The Comus Inn

HMGT 303
Hospitality Facilities, Operations, and Maintenance
Property Facilities Portfolio Assignment
The Comus Inn
Jodie Jin
Tedi Kamenova
Carmen Orosco
PR Rangra
Joey Tang
Heather Wittsack
Table of Content
The Comus Inn
p. 2 – 3
The Comus Inn at Sugarloaf Mountain
p. 4 – 5
I.
II.
Staffing; Job Descriptions & Budgeting of the Engineering Department
Property Maintenance Procedures & Tools
p. 6 – 8
p. 9 – 11
III.
Housekeeping Role in Facilities Management
p. 12 - 13
IV.
Water & Wasterwater Systems
p. 14 – 17
Electrical Systems
p.18 – 21
VI.
Heating Systems
p. 22 – 26
VII.
Cooling Systems
p. 27 – 30
Ventilation Systems
p. 31 – 34
Environmental and Sustainability Strategies and Practices
p. 35 – 39
Life Safety and Security Systems
p. 40 – 43
Vertical Transportation
p. 44 – 45
Laundry Systems
p, 46 – 48
XIII.
Food Service Equipment
p. 48 – 51
XIV.
Building Envelope and Exterior Systems
p. 51 – 53
Conclusion
p. 54 – 55
V.
VIII.
IX.
X.
XI.
XII.
XV.
p. 56 – 57
Work Cited
1
The Comus Inn
The Comus Inn is a beautiful fine dining restaurant located in Dickerson, Maryland overlooking
Sugarloaf Mountain. The restaurant was purchased by a group of local investors in 2002 and underwent
rehabilitation to preserve the historic building’s complex. The restaurant was originally built in 1862 as a
farm house by Robert Johnson. It was a two-story, two-bay, single pile building made with logs (The
Comus Inn). The building went through three different expansions and is now a two-story, five-bay
building with a rear addition downstairs. Many of the original logs are still standing in the house to keep
the historic atmosphere alive.
During the Civil War Sugarloaf Mountain became the Confederate signal station on September 5,
1862. Union forces on the road to Antietam attempted to capture the Confederate position atop the
mountain. The Johnson-Wolfe Farm housed Union artillery that was set up along the property. The farm
had the only ridge south of mountain with a clear line of fire to Sugarloaf (The Comus Inn). This property
marks a historic spot in our history and there is a sign posted on the property of The Comus Inn as part of
Maryland’s first Civil War Trail, the Antietam Trail.
Now, The Comus Inn is a 5.6 acre property with four buildings spread across the land. There is a
barn out back in the restaurant guests can see looking out the windows and there is a chicken coop on the
left side of the restaurant they use for storage purposes. The three story building is designed to entertain
various types of parties and banquets. Upstairs is secluded for smaller, private parties; the main level is
more open and used for lunch and dinner service; and downstairs can house up to a 200 person banquet.
When the weather is nice the banquets can be expanded to include the outside patio. These different areas
make the restaurant the perfect choice for a romantic evening, a special occasion, a family outing, or a
party.
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The Comus Inn’s menu features American cuisine with a variety of seafood and beef entrees,
exotic salads, and a homemade dessert selection. The Chef and her cooks are open to suggestions and take
pride in their work. If a customer wants to change their entrée with a special request, the cooks are more
than happy to assist. The atmosphere within The Comus Inn is soft and friendly with a historic touch.
Since some of the original log walls have been preserved, the customers can image what the little farm
house used to look like in the late 1800s.
The Comus Inn is a privately owned restaurant and the only one of its kind in the area. The
restaurant is open Wednesday through Saturday for the hours of lunch and dinner and on Sundays for
brunch and dinner. The owners of the restaurant decided to make The Comus Inn its own brand name.
When they purchased the property in 2002 the vision they had for the restaurant was too expensive for
this area and they almost failed with too high of expectations. They brought in a new Chef to add flare to
their menu and help bring down the cost of their dishes. Now The Comus Inn thrives with their business
and has many regular customers. The only drawback to their strategy is their secluded location near
Sugarloaf Mountain. They rely on advertising through the internet, advertisements in local newspapers
and magazines, and word of mouth from their customers.
Despite the restaurant’s secluded location, they do a great job at bringing in new customers on a
monthly basis. The location actually brings in wedding parties during prime seasons. The beautiful view
of Sugarloaf Mountain in the background along with the country atmosphere is desired among many
brides to be. They also have special events around holidays such as a Thanksgiving feast, a Christmas
morning brunch, and a 4th of July cookout. The vision of the restaurant may not have been what the
owners first wanted, but they succeeded into making it a well known place in the area for a variety of
people.
3
The Comus Inn at Sugarloaf Mountain
The Comus Inn is a privately owned restaurant near Sugarloaf Mountain located in
Dickerson, Maryland. It is in a quiet, secluded area where the guests can enjoy a beautiful
scenery and sunset on a clear evening. The restaurant is a historical landmark for the community
that was originally built in the 1800s as a farm (Maldo). The company is privately owned by two
investors; one is the General Manager and acts as the front of house manager while the other one
is behind the scenes and comes to enjoy a meal every once in a while (Wendland). The Comus
Inn offers unique hours based on its distinctive location and clientele. It is open Wednesday
through Sunday with dinner services on Wednesday and Thursday, lunch and dinner services on
Friday and Saturday, and brunch and dinner services on Sunday.
4
The restaurant consists of three levels with a spacious banquet room large enough to host
an event for 150 to 200 people. Most of the rooms in the main building overlook Sugarloaf
Mountain which is a great background for any special occasion, including wedding ceremonies.
The top level of the restaurant is good for small parties to reserve a quiet away from the hustle of
the dinner rush. The main floor is used primarily for lunch and dinner services but can be
reserved for a larger party midday on the weekends (Wendland). The bottom floor is known as
the Grand Room and has a ballroom type atmosphere perfect for hosting banquets and wedding
receptions. Guests have access to the patio area from the Grand Room which allows for larger
events to expand into an open area outside. The Comus Inn has a high reputation for wedding
ceremonies in the Washington DC metropolitan area (Wendland).
In addition to the main building there are two other buildings on the property that add to
the historical atmosphere of the restaurant. There is a barn in the open fields behind the
restaurant the General Manager is currently converting into a man cave for the groom and
groomsmen use during weddings. The other building on the property was used as a chicken coop
when it was a farm in the late 1800s (Maldo). The chicken coop is used as a storage unit for the
restaurant to hold extra furniture and supplies.
5
I.
Staffing; Job Descriptions & Budgeting of the Engineering Department
The Comus Inn employs a relatively small staff consisting of hosts, servers, cooks, and
managers. The Comus Inn employs two hosts who are responsible for greeting the guests and
seating them at their tables. The servers are broken down into two categories, front servers and
back servers. The back servers are responsible for greeting the guests, taking drink orders,
bringing bread and butter to the tables, clearing the tables in between and after courses, and
refilling anything the guests need. The front server is responsible for taking orders, making
alcoholic drinks, entering all information into the Point Of Service system, dropping off check,
and making sure the guests have everything they need. There are approximately eight servers
regularly staffed year round and during wedding seasons the Comus Inn brings in approximately
eight to ten more seasonal servers (Wendland).
In the kitchen there are approximately six cooks and two dishwashers. Two of the cooks
are prep cooks and there is one at each station; sauté, grill, garde manger, and pastry. The sixth
cook works the lunch hours at the grill station (Wendland). There are four different managers
running the Comus Inn. The Maître d’ is in charge of the hosts and oversees reservations. The
front of house manager is also the General Manager who oversees the servers and all restaurant
operations. The kitchen manager is the Executive Chef who oversees all kitchen activity. The
events planner oversees all the banquets and parties booked while coordinating with the
Executive Chef and front of house managers.
There isn’t a designated engineering department at The Comus Inn since it is a privately
owned small restaurant. The General Manager assumes all responsibilities for the engineering
department and delegates tasks out to his staff as he sees fit. For example, the kitchen staff is to
6
maintain all equipment and make sure to report to either the Executive Chef or the General
Manager when assistance is needed. The servers are given instructions to oversee all dining areas
and inform the General Manager when something goes wrong with any furniture or fixtures
(Wendland). All the staff directly affects the guest service and satisfaction of the company.
Almost everyone comes in contact with a guest at some point during their shift and presents them
with a moment of truth. It is important for everyone to have a positive attitude and greet every
guest. The guests need to feel comfortable in the establishment in order to enjoy their experience.
The main costs associated with the engineering operations are staff wages (Wendland).
Due to the fact there is not an engineering department and the General Manager delegates out the
associated tasks to qualified staff members, everyone’s wages are taken into account for the
department. The upkeep and supplies are filtered through the kitchen inventory and the front of
the house inventory. These costs are calculated into the budgets of the kitchen and the front of
the house.
The standard operating procedures for maintaining this section of the restaurant are to
follow company policies. The staff should listen to their manager and perform all duties they are
assigned to do. The staff is responsible for reporting any damages or maintenance needed for any
section of the restaurant or piece of equipment. The General Manager oversees everyone who
works in the front of the house and make sure they comply with the standard operating
procedures. The Executive Chef makes sure all the kitchen staff complies with the standard
operating procedures and reports to her on a daily basis (Wendland).
There are plenty of environmental concerns with the operations of the restaurant. The
amount of trash and garbage a restaurant creates within a week, or even a day, can amount to a
7
large volume. The Comus Inn does not have any techniques to simplify this waste other than a
simple recycling policy of separating bottles from trash (Wendland). The company could look
into getting a pulper or compactor to reduce the size of their waste volume in garbage, especially
since they host a large number of events and banquets. The kitchen has a sufficient amount of
waste on the days of an event because the prep involved includes extra dishes just in case they
need more food on the fly. The Executive Chef has initiated using eco-friendly take home
containers for the guests’ leftover food (Wendland).
The equipment used throughout the restaurant is not certified by EnergyStar or any other
affiliation (Wendland). The General Manager could look into becoming certified and running
energy through the restaurant more efficiently. This will help the company become more
environmentally friendly as well as saving on utility costs. This will improve the monthly budget
and allow The Comus Inn to budget their funds more appropriately. The building is not
Leadership in Energy and Environmental Design (LEED) certified or US Green Building
Certified (USGBC) (Wendland). Since the building was constructed in the late 1800s, it would
be very difficult and time consuming for the company to become certified through these
affiliations. They would have to go through a restoration process in order to comply with all the
standards of becoming USGBC and LEED certified.
8
II.
Property Maintenance Procedures & Tools
The Comus Inn does not generate enough revenue to justify a specialized, permanent
maintenance person on their staff during regular operating hours. In this circumstance either the
General Manager or the front of house manager will perform these duties or the restaurant can
outsource to a contracting company (Jones, 30-31). The restaurant does have a routine
maintenance employee who comes in before operating hours to perform preventive maintenance
around the building early in the mornings (Wendland). This form of time-based maintenance
helps save the company on having to contract expensive companies to come at the last minute for
emergencies that can easily be avoided. The staff members at The Comus Inn also help with
simple routine maintenance around the dining room and kitchen areas (Wendland).
The Comus Inn usually works with contractors that provide facility maintenance on all
their equipment when it requires extensive specialized labor. For example twice a year the
cooling and heating contractor visits the restaurant to check how the machines are operating,
performs a deep cleaning of them and changes the heating filters (Wendland). This standard
procedure gives the restaurant a good preventive maintenance schedule and replacement system
for these two machines that will help the facility manager save money. The water systems also
receive routine maintenance treatment because it is not potable and it has to be tested monthly.
Maintenance is a critical aspect and it can become very expensive when ignored and
deferred, but it is necessary in order for a business to run smoothly. Since The Comus Inn is a
foodservice operation it is important to keep the kitchen department well maintained. Grease, gas,
and oil leaks in the ovens, grills, and fryers can lead to significant damage of internal mechanical
components. A thorough cleaning of these machines at the end of each evening can help kitchen
9
staff keep equipment in top working condition and spot a potential leak as soon as it appears.
Routine daily cleaning is one of the most important maintenance tips for restaurant equipment
because helps prevent dirt, grime, and food scraps from building up and causing damages to the
machine’s components.
Anytime a manager performs an in-depth cleaning on restaurant equipment he must
inspect all moving parts, utility connections, and other components for wear, tear and leaks.
Catching and correcting small maintenance issues early will save the business from more
expensive repairs in the future. The kitchen staff at The Comus Inn is in charge of maintaining
and cleaning the kitchen department with the supervision of the Executive Chef (Wendland). She
supervises her employees every night before closing to be sure that everything is ready for the
following day. She practices a good management system for food safety in the restaurant. The
restaurant applies the following standard operating procedures:

Oven, grills and fryers surfaces are cleaned every night. Sundays are scheduled for a
deep and complete cleaning.

Pastry oven is cleaned once a month because it is not used too often.

Walk-in Coolers and Freezers are checked once a year. Cooling contractor provides
maintenance.

Ice-maker machine is cleaned weekly.

Refrigeration, cooking and hot holding equipment is routinely checked, calibrated and
operating correctly to ensure correct food product temperature.

Dishwasher is checked every 1 ½ months to check if it is running well.

Hand washing sinks and equipment are installed and operating properly.
This facility is directly related to guest service and satisfaction because if any piece of
equipment is broken it makes it harder for the employees to serve their guests efficiently. It is
10
important to maintain the heat and cooling systems on a regular basis to ensure there is heat in
the winter and air conditioning in the summer. Guests will not be satisfied if they are not
comfortable with the temperature throughout the restaurant. If the dishwashers are out of service
it makes it difficult for the kitchen staff to clean dishes, utensils, pots, pans, and alike in a timely
manner to prepare guests’ meals. Also if any piece of kitchen equipment, like an oven or stove
top, is out of order it becomes harder for the kitchen staff to efficiently prepare guests’ meals.
When the only piece a certain type of equipment is out of order the servers will have to inform
their guests of items that need to be cooked with the out of service equipment are temporarily
unavailable.
These situations reflect poorly on any restaurant with their guests. It is imperative for all
restaurant managers to realize the major effects preventive maintenance has on their business
when it is not followed routinely. Every little bit helps whether it is major and outsourced or
minor and performed in house. None of the equipment within The Comus Inn are EnergyStar
certified (Wendland). Although it would be expensive to reinstall all the equipment throughout
the restaurant, in the long run it would save the company money on their utility costs and help
reduce their carbon footprint.
11
III.
Housekeeping Role in Facilities Management
The Comus Inn does not have a housekeeping department. Most restaurants do not have a
need to fund this department, instead they delegate out cleaning responsibilities to various staff
members. The standard operating procedures to maintain the cleanliness of the restaurant are
divided among the different staff members. The servers are responsible for taking out the dirty
linens from the tables, buffing silverware, washing and drying the glassware, sweeping and
mopping their entrance to the kitchen and the bar areas, and taking out their trash. The servers
also preset the dining rooms according to the schedule for the following day with appropriate
furniture layouts and linens (Wendland). The kitchen staff is responsible for taking out their dirty
aprons and dish rags, wiping down their station areas, sweeping and mopping the kitchen, and
taking out their trash. The routine maintenance man is responsible for vacuuming in the
restaurant along with cleaning all the restrooms during his routine maintenance checks in the
mornings.
It is important for the employees of The Comus Inn to make sure they routinely perform
these housekeeping tasks to ensure the restaurant stays in good condition. Guests do not like to
eat at a dirty restaurant, or one that appears to be dirty. A clean and presentable restaurant boosts
guest satisfaction and creates guest loyalty. The staff at The Comus Inn takes pride in their
company and wants their guests to feel at home during their dining experience. A percentage of
the staff’s wages are taken into account for the budgeting of this facilities department
(Wendland).
The biggest environmental concerns with these tasks are waste disposal methods and
cleaning products used. As mentioned earlier The Comus Inn only has a simple recycling
program. Their cleaning solutions are not certified through any affiliations such as Green Seal
12
(Wendland). The General Manager may want to look into switching over some of the cleaning
solutions they use for a more environmentally friendly approach and add less to their carbon
footprint.
13
IV.
Water & Wasterwater Systems
According to the most recent record from the Maryland Department of the Environment
in 2005, the Comus Inn had four wells registered under the Montgomery County Well systems
which include the North, East, South, and Central Wells. Before a major well refurbishment and
renewal of piping installation in 2004, the South well was the only well that was used for water
supply (Campitelli, 17). Today, there are currently five wells supplying water to the facility
(Anderson). These wells are routinely inspected by VIEW Engineering, a contractor of the
Maryland Department of the Environment. Information displayed in Table 1 clearly exhibits the
Comus Inn Well Construction Specifications (Campitelli, 17).
14
Table 1. Comus Inn Wells Construction Specifications (Campitelli, 17)
Well
South Well
North Well
East Well
Central Well
MO-92-0482
MO-88-1199
MO-88-2039
MO-73-3592
3/25/1993
7/25/1985
8/14/1991
1/13/1983
6
6
6
6
525
325
200
230
43
47
32
50
45
48
40
65
6
6
6
6
Steel
Steel
Steel
Steel
Description
County Well
ID
Completion
Date
Well
diameter(in)
Depth of
Well (ft)
Grouth
Depth(ft)
Casing
Depth(ft)
Casing
Diameter (in)
Casing
Material
15
The Comus Inn is located in a low density residential area that is surrounded by
agricultural land and forested land. The potential for contamination of their water supply is
relatively low. According to the most recent documentation the water from these wells is good
quality, safe to drink, and free of contamination (Campitelli, 18). The routine maintenance man
is responsible for checking the water system monthly to ensure it is functioning properly
(Wendland).
There are two 60 gallon pressure tanks that distribute the water supply throughout the
property. The pressure tanks pump the water through two different sanitation processes before
distributing it throughout The Comus Inn, one is a PH neutralizer and the other is a charcoal
filter. These systems help purify the water and filter out any foreign substances. The water is
then pumped through two additional units that add metered amounts of water softener and
chlorine. This treatment process makes the well water taste more like city water and is less harsh
for guests (Anderson). By following this standard operational procedure The Comus Inn is
complying with Montgomery County water standards and regulations.
Due to the location of The Comus Inn there is no city sewer system available in their
countryside setting. There is a septic tank outside the restaurant that disposes of the wastewater
from the property. The Comus Inn does not have a septic field like most septic systems use for
disposal (Anderson). As a result of this the septic tank needs to be maintained on a weekly basis
and is pumped regularly so the sanitized water supply does not become cross contaminated. The
Comus Inn also has two manholes in front of the property for quick and easy access to the
kitchen's grease traps. The maintenance man is also responsible for cleaning the grease traps on a
weekly basis (Wendland).
16
This facility system is an integral part of the guest service and satisfaction aspect of the
restaurant. Water is another supply we continually take for granted and relates to the hygiene
factor theory (Jones, 5). Water is used in everyday activity and consumed on a regular basis. It is
used in many food preparation processes and is an additive in many cooking procedures. Since
The Comus Inn uses well water it is imperative the company makes sure the water is properly
sanitized on a daily basis. Cross contamination could bring the entire operation to a halt, spread
illness to anyone who ingests the contaminated water, and decrease customer satisfaction. It can
become very costly for a business to import clean water to the facility through means other than
their local water systems.
The General Manager oversees the maintenance and standard of procedures for the water
supply and wastewater systems. The routine maintenance man documents his maintenance
schedule and informs the General Manager of any issues he comes across with the systems.
During regular operating hours the staff is to report any issues they come across with either of
the water systems to the General Manager (Wendland). It is protocol to stay on top of any
imperfections with the systems to keep the company operating with the best water quality
possible.
The Comus Inn is helping the environment by using a natural source of water from their
wells. They use a stable process to sanitize the water instead of going through costly methods of
importing water to their property. The sanitation process is safe and does not create any extra
pollution or waste for the property. This makes it easier for The Comus Inn to budget their water
supply into their utility costs for the year.
17
V.
Electrical Systems
The electrical company that services The Comus Inn is Allegheny Power which recently
merged with First Energy Solutions in 2011. The company offers competitive, low prices for
businesses of all sizes. First Energy Solutions is able to offer some of the best pricing solutions
in the area because they generate electricity in nuclear power plants. These power plants produce
safe and reliable electricity for their consumers ("FirstEnergy Corp."). The power supply is
regulated by electric utilities and unregulated companies that sell the power to residential and
business consumers through electricity suppliers such as Allegheny Power and Potomac Edison
(FirstEnergy). The electricity is generated and distributed to consumers through wires and poles
from the closest power plant.
The Comus Inn uses a large amount of electricity to run their operation. In addition to
routine electric needs they have various pieces of equipment throughout the restaurant, a Point of
Service system, and a property management system. The Point of Service system is used to send
guests’ orders to the kitchen, keep track of tables’ checks, and settle guests’ checks. The property
management system is fairly new to the restaurant and is linked to their website so guests and
make reservations online (Wendland). In addition to keeping track of all reservations the
property management system also tracks menu changes, inventory, and financial information for
the General Manager.
The Comus Inn uses a variety of lights throughout the restaurant to achieve the desired
atmosphere for the diners. The main level dining rooms and private rooms upstairs all have
ceiling fixtures with controllable levels of luminance (Wendland). Each table is also set with a
18
votive candle for a romantic afterthought. As the sunsets the servers will light all the candles at
the tables for a soft evening glow. The front server sets the mood for the evening by adjusting the
luminance of the ceiling fixtures. For example on Valentine’s Day the diners are looking for a
romantic atmosphere so the luminance will be slightly softer, whereas on a hustling specials
night the luminance will be brighter. The Grand Room downstairs has a beautiful chandler in the
middle of the room along with ceiling fixtures throughout the vicinity. The kitchen uses
fluorescent lights, which are one of the most efficient ways to brightly illuminate a work station
(Jones, 154).
This facility system directly effects guest service and satisfaction. It is considered a
hygiene factor that everyone takes for granted and assumes electricity will always be available
(Jones, 5). When the power goes out everyone notices and wonders what happened.
Unfortunately The Comus Inn does not have any form of backup generator in case of power
outages (Wendland). This makes it very difficult for the business to run during a natural disaster
that causes power failures. The staff has to report the power outage to Allegheny Power and get
an estimated time of when the power is expected to be returned. If the estimated time is a few
hours or longer the staff needs to close down the restaurant and try to reschedule any reservations
that may still arrive. If the power is expected to come back on within an hour the staff will try to
notify any reservations and give them the option to come later or to reschedule. The guests that
are currently dining at the restaurant will be invited to finish what they can of their meal and at
the General Manager’s desecration the guests’ meals will be on the house or they will be given a
discount (Wendland).
The General Manager should look into purchasing some form of emergency energy
source so the restaurant will be more prepared for electrical failures. Since The Comus Inn is
19
small business entity it does not need to look into purchasing a diesel-powered generator. These
types of generators are more appropriate for large hotels (Jones, 142). A battery-operated
generator would be more suitable for The Comus Inn and the price fits better into their budget.
Having a backup electrical system will help boost guest service and satisfaction by reducing
panic when there is a power failure.
The routine maintenance man is responsible for maintaining the wiring, lights, and
electrical outlets on a bi-monthly basis and reporting any problems back to the General Manager.
These tasks are implemented on a schedule designed by the General Manager for optimal
performance. The electrical panel is located downstairs in a small storage room located behind
the bar in the Grand Room (Wendland). The maintenance man is responsible for checking all
breakers and fuses once a month. Since the routine maintenance man comes in the morning
outside of regular operating hours, the general staff is responsible for reporting any electrical
dysfunctions they encounter while on the job. The kitchen staff reports all issues to the Executive
Chef who then relays the information to the General Manager if she unable to take care of the
situation. The General Manager oversees this department and makes sure the standard
operational procedures are followed.
First Energy Solutions offers a great way for their business consumers to budget utility
bills. They offer options for businesses to lock in a specific rate so they do not have to deal with
varying bills each month. First Energy offers three different pricing solutions for their consumers;
PriceLess, PerfectStrike, and Layered. The PriceLess option offers a competitive, fixed price
with the ability to lock in a lower price for a small fee prior to power flow. The PerfectStrike
option combines PriceLess with the guaranteed lowest market price during the specified time
period. These two options are offered in a 30, 60, or 90 day window time frame. The Layered
20
option allows the consumer to manage usage like a portfolio and choose the amount of
consumption and market price for the duration of the contract, giving the consumer a weighted
average fixed price. This option is available in a time frame of up to 24 months (FirstEnergy).
With these payment options available The Comus Inn has a low price guarantee and is able to
budget their utility costs more efficiently.
Although The Comus Inn does not have any EnergyStar certified equipment to help with
energy efficiency, their electric company plays a role in environmental concerns. The nuclear
power plants that produce the electricity supplied to The Comus Inn is safe, secure,
environmentally-friendly, and efficient. Nuclear energy does not involve the process of burning
fuel fossils to create electricity. This eliminates air pollution, water pollution, ash, or other forms
of residue from combustion and there and there is no emission of gases that contribute to global
warming effects ("FirstEnergy Corp."). First Energy Solutions, the parent company for
Allegheny, offers various options of what they call “green power”. Their different options
consist of FirstGreens which is an EPA Green Power Partner and meets certification guidelines
for LEED, SmartWind which supports wind technology and assists in future forms of cleaner
electric generation, and MixedGreens which achieves a business’ green energy objectives and
benefits the environment (FirstEnergy). The Comus Inn can research all these options and pick
the one that best suits the needs of the restaurant and reduce their carbon footprint even more.
21
VI.
Heating Systems
The Comus Inn uses an electrical heating system known as a Package Terminal Air-
Conditioning Unit (PTAC) which is a form of decentralized heating (Jones, 172). These units
allow The Comus Inn to efficiently heat their establishment without spending a lot of money to
maintain the heating system. The main goal of heating systems is to achieve guest comfort levels
so they can enjoy their meal. Heat is a hygiene factor that guests expect a restaurant to provide
but do not think about it unless they notice the room has become cold (Jones, 5). The General
Manager needs to anticipate the expected comfort zone for the guests and stay within 5 degrees
above or below the desired temperature. The weather outside at The Comus Inn plays a huge role
in anticipating guests’ comfort zones. Most of the guests at The Comus Inn dress according to
the temperature outside (Wendland).
Another contributing factor in the guest comfort zone is how busy the restaurant is going
to be. During the winter months The Comus Inn experiences a lull in the amount of guests they
serve compared to the summertime. On Fridays and Saturdays, The Comus Inn serves 40 to 60
guests during lunch hours and 45 to 65 guests during dinner hours. On Sundays, the restaurant
serves approximately 40 guests at brunch and 50 guests at dinner. On Wednesday and Thursday
22
evenings, The Comus Inn serves about 15 to 20 guests (Wendland). As the guest rate increases at
the restaurant it becomes easier to maintain a comfortable temperature for the guests due to the
amount of body heat introduced into the dining room. The main dining room at The Comus Inn
has a wall of windows that over look Sugarloaf Mountain. During the rush of dinner hours the
dining room cools down as the sun sets for the evening.
An important concern the General Manager needs to keep in mind is how cold air gains
access to the restaurant. The Comus Inn has many windows throughout the facility so the guests
can enjoy the view. This creates external heating loads that transfer the heat from inside the
restaurant to the outside. These windows need to be properly insulated and maintained to
minimize the amount of heat the escapes from the restaurant. Unfortunately The Comus Inn does
not have well insulated windows because of its historical nature (Wendland). The main door into
the lobby creates a draft as guests enter and leave the building, which adds to the external heating
23
load of the windows. To control the temperature within The Comus Inn the General Manager
uses a digital thermostat (Wendland). Digital thermostats are preferred over mechanical ones
because of their convenience. Digital thermostats can be programmed for different temperatures
during different time periods throughout the day (Jones, 171). This feature enables the General
Manager to regulate the temperature of the restaurant more accurately and precisely to maximize
guest satisfaction. This feature also helps the restaurant save money on their energy bill because
the PTAC unit is not consistently running at higher demands during the busiest hours when it is
not needed.
The Comus Inn has a propane heater downstairs with holding tanks that regulate and
maintain hot water temperatures. A two-pipe system is utilized to distribute heated water
throughout the facility (Wendland). Although a two-pipe system is the least responsive piping
arrangement, it works well with smaller businesses such as a restaurant. This system is efficient
to operate because it does not require both heating and cooling equipment to run (Jones, 179).
Even if The Comus Inn wanted to upgrade their piping system, the benefits would not outweigh
the expenses of the installation. The relatively small size of the restaurant makes this system
sufficient enough for the company.
The General Manager uses his best judgment to find a common ground between the
guests’ comfort zone and the employees’ comfort zone. Unfortunately it does not always work
out for the best and the General Manager’s first concern is his guests and their satisfaction. The
amount of heat regulated throughout the restaurant directly affects the guests and their
experience. The employees are required to wear uniforms that may ultimately help keep them
warm. The servers wear black dress pants and a white dress shirt and the kitchen staff wears
thick chef’s pants and chef’s coats. As the restaurant becomes busy the staff begins to run around
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as they service the guests, their body temperature will start to increase and might pass their
comfort zone. Most of the time when there is a only a slight change in the comfort zone level for
the employees it goes unnoticed because they are too busy serving their guests (Wendland). This
makes it easier for the General Manager to cater to his guests’ satisfaction and keep their comfort
zone neutral.
The Comus Inn uses the least expensive options for their heating needs, the PTAC and a
two pipe heating system. The efficiency of this equipment helps save the company money on
their energy bills and they are able to budget their costs more effectively. The General Manager
oversees the operation of the heating system and makes sure routine maintenance is performed
regularly to meet standard operating procedure requirements. ACR is the company contracted
with The Comus Inn to perform routine maintenance on all heating, ventilation, and air
conditioning (HVAC) systems as well as any problems that need to be fixed (Wendland). ACR
changes all the filters regularly, cleans all the ductwork and piping throughout the restaurant, and
makes sure the thermostats are programmed correctly. All the staff members are responsible for
reporting any problems they encounter with the heating system to the General Manager or acting
person in charge to ensure the issue is fixed in a timely manner.
25
The major environmental concern with heating system is the amount of energy they use. The
Comus Inn may not have any EnergyStar certified equipment in their facility, but they do the
best they can to conserve energy with the systems they have installed. The General Manager
should look into slowly replacing their heating equipment with EnergyStar certified equipment.
Since The Comus Inn is a historical building and not well insulated due to the amount of
windows they have it would be beneficial in the long run to utilize energy efficient equipment.
The restaurant could also look into installing windows with better insulation for the winter
months so they do not over run their heating system with high demands.
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VII.
Cooling Systems
The Comus Inn’s heating system doubles as their cooling system since they use PTACs.
PTACs have the unique option to run as both heaters and air conditions as the seasons change
(Jones, 172). This is beneficial for The Comus Inn since they do not have to worry about running
and maintaining two separate systems. The General Manager uses the same digital thermostat to
control the PTACs for air conditioning (Wendland).
27
Since The Comus Inn is a relatively small sized hospitality business they do not have an
extravagant cooling system. Larger facilities such as hotels have extensive systems that include
large centralized water chillers and cooling towers. The Comus Inn does not operate with either
of these systems (Wendland), but rather a direct expansion system that uses refrigerant gas to
cool the evaporator coils and extract heat from the rooms. A water chiller system uses chilled
water to circulate throughout the building to absorb unwanted heat (Jones, 194 – 196). This type
of system would be inefficient for The Comus Inn to utilize because even though their dining
room capacity is a decent size, they do not have the space to accommodate a chilled water
system and the maintenance is more involved due to the use of chilled water.
Once the weather starts to become nicer, The Comus Inn attracts more guests. As
compared to the winter season, the restaurant’s business almost doubles in the summertime. On
Fridays and Saturdays, The Comus Inn serves approximately 100 guests during lunch hours and
70 to 100 guests during dinner hours. On Sundays the restaurant serves approximately 80 guests
at brunch and 90 guests at dinner. On Wednesday and Thursday evenings, The Comus Inn serves
about 30 to 40 guests (Wendland). This increase in body heat along with the threat of external
cooling loads from rising temperatures outside pose a challenge for the restaurant to efficiently
keep the dining room at a comfortable temperature for their guests. The employees at The Comus
Inn also are affected by the increase in temperature outside. Their uniforms are dark colored and
thick, which is great in the winter time, but as the weather gets warmer they become
uncomfortable more quickly as they run throughout the restaurant serving guests. The General
Manager is faced with the challenge of making the comfort zone between his employees and his
guests as neutral as possible. When it comes down to the bottom line, the guests’ comfort zone
prevails (Wendland).
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Guest satisfaction is directly affected by this facility. As the dining room becomes
warmer the guests will almost instantly recognize the change in temperature and become
uncomfortable. The guests’ added body temperatures through an imbalance into the humidity in
the air and they start to feel hot and sticky in a poorly conditioned climate (Jones, 188 – 189).
The employees also feel this difference in the climate and run the risk of feeling more agitated
which contributes to lower customer service skills. The trick is to find the neutral comfort zone
between the guests and the employees that balance evenly so the climate difference is less likely
to be noticed (Jones, 204). The Comus Inn also makes use of fluorescent lighting throughout the
restaurant and in the kitchen so their light bulbs give off less heat that contributes to internal
cooling loads (Wendland).
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Cooling systems use a lot of energy to remove heat from the building. Since The Comus
Inn uses decentralized PTAC units they do not have to worry about the high costs of operating a
chilled water system. The fact their PTAC units supply both their heating and cooling system
needs helps The Comus Inn budget their energy costs more efficiently than operating two
separate systems. The restaurant also saves on maintenance involved with chilled water systems.
The company The Comus Inn is contracted with for their HVAC system, ACR, routinely
maintains their cooling systems and makes sure there are no leaks (Wendland). The PTAC units
are equipped with drip pans for instances when they form ice on the outside that eventually melts.
The drip pans need to be cleaned routinely for build up and clogging so they do not overflow
(Jones, 202). ACR makes sure this does not happen and prevents further issues with the PTAC
units.
The General Manager is in charge of overseeing this facility department and making sure
standard operating procedures are followed. Whether it’s routine maintenance performed by
ACR or an employee reporting a problem that needs to be fixed, the General Manager should
document everything to make sure the system and units are kept cleanly and up to date
(Wendland). All the employees are responsible for reporting any issues with the cooling systems
they encounter to ensure the problem is taken care of in a timely manner and does not become
more a complex problem.
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The cooling system has the same environmental concerns as the heating system which
uses high volumes of energy. This is another reason The Comus Inn should look into replacing
their equipment with EnergyStar certified equipment. The benefits outweigh the price the
restaurant would pay to install the equipment in more ways than one. They should also look into
insulating their walls to help keep external cooling loads to a minimum, however the restaurant is
concerned with keeping as much of the original structure as possible for the historical nature it
holds (Wendland).
VIII. Ventilation Systems
31
The Comus Inn is a relatively unique property that was converted from a farm
house to a restaurant, therefore the ventilation system is very similar to a residential household
system. The main purpose of the ventilation system is to circulate fresh air throughout the entire
building by removing contaminated and stale air (Jones, 206). The restaurant’s ducts are
connected through the ventilation system behind the walls and used as the property’s main air
supply throughout the building. The thermostat installed at The Comus Inn has a fan setting that
enables the General Manager to adjust air circulation as needed (Wendland). There are several
diffusers located in different areas throughout the entire building to provide a quiet and
comfortable airflow. Mechanical paper filters are installed at the supply ducts to help remove
pollutants found in the air such as dust, hair, smoke, and odors. These filters provide fresh and
clean air to circulate for the comfort of the restaurant’s guests (Jones, 207). The ventilation
system within The Comus Inn is used according to their guests’ comfort level. The relative
humidity and air speed will be adjusted by the General Manager based on the weather, time of
day, how busy the restaurant is, and guests’ requests (Wendland).
Mechanical exhausts are found in the kitchen and food preparation areas to help control
the relative humidity and odors in the kitchen. Grease and smoke that are created during the
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cooking process are some of the pollutants that could affect the kitchen’s ventilation. The
ventilation system is one of the most important elements within any commercial kitchen because
of the amount of pollutants that are generated with preparing and cooking food (California
Energy Commission, 2). The Comus Inn has two main range hoods, one in the pastry room
above the oven and one in the main kitchen that stretches over the ovens, stoves, grills, and
salamander (Wendland). The placement of these hoods optimizes the capture of cooking
pollutants and pushes them out of the building through the ventilation system.
The ventilation system within the kitchen at The Comus Inn includes several exhaust fans,
electrical controls, grease duct systems, fire suppression systems, and grease filters. The hoods
on top of the rangers and ovens are all connected to exhaust fans located in the ceiling of the
kitchen to push contaminated air out through the roof of the building (Wendland). Ventilation
hoods in the kitchen help to eliminate most of the smoke and grease vapors that are created while
cooking and/or operating the kitchen equipment. The exhaust fans also help to bring fresh air
from the outside back into the building (California Energy Commission, 3). This system brings
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in “make up air” supply to help balance out the flow of air through the kitchen as the exhaust
fans get rid of contaminated air.
The Executive Chef oversees and implements weekly routine maintenance on all kitchen
ventilation equipment with the help of her staff (Wendland). Clean filters allow better air
circulation through the exhaust ducks and a greater opportunity to remove all or most the smoke,
grease vapors, and other pollutants created during food preparation. As a result, the kitchen staff
can operate under better working conditions and environment while creating high quality
products. Since The Comus Inn does not utilize the use of humidifiers it is important for the staff
to keep up with routine maintenance on the ventilation system to keep the fresh air supply
flowing throughout the kitchen and the restaurant so the air does not become stuffy and stale
(Jones, 207).
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The General Manager oversees the rest of the ventilation system throughout the
restaurant. The restaurant’s HVAC maintenance company ACR performs routine maintenance
on their ventilation system regularly (Wendland). By performing routine maintenance The
Comus Inn is practicing preventive care for their facility to ensure the best indoor air quality for
their guests. They are also preventing emergency maintenance issues that could arise when
routine maintenance is deferred (Jones, 19). This improves guest satisfaction because the guests
will notice when the HVAC system is not working on a cold winter night or a hot summer day.
IX.
Environmental and Sustainability Strategies and Practices
35
The Comus Inn does not utilize many environmentally sustainable practices other than
the basics that can be found in almost any contemporary hospitality establishment such as
recycling, reusing bar and kitchen mops, and using EPA approved cleaning products (Wendland).
However, the Executive Chef supports the surrounding environment by purchasing local produce
from community farmers. There are three main farms the Executive Chef buys from, Kingsbury
Orchard, Lewis Orchard, and the Comus Market (Wendland). All of these farms are located near
the surrounding areas of The Comus Inn by Poolesville, MD and Dickerson, MD.
Supporting the local farm markets may come at a small cost, however it promotes healthy,
organic produce and the quality is excellent. The Comus Inn purchases peaches from the
Kingsbury’s Orchard in Poolesville, which is a family owned business that supplies hospitality
companies with great quality produce such as apples, pears, nectarines and plums (Kingsbury).
Another local supplier for The Comus Inn is Lewis Orchards which is a fresh organic farm
market in Dickerson. Lewis Orchards started their family business in 1888 and they continue to
grow a variety of fresh organic produce including peaches, blueberries, apples, apricots,
tomatoes, cucumbers, sweet corn, and eggplant (“Lewis Orchards”). The Comus Inn also buys
pumpkins and squash from the Comus Market which is located next to the restaurant. The
Comus Market specializes in producing organic pumpkins and winter squash. The owner David
Heisler was born and raised near Sugarloaf Mountain and aspires to maintain biodiversity and
landscape conservation, he chooses farming methods to favor native plant and animal diversity
(Heisler).
The Executive Chef is slowly implementing environmentally safe practices in her kitchen.
She has recently started using Bio-Plus Earth carry out containers that are made out of 100%
recycled paper. These containers are not only made out of recycled paper, but they are also leak
36
resistant and help keep food fresh and delicious for a longer period of time with their unique
locking system (Rock-Tenn). The containers have been approved by the Green Restaurant
Association which is a non-profit US association that offers convenient and cost effective ways
for restaurants to improve their environmental and sustainability practices. This association not
only offers certifications for restaurants, but also for distributors and producers (Green
Restaurant Association).
The Comus Inn is a historical land mark from the late 1800s that has preserved much of
its original wood structure. According to specialists from the Australian Forest Education
Alliance, “Wood is considered a sustainable building material because it is derived from a
renewable source and has low embodied energy. This reflects the minimal non-renewable energy
used in the production of timber and its application in construction. It also has sound thermal
properties, meaning that timber structures rely less on carbon-emitting heating and cooling
appliances than buildings constructed of other materials. Wood is also durable, since many
products, particularly hardwoods, have a service life of greater than 50 years and often require
little energy in maintenance. Wood can also be recycled, which is important in terms of storing
carbon through the life of a product and its transformation.” (FWPA).
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The Comus Inn is headed down the right path of becoming an environmentally
sustainable hospitality facility that utilizes some green practices. They purchase products from
approved suppliers and local farms, they recycle and reuse mop heads, and they maintain the
interior walls and ceiling. However they still need to make improvements in certain areas such as
upgrading their equipment to certified EnergyStar dishwashing machines and kitchen appliances.
This would not only help The Comus Inn save on energy bills, but they would be contributing to
reducing global warming and its effects on the environment (Jones, 62). Although this is a costly
conversion, The Comus Inn should look at the long term benefits and see if they would outweigh
the initial costs of the upgrades.
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The Comus Inn could significantly save on energy and water usage by installing aerators
to reduce the total amount of water that flows through the sink. They could also install infrared
devices on the faucets that can detect when guests’ hands have moved away and stop the flow of
water. Infrared devices can also be used in connection with the bathroom lights to detect when
there is body movement (Jones, 123). Saving on energy and water would greatly benefit The
Comus Inn and allow them to budget their funds in other areas such as upgrading their
equipment. The General Manager and the Executive Chef would work together on improving
these areas and coming up with the standard operating procedures. Everyone at the Comus Inn
would be responsible for implementing new environmental practices and making sure each
employee understands their role.
Environmental and sustainable practices are indirectly related to guest satisfaction. While
most guests do not decide where to eat based on a restaurant’s environmental practices, they do
appreciate when they know an establishment is doing something unique to help the environment.
By dining at an environmentally friendly restaurant a guest feels they are contributing to the
39
cause. However, when a guest is unaware if the restaurant has any environmental or sustainable
practices they won’t think twice about it. The more we play a role into our beliefs, the more
attention and praise we get. Creating awareness is the first step, being part of a movement is the
next step. The Comus Inn has started to become part of the movement with the little things.
X.
Life Safety and Security Systems
Life Safety and Security Systems are a growing concern for many organizations like
hotels and restaurants. The main goals of security are to protect the guests, their belongings, and
40
maintain the reputation of a business in the market. Guests trust us to keep them safe and secure
during their stay. Today guests expect a higher level of quality in safety and security systems. It
is management’s responsibility to ensure that the entire property is prepared to provide an
adequate and proper level of safety and security. Safety and security are a major responsibility
for the engineering department, but in smaller properties the coordination of efforts falls on the
shoulders of the General Manager (Jones, 220).
The General Manager of The Comus Inn is responsible for the security system; he tests it
monthly on a regular basis. The Comus Inn uses fire suppression equipment that includes
sprinkler systems, portable fire extinguishers, and all of the supporting tools needed for the
equipment to function. Fire extinguishers are in clearly marked areas throughout the restaurant
41
that are not blocked or hidden. The General Manager has documentation of everywhere a fire
extinguisher should be (Wendland). They are good for approximately two years and the
restaurant has a contracted fire company that comes out twice a year to check all extinguishers
and fire equipment within the restaurant. They tag and label each piece of equipment once it has
been inspected and replace any fire extinguisher that has expired (Wendland).
There are three basic types of fire detection systems that apply to hospitality facilities:
smoke detectors, heat detectors, and flame detectors (Jones, 240). The Comus Inn uses smoke
detectors because they provide the best early warnings. In the event of a fire all the employees
are aware of the fire safety exits. There is an easily accessible exit in each dining room and the
kitchen has an alternate exit for the staff. The downstairs has a wall of approximately eight doors
that look like large windows next to each other for easy access to a quick exit. The top floor has
two separate staircases that lead downstairs to either by the kitchen or to the main entrance. The
Executive Chef is trained to put out any type of fire that may start in the kitchen (Wendland).
The Comus Inn also has a sprinkler system installed throughout the restaurant in case of a fire.
42
Another major concern in the hospitality industry is accidents caused by slips, trips, and
falls. These accidents are the most common cause of injury in restaurants among employees and
guests, each year thousands of workers and guests are injured due to slips, trips and falls.
According to the Consumer Products Safety Commission, floors and flooring account for more
than 555,000 slips and falls a year in the United States. In restaurants people commonly slip on
spilled food and beverages. Approximately 30% of Americans over 65 years of age experience a
slip and fall every year (Jones, 246). The Comus Inn practices a good safety management to help
43
to lower accidents caused by slips, trips, and falls (Wendland). The restaurant follows standard
procedures such as:

Making sure that mats and runners are in place in commonly slippery areas

Cleaning up spills immediately, and marking the spill with a sign

Conducting frequent inspections of floors

Reporting all slips, trips and falls to the manager immediately
All employees of The Comus Inn are responsible for protecting the property by reporting
any suspicious activity they come across to their superiors. While it is the General Manager’s
responsibility to decide of law enforcement needs to be notified in any extreme situations, the
staff should practice precaution when their suspicions are raised. The main budgeting costs for
the security system and safety procedures are included in the electrical costs. Their security
system is set up through the electrical circuits. The cost for the fire extinguishers comes out of
their inventory budget as they have to purchase the extinguishers and replace them when they are
expired.
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XI.
Vertical Transportation
The Comus Inn is not a typical one level restaurant, it consists of three levels. The
upstairs has private rooms for small banquets and the bridal parlor for weddings. The main level
consists of three different dining rooms and the downstairs has a large banquet room and full
service bar. Due to the age of the facility, there are no elevators within the restaurant. There are
two sets of stairs for the upper level and one set of stairs for the lower level (Wendland). The
Comus Inn does comply with ADA laws and has a ramp outside that leads to the lower level
from around the building. There is no way for a handicapped guest to make it to the upper level,
however the Maître d’ makes sure there is plenty of room in one of the main dining rooms to
accommodate all handicapped guests (Anderson).
The kitchen makes use of a mechanical dumbwaiter that goes between the main and lower
levels. This feature makes it easier for the kitchen to prepare for events and larger parties that
book the banquet room. There is a small kitchenette downstairs equipped with hotboxes, sinks, a
prep table, and a server station. For an event such as a wedding or banquet, the kitchen prepares
all the food in the main kitchen and plates it up with covers to send down the dumbwaiter to be
put in the hotboxes right before the guests are about to be served. The prep table downstairs is set
up with sauces and garnishes to put the finishing touches on the entrees before the servers take
the entrees to the guests (Wendland). The dumbwaiter also makes it easier for the servers to
clean up and send dirty dishes upstairs to the kitchen.
45
The dumbwaiter makes serving banquets efficient and improves customer service. If the
servers had to travel downstairs with the entrees it would take longer and there would be more
room for error. The Executive Chef is in charge of the dumbwaiter and any maintenance it needs.
Routine maintenance such as cleaning the dumbwaiter and making sure it is in good working
condition is done by the kitchen staff. Any major maintenance issues are dealt with by the
Executive Chef and calling ACR if there any malfunctions (Wendland).
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XII.
Laundry Systems
Since The Comus Inn is a relatively small property, the company does not benefit
from having an on-premises laundry system due to limited space and the cost of installing and
running one. The cost and maintenance effort of having an on-premises laundry system also is
not economically efficient for The Comus Inn. The best alternative is to out-source their laundry
services. Dempsey Uniform and Linen Supply is the company they use to take care of the basic
request on linens, which include restaurant table clothes, napkins, mats, mops, aprons, and
kitchen towels (Wendland). Dempsey Uniform and Linen Supply is an environmentally
concerned company with a goal to reduce impacts on the environment through proper
management, recycling, and conserving resources (Dempsey). Dempsey Uniform and Linen
Supply was the first company in the US to achieve the Clean Green Certification by the Textile
Rental Services Association (TRSA) in 2012. Dempsey provides a wide variety of services that
help their clients save energy and retain natural resources. The company recycles textiles and
conserves resources to reduce the amount of solid waste they produce. Dempsey also uses
Continuous Batch Tunnel Washer which reduces water consumption by 50 percent when
compared to most commercially used systems (Dempsey).
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Typically when The Comus Inn has a special event, such as a wedding or banquet, they
rent specific linens from Capital Rental (Wendland). Special ordered linens are usually delivered
the day before the event and picked up the following day. This allows The Comus Inn to use
color coordinated linens for these events instead of their normal ivory colored linens. Fresh
linens and uniforms are delivered while the dirty laundry is picked up on a weekly basis. The
table clothes are typically not replaced at the end of each service unless it is dirty. This helps The
Comus Inn conserve table clothes during the week and does not cause large amounts of laundry
for Dempsey. However, after each big event hosted by The Comus Inn, the linens are replaced
for fresh ones (Wendland).
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The General Manager oversees the laundry operation and makes sure there are plenty of
spare linens. Staff is to report to the General Manager if for any reason The Comus Inn has gone
through their week’s supply of linens and has a shortage. The General Manager makes the call if
they should order some emergency linen from Dempsey or if they would be able to make do with
the amount that is left until the normal delivery day (Wendland). The serving staff is responsible
for all table clothes, napkins, and mats as well as making sure all the dirty linens are placed in
the laundry pick up zone in the outside storage coop. The kitchen staff is responsible for all
kitchen aprons, towels, and mops as well as making sure the dirty uniforms are placed with the
dirty linens (Anderson).
The use of Dempsey Uniforms & Linen Supply is an environmentally sustainable
practice. Dempsey joined the US EPA Sustainability Partnership Program and is a government
endorsed company (Dempsey). The Comus Inn is reducing their carbon footprint by using this
company for their laundry and uniform services. The Comus Inn is also supporting going green
by using Dempsey and funding the company’s practices for all environmentally safe services
they offer, even if The Comus Inn does not utilize them all.
XIII. Food Service Equipment
The Comus Inn generates their revenue and profits by providing a unique and memorable
dining experience for their guests. The management team’s decisions on their foodservice
equipment, care, and maintenance are crucial to the daily operations of The Comus Inn. The
considerations of the foodservice equipment selection are based on the following criteria: need
and space in the kitchen, reliability, performance, and safety. The Comus Inn has very limited
space for new equipment in the kitchen. The Executive Chef replaces worn out equipment and
49
equipment that breaks down on a regular basis (Wendland). When equipment breaks down
during service hours it will greatly affect the efficiency and productivity in the kitchen. This
directly correlates to guest satisfaction and the experience the guests receive. A negative
experience will travel faster and further than a positive one.
When selecting new foodservice equipment the Executive Chef will look for a reliable
brand name she is familiar with or is well-known for its performance rate (Wendland). This helps
the Executive Chef make an informed decision and ensure the performance of the new
equipment can handle the busiest hours of operation. All the
foodservice equipment in the kitchen is NSF approved, which
means they meet all the commercial food equipment standards
(Jones, 271). The employees are one of the most important
assets of the company and the General Manager is concerned
with their safety while operating the foodservice equipment.
For example, all the sharp equipment and knives are either
sheathed or located in a safe place to reduce the chance of
staff cutting themselves or having an accident (Anderson).
The maintenance of the equipment is supervised by the Executive Chef. The kitchen staff
is responsible for taking care of the foodservice equipment. Daily regular clean-ups include
washing used food preparation equipment and cooking equipment. All these basic daily
operation clean-ups are performed at the end of the day (Anderson). The equipment is cleaned on
a daily basis for sanitary reasons and to increase their durability. Real life experiences have
shown that well taken care equipment is much more durable than those are not. The Executive
Chef oversees routine cleaning for overhead hoods, ovens, refrigerators and ice machine by the
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kitchen staff on a regular basis. By having their own employees take care of the equipment it
lowers the cost of maintenance and the chances of needing emergency maintenance.
The maintenance of the foodservice equipment is one of the most important parts of a
smooth operation for food production. The main purpose of maintenance is to keep all the
equipment in best condition and preventing it from breaking down. However, emergencies can
always happen even if the equipment is well-maintained. If any of the equipment in the kitchen
breaks down or suddenly is not working properly it will affect the flow of the food production
line. The Comus Inn has several maintenance suppliers and a maintenance contract with ACR
Mechanical, Inc to help them when equipment breaks down (Wendland). The combination oven,
dish washer, and bread fridge are the newest equipment in the property. These items are still
under warranty and maintenance is provided by the manufacturers. The coffee machine is rented
from FoodPro, a foodservice distributor in the Washington DC area, and maintenance is
performed on a semi-annual basis by FoodPro (Wendland). All other equipment in the kitchen,
for example the stoves, steam table, walk-ins, grill, fryers, and ovens are taken care of by ACR.
Maintenance is performed by the company based on the requests from the Executive Chef.
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The Comus Inn’s background and size of the property provide a unique environment for
the guests and employees. The kitchen at The Comus Inn is relatively small compared to other
restaurant chains; however the creativeness of the Executive Chef has designed unique menu
items to utilize the existing equipment properly during hours of operation. In addition to creating
the menu and supervising the food production line, the Executive Chef plays an important role
on managing the care and maintenance of the foodservice and equipment at the Comus Inn.
These actions allow the employees to produce the highest quality meals and services to satisfy
guests while generating a profit with a minimal cost of operation.
XIV. Building Envelope and Exterior Systems
The Comus Inn used to be a family owned and operated farm known as the JohnsonWolfe Farm. The farm consisted of four separate buildings that occupied a 5.26 acre site located
in Dickerson, Maryland (Maldo). The landscape around The Comus Inn is agricultural land. The
other buildings that surround the main restaurant are a chicken coop which is used for storage, a
barn which is currently being converted into a groomsmen cave, and a smokehouse (Wendland).
The Comus Inn has undergone four periods of major construction which can be seen within the
existing exterior design, structure, interior plan, and ornamentation. The four periods of
construction were in 1862, 1885, 1900, and 1973; this includes the initial construction of the
farm house, an expansion, an addition to the rear, and the conversion to The Comus Inn (US
Department, 4).
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The original log house was constructed in 1862 by Robert Johnson as a two-story, twobay single pile building. The log core currently is exposed on the interior of the building. The log
construction used squared, hand-hewn Chestnut logs keyed with steeple corner notches (Maldo).
The second major period of construction was undertaken in1885 by Joel Hamilton Wolfe and the
prominent local builder William T. Hilton. The two-story building was expanded to three bays at
the south end and the interior design for the main block was modified to include a central hall
with stairs flanked at the north and south chambers (Maldo). In 1900 the third construction
period was an addition to the back of the building that included an open rear elevation porch with
views to Sugarloaf Mountain. The final construction phase was the conversion to The Comus Inn
where the porch addition became enclosed for a basement where the banquet area is and the
kitchen was expanded (US Department, 4).
The exterior walls of The Comus Inn are made of clad in asbestos shingles which was
then applied over the historic wood siding. The roof is sheathed with wood shingles that were
applied over an existing asphalt roof. The south end of the main building has two original wood-
53
frames and round arched windows supporting two over two lights. The windows in the front of
the building are two over two lights with wood-frame double-hung sash (US Department, 6).
There is a brick chimney on the exterior north side of the building. The Comus Inn still preserves
the main floor’s south wall room with its original wood frame and couple pictures which
characterize the Johnson-Wolfe Farm (Wendland). The rear addition constructed in 1900 rests on
a concrete block foundation and is known as the porch. During the conversion to The Comus Inn,
the porch’s shed roof was created using standing-seam metal (US Department, 8).
Building envelope and exterior systems are directly related to guest satisfaction. The
Comus Inn has been a historical land mark over a hundred years. Guests come to dine at The
Comus Inn experience the historical nature of the old farm house and have a breathtaking view
of Sugarloaf Mountain. The General Manager of The Comus Inn is responsible for the building
envelope and exterior systems; he oversees the appearance inside and outside the property. The
routine maintenance man takes care of any issues within the building and outside to help with the
upkeep. He regularly cleans the roof systems and washes the outside windows once a month as
standard operating procedure (Wendland).
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XV.
Conclusion
The Comus Inn is a unique restaurant that offers an excellent dining experience to their
guests. The Comus Inn is not a chain restaurant; it is a privately owned and operated. The staff is
well trained on all aspects of the restaurant and work well together as a team. The different
facilities, although each one has a distinct purpose, overlap here and there because of the way the
restaurant is run. The staff knows who to go to when something malfunctions and needs to be
fixed. They follow company standard operating procedures and follow all routine maintenance
schedules in each facility department they are responsible for. It’s a smooth operation contributes
to guest satisfaction and guest loyalty.
Although The Comus Inn is behind on the times of environmentally green aspects of the
world today, they are slowly incorporating practices that work within their budget frame. They
have begun to use a few sustainable supplies and a couple great services that work hard to
preserve our environment. It is a long and expensive process to convert a company into a green
business, especially if the building and structure is as old as The Comus Inn. Taking it one step
and day at a time, it won’t be long before The Comus Inn does the most they can for the
environment around us.
The guests at The Comus Inn enjoy the background scenery of Sugarloaf Mountain and
the fields that stretch along the country side in addition to the historical nature of the restaurant.
It provides a serene atmosphere with elegant place settings that is perfect for any occasion. All
these attributes of the restaurant give a unique dining experience for the guests as well as the
staff who work closely together to provide the best customer service for the guests.
55
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