Plan B Means Plan Beer for Smithers

Glen Ingram and Mark Gillis are self-employed Web developers in the small northern community of Smithers. Over the last few years they’ve been perfecting brewing techniques and recipes at home. Now they’ve taken the plunge and implemented Plan B — Plan B Brewing, that is.

Plan B just received their manufacturing license and approval from Northern Health. The first batch of beer was supposed to have been brewed this weekend. However, unless you live in Smithers, you are unlikely to get this beer any time soon. Gillis and Ingram are keeping things small to begin with, producing only enough to supply area residents. There will be two staple beers and another one or two that will rotate through different styles.

In keeping with the local focus, Ingram and Gillis have employed their fellow citizens where possible. EarthStone Concrete Works was contracted to produce the tasting room counter tops. Facundo Gastiazoro designed and produced the sign above. There are even residents who are planning to grow hops for Plan B. Malt, however, must be purchased from Gambrinus Malting, 625 miles away in Armstrong.

Plan B also intends to be as close to a zero waste operation as possible. They are distributing their beer in 1L reusable swing-top bottles and have had bags custom-made for the purpose.

For more photos of Plan B and to follow their progress, see their Facebook page.

A New Trend for Father’s Day?

Mother’s Day brunch is becoming a fairly established tradition, but what is there for Dad? How about a Father’s Day brewmaster’s dinner? Thinking that’s a perfect way to show your appreciation for dear old Dad, Central City Brewing, Crannóg, and R&B are each hosting such a dinner this coming Sunday. Here are the details:

Diva Executive Sous Chef Jeff Van Geest

Unforgettable Tastes For an Unforgettable Man

June 21 @ 6:30 – 9:30pm
Diva at the Met
645 Howe Street, Vancouver
Cost: 5 courses w/ beer $55
Info: e-mail diva@metropolitan.com or call (604) 602-7788

MENU
Local Oysters 3 Ways
Tempura with crusted edamame & wasabi
Fresh with green apple herb mignonnette
Smoke with rhubarb barbeque sauce
R&B Sun God Wheat Ale

Albacore Tuna & Pink Salmon Tartare
Classic garnish
R&B Bohemian Lager

Bacon Wrapped Sloping Hill Pork Loin
Confit shoulder, morel mushrooms & barley risotto with dried pear
Maple mustard jus & cream ale foam
R&B Smoked Raven Cream Ale Cask (specially brewed for this event)

Farmhouse Cheddar
Apple ginger crumble, garam masala gastrique
R&B Hoppleganger IPA

Blackberry and Dark Chocolate Napoleon
Morello cherry chocolate coulis
Stout ice cream and stout foam
Espresso gellee
Dark Star Oatmeal Stout

Central City Brewmaster Gary Lohin

Fathers Day Craft Brewers Dinner

June 21 @ 5:00pm
Central City Brewing
13450 – 102nd Avenue, Surrey
Cost: 3 courses w/ beer $40 / w/o $30

MENU
Appetizer
Short Rib Slider – Shredded beer braised short rib, local White Cheddar, with house made S&P and Vinegar Chips.
6.50 Pale Ale/Copper

Spring Salad – Mixed greens with local blue cheese, roasted cashews, and apple. White Ale and spiced honey vinaigrette.
10.95 Wheat/Raspberry

IPA Mussels – Salt Spring Island Mussels cooked in an IPA, chilli garlic broth.
12.95 IPA/Wheat

Main Course
Short Rib Pavé – Layers of stout braised short rib, carrot and potato are baked in a parmesan cream sauce and served with grainy mustard spätzle.
18.95 Stout/Pale Ale/IPA

Hickory Smoked Chicken – Half a chicken is stuffed with goat cheese, caramelized onions and basil wrapped up tight and hot smoked in the rotisserie oven, served on a seven-grain risotto.
17.95 IPA/Pale Ale

Fish & Chips – Local fresh caught trout with a crispy panko bread crumb topping, served on a bed of chips and a side of tarter sauce.
16.95 Wheat/Pale Ale

Dessert
Tart Tatin – An upside down apple + beer caramel tart with house made vanilla ice cream served table side.
7.95 Stout/Barley Wine

Apple and Cheddar Tart – Served with Barley Wine reduction and vanilla ice cream.
6.95 Barley Wine

Profiteroles – 3 mini pastry’s filled with 3 different ice creams: Chocolate Stout, Vanilla with Beer Caramel Swirl and Raspberry and Dark Chocolate.
6.95 Stout/Barley Wine/Raspberry

Vegan Option: with advance notice, a three-course menu can be created adjusting to your dietary needs. Contact Chef Carl Sawatsky at kitchen@centralcitybrewing.com.

Crannóg Brewer’s Dinner

June 21

Brownstone Restaurant

118 Victoria Street, Kamloops
Info: for tickets (advance only), call (250) 851-9939

Crannóg is hosting a three-course dinner for Father’s Day at one of Kamloops’ best known fine dining establishments. Each course is paired with a carefully chosen Crannóg Ale. Unfortunately, no menu details were available at the time of publishing.

East Van Show & Shine and Fundraiser

June 21 @ 11:00am – 4:00pm
The Whip Gallery Restaurant
209 East 6th Avenue, Vancouver
Info: Facebook, Web

If going out in the evening is not possible, a family-friendly daytime option is available in Vancouver. Instead of the regularly scheduled Real Ale Sunday, The Whip has closed off the block for its annual East Van Show & Shine and Fundraiser. In addition to a display of vintage vehicles, there will be cask R&B Raspberry Wheat, Longwood Witbier, and Swans Smooth Sailing Honey Ale; food; and live entertainment. Proceeds from the event go to the Canadian Cancer Society’s Camp Goodtimes.

Brewing Up a Biz: Real Estate

Ahhh, the increasingly oft ignored blog.  Well, this time, I have good reason, not that the winter sniffles & blahs were illegitimate, but this elixir is a bit more potent.  No longer must I speculate as to the “why’s” behind so many leaving corporate careers to seek endeavours of their own. Was it not having to answer to a boss, the freedom to make one’s own decisions, or, perhaps, potential for riches? Nope. I have discovered the true motivating factor which drives all start-up entrepreneurs:  sheer and unending terror.

You see, I (and by “I”, I certainly mean my girlfriend and I) have purchased a restaurant business; signed on the dotted line; fait accompli. Our realtor, and even a local merchant, had warned me long ago about the concept of “buyer’s remorse.”  So I had braced myself, but I was ill-prepared for the reality that goes along with such a commitment.  Questions and concerns which routinely pop into my head (usually at 3:00 or 4:00am) include, but are not limited to:

“What the hell am I doing?”

“What if no one comes?!”

“I’ll never make payroll!”

“I’m leaving a secure 18-year career and a regular pay cheque!  Have I gone insane?”

A little comfort, however: that same local merchant, a well-established music shop owner, assures me that this process is not only normal but critical. It keeps the fires going, so to speak. And, frankly, I’ve never been so motivated about anything in my life.

It’s been a couple of weeks since we bought the business, and we still have a number of weeks before opening (July), so I’m starting to accept this new reality.  I now have to wipe less sweat from my brow as I place $2,000 orders of beer and $4,000 orders of fish.

At the same time, my previously-mentioned girlfriend and I have started sneaking out to the movies or to a hockey game more often, as we both know that 1) we both need the stress relief and 2) the door will soon be slammed shut on “free time.” Sounds terrible, right?  Well, look at it this way: this restaurant will eventually become our brew pub.

As we go through the early stages of the learning curve that is the restaurant business world, we’re keeping our eyes on the prize.

~ Rod Daigle, Triple Island Brewing Company

Sea Cider Seeks Cellar Manager

Job Title: Cellar Manager

Reporting To: Kristen Jordan – Owner

Position Summary
Sea Cider is a certified organic orchard and Ciderhouse that makes and sells fermented cider.  The Cellar Manager is responsible for planning and executing all cider production processes and activities.  Production management experience and extensive technical expertise related to the alcohol industry are essential.  The Cellar Manager role requires a multifaceted and highly flexible individual who is prepared to both manage production and be very hands-on in all activities related to cider production.

Key Responsibilities

Management and Execution of Cider Production

• Responsible for all cider manufacturing activities including but not limited to, harvesting, apple pressing, laboratory analysis, fermentation, racking, filtration, sensory analysis, blending and bottling.
• Adhere to and refine (when required) all Standard Operating Procedures relating to cider production.
• Collect data and manage all production information in an organized, timely and accessible manner.
• Prepare all regulatory and corporate reports related to production.
• Prepare production plans, schedules and budgets in accordance with company requirements.
• Train and supervise other production staff, and organize human resources in order to meet production targets.
• Monitor, measure and report on cider production issues and opportunities.  Development plans and achievements within agreed formats and timeframes.
• Champion the transfer of new and existing technologies and test new cider production methodologies.
• Liaise with suppliers to ensure all materials and stocks for cider production are ordered, maintained and recorded in accordance with organic standards and company requirements.
• Plan and forecast cider production in consultation with the Business Owner.
• Ensure health and safety standards are adhered to in all aspects of cider production.

Health & Safety

• Ensure production areas are kept clean and safe at all times;
• Treat hazardous substances appropriately so as to minimize health and safety risks;
• Monitor production areas for hazards and rectify potential hazards;
• Become familiar with safety precautions for all potentially hazardous substances.  Be familiar with the information contained in the relevant Material Safety Data Sheets and review regularly.
• Be familiar with the contents and location of the First Aid kit.
• Follow Standard Operating Procedures and best practices when operating equipment, carrying heavy loads, etc. to reduce the risk of injury.
• Report any injury immediately to a supervisor.

Business Performance & Analysis

• Liaise with other functional managers so as to understand all necessary aspects and needs of business development and to ensure all areas are fully informed of objectives, purposes and achievements.
• Provide strategic thinking focused on creating long-term asset value while maintaining a financial discipline in all decision-making.
• Participate in the preparation of an annual business plan plus monitor and control financial performance against budget.

Equipment

• Manage all aspects of production equipment maintenance, procurement and deployment for the laboratory, tank room, cellar and processing rooms.
• Train staff in use and care of equipment, ensure that standard operating procedures are followed and that health and safety requirements are met.

Procurement and Warehouse Management

• Source supplies as required.  Source new supplies and secure new suppliers in consultation with the owners.
• Follow procurement and shipping procedures efficiently, and with the utmost attention to accurate record-keeping and quality control.
• Manage and document all upstream and downstream production-related inventory stored on-site, and re-organize when necessary.
• Perform regular inventory counts.
• Ensure health and safety requirements are adhered to in the warehouse at all times.

Customer Experience

• When required, conduct tours of the production areas for customers, suppliers, media and staff members.  Ensure that production areas are safe, clean, tidy and free of hazards when visited by tour groups. Describe the cidermaking process confidently, ensuring that the information provide meets the tour group’s needs.
• When required, guide tastings for customers, suppliers, wholesale accounts, media and staff members.

Business Development

• In coordination the sales and marketing team, maintain and develop existing and new customers through appropriate sales methods and relevant liaison, to optimize quality of service, business growth and customer loyalty.

Business Activities

• When assigned by Manager, undertake day-to-day business tasks to ensure Sea Cider is effective in it’s interactions with customers, key industry contacts and suppliers.

Knowledge & Skills Required
The following knowledge, skills and aptitudes are required:

• Production management experience in the food and beverage industry.
• University degree in fermentation sciences or related areas.
• Expertise in analytical chemistry, microbiology, and process engineering.
• Production equipment maintenance experience.
• Advanced computer skills.
• Agricultural experience an asset.
• Be highly motivated, results oriented and capable of effectively prioritizing tasks and working autonomously.
• Be capable of effectively managing and supervising other production staff.
• Be personable and demonstrate ability to effectively deal with the public, customers, media, suppliers and wholesale accounts.
• Demonstrate effective written and verbal communication skills.
• Be able work well under pressure and to be part of a team.
• A sense of humour.

Please send cover letter, resume and letters of reference to kristen@seacider.ca.  Only short-listed candidates will be contacted.

B.C. Beer Chicago Bound

Vancouver Mayor Gregor Robertson made a friendly wager two weeks ago with Chicago Mayor Richard Daley over which city’s team would win the NHL playoffs. Each mayor put up a selection of local products they would give the other if their team lost. With the Canucks losing 5-7 to the Blackhawks in Game 6 in Chicago on Tuesday, Mayor Daley is the lucky winner.

Mayor Gregor Robertson packs up the booty for Chicago Mayor, Richard Daley.

“We were hoping we were going all the way with our Canucks, so we brazenly put forward a table of our best stuff from Vancouver and now it’s the day of reckoning,” said Robertson. He was joined by the various prize bounty contributors at City Hall today to pack up the goods and ship them off to Chicago.

En route to the Windy City is 2010 Winter Olympic swag, City of Vancouver umbrellas in the Canucks’ colours, smoked salmon from the Musqueam First Nation, Thai Princess sauces, dried wild morels from Pacific Rim Mushrooms, Que Pasa “Oh Canada” tortilla chips,  a box of Bad Girl chocolates and a Purdy’s gift basket, Happy Planet juices, a case of Molson Canadian, two six-packs of Granville Island Brockton IPA, and the last bottle of Storm Brewing’s 12-year-old barrel-aged Black Currant Lambic. (Unfortunately, none of the local media attending realized how special the latter beer is, never mind even mentioning it. Perhaps it’s time to go to Beer School.)

Granville Island Director of Sales and Marketing, Walter Cosman, helps Mayor Robertson pack two six-packs of Brockton IPA.

Chicago Tribune food and wine writers, Monica Eng and Bill Daley, assessed some of the food and beverage offerings to determine which city is getting the better deal. Of the Moslon Canadian, Daley said, “Most Chicago brew pubs can make a better beer than this.” Eng, however, liked the Thai Princess Vegetarian Blueberry Sauce: “Wow, it’s almost like a blueberry chutney. … That’s a real score.” The verdict? Daley and Eng felt Vancouver had the superior offering.

James Walton and Mayor Robertson with a Storm oak-aged Black Current Lambic. Robertson was tempted to keep it for himself when he learned it was the last bottle.

And even though the Canucks didn’t make it this time around, Storm Brewer, James Walton, has thrown down a challenge to Chicago’s brewers that will be hard to beat—try to make a better lambic! We won’t know for a few years, however, if they will succeed.

Brewing Up a Biz: Money Hunting

I feel like the proverbial son returning to the blog after a trip to the top of the mountain.  Unfortunately, the “mountain,” in my case, was a trip to the doctor’s office to find out if this flu really was going to kill me. It was not the swine variety.  Doc assured me I would live.  (I really think they should start naming these animal viruses after their respective food groups, i.e. not avian flu but chicken soup flu; not swine flu but bacon flu—much more appetizing.)

So although I have been plugging along on “all things business,” thankfully, my illness did somewhat coincide with “the end of the business plan.” I had a chance to convalesce in peace, not that the business plan will ever be “finished,” per se. But there comes a point after weeks and months of sitting at the computer—working and re-working charts, facts, and figures (and, yes, a little BS, although I prefer “colourful motivational detail”)—when you say, “Hey, this thing just might get the job done.”  And by  “get the job done,” I mean “convince someone to give me money.”  Because in spite of all of my drive and desire to make the best beer EVER, the ugly truth of a lack of capital keeps rearing up.

Many options exist for start-up financing.  Banks, rich uncles, investment groups, private investors, federally-funded SME funds, etc.  Maybe someday VC will be added to that list, but not until I can guarantee a $2 million return on a $1 million investment after the first six months of operation. Thankfully, I’ve been working with some fantastic organizations to this end.  I don’t mind mentioning one in particular:  Community Futures.  And I offer my praise even BEFORE I find out if they’re lending me any cash! (We haven’t quite gotten that far yet).  If any of you are in a similar mid-start-up stage of any small business in rural or smaller urban areas of the province (or even existing small- and medium-size businesses looking for a little help), I highly recommend them.

Now, there are various financing sources for small- and medium-size enterprises. You’ll want to really consider your options, as I have learned to do.  This is where reading about other start-ups (brew biz or not) has been a benefit.  The obvious place to start is with your banker, but have thick skin before you do.  Rejection is par for the course, even before our current economic situation. The boys from the Brooklyn Brewery were rejected upwards of 15 times before securing financing—one of them was a banker!  But if you do secure a bank loan, guess what?  They’ll want money in 30 days. Then again in 60, 90…  Get the picture?  They won’t have much of a sense of humour for the argument, “But I haven’t made any money yet!”  Too much conventionally-borrowed money could be the end of an enterprise before it begins.  It has happened to others.

Community Futures, on the other hand, understands this.  Their purpose for being is small business.  They offer flexibility in repayment which may revolve around your sales “high” and “low” seasons, for example.  And they don’t just offer money.  They truly offer assistance.

Back to my business plan: I had a general idea as to what I was doing and had worked with various on-line templates, etc., but my rep at Community Futures really helped me “flesh it out.” Online is good;  face-to-face is fantastic.  We met regularly. And in those meetings, I took many great ideas back to my desk and incorporated them into my plan.  I didn’t take them all, and he understood that.  After all, it was MY business plan. Sometimes I just had to say “No, that’s not the vision I’m striving for.” Community Futures got that.  They weren’t driving the bus, but they were a great passenger to have—a personal GPS, if you will.  Oh, and if your personal credit history is less than spotless, apply anyway.  It’ll just mean that your business plan will have to be better than everyone else’s—not a bad approach either way.

Regardless of what source of financing you use, you’ll need some of your own.  (I recommend the rich uncle route if that option is available to you. Then again, mixing money and family could make bank dealings seem a “calming” experience.) Consider a loan-to-equity ratio of, at most, 3:1 (lender will give you three bucks if you already have one).  2.5:1 is better.  The more you put in of your own money, the more serious you appear, especially if you also have a good business plan.  Create a simple spreadsheet and record everything that you purchase which is business-related, e.g. equipment, business cards, even homebrewing equipment and supplies—you’re in training, right?  It adds up quickly.

Now, I haven’t gained all the capital I’ve been seeking yet.  I’ve already tasted rejection from more than one source.  WHEN you experience the same, ASK for the details as to WHY you were rejected.  Don’t just hang up the phone in disgust of their ignorance of your amazing idea.  This will help you tweak your business plan appropriately for the next attempt.  It may mean making changes that are less than palatable, e.g. bringing in another partner who has more equity.  But whatever has to be done, don’t quit.  Even the source that rejected you may not reject you forever.  They might just be saying, “Not right now. But if you get more experience in _______ and up your personal investment by $___, come talk to us again.”

Well, I started today’s blog by procrastinating on a run with the dog in the rain.  The rain has stopped and now my dog is eating his own furniture.  So I’d better end here and get to it.  Happy money hunting!

~ Rod Daigle, Triple Island Brewing Company

Kelowna Craft Ale Enthusiasts Treated to Brewmaster’s Dinner

It’s hard to cover the entire territory of B.C. single-handed in any great detail. Therefore, I’ve decided to invite those who are involved in our craft beer scene in some capacity to contribute to the B.C. Beer Blog about their particular niche or region. Here is my first guest blogger from the Okanagan, Rob Trent, who is spreading the word about craft beer in wine country, along with his cohorts at the Okanagan Tapmasters Society.

Craft beer enthusiasts in the Okanagan had something to cheer about recently when Kelowna’s Tree Brewing teamed up with Cabana Bar and Grille to present a Brewmaster’s Dinner. Cabana chef, Ned Bell, one of Canada’s foremost culinary talents, created four sumptuous courses plus appetizers to pair with six different Tree brews.

The evening started in grand Okanagan fashion with appetizers of Jumbo Prawns and Hot Wings served on the patio. Tree Brewmaster, Stefan Buhl, provided a unique cask-conditioned Kelowna Pilsner and his seasonal Hefeweizen to accompany the plethora of pre-dinner treats.

The sixty guests then made their way to the private dining area where the real fun began. Up first was a dish of Steamed Outlandish Mussels with Traditional Beer Bread paired with Thirsty Beaver Amber Ale. As with all the courses, Ned Bell spoke briefly about his creation while Stefan from Tree gave a short description of the complimenting beer.

The next beer up was Tree Cutthroat Pale Ale. It perfectly complimented the Beer Battered “First of the Season” Halibut Fish & Chips with sides of sweet potato fries, citrus aioli, and a very interesting house-made ketchup. The food serving was an entire meal itself and the crowd seemed to unanimously agree that their $70 was definitely well spent.

Course three was for the hop heads in the house, myself included. A plate consisting of a USDA prime strip loin set atop a ravioli filled with beer-braised beef short ribs, bathing in a wild mushroom emulsion, was placed in front of the guests and served with Tree Hop Head India Pale Ale. Again, this dish could have been a meal in itself. It matched perfectly with the IPA.

Finally, dessert came. Most saved a little room for Cabana’s Specialty Coffee & Dough Nuts. This was also complimented with house-made beer ice cream and dark chocolate. Stefan introduced the last beer of the night, Tree’s Spy Porter—a perfect ending to a fantastic night at Cabana Bar and Grille.

Cask-conditioned Kelowna Pilsner at Cabana Grille.

Tree Spy Porter with coffee & doughnuts.

During the course of the evening both Chef Ned Bell and Brewmaster Stefan Buhl made the rounds, greeting all the guests and answering questions. Both agreed that the event was a success.

Guests in attendance included members of the Okanagan Tapmasters Beer Club, proprietors of Salmon Arm’s Barley Station Brew Pub, and some newcomers to the Okanagan who were looking to meet other supporters of the Craft Beer movement. Exchanges of business cards and phone numbers took place throughout the evening in the hope that a synergy of sorts may help with the common goal of promoting the craft beer culture. This was certainly a great start.

~ Rob Trent, Kelowna, B.C.

Electoral Rhetoric on Beer Prices

I’ve recently heard people claim that the NDP, if elected, will raise taxes on beer (something that the Liberals already did to all liquor on April 1). This is false. The NDP have said they would reduce the discount to private liquor stores from 16% to 10%.

In response to this and the NDP’s vow to raise the minimum wage to $10, the Alliance of Beverage Licensees of B.C. (ABLE), a provincial advocate group for approximately 1,000 private liquor stores and pub owners, claims this will force them to raise prices by 25% or more, translating into an additional $3.00 on a $12.00 six-pack. However, ABLE Executive Director, Kim Haakstad, said that the $3 figure came from discussions among group members, not from any economic study to determine a more precise impact.

Taking their cue, Liberal leader Gordon Campbell said on May 4, “I can tell you this. I am not drinking beer. But if they put a $3 cost on a six-pack of Diet Coke, I’d be mighty upset.”

Again, the NDP are not saying they will do this. They claim that their policy will level the playing field between government and private stores, raising $155 million in government revenue over the next three years. This will have no affect on the price of liquor in government stores, but it may certainly be aimed at protecting the BCGEU’s union jobs.

Recall that Campbell increased the discount to private stores in 2007 from 13% to 16%. Al Arbuthnot of the ABL said at the time, “We presently sell more than 50% of the beer in the province and it will allow the operators to be a little more competitive with the government stores. I think you will see prices come closer in line with the government stores.”

I don’t know about you, but I never saw that happen in the private stores I go to. So if prices were already 10-20% higher in private stores before the increase, where did the savings from the additional 3% discount go? Doubtful the staff got a raise as ABLE is against raising the minimum wage.

ABLE also does not support private rural agency stores getting more of a discount than their current 10%. According to the Kamloops Daily News, ABLE’s Haakstad argued that there’s no business case for giving rural stores the same discount as other private stores. “Rural agency stores are set up to service the community,” she said.

In an interview with The Province, Haakstad also argued that “rural-agency stores are established businesses with other income from groceries and gasoline and marina operations. Our independent stores don’t sell much else besides beer, wine and spirits — except maybe some beef jerky.”

Ultimately, what matters is that a business can achieve enough of a profit for the business owner to make a decent living by providing goods or services that are attractive to consumers. I doubt the intention of rural stores is to run as a non-profit society. Otherwise, they would be constituted as such. And selling more products does not ensure one makes a higher profit/better living. These arguments strike me as being self-serving. Rural agency store owners would probably agree.

So has privatization benefited consumers in B.C. so far? The Consumers’ Association of Canada found that the BC government’s privatization of liquor sales has forced consumers to pay millions of dollars more for beer, wine, and spirits while there is less product selection at individual private stores.

So from a consumer and taxpayer point of view, one could say people are generally worse off than before. Why don’t we hear about it? Why don’t more people buy their beer from a government store than private? Probably because they don’t care enough to be bothered to do anything about it. They are willing to pay a premium for mass-market beer that is readily available in a government store at 10-20% less cost because it is chilled and convenient for them in terms of store hours and/or location.

So be it if one can run a profitable business from this, but I’m not for taxpayers subsidizing mediocrity, whether it’s private or public. Ultimately, I’m for whatever system offers the opportunity for getting the best value and selection. According to Ted Hlokoff, who operates a rural agency store in Anahim Lake, private liquor stores have an average markup of 20-25%. With the 16% discount off the LDB price, this adds up to a margin of as much as 40%. [Note: average figures are not necessarily reflective of a particular business's circumstances.] By contrast, for government stores, Hlokoff says the margin is 27%. Also, rural stores cannot mark up their products more than 5% above the LDB retail price, but ABLE’s stores can mark up product as much as they want.

So when it comes to beer in BC, I see problems with public, private, and rural stores. People have argued for a fully-privatized system like Alberta, but I’m not sure they have it much better than we do. I’m looking into it…

Beer School for Vancouver (aka Serious Beer)

Chester Carey launches his Vancouver beer school (Serious Beer) at the Pacific Institute of Culinary Arts on May 20th with an eight-week program exploring the world of beer:

Week 1 – An overview of beer, beer history and how to taste/evaluate beer
Week 2 – A detailed examination of the brewing process and how to identify off flavours in beer
Week 3 – The beers of Belgium and France
Week 4 – The beers of Germany, Austria, and the Czech Republic
Week 5 – The beers of the United Kingdom
Week 6 – The beers of North America and the world
Week 7 – Beer storage, service, and glassware, as well as food pairings
Week 8 – Final review and exam

Successful completion of the course will fully prepare individuals for the Cicerone Certified Beer Server exam and provide a solid base for the Certified Cicerone exam and/or advancement in the beverage/service industry.

Dates (Wednesdays): May 20, 27, June 3, 10, 17, 24, July 8, 15 OR September 9, 16, 23, 30, October 7, 14, 21, 28
Time: 6:30 – 9:30pm
Cost: $475.00 + GST
Includes: beer tastings, textbook, and Certificate of Completion

To register, call (604) 734-4488 or download PICA’s Short Programs Registration Form and return by fax to (604) 734-4408.

… & Cheese; … & Dine; Food & …

If you were inclined to fill in the blanks with “wine,” don’t feel bad. These are clichés that will take some time to be struck from our vocabulary. The more people discover beer’s affinity with food, the less people will subconsciously utter the phrases. This has already happened with tea and especially coffee. How many cafés can you walk into and order “a coffee” without getting any further questions from the staff to determine what exactly it is that you want. Similarly, there are fewer and fewer places where you can order “a beer” and expect to leave it at that.

On May 20th, Two Chefs and a Table are contributing to the evolution of our culinary lexicon by hosting a six-course dinner with both beer and wine pairings for each dish. Diners can choose for each course whether they want beer, wine, or both. Paul Watkin of the Seacove Group worked with executive chefs Karl Gregg and Allan Bosomworth to build the menu for this unique event.

“We wanted to keep the spirit of fun from our Wine Drinker Dinners while offering something to please beer advocates just as much as wine lovers,” said Karl Gregg. “Creating a menu which includes outstanding beer pairings alongside the wine choices seemed like an excellent way to broaden the appeal and give our diners a more interactive experience. There’s no reason a couple couldn’t have beer and wine with each dish to compare.”

The cost for the Wine and Beer Drinker Dinner is $65 per person (not including tax and gratuity) with the option of having both beer and wine with each course for $80; reservations are recommended. Call (778) 233-1303 to book a spot.

MENU
Amuse Bouche
Wine: Monmousseau Cuvee JM Brut 2003  Beer: Deus Brut des Flandres

1st Course
Polderside Smoked duck salad w/baby arugula, fresh pear, candied almonds
Wine: Villa Chiopris Pinot Grigio 2007  Beer: Pyramid Haywire Hefeweizen

2nd Course
Salmon Rillettes – wild sockeye salmon, olive oil soda bread, cornichons
Wine: Domaine Lafond Tavel 2007  Beer: Propeller India Pale Ale

3rd Course
Pan seared pork loin: Cinnamon,cardamon,and grilled onion, concerto tomato polenta
Wine: Leyda Pinot Noir “las Brisas” 2006  Beer: Anderson Valley Brother David’s Abbey-style Ale

4th Course
Double Braised Short Ribs w/wild mushroom risotto, roasted heirloom carrots, and braised tomato
Wine: Chateau Val Joanis 2005   Beer: Rogue Hazelnut Brown Nectar

Dessert
Chefs’ Table smores: Dark chocolate, house made marshmallows, graham crackers,
Wine: Chateau la Rame Ste Croix-du-Mont  Beer: Unibroue Chambly Noire

Needless to say, I’m delighted Two Chefs and a Table are taking this approach. It’s rather silly to be pro-beer and anti-wine or vice versa. Allow the two to stand side-by-side and give people the opportunity to discover which they prefer. It could be one, it may be the other, perhaps both but for different reasons. There’s only one way to find out.

Two Chefs and a Table
305 Alexander Street, Vancouver
Tel: (778) 233-1303
Hours (subject to change): lunch M-F, 11:30am – 2:30pm; dinner W & Th, 5:30 – 10:00pm, F & Sa, 5:00 – 11:00pm, Su, 5:00 – 9:00pm; brunch Sa & Su, 10:00am – 2:00pm