UTEP Food Services Strategic Operating Plan FY

Transcription

1 UTEP Food Services Strategic Operating Plan FY I. Vision Statement, Mission Statement and Statement of Values Vision Statement: UTEP Food Services seeks to ensure the best dining experience possible for students, faculty, staff and visitors while attaining the necessary financial strength that will allow us to improve and expand our services wherever financially viable. Mission Statement: Our mission is to contribute to a more pleasant way of life by providing a first class dining experience that meets the educational, ethnic, and physical needs of our UTEP community. Statement of Values: Service Spirit: True dignity lies in being of service to others. For the men and women of UTEP Food Services, this service spirit is more than a slogan. It is an attitude towards daily life that is embodied in everything we do each day to take care of those whom we serve. It is about listening and paying attention to details. It is also being available, responsive, welcoming, efficient and following through with our promises. Team Spirit: In our team environment, everyone contributes with their individual talents, personality and particular skills. Our winning team members also demonstrate respect and appreciation for each other. The role of the team manager is to combine all talents and channel the energy into a focused direction. Winning is the objective, with team members always putting the team s interest before their individual ambitions. At UTEP Food Services, we believe team spirit is essential to our success; it is as important at our work stations as it is in our meeting room. Spirit of progress: Every day, UTEP Food Services team members strive to give their best. This means going the extra mile, continuously improving performance and daring to take the initiative. We encourage our managers and employees to question the status quo and to never stop thinking about how things can be done better. We recognize that we will not progress if we do not understand our failures as well as our successes. We regard continuous innovation and improvement as critical to our success in anticipating and meeting the needs of our clients and our customers. We believe our collective progress as an organization is made possible by the personal progress of every individual within the organization. II. Retail Measurable Goals Goal 1: Increase financial contributions to the University Task 1: Improve customer communication through innovative marketing efforts Progress Measurement 1: Promotional sales tracking Progress Measurement 2: Number of used communication means Progress Measurement 3: Customer satisfaction scores Responsible Individual: Ana Pacheco Task 2: Increase speed of service

2 Progress Measurement 3: Average check and customer transactions per hour sales reports Responsible Individual: Dwayne Wisniewski, Ana Pacheco (weekly) Task 3: Improve overall customer satisfaction Responsible Individual: Ana Pacheco, Dwayne Wisniewski Task 4: Update pricing according to market using analytical tools (Right Pricing and market evaluations) Responsible Individual: Dwayne Wisniewski, Ana Pacheco Balanced Scorecard: Customer and financial perspectives Goal 2: Increase overall customer service Task 1: Conduct Circle of Customer Excellence training for all employees Responsible Individual: Ana Pacheco, Dwayne Wisniewski (2 per year at minimum) Task 2: Circle of Customer Excellence weekly follow ups Responsible Individual: Dwayne Wisniewski, retail supervisors (weekly) University Compact Priority: (1) Enhance student success, (4) Increase alternative sources of funding, (5) Increase Goal 3: Increase cost efficiency and maximize revenue opportunity Task 1: Using only approved products and vendors Progress Measurement 1: Compliance report Task 2: Continuous training on portion controls and product waste. Progress Measurement 1: Weekly financial reports Responsible Individual: Dwayne Wisniewski (weekly)

3 Goal 4: Increase brand and food quality Task 1: Employee culinary and brand training Progress Measurement 2: Safety audit scores Progress Measurement 3: Brand audit scores Responsible Individual: Dwayne Wisniewski, Antonio Guardado University Compact Priority: (1) Enhance student success, (4) Increase alternative sources of funding, (5) Increase III. Catering Measurable Goals Goal 1: Increase client event satisfaction Task 1: Improve food quality through food safety and culinary standards training Progress Measurement 1: Customer satisfaction monthly scores Progress Measurement 2: Post event survey results Responsible Individual: Antonio Guardado Task 2: Improve timely delivery of events Progress Measurement 1: Tracking of percentage of on-time deliveries Progress Measurement 2: Customer satisfaction scores Task 3: Conduct Circle of Customer Excellence training on phone answering/event scheduling procedures Progress Measurement 1: Customer satisfaction scores Progress Measurement 2: Post event survey results Responsible individual: Alex Munoz Goal 2: Maximize utilization of event pricing tools Task 1: Complete pricing comparisons and update Right Pricing module, Ana Pacheco, Antonio Guardado Balanced Scorecard: Financial/stewardship perspective Goal 3: Increase financial contributions to the University

4 Task 1: Track sales according to monthly sales report Progress Measurement: Results of report (monthly) Task 2: Increase client post-event communication Progress Measurement 1: Customer satisfaction scores Progress Measurement 2: Number of event call backs Task 3: Capture new event sales through strategic marketing plan of action Progress Measurement 1: Number of potential client visits Progress Measurement 2: Tracking of new events, Ana Pacheco, Antonio Guardado IV. Sports and Leisure Measurable Goals Goal 1: Maximize utilization of available analytical tools that will help make financial decisions in order to accomplish financial goals and projections to UTEP Task 1: Complete pricing comparisons and update Right Pricing module Task 2: Track sales according to monthly sales report Progress Measurement: Results of report Balanced Scorecard: Financial/stewardship perspective Goal 2: Improve customer satisfaction Task 1: Conduct the Circle of Customer Excellence training (employees and nonprofit organizations) Progress Measurement: Results of customer satisfaction surveys Target Completion Date: Continuous

5 Goal 3: Improve food and physical safety for employees and customers Task 1: Complete monthly safety inspections Progress Measurement: Results of safety audit scores Target Completion Date: Continuous Balanced Scorecard: Customer and internal process perspectives Goal 4: Increase variety Task 1: Introduce new food items for the upcoming football season Task 2: Create partnerships with additional local subcontractors Progress Measurement 1: Results of customer satisfaction survey Progress Measurement 2: Number of items introduced Target Completion Date: Fall 2009 V. Sustainability Measurable Goal Goal 1: Improve UTEP Food Services carbon footprint Task 1: Continue communication with departments about University efforts Progress Measurement 1: Number of meetings attended Task 2: Increase UTEP Food Services sustainable efforts Progress Measurement 1: Number of sustainable efforts Progress Measurement 2: Tracking of impact of sustainable efforts Responsible Individual: All University Compact Priority: (1) Enhance student success - Luis Gonzalez General Manager UTEP Food Services