Food Services Master Plan – THE PROJECT CHARTER

Nanaimo Campus Food Services Master Plan Development

THE PROJECT CHARTER

December 2014

PROJECT ALIGNMENT WITH ACADEMIC PLAN ACTION ITEMS:

# 7 Implement capital projects that will improve student life

#14 Identify administrative service requirements

#25 Assess organizational structure #26 Identify and establish expectations for revenue

sharing, including cost recovery programs and activities

#28 Develop a long range plan for administrative

services

#6 Ensure high-quality learning environments #15 Position information technologies as a key component of effective

teaching and learning #25 Assess organizational structure

#28 Develop a long range plan for administrative services #20 Build University capacity and institutional advancement

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Food Services Master Plan – THE PROJECT CHARTER DECEMBER

2014

TABLE OF CONTENTS

I. PROJECT BACKGROUND .................................................................................... 3

II. PROJECT’S INTENDED OUTCOMES ..................................................................... 3 III. PROJECT PRINCIPLES .......................................................................................... 4

IV. PROJECT OBJECTIVES ......................................................................................... 4

V. PROJECT APPROACH ......................................................................................... 4

VI. PROJECT TIMELINE ............................................................................................ 5

VII. DELIVERABLES ................................................................................................... 5

VIII. PROJECT RESOURCES /ROLES ............................................................................. 6

IX. SIGNIFICANT PROJECT RISKS AND MITIGATION .................................................. 7

APPENDIX A - COMMUNICATIONS PLAN .............................................................. 8

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I. PROJECT BACKGROUND

The current VIU Nanaimo campus food delivery model was implemented in 2004 and has gone through significant change. In 2004, Culinary Arts produced all the prepared food served in the cafeterias, with Food Services operating the front end of the business that included coffee, soft drinks, and sundry items. The Baking Program provided all the baked goods for the cafeteria locations. Over time, food vendors were added to address gaps in food delivery. Since 2004, CIVI program has changed from a 52-week to a 42-week per year operation; enrolment has fluctuated; and ITA requirements have increased, putting pressure on the program. On a revenue basis, Culinary Arts has gone from producing 100% to 35% of hot food in the cafeteria. Food Services now provides catering service and has met increasing gaps in food production and demand by adding CUPE cook positions. Further, both food costs and institutional budget pressures have dramatically increased.

Maximizing educational programming and providing a financially sustainable food service to the VIU community will require innovative solutions and there is currently a complex and sometimes challenging relationship between Culinary Institute of Vancouver Island, or CIVI (which includes Culinary Arts and Baking and Pastry Arts) and Food Services. There is a disconnect between cost control and budget authority making it difficult to manage expenses. The limited food preparation area, fluctuating needs of the community, and impacts of the CIVI program requirements make it difficult to produce the quantity of food required to satisfy the needs of the community. This can lead to student and staff dissatisfaction as well as impacting potential revenue opportunities. There has not been a comprehensive assessment to understand satisfaction drivers such as optimal hours of operation, food preference, and a sustainable pricing model. When identifying the best model, there is a need to balance the academic interests of the CIVI Program with the financial reality of the post- secondary fiscal environment.

It is important to understand the needs of the community in evaluating the service and product offerings - including vendor offerings. Fully understanding community preference is required to inform the process and identify models of delivery to meet the food needs of the campus community. With the assistance of a qualified food services niche consulting firm, fsSTRATEGY, VIU is sponsoring the research and development of a Food Services Master Plan for VIU. The creation of a Food Services Master Plan will better position VIU in creating sustainable delivery of food services for the VIU community, and will identify potential opportunities to improve structures and processes that also support and enhance the long-term well-being of CIVI.

II. PROJECT’S INTENDED OUTCOMES In support of the vision and direction of the University as detailed in the Academic Plan and supporting integrated plans:

Recognize the importance of, and support the viability of, the CIVI programs.

Provide a long-term plan of action to better position Food Services to meet the needs of the VIU Community.

Identify opportunities to enhance financial contributions that can be re-directed to support the CIVI program and other Food Services initiatives, subject to VIU’s standard planning and budget processes.

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III. GUIDING PRINCIPLES

The project will be aligned with the Academic Plan.

The project will be inclusive of the campus community and key stakeholder input.

The project will make recommendations that consider the academic interests of associated programs with the financial sustainability of Food Services.

The project will identify a model and processes that provide a consistent, quality, accessible, and affordable food service to the VIU community.

The student experience must be central to the recommended model.

The Project Resources and Advisory Group members must be collaborative and willing to work together.

The Project Resources and Advisory Group members agree to ensure and foster a respectful, collaborative and

collegial process.

The Project Resources and Advisory Group members will be objective in the application of facts and supporting data.

IV. PROJECT OBJECTIVES

Enhance and support a positive, effective working relationship between the Culinary Institute of Vancouver Island (CIVI) and Professional Baking programs and Food Services.

Continue to foster an environment that supports integrity and excellence in CIVI programs.

Identify the best food delivery models on campus.

Realize positive, sustainable net income from food operations that balances institutional financial viability and academic programming.

Create a Food Services Master plan that identifies potential future opportunities that can be considered within the context of the Campus Master Plan.

Further enhance and support a culture to foster VIU values.

Address Food Services satisfaction within the VIU community, with a commitment to healthy food choices.

Identify the best hours of operation, food preferences, dietary concerns, and location of food operations on campus.

Create a structure where budgetary authority and cost control lie with the appropriate budget holder.

Explore the potential to significantly increase locally sourced food choices.

V. PROJECT APPROACH This project will occur in three phases:

Phase 1: Opportunity to share information about the current situation and answer questions about the project, enhance the charter, and establish code of conduct guidelines for the Advisory Group

o Advisory Group meeting o Adoption of Project Charter including Principles and Communications Plan

Phase 2: Opportunity to gather input from students and staff o Research and stakeholder engagement

Phase 3: Opportunity to validate findings o Review findings with Advisory Group and develop initial recommendations o Finalization of recommendations for Senior Management Group consideration

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VI. PROJECT TIMELINE

Upon approval of this project in October 2014, notional approval for the survey work was granted by VIU’s University Planning and Analysis Office. The initial Advisory Group meeting will be held the week of December 1, 2014 when a Project Charter and Principles are adopted. The consulting firm fsSTRATEGY will be retained and begin collecting and analysing information provided by VIU in December 2014. In order to avoid exam and Christmas seasons, and to provide some temporal separation with the Student Engagement Survey planned for November 2014, the bulk of the community engagement will occur in January and February 2015. This will include the site visit by the consultants during which a campus tour, focus groups, town hall meetings, advisory group interviews, food outlet observations and off-campus competitor inventory will be conducted. The electronic survey of VIU staff and students will also occur over a two-week period in January 2015. Findings will be reviewed with the Advisory group with initial recommendations being crafted and finalized for the Senior Management Group (SMG) by the end of March 2015.

VII. DELIVERABLES Phase 1:

Project initiation including inaugural Advisory Group meeting

Adoption of draft project charter including guiding principles, code of conduct guidelines, and draft communications plan

SMG briefing and support

Scope of work, timelines, reporting protocol and contract finalized with fsSTRATEGY

Data gathering and provision to fsSTRATEGY

Electronic survey approval via Institutional Analysis and Planning

Electronic survey design

Phase 2:

Site visit by fsSTRATEGY: o Focus groups with targeted campus groups o Interviews with advisory group members o Town hall meetings on campus o Observation of food service operations during peak periods o Tour of residences o Tour of campus to identify layout, traffic patterns and locations of key academic areas and

location of food service and campus vendor operations

Electronic survey of staff and students

Data analysis and drafting of report by fs STRATEGIES

Phase 3:

Receive findings

Review with Advisory Group

Draft and present recommendations to SMG

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VIII. PROJECT RESOURCES/GENERAL ROLES

RESOURCE

ROLE

David Witty, Provost and VPA SMG Co-sponsor

Shelley Legin, VPAF SMG Co-sponsor

Carol Desilets, Director Ancillary Services Project Sponsor

Janine Reed, Executive Director, Human Resources

Project Advisor

Alan Cumbers, Executive Director Facilities and Ancillary Services

Project Advisor

Wendy Young, Director of Finance Project Advisor

John Predyk, Special Advisor to the President Lead Project Resource

ADVISORY GROUP

Debbie Shore Culinary Institute of Vancouver Island

Melissa Townsend Food Services

Ian Johnsrude Western Student Housing

Stephen Clements Business Opportunity Planning

Rita Gower Professional Baking

Guy Ellis &/or Glynis Steen Trades and Applied Technology

Tina McComb Enrolment Management

Celia White Campus Food Strategies

Patrick Barbosa Students’ Union

Mackenzie Sillem International Education

Carol Desilets Project Sponsor

John Predyk Group Chair/Facilitator

Dave Twynam Dean, Faculty of Management

Consulted via Survey

VIU Staff and Students

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IX. SIGNIFICANT PROJECT RISKS AND MITIGATION

PROJECT RISK MITIGATION

The project is misunderstood as being about performance of staff.

Be clear in communication. This project is about helping them improve relationships in the workplace, dealing with happier customers, and optimizing their working conditions.

Timeline is tight. Lead Project resource will be focused on achieving the deliverables on schedule.

Program quality erosion concerns from Culinary Arts staff

Project principles protect program integrity and excellence; involvement of Dean of Trades and Technology, Coordinator of Culinary Arts Institute and VPA from outset.

Lack of credible recommendations. Use of arms-length, expert, niche consulting firm.

Poor electronic survey response. Staff and student survey implemented during non-exam and non-holiday periods

Overlap with Student Engagement Survey.

Implement electronic survey two months later.

Cost over runs. Deliverables and cost-certain contract with fsSTRATEGY.

Consultant observations are not representative of typical operations.

Scheduling of site visits during ‘normal’ periods of activity.

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COMMUNICATIONS PLAN APPENDIX A

The Communication Plan is intended to be a guide to engage with applicable stakeholders.

Planned Engagement Sessions:

STAKEHOLDERS WHEN WHAT PRIME

SMG September 29 Overview via briefing note Carol, John, Dave W,Shelley

AFC October 15 Introduction of plan Carol, John, Shelley

VPA, VPAF October 29 4 pm

Finalize Advisory group; adopt Project Charter approach

Carol, John, Dave W, Shelley

VPA, VPAF November 12 1:15 pm

Draft Project Charter & Communications plan Carol, John, Dave W,Shelley

ED, Human Resources

November 18 1:30 p.m.

Briefing Carol, John

Food Services Manager

December 1 am

Project purpose/engagement model/ the why

Q &A

Communication package walk-through

Carol

Institute of Culinary Arts Coordinator; Professional Baking Program Chair

December 1 11 am


Q &A

Communication package walk-through

Dave W, Shelley, Guy, Glynis

BCGEU, CUPE, VIUFA Presidents

December 1 11 am


Q &A

Janine, Carol

Food Services Department staff

December 1 2 pm


Q &A

Carol, Judy

CIVI staff December 1 pm


Q &A

Deb, Dave, Guy,

Professional Baking program staff

December 1 pm


Q &A

Rita, Dave, Guy

Advisory Group December 1 pm

Invitation to inaugural meeting sent VPA, VPAF

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STAKEHOLDERS WHEN WHAT PRIME

Advisory Group Inaugural meeting

December 4 12:00 – 2:00

Project purpose/engagement model/ the why/ share understanding of situation and background

Set expectations of and clarify role of Advisory Group

Finalise project charter and adopt code of conduct guidelines

Carol, John, Dave W, Shelley

VIU Community Week of December 8 or earlier

Project Charter and message from VPA and VPAF published on web

See dedicated webpage for more info and regular updates

Carol, John via Communications Dept. and web services

All Stakeholders Bi-weekly updates commencing December 15

Project updates posted on web Carol, John

Admin and Finance Council

December 17 9 am

Project Overview Carol, John

Advisory Group Monthly Meeting Carol, John

SMG On-going updates

Update reports Shelley, Dave W

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Key Messages: VIU’s Food Services and the CIVI programs are both valuable and important parts of our University community.

We deeply appreciate the hard work and dedication that students, faculty and staff bring to the classroom, to

the kitchen and to the workplace.

We are asking for input from students and the VIU community. This, in part, is informing the process of

developing recommendations for the master plan.

As we plan for the future, we need to work together to find new and innovative ways of delivering high quality

food services to the campus community, while also delivering a high quality culinary education to our students

during these financially challenging times.

This is why we are moving ahead with a process to develop a Food Services Master Plan that also supports a

thriving Culinary Arts program.

This process will engage the VIU community and be supported by a consulting firm fsSTRATEGY that is

nationally recognized and respected by Food Services and Culinary Arts leaders across Canada.

This process will done in three phases:

o First, by setting up an Advisory Group and creating a project charter

o Second, by gathering input from students, faculty, staff and other stakeholders

o Third, by reviewing and validating the findings to help determine next steps

This is an ideal opportunity for everyone in Food Services, CIVI, and other key stakeholders to help shape the

path forward. We look forward to your support and hearing your ideas.

INTENDED OUTCOMES: In support of the vision and direction of the University as detailed in the Academic Plan and supporting integrated plans:

o Recognize the importance of and support the viability of CIVI programs.

o Provide a long term plan of action to better position Food Services to meet the needs of the VIU

Community.

o Identify opportunities to enhance financial contributions that can be re-directed to support CIVI programs

and other Food Services initiatives, subject to VIU’s standard planning and budget processes.

OBJECTIVES: Enhance and support a positive, effective working relationship between CIVI and Food Services.

Continue to foster an environment that supports integrity and excellence in CIVI programs.

Identify the best food delivery models on campus.

Realize positive, sustainable net income from food operations that balances institutional financial viability and academic programming.

Create a Food Services Master plan that identifies potential future opportunities that can be considered within the context of the Campus Master Plan.

Further enhance and support a culture to foster VIU values.

Address food services satisfaction within the VIU community, with a commitment to healthy food choices.

Identify the best hours of operation, food preferences, dietary concerns, and location of food operations on campus

Create a structure where budgetary authority and cost control lay with the appropriate budget holder

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2014

Explore the potential to significantly increase locally sourced food choices (not in key messages and should be—put in Q&A as well?)

GUIDING PRINCIPLES:

The project will be aligned with the Academic Plan.

The project will be inclusive of the campus community and key stakeholder input.

The project will make recommendations that consider the academic interests of associated programs and the financial sustainability of Food Services.

The project will identify a model and processes that provide a consistent, quality, accessible, and affordable food service to the VIU community.

The student experience must be central to the recommended model.

The Project Resources and Advisory Group members must be collaborative and willing to work together.

The Project Resources and Advisory Group members agree to insure and foster a respectful, collaborative and

collegial process.

The Project Resources and Advisory Group members will be objective in the application of facts and supporting data

Q & A:

Q: Will there be opportunity for me to have input? A: Yes, there will be an electronic survey of, town hall meetings with, and focus groups with staff and

students. There will also be on-site interviews by the consulting group with all Advisory Group members including Food Services and Culinary Arts, and the Students’ Union representatives among others.

Q: If any changes implemented as a result of this research result in a financial benefit to VIU, how will the

funds be used? A: One of the stated intended outcomes is to identify opportunities to enhance financial contributions

that can be re-directed to support the CIVI programs and other Food Services initiatives, subject to VIU’s standard planning and budget processes.

Q: Is one of the possible outcomes that Food Services and Culinary Arts have separate working locations? A: It is possible, yes, subject to space and financial constraints. It is also possible, however, that the

recommendations advise a status quo. There will be opportunity for both CIVI and Food Services staff to make suggestions on how things might work best.

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Q: Will there be layoffs as a result of this report? A: It is not the intent of this initiative to reduce the labour force. However, if recommendations are put

forward as a result of this study that impact staff, it will be fully disclosed at that time. This is a transparent process.

Q: Is one of the potential outcomes the contracting out of Food Services to a private contractor, much

like VIHA has done? A: While that is one of many possible recommendations that might come forth from this research and

analysis, it would be speculative to assign a probability of that outcome. Q: When will this start? A: Researchers (fsSTRATEGY) will be engaged to do community engagement. Electronic surveys will be

done in January, and town hall meetings and interviews will happen in February. A final report received by the end of March.

Q: How will I know how it is going? A: There will be a project website with bi-weekly updates. You can also ask any member of the Advisory

Group (and hyperlink). Q: Are you considering putting a cafeteria in the residences? A: All options are open for consideration. Q: Is this all about making the most money from our Food Services? A: No. A financially sustainable Food Services system is only one of ten project objectives identified in the

project charter. Q: Can we get Tim Horton’s, Starbucks or other high-profile franchises on campus? A: Expanding on-campus vendor options is only one of many possible recommendations from the report. Q: What is going to happen after the report is provided to the Advisory Group? A: The Advisory Group will discuss the findings and report of fsSTRATEGY and forward feedback and

recommendations to the Senior Management Group (SMG) for consideration. Q: Who will make the decision about what is going to be implemented and what isn’t? A: It depends on the specific recommendation. Recommendations coming to the SMG will be dealt with

according to VIU policy as it relates to academic programming, administration and/or Ancillary Services.

Q: Will VIU be looking for more locally sourced foods? A: We already support local food producers and are always looking to explore the potential of

significantly increasing locally sourced food choices. Q: Is it going to cost me more? A: We’ll be asking questions about food prices in our research.

https://www2.viu.ca/president/SeniorManagementGroup.asp

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Who, What, Why, Where, When and How: Who?

RESOURCE

ROLE

David Witty, Provost and VPA SMG Co-sponsor

Shelley Legin, VPAF SMG Co-sponsor

Carol Desilets, Director Ancillary Services Project Sponsor

Janine Reed, Executive Director, Human Resources

Project Advisor

Alan Cumbers, Executive Director Facilities and Ancillary Services

Project Advisor

Wendy Young, Director of Finance Project Advisor

John Predyk, Special Advisor to the President Lead Project Resource

ADVISORY GROUP

Debbie Shore Institute of Culinary Arts

Melissa Townsend Food Services

Ian Johnsrude Western Student Housing

Stephen Clements Business Opportunity Planning

Rita Gower Professional Baking

Guy Ellis &/or Glynis Steen Trades and Applied Technology

Tina McComb Enrolment Management

Celia White Campus Food Strategies

Patrick Barbosa Students’ Union

Mackenzie Sillem International Education

Carol Desilets Project Sponsor

John Predyk Group Chair/Facilitator

Dave Twynam Dean, Faculty of Management

Consulted via Survey

VIU Staff and Students

What? Research and develop a Master Food Services Plan for VIU that recognizes and supports the viability of the CIVI

programs.

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Why? 1. Identifying the best food delivery model on campus

There is a need to understand the gaps in food delivery, food preferences and satisfaction.

Preferred hours of operation, menu preference and pricing are unknown on the campus.

Satisfaction with food delivered on campus was identified as low in the 2013 Student Experience Survey.

Is there a better model for VIU to deliver food in the cafeterias and niche locations?

Are there different models to deliver food on campus that would be effective at VIU, food trucks, high

profile vendors, etc?

2. Create financially sustainable Food Services operations on campus

Currently Food Services (including Cafeteria, Catering and Discovery Room) have average operating losses

of ~$90k/yr. over the past 3 years, which is financially unsustainable.

There is a need to balance the academic interests of the CIVI programs with the financial reality of the

post-secondary fiscal environment.

3. Enhance and support a positive, effective working relationship between CIVI and Food Services

There are competing needs between maximizing educational programming quality and providing a

financially viable food service to the VIU community.

The working relationship between Culinary Arts and Food Services is complex and occasionally challenging.

Lack of food preparation area for Food Services impacts its ability to deliver the quantity of food required to

satisfy the needs of the campus so impacts student and staff satisfaction.

The current disconnect with cost control and budget authority makes it difficult to manage expenses.

Where?

The Vancouver Island University Nanaimo Campus

When? Anticipated timeline: Phase 1 – Project initiation - EARLY DECEMBER

Phase 2 – Research and community engagement - DECEMBER/JANUARY/FEBRUARY Phase 3 – Review report and draft recommendations - MARCH

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How? Through the use of an expert niche consulting firm, respected by Food Services and Culinary Arts leaders across

Canada, we will engage the VIU Community in the development of a Food Services Master Plan that recognizes and supports the viability of the CIVI programs.

This project will occur in three phases:

Phase 1: Opportunity to share information about the current situation and answer questions about the project, enhance the charter, and establish code of conduct guidelines for Advisory Group

o Advisory Group meeting o Adoption of Project Charter including Principles and Communications Plan

Phase 2: Opportunity to gather input from students and staff o Research and stakeholder engagement

Phase 3: Opportunity to validate findings o Review findings with Advisory Group and develop initial recommendations o Finalization of recommendations for Senior Management Group consideration

Food Services Master Plan – THE PROJECT CHARTER

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