Comprehensive Program Review
Report
Program Review - Food Services
Prepared by: Zach Patterson
What are the strengths of your area?: Students have different food service outlets to choose from in the main campus:
•
Carl's Jr where a variety of hamburgers, salads and breakfast items are prepared to oreder daily
•
COS Café where students and staff have choices of breakfast, sandwiches, salads and different homemade burritos
The Food Service Department serves an average of 1600 students and staff daily. Of the daily sales, 34% come from quick, Ready
to Drink and Eat items (RTD&E). Roughly 25% of sales come from items on the Carl's Jr. Menu. 22% of gross sales come out of the
Food Court, with the remaining 19% of sales coming from the COS Cafe area of Food Services.
The Food Services department has the ability to quickly react and adjust to customer trends and changes in student
demographics.
What improvements are needed?: More Options for Students
• New, fresh, inexpensive items need to be added to the COS Cafe menu that align with the desires of the student population
• More variety for students to choose from in the Student Union, and Food Court areas
• Inexpensive yet nutritious options
• Investment into new machinery to expand inventory and replace broken/ malfunctioning equipment
• Reduction in vendor count to take advantage of industry buying discounts that will translate to lower prices for students
• Coffee House revitalization: Students and staff are limited in their access to high-quality products and services on campus.
Students have a finite number of areas where they can study and socialize with classmates. Seating and environment around the
coffee shop will be re-worked to accommodate a large number of students and aid in their intellectual stimulation for studying.
This space, that has a pre-designed goal of increasing the retention of students, will help to achieve District Objectives 2.1,
increase the number of students who are transfer-prepared annually, and District Objective 2.2, increase the number of students
who earn an associate degree or certificate annually.
The courtyard surrounding the coffee shop has a direct impact on the likelihood that students will stay on campus to study or
socialize. Students will have limitless access to high-quality coffee with a complete focus on the student experience. The patio
area will also serve as a venue for many student events ranging from musical performances, art galleries, and even culinary arts
exhibitions.
Describe any external opportunities or challenges.: There are many challenges when it comes to Food Services. One of the most
prevalent is the amount of competition there is in the surrounding areas. This is a common challenges of any Food Services
environment. One of our greatest opportunities is that we have a captive audience on campus, if we offer the food that students
want to eat, at the price they are willing to pay, there is no reason to have to take our competition into consideration. Average
transaction dollar amount in the 2014-2015 school year was at $4.42. Currently we are experiencing an average transaction
dollar amount of $5.39. This is a growth of nearly 18%. We have to continue to bring in new and exciting offerings for students to
maintain a high level of sales and constantly strive to be relevant to them on a daily basis.
Outcome cycle evaluation: In the past four years Food Service has seen sales decrease. This down ward trend was partly due to
less course offerings, but the 2014-2015 and 2015-2016 school year the number of course offering have increased 1374 or a
5.37% over the past two years. This year we're seeing an increase in customer count but the average sales per customer remains
below the optimum five dollar minimum. As the upward trend continues, the Food service department will need to attract and
capture the attention of new students and staff to patronize COS Food service Department.
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Program Review - Food Services
Action: New nutritional Board in all the food outlets.
The manager will buy software to generate nutritional information to make nutritional boards for COS Café to post in all food
outlets.
Status: Continued Action
Implementation Timeline: 2016 - 2017
Start Date: 10/11/2016
Identify related course/program outcomes: Provide better nutritional information to students and staff that will assist them in
making a more health-conscious decision.
Person(s) Responsible (Name and Position): Zach Patterson
Rationale (With supporting data): It is essential that consumers have complete access to nutritional information on the food they
are consuming.
Priority: Medium
Safety Issue: No
External Mandate: No
Update on Action
Updates
Update Year: 2015 - 2016
09/14/2016
Completed: No
There has been no purchase of these menu boards or the related software. Menu is being re-designed to include healthier, better
tasting, more creative offerings for students. Current menu offerings are being updated to include healthier ingredients.
Link Actions to District Objectives
District Objectives: 2015-2018
District Objectives - 1.1 - Increase overall enrollment by 1.75% annually
District Objectives - 4.1 - Improve operational systems based upon data driven decision-making as described in the COS 2.0
manuals.
Action: Food Service break even goal
The Food Service Manager will monitor and reduces the following.
1. Reduce the costs of goods sold to 35% Gross Income
2. Reduce student labor cost to 15% of the gross sales
3. Gather data on actual food waste and reduce it to between 0%-5%
4. Increase sales by 5% anually
Status: Continued Action
Implementation Timeline: 2016 - 2017
Start Date: 10/11/2016
Identify related course/program outcomes: Food service must break even to remain a viable ancillary service of the District.
Person(s) Responsible (Name and Position): Zach Patterson, Food Services Manager
Rationale (With supporting data): In Food Services the major factors in a profitable operation are food and labor costs and gross
sales.
The recommended industry standard for food cost is 35-37% and 12-18% for labor. Controlling these costs can add 3-7% to the
bottom line.
Sales are another part of the equation of profitability. The operation must increase sales 5% annually. The sales increase can
generate a 2-3% to the bottom line.
Priority: High
Safety Issue: No
External Mandate: No
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Program Review - Food Services
Update on Action
Updates
Update Year: 2015 - 2016
09/14/2016
Completed: No
Food Services did not meet the goal of breaking even for the 2015-2016 school year. This is an active goal for the 2016-2017
school year.
Update Year: 2015 - 2016
10/06/2015
Completed: No
The Food Service department was able to reduce it food cost to 39% and achieved a 17% student labor cost for 2014/2015. With
an increase in sales for 2015/2016 the department will project to reduce cost of 2% food and 2% student labor.
Impact on District Objectives/Unit Outcomes: The unit objective is to break even for the 2015/2016.
Link Actions to District Objectives
District Objectives: 2015-2018
District Objectives - 4.1 - Improve operational systems based upon data driven decision-making as described in the COS 2.0
manuals.
District Objectives - 4.2 -Improve the efficiency, effectiveness and communication of human, physical, technological, and
financial resources to advance the District Mission.
Action: Student awareness through media
Strategically placed directional signage on the Tulare campus
Status: Continued Action
Implementation Timeline: 2015 - 2016
Start Date: 10/11/2016
Identify related course/program outcomes: More awareness of products and services will increase student involvement in the
school and will help to increase student enrollment by 1.75% for the district (Objective 1.1).
Person(s) Responsible (Name and Position): Food Services Manager
Rationale (With supporting data): Better signage will increase student engagement and awareness of services that are available to
them. Directional signage will be updated periodically to inform students about weekly specials and new offerings. If students are
more aware of the food services that are provided for them on campus, we have a better chance of keeping them on campus longer.
Having students on campus longer will increase their engagement, and help to support their academic workload.
Priority: High
Safety Issue: No
External Mandate: Yes
Update on Action
Updates
Update Year: 2015 - 2016
09/14/2016
Completed: No
No social media presence was created or updated for the 2015-2016 school year. This is a current goal of the department.
Marketing will be done through Instagram and Twitter to advertise new menu offerings and events happening in Food Services.
Students now can elect to have receipts emailed to them directly when their transaction is being tendered. This also allows them
to provide instant feedback on their experience.
Link Actions to District Objectives
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Program Review - Food Services
District Objectives: 2015-2018
District Objectives - 4.2 -Improve the efficiency, effectiveness and communication of human, physical, technological, and
financial resources to advance the District Mission.
Action: Electronic Media
Food Services will establish a presence within existing COS social media accounts.
Status: Continued Action
Implementation Timeline: 2016 - 2017
Start Date: 12/01/2015
Identify related course/program outcomes: District Objective 4.2 -Improve the efficiency, effectiveness and communication of
human, physical, technological, and financial resources to advance the District Mission.
Person(s) Responsible (Name and Position): Zach Patterson, Food Services Manager
Rationale (With supporting data): Food Services will become more present within the lives of students through the use of carefully
planned marketing actions within social media. New food options, and student events help in Food Services will be advertised
through Instagram and Twitter. Upcoming projects in Food Services will be updated along the way on Twitter to get students
involved in the process. Food Services will become more reactive to student concerns or suggestions by monitoring related social
media outlets and quickly responding to student's needs.
Priority: High
Safety Issue: No
External Mandate: Yes
Update on Action
Updates
Update Year: 2015 - 2016
09/15/2016
Completed: No
Students will have the ability to communicate in real-time about their experiences with Food Services.
Impact on District Objectives/Unit Outcomes: When a student pays with a credit card they can elect to have their receipt
electronically delivered to them in an email. Contained in that email will be a section where they can provide feedback on their
experience. The manager will be notified immediately and would be able to respond to the feedback provided. This allows Food
Services to build a relationship with the students and staff, showing them that we care about their experience, and are listening
to their needs.
Update Year: 2015 - 2016
09/14/2016
Completed: No
No forward progress has been made in this area. Other actions are being taken to connect with students and staff through
electronic media.
Link Actions to District Objectives
District Objectives: 2015-2018
District Objectives - 1.1 - Increase overall enrollment by 1.75% annually
District Objectives - 4.2 -Improve the efficiency, effectiveness and communication of human, physical, technological, and
financial resources to advance the District Mission.
Action: Update Technology and Processes
The Manager will implement new systems to streamline processes.
Point of Sale System
Accounting Software
Vendor Consolidation
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Program Review - Food Services
Status: New Action
Implementation Timeline: 2016 - 2017
Start Date: 09/01/2016
Identify related course/program outcomes: District Objective: 4.1.1: Improve operational systems based upon data driven decisionmaking as described in the COS 2.0 manuals.
Person(s) Responsible (Name and Position): Zachary Patterson - Food Services Manager
Rationale (With supporting data): Point of Sale - New point of sale system will allow Food Services to be more efficient in
transaction tendering, and improve the connection with the customers during this process. New software will allow the cashier to
quickly and easily tender transactions in any way the customer prefers. We can accept cash, card, and even touchless forms of
payment such as Apple Pay and Android Pay. The software can be easily edited on the back-end by the manager to include special
offers, discounts, and new menu items. The sales data is now network based, so it does not need to be hard-wired to a computer;
the data is automatically available online in real-time to the manager. The new hardware that is associated with the POS system
allows for greater flexibility in its uses. It can be easily relocated to another area of the campus for use during catering or campus
events, anywhere that has a power outlet and a wifi connection. This sort of flexibility will allow Food Services to be able to engage
with students and staff throughout campus, going to where they need us, no longer where we need them. A new POS system will
also save thousands of dollars per year in credit card fees. This will take us from an average of 8%-10% fees for every card swiped, to
2.5% flat fee for every card swiped.
Accounting System - The software used to manage all of the accounting and inventory is in need of updating. The current software is
rigid in its flexibility, and limiting in its possibilities for expansion of the department. A new system is needed to allow for growth and
diversification of the department. Sales data needs to be automatically downloaded into the system, or into the cloud, to reduce the
amount of manual labor. Reporting needs to be centrally located and easily accessible. A more intuitive software design will
streamline all of the processes from inventory control, vendor payment, category sales reporting, to monitoring and tracking of
trends.
Vendor Consolidation - Vendor consolidation will reduce the amount and frequency of orders being placed. This will reduce the
amount of manual labor involved in placing each order. Reducing the amount of vendors used to purchase food services items will
allow the department to better negotiate pricing using the elevated buying power. Focusing buying on fewer vendors will also allow
the department to take advantage of industry rebates for educational members, this will give the department thousands of dollars in
rebates each year.
Priority: High
Safety Issue: No
External Mandate: No
Link Actions to District Objectives
District Objectives: 2015-2018
District Objectives - 4.1 - Improve operational systems based upon data driven decision-making as described in the COS 2.0
manuals.
District Objectives - 4.2 -Improve the efficiency, effectiveness and communication of human, physical, technological, and
financial resources to advance the District Mission.
Action: Coffee Shop
New action for 2016-2017 school year. Increase student access to high-quality beverages. (Above Based Funding)
Status: New Action
Implementation Timeline: 2016 - 2017
Start Date: 10/11/2016
Identify related course/program outcomes: A new, exciting option for students here on campus will help to increase student
enrollment as a district by 1.75% (objective 1.1). This will have a direct influence on the engagement of the students, connect
multiple departments on campus, and even have an impact on the surrounding community. Creation of this type of environment will
also help to achieve District Objectives 2.1, increase the number of students who are transfer-prepared annually, and District
Objective 2.2, increase the number of students who earn an associate degree or certificate annually. This will be done by providing
students an intellectually stimulating environment for them to focus and remain a captive audience.
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Program Review - Food Services
Person(s) Responsible (Name and Position): Zach Patterson, Food Services Manager
Rationale (With supporting data): Students and staff are limited in their access to high-quality products and services on campus.
Students have a finite number of areas where they can study and socialize with classmates. Seating and environment around the
coffee shop will be re-worked to accommodate a large number of students and aid in their intellectual stimulation for studying. This
space, that has a pre-designed goal of increasing the retention of students, will help to achieve District Objectives 2.1, increase the
number of students who are transfer-prepared annually, and District Objective 2.2, increase the number of students who earn an
associate degree or certificate annually.
The courtyard surrounding the coffee shop has a direct impact on the likelihood that students will stay on campus to study or
socialize by providing a comfortable and inviting space. Students will have limitless access to high-quality coffee with a complete
focus on the student experience. The patio area will also serve as a venue for many student events ranging from musical
performances, art galleries, and even culinary arts exhibitions. Creation of this type of environment and experience for students and
staff will aid in achieving District Objective 1.1, increasing enrollment by 1.75% annually, by giving students yet another incentive to
attend College of the Sequoias. We will be providing a service to students that they would not experience at any other community
college.
In the Mother Lode Student Support Services Survey conducted back in January of 2015, there were many responses from students
that explicitly requested more varied options for students. Many students want options that are inexpensive, but healthy and
supportive to their academic life.
Priority: High
Safety Issue: No
External Mandate: No
Resources Description
Non-instructional equipment - Machinery needed to operate efficiently:
Espresso Machine: 10000
A high-quality espresso machine is the most important piece of machinery inside of a coffee shop. Regardless of how good
your espresso beans or your other components are, of they are not prepared through a well-made machine then you will
have a very low quality final product. A quality made machine that is able to apply 9 bars of pressure on the espresso
consistently is all that is really needed in a machine. New espresso machines commonly exceed $10,000, but the end
products quality compared to a refurbished machine is negligible. The machine that I am wanting funding for is a
refurbished La Marzocco Linea machine. La Marzocco machines are some of the highest quality machines on the market.
Used and refurbished machines are readily available online, and they are able to be serviced locally with minimal issues
with replacement parts availability.
Espresso Grinder: 400
Espresso grinders are specially designed to be used on only espresso beans and grind to an exact calibration. This is
important so that the water that is heated to 210 degrees and pressurized to 9 bars of pressure will pass through a puck of
compressed ground espresso at exactly the right speed and consistency to be slowed down by the espresso and extract the
coffee from the grounds. The resulting shot of espresso will consist of three parts, first is the heart, this is the background
stability of the espresso. The body, this is the where the sweetness of the espresso is located. The crema is the creamy
foam on the top of the espresso, this is also a key indicator of a quality espresso shot. All of these things aspects of the
final product are a result of the correct grind of the espresso.
Hot Water Dispenser: 400
A hot water dispenser is a necessity to have readily available for brewing coffee and tea in many different methods. This is
also one aspect that will save the initial startup cost of the coffee shop nearly $5,000 by not purchasing a commercial
coffee brewer. All of the brewed coffee will be done using french presses, where water at a temperature between 205 and
210 degrees is mixed with ground coffee for a preset amount of time, then it is filtered using a screen plunger to extract
coffee. Coffee will be made in high-volume using multiple presses and placed into an airpot, a pump driven dispenser, and
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Program Review - Food Services
pumped as needed. This will allow us to create a higher quality, better tasting cup of coffee without the cost of an
automatic brewer and related expenses.
Coffee Grinder: 900
A high-volume grinder allows large amounts a coffee to be ground for use very quickly and efficiently. Commercial grinders
require very little maintenance, all of which can be done in-house.
Under-counter Refrigerator: 2000
Refrigeration is necessary to keep dairy products at the correct temperature range of 33-39 degrees. This will help to
prevent contamination and foodborne illness.
Shelving: 750
Standard stainless steel wire shelving will be placed in the storage room instead of built-in shelving. This will have a cost
savings of $5000. Stainless steel shelving will also allow easier cleaning of the work area, and reduce waste and inventory
costs by having all product readily available, accessible, and visible.
(Active)
Why is this resource required for this action?: Students and staff are limited in their access to high-quality products and
services on campus. Students have a finite number of areas where they can study and socialize with classmates. Seating
and environment around the coffee shop will be re-worked to accommodate a large number of students and aid in their
intellectual stimulation for studying. This space, that has a pre-designed goal of increasing the retention of students, will
help to achieve District Objectives 2.1, increase the number of students who are transfer-prepared annually, and District
Objective 2.2, increase the number of students who earn an associate degree or certificate annually.
The courtyard surrounding the coffee shop has a direct impact on the likelihood that students will stay on campus to study
or socialize by providing a comfortable and inviting space. Students will have limitless access to high-quality coffee with a
complete focus on the student experience. The patio area will also serve as a venue for many student events ranging from
musical performances, art galleries, and even culinary arts exhibitions. Creation of this type of environment and
experience for students and staff will aid in achieving District Objective 1.1, increasing enrollment by 1.75% annually, by
giving students yet another incentive to attend College of the Sequoias. We will be providing a service to students that
they would not experience at any other community college.
Cost Estimate: 14450
Link Actions to District Objectives
District Objectives: 2015-2018
District Objectives - 1.1 - Increase overall enrollment by 1.75% annually
District Objectives - 2.1 - Increase the number of students who are transfer-prepared annually.
District Objectives - 2.2 - Increase the number of students who earn an associate degree or certificate annually.
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