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Office of Business and Auxiliary
Services Unit Annual Report 2004-2005 The Office of Business and
Auxiliary Services is composed of four units – Auxiliary Services, Purchasing
and Central Warehouse and Mail Service. Business and Auxiliary Services
I. Departmental The mission of Business and Auxiliary Services is to: (a) Operate the auxiliaries of the university by providing the best possible services that can be provided for the amount charged. Services are to be on a self-supporting basis. Services are to reflect the needs of the university in meeting its total mission. (b) Procure goods and services at competitive prices and in a timely manner, as well as, insure that invoices are paid in the prescribed time frame. (c) Provide postal service to the campus insuring timely distribution and processing of mail. II. Departmental Statement of Goals to Assess, Processes to Assess These Goals, and Assessment Results: A.
Goals - Provide services that enhance the teaching and learning community;
to include a quality dining experience, a full compliment of textbooks and
accessories, the purchase of goods and services on a competitive basis, and the
effective distribution and processing of mail. B. Assessment Processes
In January 2005, Auxiliary Services conducted a web based “Customer
Satisfaction Survey.” The results were
very favorable across the units surveyed.
A copy of this survey is posted at http://www.bf.westga.edu/BPR/Survey/AE_Services.asp . One key response was that the auxiliary
office needed to do a better job of informing campus about its services.
a. Dining Services i)
The Director of
Business and Auxiliary Services meets with the Director of Dinning Services on
a weekly basis, and the District manager on a monthly basis, to review all
aspects of the contracted food service program.
ii)
ARAMARK, the
University’s food service contractor, surveys student’s preferences on a semi-annual
basis covering a variety of factors.
Data is used to make adjustments in the dining program. Reports are on
file with the Director of Business and Auxiliary Services. The UWG portal, iii)
The Director of
Business and Auxiliary Services meets with the Student Government Association
at least once per semester to discuss auxiliary services; including dining
services. b.
Bookstore i)
The January 2005
Customer Satisfaction Survey indicated that the bookstore needed to improve on
availability of textbooks and customer service. ii)
Utilize course
history and sales tracking within the iii)
Have in-store
shows and attend trade shows to maintain current styles. Selections are made with a preference towards
low minimum quantities. Item price is a
determining factor in the final order placed with the vendor. iv)
Manager is being
introduced to faculty and staff as they come into the bookstore. All student issues are referred to the
manager. v)
Bookstore will
market heavily to the freshman by attending Student Services Fairs offered over
the summer. Bookstore will develop a brochure
listing services and policies. Bookstore
will place ads within the University newspaper promoting services and sales vi)
Bookstore will
ensure that it provides the web address to the on-line store to each in-store
customer in addition to appearing in all advertising. vii)
Purchase the
space the bookstore leases in order to secure a location for the future and
stabilize expenses. viii)
Insure that all
credit card and other financial transaction information is secure c.
Vending Services i)
Vending contracts
must be current; providing the best quality service at the greatest return to
the university. ii)
Participated in
the design phases of several new construction projects to assess vending needs iii)
Re-bid the
laundry contract. Awarded to MacGray. d.
ID Card i)
Re-carded the entire
university faculty/staff/students/vendors/contractors. University uses a BANNER generated ID number
for all student’s, faculty and staff.
Also, a list of unique –numbers are used for all contractors and vendor
ID cards ii)
Maintain proper
accounts in Blackboard system for all account holders. iii)
Financial
transactions across the student ID are reconciled on a monthly basis. iv)
Insure that all
credit card and other financial transaction information is secure e. Warehouse and Central Receiving i)
Continuously monitor
purchases of “Stocked” items to reduce cost and increase value of those items. ii)
Strive to monitor
facilities changes on campus to ensure up to date stocking of needed repair
materials. iii)
Continue to
update physical warehouse to maximize space utilization, and create the safest
working environment possible iv)
Enhance the
Receiving function to assure complete documentation, and safe handling of all
receivables. v)
Explore ways to
more efficiently, and safely deliver all goods to the Campus Community. f. Mail Services i)
Provide excellent
mail service to the campus ii)
Insure the
privacy and security of mail iii)
Maintain a quality
working relationship with the Carrollton Post Office iv)
Improve on the
working environment for staff. v)
Analyze annual
enrollment projections in order to effectively forecast the quantity of student
residential post office boxes needed. vi)
Assess security
requirements and make improvements. g.
Campus Scheduling i) The process for scheduling campus facilities must be readily available to the campus community. ii) Scheduling must be web based and accessible for all to view. iii) Annually review scheduling policy to determine if it is fair and equitable. iv) Improved scheduling by using the web viewer for student organization, faculty, and staff to request facilities in draft format that allows Auxiliary Services to confirm reservation. Auxiliary Services provided an insert to Student Activities to go in student organization packets informing student organization on how to reserve facilities online. h.
Financial disbursement i)
Monitor card
disbursement for accuracy ii)
Correct errors
found in database. iii)
Assess fee to students
for card replacement iv)
Annual review if
program is in compliance with Dept. of Education regulations v)
Review operating
costs and make adjustments as needed. i. Lab Printing i)
Lab printing must
be efficient and convenient in order to reduce cost and generate revenue using
a cashless transaction system. ii)
Revenue monthly
reports to assess usage and revenue j.
Campus Telecommunications i)
Provide financial
analysis for the decision to purchase a PBX telephone switch. C.
Assessment
Results a.
Dining Services – i)
The January 2005
Customer Satisfaction Survey indicated that a better food service web site was
needed. ii)
Above average
participation in the Aramark semi-annual survey from students, staff, and
faculty. Those surveyed commented
positively on the facilities and the food selections. Drawing for prizes including airline tickets;
winners pictures taken and placed in the school paper and on the UWG website iii)
Two major ovens
were replaced to insure quality food production. iv)
New offices for
vendor were constructed v)
Phone system was
updated to tie onto university phone network. vi)
Catering services
received unfavorable reviews from clients using these services. b. Bookstore i
Offer was made to
purchase the property. ii
Redistributed
several internal tasks to improve receiving, web ordering and outbound
shipments. iii
Reduction of
inventory and reduction of write-offs. iv
Improved
inventory levels, selection and increased sales. v
Increased
presence of bookstore increased student buybacks and customer retention. vi
Remote buyback
stations were used to increase availability of lower cost used books for
customers. vii
Utilized mail
outs and remote locations to increase bookstore sales and services to the
university community. viii
Bookstore point
of sale system was deemed to be not as secure as it needed to be by internal
security audits c. Vending Services i.
All vending
contracts were renewed. ii.
Vending locations
in new construction areas were properly designed. d. ID Card i
ID cards were
created and made available to all incoming students for Fall 04. ii
Reconciliation of
accounts met acceptable audit standards. ID
card production was deemed to be not as secure as it needed to be by internal
security audits. e. Warehouse i)
The Cost of many
items stocked on a continuous basis was reduced, which provided savings for all
departments. ii)
Started process
by getting updates on new construction, and remodels to Campus Physical Plant. iii)
Continue to
update storage and retrieval technology at warehouse as funds permit. iv)
Software to
enhance the receiving and delivery process has been acquired. Other Materials
handling equipment is targeted for consideration to increase safety. v)
Processes are
being monitored, while additional personnel and / or equipment needs are being
ascertained. f
Mail Service i
The January 2005
Customer Satisfaction Survey indicated that the post office needed to keep the
main window open until ii
Mail is received,
sorted and delivered by iii
Mail, distributed
to student boxes, is done by full-time staff to insure security of mail. iv
Postmaster
maintains communications weekly with Carrollton Post office to insure that levels
of service are maintained. v
Upgraded sorting
equipment and work area vi
Upgraded office
computers vii
Increased
security with new exterior door and reconditioned overhead door viii
Designed post box
expansion to accommodate growth g. Scheduling i
Scheduling of
campus facilities has increased as a result of a more open system. ii
Coordinated use
of limited fields and facilities for summer camps, academic, continuing
education, and intramurals. iii
The majority of
groups scheduling space received their requested space. iv
Review scheduling
policy for FY 05 as it pertains to registered student organizations. h. Financial Disbursements i)
Disbursement of
card to the right home address has been an issue. ii)
University is
paying for card replacement above its acceptable level. iii)
The HigherOne
disbursement process is perceived to be out of compliance with DOE. i. Campus Telecommunications i)
Bid results
indicated that a system could be purchased and paid for in 5 years and significant
savings in year six and beyond would be realized. III. Examples of Process Improvements
or Changes A.
Dining Services ·
ARAMARK and the
University continue to “tweak” the food service program to improve on service
to students. ·
Meetings were
held with the regional management, campus dining staff to assess complaints and
make improvements to the catering process. ·
Improvement in the
office facilities eliminated the need for clients to walk through kitchen to see
the management staff. ·
During summer camps,
academic camps were served in the food court and sport camps were served in the
Z-6 cafeteria; thus, reducing congestion and lines. ·
Auxiliary
services will redesign their ·
B.
Bookstore ·
University
officials have developed preliminary talking points for building a new
bookstore in the next 10 years. ·
Bookstore staff
has reviewed customer service issues. ·
Bookstore
increased its used book inventory by 9% to insure less expensive books are on
the shelf. ·
Textbook manager
will work to ensure there are adequate textbooks on the shelf at the start of
each semester. ·
New servers were
purchased, fiber was installed to bookstore eliminating wireless connection and
the system received a security update. C.
ID Card ·
New desktop
computers were installed and protected.
The system received a security update including new security policy on what
can be installed on system. D.
Vending Services ·
Increased revenue
to the university provides financial support to improve auxiliary services. E.
Financial
Disbursements ·
The University has
put in place for FY 06, a replacement card fee and will place holds on student
records until such time the fee is paid. ·
The University
has been in contact with HigherOne and Department of Education (DOE) concerning
compliance. University requested the
vice chancellor for business and finance at the board of regents to make an
inquiry to DOE regarding compliance. F.
Campus
Telecommunications ·
PBX system was
installed in FY 05 across campus. ·
A 30.1% savings
was achieved in FY 05. E Warehouse · Savings of $19,440.00 were made in the past Fiscal year on approximately 50 high volume items, including copy paper. |
