CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Part I
PROGRESS AGAINST THE PLAN AND PLANNING PARAMETERS FOR THE SECOND PLANNING CYCLE
Consumer Services Report on Second Integrated Plan Progress (2008-2012)
The focus for Consumer Services in the Second Integrated Plan is based on the strategic priority within the University’s
integrated plan of improving the undergraduate and graduate student experience, both inside and outside of the
classroom. To accomplish this, the priority for the plan was a major investment in renewal led by new undergraduate
and graduate student residence developments. Consumer Services is committed to improving the campus environment
and experience for students. The responsibility and corresponding obligation to fulfill this commitment is based in
providing a student experience that inspires academic achievement, student involvement, and personal
development. This goal could only be achieved by developing student residences in both the numbers and quality that
support the student experience. The development of the necessary infrastructure is not the only goal or end. However,
it is the first and primary component of the second integrated plan for Consumer Services, as the University of
Saskatchewan houses only 6% of its students while comparative institutions house 15% of their students or more.
This infrastructure development is further supported by the necessity to recruit and train a qualified, unified, and
cohesive team of paraprofessional and professional staff within the following four pillars; leadership,
operational/administrative, custodial/maintenance and student life, who are committed to collectively working towards
enriching the overall student experience. The staff must work collaboratively to provide clean, well maintained,
welcoming, and affordable student accommodations. Exemplary customer service, which is demonstrated by providing
overall service which is timely, friendly, empathetic, and student focused, is a cornerstone of the operations. Once these
goals are achieved, students become receptive to participate in educational and social programming that furthers the
building of community and enriches the overall student experience. The infrastructure and staff are primary
components of the second integrated plan, which becomes more complete and supported with the preparation of a
sound financial plan and overall financial projections, combined with success in directing the major infrastructure
projects to meet operating requirements, investing in renewal and reserves for future needs, and providing a
contribution to the University’s operating budget.
The provision of the facilities infrastructure, the building of a successful team to support the operations, and financial
planning to ensure financial outcomes are achieved, serve as a viable foundation for this plan. The support elements
that complete this plan involve the integration of information technology to best serve students and the university
community in the provision of these services and in the appropriate communication and development of partnerships to
fulfill the provision of these services through an informed, creative, and integrated approach.
The second integrated plan for Consumer Services is a testament of support from senior leadership for a direction in
developing the necessary infrastructure to improve services for students, a report of achievement for this plan involving
the positioning of services to better serve students and the university community, a statement of investment in renewal
and revitalization, and an accounting of major completed and soon to be completed projects in all areas of the
operations including facilities, human resources, financial, and information technology.
The four main inter-related priorities of the plan include the following: development of new student housing and
renewal of existing student housing, positioning of Marquis Hall as a dining and event center, revitalizing Consumer
Service’s operations, and establishing a reinvestment and contribution model. The explanation of the four areas and the
outcomes achieved are outlined below.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
1) Student Residence Developments and Enhancements
Strategically, the University of Saskatchewan is seeking to meet enrollment objectives that ensure we recruit and retain
students. Plans include growth in international, graduate, and Aboriginal student populations with efforts to attract
more out-of-province and non-traditionally aged students. As a result, we anticipate the current demand for student
housing conveniently located close to campus will grow substantially. The University of Saskatchewan currently houses
only 6% of its student population and compared to our peer institutions, this is extremely low as UBC houses 25% and
UofA houses 12%. Both of these institutions are also constructing residences and planning for major increases to their
student housing inventory. This deficiency in residence space at the University of Saskatchewan represents an
educational disadvantage for students and a strategic and economic disadvantage for the Province of Saskatchewan. In
addition, our own data reflects an 8% better retention rate for residence students among first years, resulting in an 84%
retention rate for residence students and a 76% rate for first year students who are not living in residence. The growth
in our graduate student population, our residence experiences with graduate students, and a UCAS study suggesting
70% of graduate students prefer to reside close to campus, suggests the need for a graduate residence facility.
The resultant goal is to expand student residences and upgrade current student housing from 6% of the student
population to achieve a target for housing 15% of the student population based on the correct mix of dormitory,
undergraduate apartment-style, graduate apartment-style, and student family housing.
The outcomes of the plan include the following student residence developments projected to increase student housing
on campus from 6% to 12% of the student population.
i)
Phase I Undergrad $35M
The 400 bed undergraduate housing plans and development is on track for budget and occupancy. Approximately 320
beds of the 400 bed facility were available by August 2011, with the remaining scheduled to be available for term 2 in
January 2012. There has been a major time and work commitment in developing the plans and negotiating the
Construction Agreement at all levels of the University. However, it is anticipated that the outcome will be very positive
in terms of the building and accommodations for students. The financial plans are sustainable due to a $15M injection
by the Province and a $575K subsidy by the City. The operations have a positive cash flow in the first 25 years and a very
positive outlook beyond this point.
ii)
Phase II Undergrad $34M
Phase II is a 400 bed undergraduate housing plan and construction is on track to have 400 beds open by August 2011 for
the undergraduate student intake for September 2012. This is also based on a 25 year mortgage with a financial plan
supported through a parking rate increase for faculty and staff.
The result of the Phase I and Phase II developments are a six acre undergraduate residence facility and grounds with 800
beds for undergraduate students in the College Quarter. The area is a rectangular development with an exterior bowl
area for outside student activities.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
iii)
Graduate House $38M
The construction of Graduate House is well underway with an announcement in September 2012 of a $6.5M donation
and a contribution by the City of $845K. Graduate House will be a 262 bed facility with studio, one, and two bedroom
units. The key concept of this facility is in its common space, as the facility has been developed as an integrated
residence and learning center with classroom and seminar facilities
Graduate House will serve as a key facility in its alignment with the integrated plan and in its integrated residence and
learning concept. The mortgage for this facility is based on 30 years and the financial plan for this facility is supported by
a $6.5M donation and a $250,000 per year commitment from other Consumer Services operations for 10 years.
iv)
Existing Residence Renewal for McEown Park and Voyageur Place
An overall plan for renewal of the current residence facilities focusing on the four McEown Park towers from 2010 to
2020 has been initiated with approximately 30% of the current apartments renovated and major investments made in
boilers, plumbing and electrical infrastructure, and fire alarm systems.
v)
Amenities Building Design and Development
The amenities building forms an integral piece of the College Quarter and McEown Park student residences. Situated
between Phase I and Phase II of the undergraduate residences, the amenities building will provide both social and
academic space with some convenience services for the 1,850 students planned for the College Quarter. The design
plans for a signature facility have been completed. However, the cost estimates exceed funds available and revisions will
be made to the design to reflect a more appropriate facility for the required use. This is listed as a project for the third
integrated plan and will require support from PCIP and PEC to proceed.
vi)
Student Family Housing
This project involves a 200 unit townhouse development for students with families. Souris Hall in McEown Park is the
current student family housing with 67 two bedroom apartments. Planning for this project has been delayed given the
priority for the undergraduate and graduate housing projects. This is outlined as an opportunity to consider in the third
integrated plan.
2) Marquis Hall Renewal
The goal for the renewal of Marquis Hall services and facilities is to develop a vibrant and inviting retail area, dining
location, event center, and creative culinary production facility for residence dining, retail dining, university events, and
catering. This involved major renovations and revitalization to the food service operations and facilities within Marquis
Hall. There are many other elements to this renewal beyond the revitalization of the facility, since the plan also
incorporates developing Marquis hall as core dining facility based on healthy and ethnically diverse food options,
transitioning Marquis from a cafeteria style service to a dining and event center, and incorporating many elements of a
sustainable food production facility from the use of recycled and biodegradable containers to responsible use of
resources. The culinary team has been transformed for this transition moving from one executive chef in 2008 to an
experienced and creative team of eight experienced and red seal certified chefs with diverse local and international
culinary experience and an excellent professional support staff. The following are the facilities projects in positioning
Marquis Hall as a world class dining and event facility.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
i)
Phase I Marquis Renewal – Bookstore and Arts Cafeteria
The first phase of the Marquis Renewal involved renovating the main Bookstore, which entailed consolidating the Centre
Shop in Place Riel. The result is a very improved retail space.
ii)
Phase II Stages 1-4 Marquis Renewal – Upper Marquis
Construction will be completed for Phase II - Stages 2 and 4 by November 2011 to completely refurbish the kitchen,
servery, and dining rooms in Marquis Hall. Stage 1 involved designing a new dish room, filling in the ramp area, and
installing an elevator to the dining areas to improve accessibility. Multi-media equipment and further dining room
improvements will be funded in IP III based on available funds from operations
3) Operational Revitalization
This objective involves ensuring the direction of the operations is based on an operating purpose and philosophy aligned
with University strategic directions and integrated planning themes. The factors involve ensuring both service and
performance are a main priority, and integrates many human resource areas such as health and safety, developing
position profiles for all staff, and establishing a professional recruitment process for staff. This involves collaboration
with staff and the university community in setting direction for the operations, from reaching a five year retail
agreement with Huskie Athletics to working collaboratively with colleges and units in integrating services into these
areas, such as the effort made in providing food, parking, and retail services in the Academic Health Sciences Centre.
This also involves comparison of leading practices to current operations and development of key performance indicators
and information dashboards for managers.
The following are positioning ratings based on progress made in the second integrated planning period.
i) Residence – Strong Position
Major investment in new residences lead the new Consumer Services organizational life cycle as we double the current
number of residence beds from 6% to 12% and become better aligned with the University. The new undergraduate and
graduate residence developments are scheduled to be fully operational by January 2013 and the McEown Park renewal
plan to address deferred maintenance is scheduled to be completed by 2020. Online processes have been implemented
so students can perform all rent and administrative functions online.
ii) Food and Hospitality – Solid Position
Within Food Services, the primary focus has been on improving residential dining in Marquis Hall. A significant
investment in renewal has been made in transforming Marquis into a world class dining, event, and catering center with
a culinary direction. The results of the annual residence dining survey below illustrates the success of the dining
experience for students resulting in a change from a 25% satisfaction rating with hot food to a 92% satisfaction level.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Food Services Meal Plan Survey 2008 to 2011
Percentage amount represents the number of students who were satisfied or better
Spring 2008
Spring 2009
Spring 2010
Spring 2011
Value to Price Paid – Marquis Hall
13.75%
45.36%
56.43%
40.91%
General Feeling of Food Services
29.63%
61.85%
68.01%
68.94%
Atmosphere of the Dining Area
72.48%
86.6%
89.15%
90.15%
Quality of Cold Food
69.31%
81.45%
87.43%
87.09%
24.88%
65.98%
77.72%
91.6%
All You can Eat Meal plan
38.62%
54.65%
69.54%
69.7%
Student response to concerns
65.08%
77.32 %
84.57%
86.55%
Aware of MH facebook
n/a
75%
Satisfaction of the evening snack program
n/a
79.5%
( salads and desserts)
Quality of Hot Food
( entrees and soups)
The continued focus in Food Services has also been to improve the ten retail food service outlets based on successes of
other universities. This has included the opening of the Starbucks in the University Learning Centre, Tim Horton’s in
lower Marquis Hall, Subway in Kinesiology, and the renovation to the Arts Cafeteria. The Starbucks has been a success
from its opening day on September 24, 2009 and is ranked in the top 10% in its category in North America. The Arts
Cafeteria resumed operations in a renovated and consolidated space. From a student perspective the Arts Cafeteria has
been successful and provides students with a variety of choices in one location, although there are some operational
issues still to resolve. There have also been consultations with college administrators in lower performing Food Service
locations. This included closing the outlet in Veterinary Medicine effective April 30, 2010 with the understanding that we
would upgrade the nearby Agriculture outlet in the near future. There is still much work to complete in Food Services as
we are scheduled to open a full Tim Hortons’s in the Academic Health Science Centre in 2013.
Hospitality Services is an important element in the positioning plan for the university and this area has been successful in
the marketing and sales of additional meal plans to students and the university community. The Hospitality area has also
been leading the planning for Phase II Marquis Renewal and will benefit greatly from a much improved event facility to
support conference planning.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
iii) Parking – Good Position
Parking and Transportation Services on campus has made major strides in moving towards a market-based pricing
system for parking. This change will enable Consumer Services to make major improvements to parking lot conditions
and increase contributions to University operations. There has also been a substantial investment in a new underground
parkade in the Academic Health Sciences Building, major enhancements to services, technical process improvements,
and advancements in an improvement plan for the parking lots expected to be presented to PCIP in December 2011. The
addition of transportation to the Parking Services Department’s enables the unit to implement alternative
transportation strategies through its existing operating structure.
iv) Printing – Fair Position
The industry decline in printing has required a re-thinking of the current services offered, resulting in closure of six
distributed copy centers in conjunction with the introduction of an online ordering system with delivery. The central
plant is positioned for graphic design, scanning and filing services, and digital central and distributed print and scanning.
Much work is still underway in implementing a comprehensive pricing, billing, and workflow system within the plant and
beginning to implement a campus-wide print optimization strategy. The re-structuring has taken place so we are now
better positioned to achieve our financial and service goals.
v) Retail (Bookstore) – Fair Position
Significant effort is still required in the retail area which has been partially positioned to achieve results in the future.
The Main Bookstore renewal, introduction of an online store, and my textbook feature have been successful initiatives.
The development of a consultative retail vision and business plan for the retail offerings of the university is a
cornerstone of the Consumer Services Integrated Plan III. The Bookstore still requires re-thinking based on the business
plan to position it to better serve the university and meet the financial outcomes achieved at other universities.
4) Financial Contribution and Reinvestment Plan
The Consumer Services contribution to University operations and reinvestment plan is to be aligned with the University’s
integrated planning priorities. An approved mechanism should be developed that affords Consumer Services the
opportunity to reinvest, allowing for renewal of operations and capital expansion projects within the individual service
areas to enable it to provide excellent services and contribute in the long-term to university operations. In addition, the
annual contribution by Consumer Services to the University is being directed towards student areas. The financial
statement below outlines the improvement in financial performance of the operations, reduction in the operating
budget, incremental investment in renewal, and additional contributions to the university over the planning period
during a period of disruption to services due to major operational changes and prolonged construction.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Consumer Services Financial Summary 2007-08 to 2011-12
Consumer Services Ancillary & Operating Financial Summary
2007-08
2008-09
2009-10
2010-11
2011-12
Forecast
Revenues from Sales
31,400,773
32,137,119
33,011,906
33,745,424
36,051,191
Operating Allocation
531,344
615,861
477,310
451,843
233,085
Operating Revenues
Total Revenues
31,932,117 32,752,980 33,489,216
34,197,267 36,284,276
Operating Expenses
Salaries and Benefits
Non-Salary Expenditures
Contribution to Univ Overhead
Mortgage and Loan Payments
Reserve Appropriations
Total Operating Expenses Prior to Renewal Costs and Transfers
Net Operating Surplus/(Deficit) Prior to Renewal Costs and Transfers
Incremental Renewal Costs
9,218,710
9,679,714
9,739,323
10,586,819
9,759,964
20,329,713
19,185,337
19,276,766
19,312,929
19,864,635
178,262
129,093
178,643
170,080
195,118
1,394,464
1,373,232
1,430,640
1,781,709
2,869,431
102,518
102,518
150,000
150,000
256,039
31,223,667 30,469,894 30,775,372
708,450
2,283,086
32,001,536 32,945,187
2,713,844
2,195,731
3,339,089
39,405
1,025,570
1,134,885
1,726,815
2,065,891
Net Operating Surplus/(Deficit) Prior to Transfers
669,045
1,257,516
1,578,959
468,916
1,273,198
Internal Transfers within Consumer Services
(27,799)
(104,222)
55,589
79,516
22,813
839,660
840,000
840,000
1,034,591
1,620,000
41,423
11,175
3,097
2,545
162,187
Total External Transfers
881,083
851,175
843,097
1,037,136
1,782,187
Total Transfers
853,284
746,953
898,686
1,116,652
1,805,000
External Transfers
Contributions
Other
Net Operating Surplus/(Deficit) After Transfers
(184,239)
510,563
680,273
(647,736)
Fund Balance (Beginning of Year)
(429,273)
(613,512)
(102,949)
577,324
(531,802)
(70,411)
Fund Balance (End)
(613,512)
(102,949)
577,324
(70,411)
(602,214)
The annual contributions of Consumer Services areas to university operations are approximately
5% of sales revenues based on 2011-12 projections as follows:
• 1.5% of sales for administrative expenses – 40% directed to the University and 60% for internal Consumer Services
central operations;
• $700,000 in annual contributions;
• base of $140,000 for Kinesiology for Huskie Apparel or 1% of Bookstore sales; and
• the incremental parking increase estimated at $800,000 per annum allocated to the Academic Priorities Fund.
As outlined in the Third Integrated Plan and five year financial projections, more work will be done to develop principles
and shared understandings of goals and targets for future annual contributions. Benchmarks in the United States (Public
Four Year Institutions average*) are 7.5% of sales revenue (2008). In Canada we are formally exploring and preparing a
report of the annual contributions through information obtained through Canadian members of the National Association
of College Ancillary Services (NACAS). The ranges of contributions within Canada are highly variable from 0% of revenues
at the University of Regina to 10% of sales revenue at (UBC). Plans are in place to address renewal and deferred
maintenance by 2020 and a significant investment to address this risk has already been made. Reserves have also been
factored into the planning for all new residence facilities.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Due to the proposed budget reduction of $305,000 to be fully implemented in 2010/11, there has been no proposal put
forward to increase the dividend to the University from Consumer Services. However, progress has been made internally
in consolidating fund balances within Consumer Services to expend on capital projects and provide an enhanced
dividend in the future coupled with a long-term re-investment plan.
Conclusion
During the period of the second integrated plan, Consumer Services has invested over $6M in incremental renewal and
deferred maintenance into its operations and initiated over $110M in capital projects primarily in residence
developments, while improving many of its services to the students and university community, increasing its annual
contribution to the university by a minimum of $800,000 per year due to the incremental parking increase, reducing its
reliance on the operating budget by $300,00 per year, and enduring major periods of disruption to services in many of
its operations due to construction .
The University of Saskatchewan is now positioned to compete with other universities in its student residence and food
services. The University’s residence operations are heading a renewal of its ancillary operations, similar to the major
residence developments on campus in the 1910’s and in the 1960’s and also comparatively to the top universities (UBC,
Guelph) for student experience in Canada.
The Consumer Services second integrated plan involved developing the infrastructure necessary to position the services
to better serve students and the campus community. The third integrated plan involves implementation of this vision in
alignment with University enrollment plans and strategic directions.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Consumer Services Innovation Checklist
Innovation Checklist
Support for college-based initiatives
within programs/services offered by
the administrative unit
Support from colleges for unit-based
initiatives within programs/services
offered by the administrative unit
including consultation
Cross-unit consultation and/or
involvement in proposed or existing
programs or services
Processes for internal decision-making
efficient and effective
Cross-unit consultation on areas of
commonality
Structural changes have been
introduced when appropriate to
enhance innovation in programs or
services
Mutually beneficial formal external
partnerships
In the 2008 planning parameters, administrative units were asked to provide evidence of
service and program innovation. Please provide an indication of whether your unit has
evidence to support innovation in any of the following and the evidence that might be
used:
- Consumer Service’s units provide a key support role in the recruitment and retention of
students, which is a key priority for colleges and university.
- The Bookstore My Text feature is one of the main highlights of the online store which
provides students with a custom list of their individual texts for the courses in which they
are registered. This feature provides a service to faculty and students as students are
able to obtain the texts for their courses prior to courses beginning.
- Printing – Consultation with Deans’ Council and Associate/Assistant Deans on Print
Optimization Strategy. Reduction of the distributed print costs of colleges and units for
the copier fleet from $.045 per impression to $.03 per impression resulting in $240K in
savings per year on 16M impressions.
- Hospitality Services – Conference Management, registration and logistical support
- The development of Academic Health Science Services involves a comprehensive plan
for a food service outlet, retail outlet, and parking operation as part of the development
of the new facility due to open in 2013.
- Consumer Services - established monthly meetings for central service staff (HR, IT,
Facilities) and quarterly meeting for the entire Consumer Services leadership Team.
Created central positions from unit positions in payroll, financial, human resources, and
cash counting and reconciliation.
- Parking - many initiatives and decisions related to alternative transportation were not
being implemented in a timely manner. Parking Services has the infrastructure to
implement and serve customers. Therefore, by adding transportation initiatives to its
services, Parking has been able to improve decision-making and implementation time for
initiatives, such as the Ecopass and bike locker installations.
- Student Residence development - collaboration with SESD, Graduate Studies, FMD,
Corporate Administration, Financial Services, USSU, GSA, and Disability Services on
development of student residences.
- Printing – consultation with Colleges/units on printing direction and strategy.
Food – consult actively regarding type of operations in colleges based on issue with
initial development of A&W in Arts and Science building
- Printing – elimination of six copy centers and converting the space into
teaching/student spaces.
- Food Services and Hospitality – renovations of Marquis Hall and new direction towards
culinary focus
- Residences – construction of Undergrad and Grad residences that will position the
University to house 12% of students from 6% in previous years
- Parking – transition of parking rates to market based rates and study to recommend
paving and other lot improvements over next 5 years
Bookstore – completed renovations to the main bookstore and require consultative
approach to development of a campus retail vision and strategy
- Printing – strategic partnership with Xerox for developing and implementing print
strategy to reduce costs, improve service and develop an environmentally sustainable
culture for printing.
- Food Services – partnership with Tier 1 franchises (Starbucks, A&W and Tim Horton’s)
have proven very successful in meeting sales targets and customer expectations.
Student Residences – partnerships with the construction industry for both Residence
projects have given us the opportunity to increase our student housing.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Have barriers been identified and
addressed?
Have changes been communicated to
stakeholders and adjustments made
based on feedback received?
Parking – currently developing an agreement with RUH for parking some of their staff
which will provide incremental funding for priority services to students.
- Bookstore – partnering with Follet to offer book rental program and with The Bay for
selling merchandise at their store.
- Hospitality partnership with Saskatchewan and Saskatoon Tourism
- Printing – confronted with a declining industry at 10% per year with a trend of
increasing color printing – transitioning into a more digital printing to be price
competitive and provide better service to the University.
- Food Services – with opening of more food outlets in Place Riel, we have positioned the
University outlets for a branded coffee focus and introduced new options in distributed
outlets. The positioning will counter increased food services by differentiating the
University services to a culinary, health, and an environmental focus.
- Residences – major risk is vacancy and rental rates, particularly over the summer. To
address this risk, Residence will develop a multi-year marketing plan with the support of
a marketing consultant.
- Parking – increase in parking rates has brought high expectations for lot improvements.
Consultant has been engaged to recommend parking lot improvements and a proposal
outlining the long-term parking lot improvement plan will be presented to PCIP for
consideration.
- Bookstore – increased competition of online book vendors and the inevitable digital
direction of books. Engaging university stakeholders to address digital courseware
content and the introduction of a new online store has been a success.
- Printing – we continue to adjust the services based on stakeholder feedback. An
example of this involves improving process for printing confidential documents, including
exams.
- Food Services – we continue to survey students and staff to assess products and
service. The culinary direction is a result of feedback from these surveys.
- Parking – Parking Services name change to Parking and Transportation Services is based
on the principle of providing more integrated service to students and the university
community by implementing alternative transportation initiatives.
- Bookstore – use of social media (community of 1,000 people follow us on Facebook),
online store and features for students are the result of feedback and needs of customers.
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Part II
PLAN FOR THE THIRD PLANNING CYCLE
A. Changes in the Environment
The following represents the four areas of major changes in the environment anticipated for the next integrated
planning period from 2012 to 2016.
Service Strategy and Financial Performance
 Higher accountability for financial performance (establishing benchmarks and key performance indicators) and
process improvement, strengthening the capability and potential of Consumer Services to achieve higher net
surpluses to be allocated for reinvestment and towards University operations.
 The future success of ancillary operations is based on planning and ongoing renewal. Mature ancillary service
operations are finding it necessary to revitalize their services in terms of infrastructure and services, particularly
in residences where dormitory spaces are being replaced by apartment-style residences, and in other areas
where technology is being integrated into every facet of the operations to enhance services.
 Partnering with stakeholders to achieve shared goals. This is true for internal university partners, as well as
community and private partners, in enhancing the delivery of services, improving processes, and developing
capital projects.
Focus on Student and Customer Service in a Changing Environment
 Increased multi-channel marketing, selling and connecting – i.e. use of social media and direct marketing.
 Focus on connecting a brand to customer’s emotional needs and aspirations (emotional branding) through the
visual set up and “personality” of stores/facilities. This approach to brand marketing acknowledges the customer
before the communication of the product/service specifications and benefits. 1
 Use of surveys and other data analysis to evaluate service and success rate, and understand new trends and
needs of students and the University community.
Integration of Technology in Enhancing Services
 Growth of mobile, wireless and digital technology to integrate marketing strategies, to improve processes, and
to accommodate customers’ expectations – for searching, downloading, tracking, and managing information.
 Comprehensive online services in every facet of operations: payment, ordering, and purchasing.
 Integration of technologies and systems, such as Point of Sale (POS) systems with other systems (HR, financial
and inventory)
Environmental and Social Responsibility
 Increased focus on environmental and socially responsible initiatives and practices, including:
o Efforts to offset negative impacts – i.e. downsizing packaging
o Reduction of waste and utility usage (electricity, water & gas)
o Supporting stakeholders/community
o Local and/or ethical purchasing
1
http://en.wikipedia.org/wiki/Emotional_Branding
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CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
B. AREAS OF FOCUS
During the Second Integrated Plan Consumer Services focused its efforts on investing in new infrastructure and
renewing current operations and facilities to improve the campus environment for students. Consumer Services is
entering a critical period, which will continue for the duration of the Third Integrated Plan, of implementing this vision of
expanded and improved services by continually refining all of the operations and services and continuing to
communicate the changes and the new services available. The goal of Consumer Services during this planning period is
to provide the necessary support services to the campus community so the University can achieve its strategic
initiatives.
Through the services and programs in Residence, Culinary Services, Hospitality, Parking, Printing and Retail operations,
we are able to support recruitment and engagement of a diverse body of students, faculty and staff. The number of
residence beds has doubled, food services can accommodate diet requirements for international students and staff, and
we are partnering with the Varsity View Community Association to deliver a parent and child reading program for
international and community families. The financial goals established for the Integrated Plan result in a net surplus so
that Consumer Services can both reinvest in the operations to keep them viable and make major financial contributions
to support academic and student related initiatives.
Consumer Services is now well positioned to provide services to the campus community based on the following:
 Doubling of the student residence beds from 1,125 to 2,250 in new apartment-style residence facilities and well
positioned to expand student housing to 12 to 15% of our student population
 Renovated dining center (by December 2011) – well positioned to service residence students, provide nonresident students with meal plans and continue to serve faculty and staff, and to attract international and
national Conference guests.
 Renovated main Bookstore (Summer 2010), and new online store with my textbook feature for students – well
positioned to manage digital courseware.
 Restructuring of printing plant operation by eliminating satellite copy centers to become a more cost effective
central operation that offers standards for turnaround times, competitive pricing, and delivery services.
The financial performance of Consumer Services is based on a combination of existing services and the addition of new
services. The five year projections below outline the financial plan which supports the continued reinvestment in
operations and an annual contribution to the University of $1.8M per year
12
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Consumer Services Financial Projections: 2011-12 to 2015-16
Consumer Services Ancillary & Operating Financial Summary
2011-12
Forecast
2012-13
Forecast
Phase I
Undergrad
Residences
Sept. 2011
Phase II
Undergrad
Residences
Sept. 2012
Graduate
Residence
Jan. 2013
2013-14
Forecast
2014-15
Forecast
2015-16
Forecast
Operating Revenues
Revenues from Sales
36,051,191
41,350,950
45,686,969
47,260,659
48,470,648
Operating Allocation
233,085
221,266
202,404
185,510
170,391
Total Revenues
36,284,276 41,572,216 45,889,373
47,446,169 48,641,039
Operating Expenses
Salaries and Benefits
Non-Salary Expenditures
Contribution to Univ Overhead
Mortgage and Loan Payments
Reserve Appropriations
Total Operating Expenses Prior to Renewal Costs and Transfers
Net Operating Surplus/(Deficit) Prior to Renewal Costs and Transfers
Net Operating Surplus/(Deficit) Prior to Renewal Costs and Transfers (% of Revenue)
Incremental Renewal Costs
9,759,964
10,377,891
11,472,272
12,015,620
12,243,720
19,864,635
21,465,015
22,979,088
23,670,177
24,171,752
195,118
219,346
248,845
258,338
268,049
2,869,431
5,454,254
7,677,813
7,677,813
7,716,988
256,039
660,841
660,841
660,841
660,841
32,945,187 38,177,347 43,038,859
44,282,789 45,061,350
3,339,089
3,394,869
2,850,514
3,163,380
3,579,689
9%
8%
6%
7%
7%
2,065,891
1,339,000
750,000
750,000
750,000
1,273,198
2,055,869
2,100,514
2,413,380
2,829,689
4%
5%
5%
5%
6%
22,813
24,051
25,273
26,681
65,235
1,620,000
1,620,000
1,620,000
1,620,000
1,620,000
162,187
169,950
178,177
186,691
195,506
Total External Transfers
1,782,187
1,789,950
1,798,177
1,806,691
1,815,506
Total Transfers
1,805,000
1,814,001
1,823,450
1,833,372
1,880,741
(531,802)
241,869
277,064
580,008
948,948
-1%
1%
1%
1%
2%
(70,411)
(602,214)
(360,345)
(83,281)
496,727
(602,214)
(360,345)
(83,281)
496,727
1,445,675
Net Operating Surplus/(Deficit) Prior to Transfers
Net Operating Surplus/(Deficit) Prior to Transfers (% of Revenue)
Internal Transfers within Consumer Services
External Transfers
Contributions
Other
Net Operating Surplus/(Deficit) After Transfers
Net Operating Surplus/(Deficit) After Transfers (% of Revenue)
Fund Balance (Beginning of Year)
Fund Balance (End)
13
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
B. Unit-Specific Priorities
The following tables outline the initiatives within Consumer Services that represent division-wide priorities and the unitspecific initiatives of student residences, food services, hospitality services, parking and transportation services, and
retail (Bookstore) services. The tables outline areas based on service strategy and financial performance, student and
customer experience in a changing environment, the integration of technology into enhancing the services, and the
initiatives related to social and environmental responsibility. The principles that will guide the allocation of resources
over the next planning cycle are based on and aligned with the University’s service requirements, a need to ensure
financial performance goals are met based on the financial projections, and a proposal for reinvestment and
contributions to University operations based on a thorough comparative analysis of other Canadian Universities in terms
of their reinvestment plans and contributions.
14
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Consumer Services – Division-Wide Initiatives
Service Strategy and
Financial Performance






Residence, Food, and
Hospitality services
well positioned for
success and require
implementation of
strategy
Focus on Marketing
with a goal to meet
projections,
particularly in
residences
Develop consultative
retail vision and
business plan for the
Bookstore based on
input from students
and the university
community
Parking lot
improvement plan to
be considered
collaboratively with
the University
community and
approved by PCIP
and implemented
Serve University
print needs in a
period of significant
industry decline and
transition to color
and also to meet cost
recovery goal
Stabilize financial
performance of
operations at
a benchmarked level
for net surplus with
an operational
re-investment plan,
contribution
agreement, and
reserve planning
Focus on Student and
Customer Service in a
Changing Environment





Adapting to a
changing service
landscape in the
transition from a
monopoly to a
competitive
marketplace in all
services through
principles of marketbased pricing and
using industry
comparators for
financial and service
performance
Position operations
to differentiate
services (ie.
residence student
life, Marquis healthy
options with a
variety of ethnic
options, coffee
brands
Address key
component to
service in supporting
front-line staff recruitment based
on skills and
qualifications,
training, support,
constructively
addressing barriers
to success and
performance issues
Annual use of
surveys and other
data to evaluate
service and
successes
Address long-term
custodial and
maintenance plan
for Phase I/II
residences
Integration of Technology in Environmental & Social
Enhancing Services
Responsibility





Transition to the use
of social media for
marketing purposes
Provide
comprehensive online
services in every facet
of operations:
payment, ordering,
and purchasing
Complete integration
of Point of Sale (POS)
systems with other
systems (HR, Financial,
Inventory)
Development of
information systems
as part of refining
operations – monthly
financial statements
review and snapshots
Integrate social media
technology with
marketing plan





Continue efforts to
offset environmental
impact – i.e.
environmentally
sustainable packaging
Goal is a 10% reduction
of waste and utility
usage per square meter
(electricity, water &
gas)
Transition to local food
and other purchasing
when suitable from a
price and quality
perspective
Instituting a
comprehensive
recycling program
Continue a health focus
for services –
eliminating cigarette
sales in retail outlets,
Marquis changes to
healthy options,
continue to support
and develop
responsible residence
alcohol and drug
information and
policies
15
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Student Residence Initiatives
Service Strategy and
Financial Performance




Plan the
organizational
structure and staffing
for an orderly
transition from
housing 6% to 12% of
students in University
residences
Plan for the opening
of Undergraduate
facilities (Sept 2011 &
2012) and Graduate
House (Jan 2013)
Review and continue
to implement
Voyageur Place and
McEown Park renewal
plan to 2020
Implement reserve
plans for new facilities
and ensure funds are
being set aside for
long-term
maintenance of
residence facilities
Focus on Student and
Customer Service in a
Changing Environment





Bring in marketing
consultant to support
the implementation of
a marketing plan for
new residences to
ensure full occupancy
Budget and invest
annually in McEown
Park renewal plan to
2020
Continue to improve
and expand on a
successful and
inclusive student life
program
Establish residence
and food service
residence meal plan
rates for the following
year earlier in year for
recruitment purposes
and to provide three
year rate projections
for students
New residences
incorporate accessible
and assisted living
suites which require
specific
communication and
potential additional
services to ensure
occupancy
Integration of
Technology in Enhancing
Services



Upgrade the
registration system
for residences StarRez
Streamline the
online application
process for new
students as it now
is based on
multiple
application per
various residence
buildings
Transition fully to
using online
process for
administrative part
of residence –
applications,
maintenance
requests, rent
payments,
Environmental & Social
Responsibility




As part of the McEown
Park renewal plan
upgrade residences for
environmental
efficiency - windows,
boilers, and lighting to
reduce utilities
Partnering with Food
Services and Facilities
Management to
develop food waste
reduction and recycling
program
Partner with Varsity
View Community
Association to offer
programs for
International Students
and their families
Support community
garden
16
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Culinary Services Initiatives
Service Strategy and
Financial Performance




Financial goal is
based on a 3% of
sales surplus & an
80% labor and food
cost
Food retail outlet
plan combines Tier
1 franchises and
coffee focus
(Starbucks, Tim’s,
A&W, Subway)
with a university
brand to be
developed.
Continue to fully
implement the
Marquis direction
based on culinary
focus
Position Marquis
for hosting special
events of the
University
community
Focus on Student and
Customer Service in a
Changing Environment






Marquis healthy focus
away from cafeteria
style – fresh food,
culinary preparation
stations.
Continue newly
established evening
snack program for
residence dining.
Continue survey process
and improvements in
survey results – require
95% satisfaction from
surveys results from
75% (residential) and
80% (retail)
Continue residence
student food meetings
on a two term per
meeting basis
New elevator to provide
full accessibility to
dining rooms.
Target Globe and Mail
food performance from
a current C+ to an A
rating through inviting
the Globe and Mail to
visit renewed service,
exploring criteria for
measures, and refining
operations to increase
rating
Integration of Technology
in Enhancing Services



Development of
new POS system
with provision for
an inventory
module
Continue expanding
the use of decline
cash balance (DCB)
cards in Marquis
and food outlets
Use of electronic
message boards and
social media to
provide information
about menu
selections in
different outlets.
Environmental & Social
Responsibility





Implement tray less
dining in newly
renovated Marquis
facility
Purchase fair-trade,
organic and locally
produced products
Purchase
biodegradable items
(plates, napkins).
Recycle all glass,
plastic and paper
through food waste
reduction program
with Residences.
Monitor utility usage
as renovations are
expected to reduce
electrical and water
use (over 5M
gallons/year).
17
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Hospitality Services Initiatives
Service Strategy and
Financial Performance



Financial; goal is
based on 3% of sales
surplus
Target the increase in
higher level meal
plans in new
residences for 25% of
students
Continue refinements
to Marquis as an
events facility –
doors, foyer
brightening, and
installation of an
audio-visual system
Focus on Student and
Customer Service in a
Changing Environment



Concentrate on meal
plan upgrades for
students in
residences
Continue focus on
customer base from
campus, particularly
for catering by
reducing barriers to
service such as the
notice period
Restore the
conference focus on
academic and sports
groups
Integration of
Technology in Enhancing
Services

Complete
improvements to
conference online
booking and the
online conference
registration process
Environmental & Social
Responsibility

Serve as part of the
food and residence
recycling and waste
reduction program
related to catering,
conferences, and
special events
18
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Parking and Transportation Services Initiatives
Service Strategy and
Financial Performance





Target market rates
as a basic principle
for the cost of
parking
Develop a parking
lot improvement
plan with the
services of an
expert consultant
Implement the
PCIP approved
parking lot
improvement plan
Develop a strategic
parking report
outlining best
practices in
providing parking
and transportation
services to optimize
the use of
University lands
designated for
parking
Focus on
communication to
provide information
on the parking
services available
Focus on Student and
Customer Service in a
Changing Environment




The direction for
setting parking at
market-based rates
provides us with an
opportunity improve
the condition of the
parking lots
Consult widely with
the University
community to
improve parking lots
over next 5 years
Communicate
options available to
the entire University
community from
parking available,
smart card
applications, pay-bycell technology, and
pre-paid cards
Continue to support
a fair and equitable
student allocation
parking system
Integration of Technology
in Enhancing Services





Install gate
technology in all
parking lots for
opening, closing lots,
and tracking
usage/demand
Install credit card
payment options on
lot equipment
Implement an online
ticket payment
system similar to the
City of Saskatoon
Reintroduce pay by
cell services at meter
parking
Order and implement
electronic hand-held
devices to write
tickets which
download data into
the parking system
resulting in a major
savings of staff time
in entering
handwritten tickets
into the system
Environmental & Social
Responsibility



Implement “alternative
transportation
initiatives” on campus
with up to 200 Eco Pass
offers and installation
of bike lockers
Install smart plugs in all
parking lots (currently
25% of student stalls
have smart plugs)
Ensure sustainable
practices are retained
when making lot
improvements (i.e. rain
water management).
19
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Printing Services Initiatives
Service Strategy and
Financial Performance





The financial
target is 3% of
sales surplus per
year after the
initial year of restructuring
Continue to refine
and implement the
use of an online
ordering and
delivery system
for copy orders
with the closure of
six copy centers.
Continue to
implement a
document advisor
role to serve as an
advisor for printing
orders
Transition to a
comprehensive
billing and
workflow
management
system
Develop and
implement a
distributed print
strategy to
optimize the
distributed print
environment
Focus on Student and
Customer Service in a
Changing Environment



Rebrand Printing
Operations in 2012
to provide
guarantees of
pricing, turnaround
times, and service
Implementing a
document advisor
role to assist units
with printing needs
Implement a
distributed print
optimization
strategy to reduce
assets, reduce
cost/impression and
develop
environmentally
sustainable culture.
Integration of Technology
in Enhancing Services




Focus on digital
printing, responding
to increasing
demand for color
impressions, and the
design of electronic
documents
Refine the online
requisition form and
process to better
serve customers
Implement
equipment and
software for variable
printing – XMPie
Information
technology support
will be integral for
implementing
technological process
improvements (ie.
workflow system)
Environmental & Social
Responsibility



Implement tracking and
reporting system for
environmental impact of
printing
Reduce the number of
printing devices,
supplies, electrical
usage.
Communicate options
for changing printing
behavior – double sided,
using scanning option
20
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
Retail Services (Bookstore) Initiatives
Service Strategy and
Financial Performance







The financial target is
5% of sales surplus per
year
Continue to focus on
online growth as 10%
of sales are now online
- benchmark is 10%
Transition the
merchandise inventory
to one warehouse
A consultant will be
hired in 2012 to
consultatively prepare
a business plan based
on a retail vision
Assess business plan
recommendations and
implement
recommendations over
a defined time period
Improve internal
processes by
eliminating a
redundant yellow card
system and other
duplicate processes
Partner with Follett to
offer book rental
program
Focus on Student and
Customer Service in a
Changing Environment



Increase the use of
social media for
marketing purposes
(Facebook and
Twitter) –
community of 1,000
people follow us on
Facebook. Measure
ROI of social media
marketing
An online store
survey Spring 2011
with positive results,
although
improvements are
to be made to
educate students on
current features
Reposition the
University crested
and Huskie brands
to align with
recommendations of
business plan
Integration of
Technology in Enhancing
Services





Transition into more
digital courseware
content and ebooks
(expected to be 25%
of all course material
sold by 2014)
Continue to develop
online store
incorporating all
merchandise
available online
including degree
frames and
communicate my
textbook feature for
students
Incorporate analytics
for website and
online store – to
assess web traffic and
measure
effectiveness
Market newly
established gift card
option
Eliminate redundant
and inefficient
processes-yellow
cards, pricing tags
Environmental & Social
Responsibility



Participate in CCRA
Breast Cancer TShirt promotion
Ensure clothing and
other suppliers
follow ethical
manufacturing
practices
Eliminate cigarette
sales from all retail
outlets
21
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
The following table outlines the performance indicators for the planning period compiled as a result of existing planning
goals and best practices information of other universities.
Consumer Services Performance and Service Indicators
Service and Performance Snapshot Indicators
2008
2012
Leading Practices
Contribution to University Operations
3%
5%
7.5% in U.S.
Reserve Appropriations and Renewal Costs as a % of Building Replacement Value
.1%
.9%
1 to 1.5%
Residence Students Housed on Average
6%
12%
15%
0% / 15%
3% / 25%
1% / 20%
Food Satisfaction on Surveys
25%
85%
95%
Ratio of Food / Labor Costs to Sales
92%
80%
78%
$18.82/Month
$55/Month
Market Rates
Market Rates
$6.6M
$6M
$5.3M
Ratio of employee/printing device
2.7
4
6
Bookstore Surplus
1%
3%
5%
Online Sales as a % of Sales
0%
10%
10%
Residence Vacancy Rates During Term / Summer
Parking Practices - Faculty and Staff Rates
Print Spend and Digital / Color Direction
22
CONSUMER SERVICES DIVISION PLAN FOR THE THIRD PLANNING CYCLE, 2012 - 2016
C. Complement Planning
During the Second Integrated Planning period, Consumer Services concentrated on developing a staff recruitment and planning
process based on best practices for its 350 employees (250 FTE). The major milestones in staff planning during this period include
the following:

Establishment of a Human Resources Coordinator to support the human resource processes of operating units and
transition Consumer Services to a professional staff environment with best practice in recruitment based on professional
standards and qualifications.

Development of job profiles with position accountabilities and education and experience expectations for every position in
Consumer Services.

Setting professional education standards and requirements in areas – ie. Food Services had 1 chef in 2007 and now has 8 in
2011

Establishment of Grade 12 minimum and criminal check requirements for new hires.

Development of a custodial training program to enhance custodial services for students in a residence environment.

Developing training partnerships and supporting apprenticeship programs with SIAST for information technology and food
service student placements.

Implementation of Health Safety and Environment Management System (HSEMS) in all areas to improve the safety record
and proactively address safety concerns

Establishment and functioning of Local Safety Committees based on new standards and reporting requirements

Reduction in safety incidents.
In order to fulfill the objectives and initiatives outlined in the Third Integrated Plan, the Consumer Services staff complement plan
for the period includes the following initiatives:

Setting professional education requirements for staff positions across all units.

Continue to increase the diversity of our work force through promotion of best practices in recruitment and retention of
staff and by having the Human Resources Coordinator proactively recruiting at job fairs

Committing to continuing and expanding the support for established apprenticeship programs.

Developing staff and preparing a training plan in key areas such as customer service and to introduce new technologies.

Establishing a student recruitment plan that sets targets for student hiring.

Setting high standards and expectations for leaders of units in terms of service orientation, human resource skills and
practices, knowledge of operations, overall performance, and financial performance.

Monitoring safety incidents on a quarterly basis and immediately addressing any areas where preventable or recurring
injuries are occurring.
23