LASSEN COMMUNITY COLLEGE
AUXILIARY SERVICES
Bookstore, Cafeteria/Catering, Coppervale, and Residence Hall
2012-2013
Non-Instructional Program Review
_______________________________________________
Marlane Morse (Auxiliary Services Manager)
_______________________________________________
Cathy Ritola (Food Service Coordinator)
_______________________________________________
Brennan Temol (Food Service Worker)
_______________________________________________
Francis Beaujon (Residence Hall Manager)
_______________________________________________
Norm Wilson (Coppervale Manager)
Table of Contents
I.
Executive Summary
Page 3
II.
Program Goals and Objectives
Page 5
III.
External Compliance Issues
Page 10
IV.
Administrative Unit Outcomes
Page 11
V.
Personnel and Support Services
Page 12
VI.
Facilities/Equipment
Page 13
VII.
Budget Recommendations
Page 14
VIII.
Summary of Budgetary Recommendations
Page 15
2 | P a g e EXECUTIVE SUMMARY
Auxiliary Services supports the mission of Lassen Community College by developing and
providing significant services that support the development of full human and academic potential
for every person participating in the college community. We invest in and provide convenience
and value in a variety of services which enhance campus life for LCC students, faculty, staff,
alumni, guests, and the surrounding communities. Auxiliary Services consists of four primary
areas: Bookstore, Cafeteria/Catering, Coppervale Ski Area, and Residence Hall. 2012-2013 is the
first year that the NIPR was written for Auxiliary Services.
The LCC Bookstore's plan is structured to support the educational experience by providing a
convenient and efficient source for textbooks, school supplies, and other services and
merchandise related to campus life for students, faculty, staff, alumni, guests and all members of
the surrounding community in a financially responsible manner. We offer exceptional,
personalized service in order to help foster intellectual growth, enhance the quality of life in our
community, and broaden the personal, educational, and professional experiences of our
customers.
Dining options for the entire campus community are offered at the Cougar Cafe, the only oncampus cafeteria. The Cougar Café strives to provide convenient hours and varying menus which
support delicious and healthy options, in a comfortable, inviting, and inclusive environment.
Catering services are also offered through the cafeteria, and meal options are designed with the
needs of the college community in mind. With a focus on informal fare that is both accessible
and economical, Cougar Café strives to provide a quick and easy way to cater any on-campus
event.
The Coppervale ski area offers downhill and cross country skiing, as well as snowboarding and
recreational activities for LCC students during winter months. Coppervale also supports and
encourages winter recreation for all members of the surrounding communities, and slopes are
groomed to support the less-advanced skiers and snowboarders, providing an opportunity to
more safely increase knowledge and skills in their respective sports.
The LCC residence hall offers comfortable, affordable, and secure on-campus housing where the
academic success and personal growth of student residents are encouraged and supported. The
focus is to foster positive, student-centered, living space which supports the academic mission of
LCC. We will strive to provide a defining experience for students through programs and
amenities that facilitate individual learning and development and enhance the overall student
experience.
Fiscal and operational challenges for Auxiliary Services have escalated throughout the
community college system. The continued poor economic environment combined with the
uncertainty of State support has produced a noticeable negative effect on both student enrollment
and funding sources. Historically reliable funding sources have become less reliable, forcing the
College to reduce expenses, increase revenues, and identify new or unique ways to fund program
initiatives.
3 | P a g e For a business to succeed, the product or service it provides must be known to potential buyers.
Because the products and services provided are not readily known to either internal or external
customers, a marketing strategy that promotes Auxiliary Services awareness will need to be
developed. Without a marketing plan, potential customers will not be aware of LCC business
offerings. By promoting products and services, LCC can create the opportunity of being
discovered by prospective customers.
As the Auxiliary Services department develops and grows, its function and purpose will
continually reinforce student success, contribute to the progress of the surrounding community,
and promote the mission of Lassen Community College.
Action Plan
First and foremost, Auxiliary Services will stabilize and organize all business operations and
develop strategic plans for each unit of the department. With a well-designed, fluid road map to
follow, we will begin to grow the department to become an independent funding source.
Second develop the Student Union to be a place where the campus community can come and
enjoy activities, dining, or just meet with friends. By better utilizing both interior and exterior
space, students and other customers will experience a welcoming environment; an area that
emphasizes the power and importance of creating a hospitable space—one that feels safe and
inviting – where staff are friendly and accommodating.
4 | P a g e PROGRAM GOALS AND OBJECTIVES
Bookstore
I.
Description
The LCC Bookstore is structured to support the educational experience by providing a
convenient and efficient source for textbooks, school supplies, and other services and
merchandise related to campus life for students, faculty, staff, alumni, guests and all members of
the surrounding community in a financially responsible manner. We offer personalized service in
order to help foster intellectual growth, enhance the quality of life in our community, and
broaden the personal, educational, and professional experiences of our customers.
II.
Evaluation
Currently, there is not a relevant business plan for the Bookstore. This has negatively impacted
the operational capabilities of the entity to maintain sustainability. Additionally, the limited
staffing and limited training has resulted in the inability to provide quality services to customers.
The MBS Point of Sale (POS) system was purchased to support the retail functions of both the
cafeteria and bookstore. The system has been put into use, but staff remains unfamiliar with a
system that is not user-friendly. Focused training for all staff has not been executed and it is
unknown what modules have been implemented and which are yet to be put into service. The
MBS software yearly license agreement has been renewed, but it is uncertain if the software has
been updated to reflect the most current version. Staff members are not thoroughly trained on the
MBS POS software.
The Datatel system does not interact with the MBS system. Getting external funding (like
financial aid, scholarships, EOPS, grants, etc.) information into the MBS system is a challenge.
The breakdown happens when a list is uploaded to SFA (Student Financial Aid) at the beginning
of each semester. The list is not maintainable, and when funding is obtained after the upload, the
information has to be manually entered. This is the situation for financial aid; it is unclear how
other sources of funding are accounted for in the MBS system.
Nothing has been received as inventory (outside of textbooks) to run profit loss reports. The
entire Student Union needs to be entered into the MBS system by the product code and cost.
Inventory is not being methodically input into the system, which can be attributed to the lack of
training on inventory control. A purchase order by Vendor would then need to be created before
the item can be received into inventory. Then profit/loss and other business reports can be run.
The trend of students not purchasing hard-bound books from bookstores can be attributed to less
expensive alternatives online.
5 | P a g e III.
Planning Agenda
1.
2.
3.
4.
5.
6.
7.
8.
9.
Develop a business plan
Develop a marketing plan.
Develop the Student Union
Fund appropriate staffing levels.
Increase opportunities for camps or special programs/projects that would utilize auxiliary
services available at LCC.
Train all Auxiliary Services staff on the MBS system, to the point that they are
comfortable training student workers and generating needed reports.
Implement the ability to pay with the swipe of an ID card (or some such personalized
card) through an automated payment system at the entrance of the café.
Update system to handle gift cards available at the Bookstore for purchases throughout
the Student Union.
Update the Datatel system processes to communicate with the MBS system.
6 | P a g e Cafeteria/Catering
I.
Description
The customers who frequent Cougar Café will experience more than surprisingly good
food. They will experience a place where they can enjoy a meal, even though they may not have
a lot of time or money. The availability of the Bookstore in close proximity to the Cougar Café
will allow students the convenience of a “one-stop” shop. It will be both a resource and a
destination for all who enter the Student Union, where purchases can be for textbooks, school
supplies, sporting equipment, college clothing, a gift for a parent, or a treat for later in the day.
II.
Evaluation
Currently, there is not a relevant business plan for the Cafeteria/Catering. This has negatively
impacted the operational capabilities of the entity to maintain sustainability. Additionally, the
limited staffing and limited training has resulted in the decreased ability to provide quality
services to customers.
Availability of one cash register and the ingress and egress through the Café has contributed to
problems with theft and long wait times for ordered food.
With the College's commitment to diversity, the Café needs to be able to adjust menus that may
accommodate different cultures or regions of the United States.
The Café is not utilizing available technology to increase seamlessness of transactions (POS
system & purchasing of supplies – see below).
III.
Planning Agenda
1. Develop a business plan
2. Develop a marketing plan.
3. Develop meals that can accommodate patrons from other countries or regions of the US;
develop meals that can be taken back to dorm rooms for dinner.
4. Review need for more than one way to easily make purchases – whether it’s more cash
registers, mobile cash registers, or other options.
5. Remodel cafeteria/kitchen to better utilize space and equipment.
6. Review the Café hours of operation and determine the best use of resources to meet the needs
of the majority of clients.
7. Train all Auxiliary Services staff on the MBS system, to the point that they are comfortable
training student workers and generating needed reports.
8. Remodel dining area to better utilize indoor/outdoor opportunities, and make the
environment more welcoming and comfortable.
7 | P a g e Coppervale Ski Area
I.
Description
The ski area at Coppervale offers downhill and cross country skiing, as well as snowboarding
and recreational activity for LCC students during winter months. Coppervale also supports and
encourages winter recreation for all members of the surrounding communities, and slopes are
groomed to support the less-advanced skiers and snowboarders, providing an opportunity to
more safely increase knowledge and skills in respective sports.
II.
Evaluation
While the Coppervale ski area is utilized by students, residents, and vacationers of the LCC
region, it has declined in popularity over the past few years. This may be due to the cancellation
of offered ski classes through the College, limited availability due to dry weather conditions over
the past number of years, or limited marketing of availability. Actual ticket sales have increased
because the people who utilized the ski hill through the offered ski classes now purchase one of
three ticket options. The College suffered from the loss of FTE’s when the classes were no
longer offered.
Currently, there is not a business or marketing plan for Coppervale ski area.
Fundraising has grown over the past few years, but the profitability of the ski hill has dropped
due to the lack of FTE generating classes.
Ski hill staff members are not sufficiently trained in the Datatel system in order to input deposits
and submit vendor payments.
The Ski Hill Manager will be retiring in the upcoming years and a new "champion" will need to
be recruited.
There is no known Facilities Plan in place that addresses the need for improved or replaced
equipment.
III.
Planning Agenda
1.
2.
3.
4.
5.
Develop a business plan
Develop a marketing plan.
Develop strategies that will increase fundraising and profitability.
Develop a process to input finances in the Datatel system from the ski area.
Recruit a new Ski Hill Manager, or design another source for oversight and continued
development of the ski area to provide continuity, when the current Ski Hill Manager retires.
6. Develop a strategic plan that will address replacement or repair of ski hill equipment and use
of the area.
8 | P a g e Residence Hall
I.
Description
Lassen Community College provides on-campus housing for both men and women. Sainte-Marie
Residence Hall is a two-story building that can accommodate up to 100 students with two
persons per room; however, there are also some four-person rooms. Students may be able to
contract with the college for alternative off-campus housing if there is sufficient need. A
common bathroom joins the suites for the four students. The room is furnished with a desk,
chair, extra-long twin bed, which can be converted to a bunk bed, drawers, bookshelf, closet,
sink and vanity area. The rooms are controlled individually for heat. The occupancy rates in the
residence hall are too varied, which can become a drain on available resources. Through the
2011/2012 school year, 48% of the available beds were sold, which declined to 36% in the spring
semester. In the 2012/2013 school year, the percentage rose to 71%, and declined to 64% in the
spring semester.
The Dean of Student Services currently has oversight of the residence hall program. The
residence hall is staffed with Resident Advisors (RAs) and a Residence Hall Manager. The
guidelines for living in the Lassen Community College Residence Hall have been established to
protect the health, safety, and social welfare of all community members, to provide a climate
conducive to study, to discourage dishonesty, vandalism and personal abuse, and to avoid
infringement of the rights of others.
II.
Evaluation
There is no business or marketing plan for the residence hall.
The evaluation of the residence hall shows an apparent need for updates to amenities (e.g.,
furniture, etc.).
Staff members are unclear how charges and collections are being processed in the Datatel system
and accounted for accurately.
The residence hall has facility needs. It has been determined that there are areas that have
asbestos that should be removed. This would facilitate our maintenance department being able to
perform their duties without calling in special contractors to deal with the asbestos issues. This
should be a budget priority.
III.
Planning Agenda
A. Perform asbestos remediation throughout the residence hall.
B. Remodel the interior of the residence halls with new furniture and amenities. Create a
security system that ensures the safety of the students staying in the residence halls.
9 | P a g e C. Train residence hall staff on the MBS system and have all housing charges go through that
system; again, the MBS system will need to communicate with Datatel.
D. Work with the Student Union staff members to develop possible alternatives to having the
Café remain open during the evenings and weekends so that meals can still be provided.
E. Create a marketing plan to promote the benefits of on-campus living.
F. Convert dorm room reservations to a web-based process
EXTERNAL COMPLIANCE
Auxiliary Services is responsible for the Cafeteria/Catering compliance with the Lassen County
Health Department with the safe handling of food.
10 | P a g e ADMINISTRATIVE UNIT OUTCOMES
Table 1 Administrative Unit Outcomes (AUOs)
ISLO
AUO
ASSESSMENT MEASURE /TARGET
4
Build, support and grow campus pride.
Measure: Sales of college logo merchandise
Target: Increase sales 1% annually
4
Determine student needs for purchasing books.
Measure: Survey Target: Identify student trends
in purchasing books.
4
Determine student needs for purchasing merchandise.
Measure: Survey Target: Identify student trends
in purchasing merchandise.
4
Provide a welcoming environment for the campus
community.
Measure: Survey Target: Increase positive
student perception on quality and hospitality.
4
Determine student preference for food and beverage
offerings.
Measure: Survey Target: Identify student trends
in purchasing food and beverage items.
4
Provide catering services that can accommodate
campus and community affiliate demand.
Measure: Benchmark data Target: Increase
catering activities
The AUOs were developed in summer 2013 and will be assessed during the 2013-2014 academic
year.
11 | P a g e PERSONNEL AND SUPPORT SERVICES
Auxiliary Services will be staffed adequately with qualified staff to accomplish its mission and
goals. Relationships between Auxiliary Services and all stakeholders will depend heavily on the
effectiveness, cooperation, support, and behavior of front line service personnel. Training will be
closely supervised and monitored, and best practices utilized.
Within Lassen Community College guidelines, Auxiliary Services will:
1. Establish procedures for staff recruitment and selection, training, performance planning, and
evaluation
2. Set expectations for supervision and performance,
3. Assess the performance of employees individually and as a team,
4. Provide access to continuing and advanced education and appropriate professional
development opportunities to improve the leadership ability, competence, and skills of all
employees.
Auxiliary Services will have technical and support staff members adequate to accomplish its
mission. All members of the staff will be technologically proficient and qualified to perform
their job functions, be knowledgeable about ethical and legal uses of technology, and have access
to training and resources to support the performance of their assigned responsibilities.
Supervisors will be cognizant of the roles of student assistants as both student and employee and
closely adhere to all parameters of their job descriptions, work hours, and schedules. Both staff
and student employees will be carefully selected, trained, supervised, and evaluated. They will
be educated on how and when to refer those in need of additional assistance to qualified staff
members and will have access to a supervisor for assistance in making these judgments.
Auxiliary Services will treat student employment as an important part of a student’s education
and intentionally incorporate career-related skills, training, and professional responsibilities into
the employment experience. A thorough job training program will be developed which will
include leadership and personal development opportunities for students and will utilize all
Auxiliary Services staff. Auxiliary Services will develop and maintain staff relations in a climate
of mutual respect, support, trust, and interdependence. Recognizing the strengths and limitations
of each professional staff member, professional development opportunities will be made
available, consistent with needs and budgets.
12 | P a g e FACILITIES/EQUIPMENT
Auxiliary Services facilities include a bookstore, cafeteria, possible vending operations, one
residence hall, ski hill, and event venues. Auxiliary Services must have adequate, accessible, and
suitably located facilities and equipment to support the mission and goals of Lassen Community
College. Facilities and equipment must be evaluated on an established cycle, including
consideration of sustainability, and be in compliance with codes and laws to provide for access,
health, safety, and security.
Maintenance and renovation programs should be implemented for all operations and should
include:
1. modifications to facilities and systems to keep them attractive, effective, efficient, and
safe
2. timely repair of equipment, facilities, and building systems
3. preventive maintenance and audit procedures to ensure physical safety
4. replacement reserves
5. sustainable designs and practices whenever feasible
Systematically planned replacement cycles will exist for Auxiliary Services equipment,
furnishings, mechanical and electrical systems, maintenance equipment, floor/wall/window
treatments, and serving/point of service equipment and technology. Facilities will be accessible,
clean, reasonably priced, appropriately designed, well maintained, and have adequate safety and
security features. Facilities with multi-use capability should be available for campus events and
programs at times when they are not needed to support Auxiliary Services functions.
The location and layout of the facilities must be sensitive to the needs of persons with disabilities
as well as the needs of other constituencies. Auxiliary Services must periodically review and
evaluate equipment and facilities to assess current and future needs.
Regularly scheduled cleaning and maintenance of public areas and grounds associated with
Auxiliary Services facilities must be provided, which may include patios, paved walks, and
residential halls. Recycling, energy conservation, and sustainability efforts will be implemented
throughout Auxiliary Services facilities and be compliant with institutional guidelines,
government regulations, and contractual agreements.
Auxiliary Services will monitor their impact on the community surrounding the campus and will
work to create and maintain amicable relationships with other local business entities.
13 | P a g e Budget Recommendations
For a business to succeed, the product or service it provides must be known to potential buyers.
Because the products and services provided are not readily known to either internal or external
customers, a marketing strategy that promotes Auxiliary Services awareness will need to be
developed. Without a marketing plan, potential customers will not be aware of LCC business
offerings. By promoting products and services, LCC can create the opportunity of being
discovered by prospective customers.
Auxiliary Service will require funds to develop a marketing strategy focused on awareness of
products and services. The budgetary request is to increase marketing/advertising from $358.00
in 2013-2014 to $5,000.00.
Hire Bookstore Operations Assistant, 12 month position. $43,800 (amount includes salary,
benefits, roll-ups)
Add a line item "Training" to budgets for both the Cafeteria and Bookstore and fund at $4,000
each. The anticipation for this line item would be that it is reduced in subsequent years as
services improve and staff members are better able to train new employees.
Equipment replacement and maintenance is very important. The cafeteria/catering budget should
be increased from $0 to $10,000. The residence hall should be increased from $16,000 to
$25,000. The bookstore should be increased from $0 to $10,000.
14 | P a g e Summary of Budgetary Recommendations
1.
2.
3.
4.
5.
6.
Asbestos remediation – budget unknown
Establish a marketing budget - $5,000
Bookstore Operations Assistant - $43,800
Staff development/training for bookstore - $4,000
Staff development/training for cafeteria/catering - $4,000
Equipment Replacement/Maintenance - $29,000
15 | P a g e