SKILLS .................................................................................. 24

DEMONSTRATE ENVIRONMENTAL LITERACY .......................................................................... 31

DEMONSTRATE OCCUPATIONAL SAFETY AND HEALTH PRACTICES ............................... 36

CORE UNITS OF LEARNING ............................................................................................................... 41

MANAGE FOOD AND BEVERAGE GUEST EXPERIENCE ........................................................... 42

MANAGE FOOD AND BEVERAGE OPERATIONS ......................................................................... 46

MANAGE BAR OPERATIONS.............................................................................................................. 51

MANAGE ROOM SERVICE .................................................................................................................. 60

MANAGE BANQUETS AND EVENTS SERVICES ............................................................................ 65

MANAGE SPECIALITY OUTLETS ..................................................................................................... 70

PERFORM FOOD AND BEVERAGE ADMINISTRATIVE DUTIES .............................................. 77

MANAGE FOOD AND BEVERAGE REVENUE PERFORMANCE ................................................ 84

CDACC Curriculum Development, Assessment and Certification Council

CPU Central Processing Unit

FB Food and Beverage Sales and Service

HOS Hospitality Industry

ICT Information Communication Technology

KCSE Kenya Certificate of secondary Education

KNQA Kenya National Qualifications Authority

NEMA National Environmental Management Authority

OSHA Occupation Safety and Health Act

OSHS Occupation Safety and Health Standards

PPE Personal Protective Equipment

SOPs Standard Operating Procedures

SSAC Sector Skills Advisory Committee

TVET Technical and Vocational Education and Training

©TVETCDACC 2018 VII

BASIC UNITS OF COMPETENCY

HOS/OS/FB/BC/03/6/A Demonstrate digital literacy

HOS/OS/FB/BC/04/6/A Demonstrate entrepreneurial skills

HOS/OS/FB/BC/05/6/A Demonstrate employability skills

HOS/OS/FB/BC/06/6/A Demonstrate environmental literacy

HOS/OS/FB/BC/07/6/A Demonstrate occupational health and safety

CORE UNITS OF COMPETENCY

Unit Code Unit title

HOS/OS/FB/CR/02/6/A Manage food and beverage operations

HOS/OS/FB/CR/03/6/A Manage bar operations

HOS/OS/FB/CR/04/6/A Manage room service

HOS/OS/FB/CR/05/6/A Manage banquets and events services

HOS/OS/FB/CR/06/6/A Manage specialty outlets

HOS/OS/FB/CR/07/6/A Perform food and beverage administrative duties

HOS/OS/FB/CR/08/6/A Manage food and beverages revenue performance

©TVETCDACC 2018 VIII

UNIT CODE: HOS/OS/FB/BC/01/6/A