Ancillary Services
Strategic Resource Plan
2012/13 to 2014/15
November 24, 2011
Strategic Plan for 2012/13 – 2014/15
Ancillary Services
Administration
INTRODUCTION
Mission
To provide leadership and administrative guidance to the Bookstore, Food Services, Printing and
Duplicating Services, Meeting and Event Services, Western Student Housing Ltd., and external
vendors, as providers of quality student and community services at VIU.
Vision
Our vision is to enhance community engagement through exceptional customer service,
management of resources, and development of operations that support Vancouver Island
University in achieving its goals as outlined in the Academic plan
Core Values
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Oversees the fiscal affairs and operational strategies of each unit
Provides analytical expertise for all ancillary enterprises owned and operated by VIU
Manages contracts for non-VIU on-campus businesses that provide food and other services
to students and the community
Coordinates marketing, business development, and strategic planning for and between units
Encourages service excellence and a focus on continual improvement in various units
Develops and implement policies and procedures that balance the needs of students and
customers with financial responsibilities
Develops new on-campus business opportunities for VIU
STRATEGIC INFLUENCES
Strengths
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Strong management team in service units with expertise in their areas
financial reporting structures which allow for ongoing monthly, quarterly and annual
financial reviews
Strong service focus
See individual plans for additional strengths
Weaknesses
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Lack of clear financial structure within VIU to allow for capital investments and growth in
business units
Lack of effective marketing on campus promoting Ancillary Services activities
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Lack of clear institutional policy in regards to certain Ancillary Service functions, including
the use of facilities by external organizations
Lack of Ancillary Service umbrella website to deliver information to customers
See individual plans for additional weaknesses
Opportunities
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New hotel software will streamline procedures across units and enhance revenue streams
The use of social media across departments will provide an opportunity to raise the profile,
cross market between units, and improve community engagement
Opportunity to streamline functionality in departments through process and procedure
analysis
Potential new business opportunities identified through environmental scan
See individual plans for additional opportunities
Threats
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World-wide economic issues may affect demand in individual business operations
Technology changes may impact individual unit’s effectiveness and productivity
VIU expansions may encourage increased competition between on-campus businesses
See individual plans for additional opportunities
STRATEGIC PRIORITIES – ACCOMPLISHMENTS
• Hired Manager Ancillary Services and Capital Planning
• Set up offices in Building 305 for Ancillary Administration
• Attended Social media seminar
• Attended National Association of College Auxiliary Services convention
• New Cowichan Campus Ancillary Services opened (Bookstore, Food Services facilities and
vendor)
SUMMARY OF ANCILLARY SERVICES STRATEGIC PRIORITIES
Strategic Priority #1
Review policy and procedure in each unit and identify areas where efficiencies can be created
Academic plan deliverables
#14 Identify Administrative service requirements
#28 Develop long range plan for administrative services
Performance target and indicators
New efficiencies created with a focus on moving manual procedures to electronic procedures
where possible
Initiatives Proposed in Support of Priority Statement #1
Initiative #1
Examine current practice, policy and procedure in each unit and evaluate and implement
opportunities for improvement. Resource Impacts: Staff time
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 3 of 4
Strategic Priority Statement 2
Identify, evaluate, and implement new opportunities to improve revenues
Academic plan deliverables
#28 Develop long range plan for administrative services
#30 Raise the profile of the University
Performance Target and Performance Indicators
Initiatives Proposed in Support of Priority Statement 2:
Initiative 1
Review financial performance from 2011-2012 and investigate results
Resource Impacts: Staff time
Initiative 2
Conduct an environmental scan of revenue generating operations within university settings
Resource Impacts: Staff time and financial
Initiative 3
Develop business cases to assess feasibility of new ventures
Resource Impacts: Staff time
Strategic Priority Statement 3:
Improve customer service focus
Academic plan deliverables
#28 Develop long range plan for administrative services
#30 Raise profile of the University
Performance target and indicators
Increased awareness of Ancillary Service operations, enhanced customer service identified
through feedback
Initiatives Proposed in Support of Priority Statement 3:
Initiative 1
Implement feedback mechanisms, such as Facebook pages and focus group discussions, in each
unit in order to enhance community engagement
Resource Impacts: Staff time
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 4 of 4
Initiative 2
Develop web page and brochure outlining Bus Operations mission and activities
Resource Impacts: Staff time
Initiative 3
Review service in each area and develop service standards
Resource Impacts: Staff time
Initiative 4
Create professional development plan for leadership team
Resource Impacts: Staff time and financial
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 5 of 4
Vending and Concession
FY12-13
Comments
FY13-14
Comments
FY14-15
Comments
Revenue
($70,000.00)
($80,000.00)
($90,000.00)
Expenses
(Profit)/Loss
$30,000.00
($40,000.00) VIU Contribution
$30,000.00
($50,000.00) VIU Contribution
$40,000.00
($50,000.00) VIU Contribution
Summary of Contributions to VIU
From Ancillary Services
Bookstore
Food Services
Print shop
Vending
VIU Contribution
FY12-13
$
$
$
Comments
$220,000
30,000
40,000
40,000
$330,000.00 VIU Contribution
FY13-14
$
$
$
Comments
$200,000
40,000
40,000
50,000
$330,000.00 VIU Contribution
FY14-15
$
$
$
Comments
$180,000
60,000
40,000
50,000
$330,000.00 VIU Contribution
Strategic Plan for 2012/13 – 2014/15
Ancillary Services
VIU Bookstore
INTRODUCTION
Mission
To provide timely course materials, quality merchandise, and excellent customer service in
support of academic programs and student life at VIU
Vision
The VIU Bookstore’s outstanding service, knowledgeable staff, convenient on-campus locations,
and online presence make us an integral part of student and campus life at Vancouver Island
University: We provide our customers, including students, staff and the general community,
with timely course materials, quality merchandise and services, as well as the best selection of
art supplies in the Mid-Island and Sunshine Coast regions.
Core Values
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Sale of new and used textbooks, art supplies, stationery products, computers
computer products, crested giftware and clothing, general reading books, course supplies,
and sundries at three campuses
Operation of an online bookstore at http://www.viubookstore.ca
Management of multiple campus services including locker rentals, regalia rentals, and used
book buybacks
Operation of remote sales tables at on and off campus events such as convocation, author
readings, and conferences
STRATEGIC INFLUENCES
Strengths
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Location and size of main store: Central location on the Nanaimo campus; excellent fixturing
and design; adequate space for growth
New Cowichan Campus location has potential for increased sales
Up-to-date POS inventory system links stores at all campuses, as well as online store
Current hardware to support inventory system
Award winning website provides valuable online services: textbook adoption forms for
faculty; used book buyback notifications and used book classifieds for students
Service-oriented, efficient staff at all locations, with well-trained back-up staff for key
positions
Improved documentation in place to guide many daily operations
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 1 of 6
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ebook platform implemented with the ability to deliver ebooks and access codes
Affiliation with Google ebooks provides the Bookstore with the ability to deliver over
250,000 ebooks with approximately 30% used as course material
Presence on Facebook and Twitter give the Bookstore an opportunity to connect with
customers
Weaknesses
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Inconsistent marketing means that promotions, events and new product lines are not
communicated well to the community
Textbook sales lack follow up analysis
Implementing new forms course material delivery (ebooks, online delivery, rental books)
difficult given level of technical skills in the department
General Merchandise buying decisions difficult to analyze financially due to lack of
structured buying budgets and reporting tools
Lacking adequate number of skilled staff to sell computer hardware and software
Product mix is not producing as solidly as it should
Time constraints may impact the quality of customer service
Outdated job descriptions don’t accurately reflect current job duties
Cowichan Bookstore has extremely limited space which limits sales potential
Powell River Bookstore does not have good visibility/access for external customers
purchasing art supplies
Opportunities
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An annual marketing plan will improve communication and increase revenues
Opportunity to participate in digital delivery of textbook material and link to course
requests in conjunction with industry partners
Purchasing budgets in General Merchandise will improve cost of goods through better
inventory management
Enhance sustainability by adopting environmentally friendly retail practices
Opportunity to promote books and events in support of VIU authors
Partnerships with other departments will improve sales through promotions at summer
events and conferences
Opportunities for additional revenues through sales of computer products and supply
Threats
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Fluctuations in enrollment will impact revenues
Decreasing departmental budgets will impact sales
Increased competition from global markets and online sales
Digital delivery of books may affect business model for textbooks by reducing profit margins
The Bookstore software supplier for inventory management, POS and Online store systems
has filed Chapter 13
Uncertainty surrounding copyright legislation in Canada may affect delivery of Courseware
Potential negative impact on vendors resulting from the state of flux in the textbook
industry
Student’s channels of communication changing requiring a change in marketing focus
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
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STRATEGIC PRIORITIES – ACCOMPLISHMENTS
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Hired new Retail Operations Manager
Updated Inventory server hardware and software
Changed to chip and pin technology at POS terminals
Certified PCI compliant by Moneris
Created Facebook and Twitter presence
Delivered professional development in merchandising
Participated in social media seminar and various webinars
Largest ever one day buyback ($6,500)
Developed Books on Bed promo with residence
Launched online book rental program, in-store ebooks and access codes online
Implemented mobile used book application for iphones and android phones
Created position for Online Sales and Marketing person (hired, however currently vacant)
Delivered online customer service survey
Initiated sales of IPads in the Nanaimo Bookstore
Developed service standards for Bookstore
Launched Google Ebooks (affiliate program) through the VIU Bookstore website
SUMMARY OF VIU BOOKSTORE STRATEGIC PRIORITIES
Strategic Priority #1
Improve customer service focus
Academic plan deliverables
#25 Assess organizational structure
#30 Raise the profile of the University
Performance target and indicators
Improved customer satisfaction measured through surveys
Initiatives Proposed in Support of Priority Statement #1
Initiative #1
Implement feedback mechanism using focus groups and surveys
Resource Impacts: staff time and financial
Initiative #2
Engage community through social media
Resource Impacts: staff time
Initiative #3
Develop marketing and promotion calendar that enhances service and experiences for
customers
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 3 of 6
Strategic Priority #2
Enhance revenue streams through realignment of product mix to include relevant technology
and technology accessories
Academic plan deliverables
#28 Develop a long range plan for administrative services
Performance Target and Performance Indicators
Increased revenues from new product mix
Initiatives Proposed in Support of Priority Statement 2:
Initiative 1
Analyze input from stakeholders gathered through focus group discussions
Resource Impacts: Staff time and financial
Initiative 2
Analyze current inventory performance and develop business case for new products
Resource Impacts: Staff time
Initiative 3
Depending on the results from Initiative #2, Plan and implement renovations to fixtures to
accommodate new products
Resource Impacts: Staff time and financial
Strategic Priority #3
Implement performance measures to improve financial performance of the General
Merchandise and Textbook Departments
Academic plan deliverables
#28 Develop a long range plan for administrative services
Performance target and indicators
Improved financial performance through better inventory management
Initiatives Proposed in Support of Priority Statement 3:
Initiative 1
Develop and analyze sales reporting tool for course materials per semester
Resource Impacts: Staff time
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 4 of 6
Initiative 2
Develop budgets for general merchandise buying to improve profitability
Resource Impacts: Staff time
Initiative 3
Develop a basic product line with auto-generate reorders to alleviate ”out of stocks” for
Nanaimo and satellite stores
Resource Impacts: Staff time
Strategic Priority Statement 4:
Analyze HR needs to better reflect current knowledge, skills and abilities required and
understand potential future requirements
Academic plan deliverables
#25 Assess organizational structure
#28 Develop a long range plan for administrative services
Performance target and indicators
Current, relevant job descriptions for all positions
Initiatives Proposed in Support of Priority Statement 4
Initiative 1
Identify needs brought about by industry advances and technology changes
Resource Impacts: Staff time
Initiative 2
Update current JE’s to reflect current duties and responsibilities
Resource Impacts: Staff time
Initiative 3
Develop professional development plan for each department in the Bookstore
Resource Impacts: Staff time
Strategic Priority Statement 5:
Enhance sustainability and adopt additional “green retail” practices
Academic plan deliverables
#22 Promote dynamic and contemporary cross-disciplinary themes
#30 Raise the profile of the University
Performance target and indicators
Measured reduction of paper and plastic use in the Bookstore
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 5 of 6
Initiatives Proposed in Support of Priority Statement 5
Initiative 1
Eliminate sales of bottled water by June 2012
Resource Impacts: Staff time
Initiative 2
Encourage participation in institutional education programs
Resource Impacts: Staff time
Initiative3
Enhance the re-useable bag program
Resource Impacts: Staff time
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 6 of 6
Bookstore &
Ancillary Admininstration
Sales
Cost of Goods Sold
Gross Margin
Other Revenue
Total Revenue
Salaries and Benfits
Operating Expenses
Intrafund transfer
Capital
(Profit)/Loss
FY12-13
Comments
($4,626,000.00)
$3,475,000.00
($1,151,000.00)
($1,200.00)
($1,152,200.00)
$870,015.00
$234,185.00
($192,000.00)
$20,000.00
($220,000.00) VIU Contribution
FY13-14
Comments
($4,572,750.00)
$3,429,563.00
($1,143,187.00)
($1,200.00)
($1,144,387.00)
$898,467.00
$223,920.00
($198,000.00)
$20,000.00
($200,000.00) VIU Contribution
FY14-15
Comments
($4,521,550.00)
$3,391,163.00
($1,130,387.00)
($1,200.00)
($1,131,587.00)
$916,950.00
$217,637.00
($203,000.00)
$20,000.00
($180,000.00) VIU Contribution
Strategic Plan for 2012/13 – 2014/15
Ancillary Services
VIU Food Services
INTRODUCTION
Mission
Vancouver Island University Food Services will use quality food products to provide a variety of
cost effective menu options that will be responsive to change while enhancing the customer
service experience and encouraging community involvement.
Vision
To create positive food related experiences that will enhance the educational and social
environment for students, faculty and staff of the VIU community.
Core Values
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Operate the two campus cafeterias, Discovery Room and Campus Catering in partnership
with the Culinary Arts, Professional Baking and Hospitality Management Programs to
enhance the student’s experience at VIU by providing the highest quality food at the best
pricing possible
Encourage feedback and seek out ways to improve our products and services and meet the
changing needs of the student population
Provide a safe, fun and challenging work environment for our valued staff members to grow
and learn from each other
Be accountable for our decision and the impact of those decisions on the educational, social
and environmental aspects of the university
STRATEGIC INFLUENCES
Strengths
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Mature staff that provide excellent customer service in all food service outlets
Access to trained Culinary Arts students and graduates for temporary and regular
employment
Convenient for students and staff to eat in Food Services instead of going off campus
Assistance from the Culinary Art and Baking Programs with Food Production
Access to food products from the Culinary Arts teaching curriculum that normally would not
be available in a cafeteria
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 1 of 5
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Ability to reach a broad spectrum of customers due to the many dining options available,
Discovery room, Upper and Lower Cafeteria and Catering
Weaknesses
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Current Inventory system and POS systems do not meet business needs
Food Service operations do not always meet the needs of the general student population
due to the needs of the Culinary Arts Program
Fluctuations in business lead to difficulty finding staff for non-regular shifts
No reporting method in place to clearly define the profitability of each section of food
services
Facilities and Equipment in the Food Services is old and outdated. Maintained costs are high.
Discovery Room is outdated and does not have adequate parking
Hours of operation are limited due to the Culinary Arts Program
Campus catering business is declining as we are not meeting the needs of the VIU
community
Opportunities
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Improving the public perception of Food Services by addressing issues surrounding
sustainability and food security issues
Restructuring our Catering department to better serve the VIU community and increase
revenues
Increase and expand dining options in partnership with Culinary Arts program
Revitalize the Discovery Room in partnership with Culinary Arts and Hospitality
Management Program
Embrace the current trend towards food options that address the following areas: healthy
alternatives, diet restrictions and food sensitivities including allergies
Increased engagement of our diverse student population thru marketing such as social
media will lead to additional revenue in the cafeteria
Threats
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Declining enrolment at VIU due to economic or demographic changes decreases revenue in
Food Services
Declining enrolment in the Culinary Arts Program has increased staffing costs for Food
Services
Increased usage for offsite catering is leading to declining sales in Campus Catering.
Increased competition for summer groups that utilize the staff accommodation and catering
services
New liquor regulations are leading to significant decreases in liquor sales in catering and
discovery room
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 2 of 5
Strategic Priorities- Accomplishments
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Introduction of healthier options such as gluten free and no added preservatives
Introduced a Sandwich Program that provides basic sandwiches at lower price points to
increase sales
Introduction of Pizza to the Catering menu to meet the consumer’s needs and increase sales
Switched to Frito Lay as our Chip provider which offered better pricing and sustainable
practices
Introduction of fountain juices as an alternative to pop
Evaluation of the Discovery Room revenue and hours of operation. Closed the Discovery
Room on Mondays as a result
Upper and Lower Cafeteria menu calendars posted on INVIU
Developed & Implemented a pre-package food product monthly inventory system
Introduced labelling of all baking products
Increased inventory controls in the cafeteria by introducing sign off sheet and a policies
surrounding student and staff discounts
Greater control of products in the cafeteria
Banned the use of paper cups for employee and culinary use
Initiated an RFP for compostable paper products
Developed a confectionary rotation system to eliminate products that doesn’t sell from
taking up space in the cafeteria
SUMMARY OF VIU FOOD SERVICES STRATEGIC PRIORITIES
Strategic Priority #1
Develop a marketing plan that will engage the students and provide feedback to enhance the
delivery of food services on campus.
Academic plan deliverables
#2- Launch an initiative to improve student learning, engagement, retention and success
#6-Ensure high-quality learning environments;
#30 Raise the profile of the University
Performance target and indicators
Marketing research and plan completed by July 30, 2012. Facebook and Twitter accounts set up
and active
Initiatives Proposed in Support of Priority Statement #1
Initiative #1
Develop an annual marketing plan
Resource Impacts: staff time
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 3 of 5
Initiative #2
Establish online presence through Twitter and Facebook
Resource Impacts: staff time and Financial
Initiative #3
Provide opportunities for student feedback through focus groups (min 3 per year)
Resource Impacts: staff time and Financial
Strategic Priority #2
Explore alternative revenue streams in Food Services to generate additional revenue
Academic plan deliverables
# 20 Support and Encourage collaboration across departments, faculties and disciplines
#28 Develop a long range plan for administrative services
#30 Raise the profile of the University
Performance target and indicators
Developed additional sources of revenue
Initiatives Proposed in Support of Priority Statement #2
Initiative #1
Investigate meal plan options
Resource Impacts: staff time
Initiative #2
Investigate the possibility of being open on the weekends or extended hours
Resource Impacts: staff time
Initiative #3
Explore additional opportunities through research into successful ventures at other institutions
Resource Impacts: staff time and financial
Strategic Priority #3
Improve the financial performance in Food Services by developing accurate data, correcting
deficiencies and review processes within the Food Services Department
Academic plan deliverables
# 25 Assess organizational structure
#28 Develop a long range plan for administrative services
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 4 of 5
Performance target and indicators
Developed additional sources of revenue
Initiatives Proposed in Support of Priority Statement #3
Initiative #1
Develop a control system for purchasing and selling of alcohol
Resource Impacts: staff time
Initiative #2
Improve current reporting system to accurately reflect cost of goods sold
Resource Impacts: staff time
Initiative #3
Develop a new catering menu and policies
Resource Impacts: staff time
Strategic Priority #4
Explore sustainable products and practices with in the Food Service Operations
Academic plan deliverables
# 22 Promote dynamic and contemporary cross- disciplinary themes
#30 Raise the profile of the University
Performance target and indicators
Sustainability plan will be complete with target dates set
Initiatives Proposed in Support of Priority Statement #4
Initiative #1
Develop a sustainability Plan
Resource Impacts: staff time
Initiative #2
Develop a plan to implement compostable paper products
Resource Impacts: staff time
Initiative #3
Review our oil disposal procedures and research a local recycling plan
Resource Impacts: staff time
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 5 of 5
Food Services
FY12-13
Comments
FY13-14
Comments
FY14-15
Comments
Cafeteria
Sales
Cost of Goods
Gross Margin
Other Revenue
Total Revenue
Salaries and Benefits
Operating Expenses
(Profit)/Loss
($1,494,606.00)
$693,497.00
($801,109.00)
($500.00)
($801,609.00)
$606,996.72
$107,224.00
($87,388.28) VIU Contribution
($1,524,498.00)
$692,122.00
($832,376.00)
($500.00)
($832,876.00)
$606,750.11
$118,767.50
($107,358.39) VIU Contribution
($1,545,840.97)
$695,628.00
($850,212.97)
($500.00)
($850,712.97)
$607,279.95
$119,633.75
($123,799.27) VIU Contribution
Sales
Cost of Goods
Gross Margin
Other Revenue
Total Revenue
Salaries and Benefits
Operating Expenses
(Profit)/Loss
($63,000.00)
$29,232.00
($33,768.00)
$0.00
($33,768.00)
$47,413.35
$20,863.00
$34,508.35 VIU Contribution
($64,160.00)
$29,129.00
($35,031.00)
$0.00
($35,031.00)
$47,396.91
$24,613.00
$36,978.91 VIU Contribution
($65,343.00)
$29,404.00
($35,939.00)
$0.00
($35,939.00)
$46,932.23
$24,613.00
$35,606.23 VIU Contribution
Sales
Cost of Goods
Gross Margin
Other Revenue
Total Revenue
Salaries and Benefits
Operating Expenses
(Profit)/Loss
($261,000.00)
$143,104.00
($120,896.00)
$0.00
($120,896.00)
$115,173.77
$28,602.00
$22,879.77 VIU Contribution
($265,800.00)
$145,331.00
($123,468.80)
$0.00
($123,468.80)
$115,247.01
$38,602.00
$30,380.21 VIU Contribution
($270,696.00)
$147,603.00
($126,093.06)
$0.00
($126,093.06)
$115,388.30
$38,897.00
$28,192.24 VIU Contribution
Discovery Room
Catering
Strategic Plan for 2012/13 – 2014/15
Ancillary Services
Meeting and Events
INTRODUCTION
Mission
To provide and coordinate meeting and event services for VIU internal and external customers
in order to foster strong community connections and enhance the role of the institution in the
broader community.
Vision
Promote VIU as hub of dynamic and diverse activities where excellence is strived while risk is
controlled to contribute to the community engagement and raise the profile of the Vancouver
Island University.
Core Values
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Provide a central point from which to market and sell facilities rentals and related services
to customers
Develop and implement policies and procedures that balance the needs of customers with
the operational needs of the institution and mitigate risk to the institution
Coordinate the processes and activities of various VIU departments (Food Services, Student
Residences, Facilities, IT, etc) in the sale and delivery of meeting and event services to
provide a “one-stop-shop” for customers
STRATEGIC INFLUENCES
Strengths
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Good facilities, infrastructure and services available, including rental facilities, catering
services, residence accommodation, IT, etc.
Excellent location in Nanaimo in proximity to athletic facilities such as the Aquatic Centre,
arenas, and athletic fields
Business has developed naturally through the coordination of existing VIU businesses such
as catering and student residences
Outstanding support and cooperation from departments such as Facilities, IT, the Gym,
Theatre, Catering and Western Student Housing Ltd.
Public perception of VIU as a learning environment enhances opportunities for service
provision
Excellent information, resources and marketing opportunities available through the
Canadian University and College Conference Organizers Association (CUCCOA)
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 1 of 5
Weaknesses
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Lack of dedicated staff-person is limiting service and marketing capabilities
Many of the processes and procedures are manual and cumbersome
Lack of awareness/confusion on campus about the services offered through Meeting and
Events
No dedicated space for Meeting and Event services: both office and rental space required
Limited availability for facility rentals, both at VIU and Western Student Housing Ltd.
Lack of dedicated AV equipment for Meeting and Event services
Complex room booking system involves numerous approvals, and some facilities are difficult
to book in summer months
No clear understanding of the impact on revenue generation in other departments from
activities organized through Meeting and Events
Lack of dedicated website
Lack of clear and updated Institutional policies on Facility Rentals
Opportunities
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VIU fills a market niche in local community for economical small to medium size meeting
and event services
Increased cooperation with VIU recruitment staff to take advantage of opportunities for
marketing VIU to visitors
Improved marketing to create a higher profile on campus and ultimately increase revenues
across several departments
Increased cooperation with departments such as International Education to combine
expertise and marketing
Vancouver Island location attracts recreational groups and travelers; market potential
Threats
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World-wide economic issues may affect group travel
Availability of external venues (Aquatic Centre, Ice Arena) can have significant impact
Negative public perception of competition with private businesses
Internal and external customers may have expectations of reduced or discounted pricing
STRATEGIC PRIORITIES – ACCOMPLISHMENTS
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Participated in the employee information fair
Attended CUCCOA National Conference
Delivered presentations on Meeting and Event Services to Catering Department and
Western Student Housing
Identified meeting and events software solution that will also bring added benefits to
Western Student Housing
Developed a VIU’s facilities virtual tour http://www.viu.ca/businessoperations/vt/
Developed marketing material through CUCCOA
Online presence through CUCCOA’s sales website and video: www.connectoncampus.ca
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 2 of 5
•
•
Strengthened working relations with other departments (Facilities Services, Records and
Welcome Centre)
Attended social media workshop
SUMMARY OF MEETING AND EVENTS STRATEGIC PRIORITIES
Strategic Priority #1
Identify the impact of this area across the Institution, as a direct and indirect revenue
generation instrument and as a risk management tool.
Academic plan deliverables
#20 Support and Encourage collaboration across departments, faculties and disciplines
# 24 Develop protocols for initiating, managing, and concluding external academic agreements
#28 Develop a long range plan for Administrative services
Performance target and indicators
MES – Business Case Report
Initiatives Proposed in Support of Priority Statement #1
Initiative #1
Develop a Business Case Study to identify the impact of this area across the Institution, as a
direct and indirect revenue generation instrument and as a Risk Management tool.
Resource Impacts: Staff Time
Strategic Priority Statement 2
Clarify and standardize the use of VIU Facilities internal and external groups.
Academic plan deliverables
# 24 Develop protocols for initiating, managing, and concluding external academic agreements
Performance Target and Performance Indicators
Institutional Policies
Initiatives Proposed in Support of Priority Statement 2:
Initiative 1
Develop Institutional Policies and Procedures for Use of VIU Facilities by external groups
Resource Impacts: Staff Time
Strategic Priority Statement 3:
Streamline Administrative Procedures and Processes
Academic plan deliverables
#28 Develop a long range plan for Administrative services
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 3 of 5
Performance target and indicators
Implementation of software and efficiencies created
Initiatives Proposed in Support of Priority Statement 3:
Initiative 1
Purchase and Implement software to streamline processes and integrate information with other
VIU Departments (Western Student Housing and Catering). Create efficiencies between
departments and allow for valuable flow of information.
Resource Impacts: Staff Time and financial
Strategic Priority Statement 4:
Increase presence and awareness of the area both internally and externally to reach new
markets and expand services.
Academic plan deliverables
#14 Identify administrative service requirements
#20 Support and Encourage collaboration across departments, faculties and disciplines
#30 Raise the profile of the University
Performance target and indicators
Increased profile on campus ultimately leading to increased revenues across departments
Initiatives Proposed in Support of Priority Statement 4
Initiative 1
Deliver presentation to introduce Meeting and Events Services to specific internal departments
(Facilities Services, Food Services, Welcome Centre, IT)
Resource Impacts: Staff time
Initiative 2
Develop a Marketing Plan (Including Social Media –B2B Platform)
Resource Impacts: Staff time and financial
Initiative 3
Participate in CUCCOA marketing efforts.
Resource Impacts: Staff time and financial
Initiative 4
Create partnerships with other institutions (Tourism Nanaimo, Sport Tourism Alliance, Religious
Conference Management Association, etc.)
Resource Impacts: Staff time
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 4 of 5
Strategic Priority Statement 5:
Identify effective pricing of related services (facility rentals, catering and accommodation).
Academic plan deliverables
#26 Identify and establish expectations for revenue sharing, including cost recovery programs
and activities
#28 Develop a long range plan for Administrative services
Performance target and indicators
Updated Pricing Schedule
Initiatives Proposed in Support of Priority Statement 5
Initiative 1
Use CUCCOA’s pricing survey as benchmarking
Resource Impacts: Staff time
Initiative 2
Undertake a study on Nanaimo Rates (facilities and accommodation)
Resource Impacts: Staff time
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 5 of 5
Meeting and Events
General Revenue
Rental Revenue
External Revenue
Total Revenue
Salaries and Benefits
Operating Expenses
(Profit)/Loss
FY12-13
Comments
($5,000.00)
($34,000.00)
($45,000.00)
($84,000.00)
$33,750.00
$50,250.00
$0.00 VIU Contribution
FY13-14
Comments
($6,250.00)
($42,500.00)
($56,250.00)
($105,000.00)
$42,500.00
$62,500.00
$0.00 VIU Contribution
FY14-15
Comments
($6,875.00)
($46,750.00)
($61,875.00)
($115,500.00)
$44,375.00
$71,125.00
$0.00 VIU Contribution
Strategic Plan for 2012/13 – 2014/15
Ancillary Services
Printing and Duplicating
INTRODUCTION
Mission
VIU Printing and Duplicating provides economical, efficient and timely copier and printing
services to the University community through the operation of a centralized printshop and the
management of area copiers.
Vision
Through competent staff and a wide variety of equipment provide services to the campus
community while reinvesting in upgrades and equipment to ensure the business model remains
relevant and effective.
Values
• Supply area photocopiers/scanners for staff and student use on a cost per copy charge
• Manage maintenance contracts on all copiers
• Provide centralized copying and printing services that include wide format printing, digital
high end black and white, and colour copying and scanning, laminating
• Provide document layout, scanning, and pre-print services
STRATEGIC INFLUENCES
Strengths
•
•
•
•
•
•
Majority of area copiers have been upgraded to digital copier/scanners
Majority of copiers default to 2-sided copying
Very competent long-serving personnel
Long-standing business model works well for reinvestment and upgrades to copiers and inshop equipment at VIU
Wide variety of equipment allows the print shop to meet most requests
Good facilities with adequate space for current equipment
Weaknesses
•
•
•
•
•
Lack of on-line ordering system hinders service to the community and requires additional
resources to manage
Financial data is entered manually requiring valuable staff time to complete
Lack of dedicated staff person to explore marketing print shop services to external
community
Poor location on campus: difficult to attract student business
Potential retirement of key personnel
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 1 of 4
•
•
•
Press is not capable of keeping up to style demands: work is being directed to colour copier
Due to decreasing departmental budgets desktop printers may be used more as there is a
sense that these copies are free. There is no accountability (ROI) on the equipment. This
results in less volume coming to the print shop or use of the Multi-function Copier/Printers
Some aging equipment: Increasing amounts of downtime due to service and repairs to
binding and cutting equipment
Opportunities
•
•
•
•
•
Departmental review may reveal new business opportunities
Increased marketing and awareness may increase business from students, VIU departments,
and the external community
Digital equipment offers potential to increase services for VIU departments through
networked copiers. In the Print shop, the addition of software for this digital equipment may
provide an opportunity for online print requisitions and digital communication
New equipment purchases may increase services offered and improve delivery times
Managed print services on campus will drive print requests to the Print shop which would
decrease overall institutional costs and improve sustainability
Threats
•
•
•
•
•
•
•
Declines in enrolment will affect demand for copying at VIU
Online educational material may decrease copying needs
World-wide economic issue may lead to decreases in fine-paper products and other supplies
Opportunity to increase external business may lead to negative public perception of
competition
Internal and external customers may have expectations of reduced or discounted pricing
Unsettled situation concerning copyright costs and online delivery of course material may
affect volume of bookstore coursepack business
Issues surrounding copyright on campus may negatively impact business
STRATEGIC PRIORITIES – ACCOMPLISHMENTS
•
•
•
•
•
•
•
•
•
•
Copies on campus default to two sided printing
Procured new copiers for the Cowichan Campus
Replaced aging equipment as needed
Reduced staffing (did not replace retired Digital Imaging and Duplicating Clerk)
Participated in the employee information fair Aug 2011 producing 2 marketing pieces for
the event
Began research into online print requisition software
Began research into options for managed print services
Attended webinars providing opportunities for professional development
Attended the Canadian association of in-plant print management supporting higher
education institutions(CUPMAP) conference in Victoria
Began analysis on pricing structure
SUMMARY OF PRINTING AND DUPLICATING STRATEGIC PRIORITIES
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 2 of 4
Strategic Priority #1
Review of operations to assess financial effectiveness given changes in the industry and
potential retirements
Academic plan deliverables
#14 Identify Administrative service requirements
#28 Develop long range plan for administrative services
Performance target and indicators
Review conducted, information analyzed and potential changes implemented
Initiatives Proposed in Support of Priority Statement #1
Initiative #1
Identify information required for the review and identify if the review will be most effective if
conducted internally or externally
Resource required: Staff time and potential financial implications
Initiative #2
Prepare for potential retirements by conducting an HR needs assessment
Resource required: Staff time
Initiative #3
Based on information received from the review, analyze opportunities to generate increased
revenues
Resource required: Staff time
Strategic Priority #2:
Streamline Printshop procedures and processes (subject to findings in Strategic priority #1)
Academic plan deliverables
#28 Develop long range plan for administrative services
Performance target and indicators
Improvements in customer service and in financial performance
Initiatives Proposed in Support of Priority Statement #2
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 3 of 4
Initiative #1
Implement an online print requisitions and develop software to allow electronic data entry of
revenues
Resource required: Staff time and financial
Initiative #2
Implement an online print requisition and revise turnaround times for print jobs to reflect new
reality
Resource required: Staff time and financial
Initiative #3
Evaluate processes surrounding document storage including electronic document storage
Resource required: Staff time
Strategic Priority #3:
Improve Printshop marketing to enhance customer service and awareness (subject to findings in
Strategic priority #1)
Academic plan deliverables
#2 - Launch an initiative to improve student learning, engagement, retention and success
#30 - Raise the profile of the University
Performance target and indicators
Improvements in customer service and financial performance
Initiatives Proposed in Support of Priority Statement #3
Initiative #1
Create marketing plan to enhance profile on campus
Resource required: Staff time
Initiative #2
Research customer’s needs using tools such as focus groups and questionnaires
Resource required: Staff time and financial
Initiative #3
Hold an annual open house or customer appreciation day to increase awareness of services on
campus
Resource required: Staff time and financial
Ancillary Services Strategic Resource plan
2012/13 to 2014/15
Page 4 of 4
Print Shop
Expense Recovery
Sales
General Revenue
Total Revenue
Salaries and Benefits
Operating Expenses
(Profit)/Loss
FY12-13
Comments
($265,000.00)
($4,000.00)
($1,000.00)
($463,000.00)
$162,460.00
$260,540.00
($40,000.00) VIU Contribution
FY13-14
Comments
($259,700.00)
($4,000.00)
($1,000.00)
($457,700.00)
$162,902.00
$254,798.00
($40,000.00) VIU Contribution
FY14-15
Comments
($254,506.00)
($4,000.00)
($1,000.00)
($452,506.00)
$163,260.00
$249,246.00
($40,000.00) VIU Contribution
Ancillary Services Budget Forecast
2012-13 to 2014-15
Bookstore
FY12-13
Sales
Gross Margin
Other Revenue
Salaries and Benfits
Operating Expenses
Capital
(Profit)/Loss
($4,626,000.00)
($1,151,000.00)
($1,200.00)
$680,685.00
$231,515.00
$20,000.00
($220,000.00)
Print Shop
FY12-13
Total Revenue
Salaries and Benefits
Total Other Expenses
(Profit)/Loss
($463,000.00)
$162,460.00
$260,540.00
($40,000.00)
Meeting and Events
FY12-13
Total Revenue
Salaries and Benefits
Operating Expenses
(Profit)/Loss
($84,000.00)
$33,750.00
$50,250.00
$0.00
Food Services
FY12-13
FY13-14
($4,572,750.00)
($1,143,187.00)
($1,200.00)
$703,737.00
$220,650.00
$20,000.00
($200,000.00)
FY13-14
($457,700.00)
$162,902.00
$254,798.00
($40,000.00)
FY13-14
($105,000.00)
$42,500.00
$62,500.00
$0.00
FY13-14
FY14-15
($4,521,550.00)
($1,130,387.00)
($1,200.00)
$717,120.00
$214,467.00
$20,000.00
($180,000.00)
FY14-15
($452,506.00)
$163,260.00
$249,246.00
($40,000.00)
FY14-15
($115,500.00)
$44,375.00
$71,125.00
$0.00
FY14-15
Cafeteria
Sales
Gross Margin
Salaries and Benefits
Operating Expenses
(Profit)/Loss
($1,494,606.00)
($801,608.82)
$606,996.72
$107,224.00
($87,388.10)
($1,524,498.00)
($832,875.91)
$606,750.11
$118,767.50
($107,358.30)
($1,545,840.97)
($850,712.53)
$607,279.95
$119,633.75
($123,798.83)
Discovery Room
Sales
Gross Margin
Salaries and Benefits
Operating Expenses
(Profit)/Loss
($87,388.10)
($33,768.00)
$47,413.35
$20,863.00
$34,508.35
($107,358.30)
($35,031.36)
$47,396.91
$24,613.00
$36,978.55
($123,798.83)
($35,938.76)
$46,932.23
$24,613.00
$35,606.47
($261,000.00)
($120,896.00)
$115,173.77
$28,602.00
$22,879.77
($265,800.00)
($123,468.80)
$115,247.01
$38,602.00
$30,380.21
($270,696.00)
($126,093.06)
$115,388.30
$38,897.00
$28,192.24
Catering
Sales
Gross Margin
Salaries and Benefits
Operating Expenses
(Profit)/Loss
Vending and Concession
FY12-13
Revenue
Expenses
(Profit)/Loss
Summary of Contributions to VIU
From Ancillary Services
8600-8605 Bookstore
3600-3604 Food Services
8640
Print shop
8606
Vending
VIU Contribution
($70,000.00)
$30,000.00
($40,000.00)
FY12-13
$
$
$
$220,000
30,000 $
40,000 $
40,000 $
$330,000.00
FY13-14
($80,000.00)
$30,000.00
($50,000.00)
FY13-14
$200,000
40,000 $
40,000 $
50,000 $
$330,000.00
FY14-15
($90,000.00)
$40,000.00
($50,000.00)
FY14-15
$180,000
60,000
40,000
50,000
$330,000.00
Facilities Services & Campus Development
Strategic Resource Plan
2012/13 to 2014/15
November 24, 2011
I.
INTRODUCTION
Mission
Responsible to the students, staff, and faculty of Vancouver Island University (VIU), Infrastructure is
made up of Campus Development & Facilities Services and Environment & Sustainability. These areas
encompass a wide range of functional services that provide support to VIU’s innovative and unique
learning, teaching and research environments and ensure flexible, dynamic learning spaces that
maximize VIU’s teaching and research endeavors are crafted and built. This work is guided by the newly
approved VIU Academic Plan which is the cornerstone of VIU’s strategic thinking and by the Nanaimo
Campus Master Plan (NCMP) which is a mechanism for addressing synergistic and incremental growth as
well as environmental, operational and fiscal sustainability.
The Facilities Services & Campus Development departments foresee the following:
Campus Development
• Anticipates funding for one or two capital projects as identified in the Nanaimo Campus Master
Plan (NCMP). All capital projects are designed to improve student life and promote community
wellness and respond to educational needs through strategic planning, sustainable building
design, and collaborative partnerships with a diverse range of stakeholders.
Environment & Sustainability
• With the integration of the Sustainability and Energy portfolios, FSCD will develop a new fiveyear strategic plan. The major focus for the plan will be; carbon neutral Smart Tool Report,
energy initiatives, waste streams and bottled water. FSCD will continue to build strong ties with
staff, faculty, students and the VIU community to encourage integrated partnerships in our
“culture of conservation.”
Facilities Services
• Facilities Services focus this year will be to identify and prioritize critical areas of concern in
order to work within our fiscal restraints. Primary areas of concern will be life safety,
emergency notification, heating/ventilating and control systems, along with replacement of
infrastructure such as sidewalks, stairs, water, Information Technology foundations and other
utilities. Areas of risk for this year will be the major contracts being renewed for security,
janitorial and elevator maintenance.
Expected Outcomes
• The expected impact of the continued efforts and initiatives of Facilities Services and Campus
Development is a department that responds to the safety and security of its community,
demonstrates responsible stewardship of resources, and supports the academic vision of VIU.
Values
Core Values
• Encourage initiative
• Support a respectful, inclusive, equitable working environment
• Cooperate and collaborate with internal and external stakeholders
• Provide safe learning, teaching, and research environments
2
II.
STRATEGIC INFLUENCES
Strengths
•
•
•
Commitment and experience of employees
Pride in the institution we work for
Flexibility, the ability to respond as a team and manage work with limited resources
Weaknesses
•
•
•
•
•
•
•
•
Limited financial and human resources
Outdated business processes
Outdated software, keying and work order system
Project management office better alignment of resources, processes, training and software
Technical and skilled trades required to support the Academic Mission (Sciences)
Resources required to respond timely to change and move forward with initiatives
Salaries for competitive recruitment
Campus Safety, life safety and emergency notifications system obsolete
Opportunities
•
•
•
•
•
•
•
•
•
Planning and development of the Nanaimo Campus
Capital priorities established in NCMP
Become an institution recognized as a leader in sustainability
Sustainability promoted not only as the right thing to do but also to create energy and cost
avoidance through initiatives. Stronger VIU recognition through campus and community
engagement
Demonstrate leadership for employee relations through transformational change and valuing
employees
Increase recruitment and retention by creating a work environment that is recognized for
valuing and respecting employee’s
Move Facilities Services forward as a respected and valued asset to the VIU community
Training and development of staff
Celebrate our successes through more staff recognition
Threats
•
•
•
•
•
•
•
•
•
•
Aging infrastructure
Increased regulatory and reporting requirements
Legislated carbon neutrality and associated cost
Utilization rates for buildings directs funding away from where it is needed
Lack of funding restricts providing a safe, comfortable, and clean environment
Employee retirement
Reduced enrollment from substandard conditions and environments
Vehicle fleet is aging
Employee burn out
Existing contracts coming for renewal 2012 janitorial, security, elevators
3
III.
STRATEGIC PRIORITIES – ACCOMPLISHMENTS
1. Planned review of business processes
• Key/Access distribution system is under development
• Work Order (Computerized Maintenance Management System) system is being
researched
• Minor Capital project management system under development
2. Grounds
• Created more open and enhanced physical spaces to support interaction for everyone
using our campus
3. Infrastructure Planning
• Retained consultants and created team to start infrastructure planning/design to meet
the needs of the of the Five Year Capital plan prioritized list
4. Asset Inventory
• VFA retained by Ministry to audit our assets and create an inventory to bench mark our
institution with all other Post Secondary BC institutes
5. Major Capital Projects
• Completed and made operational five Major Capital Projects to ensure the highest
quality of learning environments are available
6. Signage
• New exterior signage for better recognition and to raise the profile of VIU
7. Energy Conservation
• Continued with physical projects and initiatives to support creating a culture of
awareness and conservation
8. Sustainability
• Updated traffic demand study
• Alternative transportation improvement- Installation of covered bike park
• Water fill station- project being developed to remove bottled water from campus
• Establishment of “Power to Change Teams”
• Completed Transportation Demand Management for Cowichan and Nanaimo Campuses
IV.
V.
SUMMATIVE ASSESSMENT OF PROGRAMS (ACADEMIC UNITS ONLY)
Not applicable
RESPONSE TO POTENTIAL INSTITUTIONAL BUDGET REDUCTION
First Year
The first year requirement has been met through reduction of the grounds temporary and student
support along with eliminating some of the expenditures for our intrusion alarms and access control
systems. The balance of the first year requirement has been met by reducing the Sustainability
Manager position to half and combining it with the Manager, Energy portfolio.
4
Second Year
The second year reduction is met with a reduction in ACA funding.
Third Year
The third year is covered by a reduction in general maintenance items along with a reduction of one
day a week for the support staff. The one day a week reduction could be covered by one position or
spread over a few to mitigate the impact.
VI.
SUMMARY OF UNIT STRATEGIC PRIORITIES
1. Strategic Priority Statement
Obtain funding for planning of Nanaimo Campus Master Plan priorities
To maintain and develop appropriate spaces for learning, teaching and research as well as to
improve student life, funding possibilities for planning of these projects will be researched and
pursued as appropriate.
Academic plan deliverables
#6 The Mater Plans identify facilities required to support he learning experience and priorities
for implementing those facilities
#7 Implement capital projects that will improve student life
#29 Explore opportunities to develop endowment funds to support capital projects
Performance target and indicators
As per the Nanaimo Campus Master Plan and the next Five Year Capital Plan list
Initiative 1
Design and development of infrastructure to meet the Five Year Capital Plan started
Initiative 2
Full design for Fourth Street and University Way Connector is underway
2. Strategic Priority Statement
Energy conservation and support for sustainable/environmental stewardship
Increase revenue and create efficiencies to support energy conservation, sustainability-focused
infrastructure improvements and environmental initiatives
Academic plan deliverables
#22 VIU’s mandate for community engagement implies a focus on sustainability
Performance target and indicators
In order to support a healthy, sustainable environment and promote environmental awareness,
revenue sources will be identified and developed to support these initiatives.
Initiative 1
By March 31, 2012 – Strategic plan for next phase of energy conservations and sustainable
initiatives; including direction of an alternative energy source whether Geo-exchange or other.
Detailed metrics along with cost and energy avoidance to be developed in order to ensure best
value for VIU.
5
Initiative 2
By March 31, 2012 – As part of completed Five-Year Sustainability Plan, relevant operational
efficiencies will be identified within Facilities Services and Campus Development that result in
cost savings. Five year plan to set metrics and targets in order to give direction and quantify
objectives
3. Strategic Priority Statement
Continue toward carbon neutrality in all campus operations
As with all public sector organizations (PSOs) VIU must be carbon neutral in 2010 and beyond.
To achieve neutrality, carbon offsets must be purchased starting in 2010. Initiatives that foster
sustainable behavior aimed at the VIU community, ‘green’ operational practices, and responsive
strategic planning will result in cost avoidance (fewer offsets purchased).
Academic plan deliverables
#7 capital projects will be developed in the context of the VIU Campus Master Plan
Performance target and indicators
Targets measured and set through the Carbon Neutral Smart Tool Report
Initiative 1
Continued review of Facilities Services operations to ensure we work in the most effective
manner possible
Initiative 2
Fleet review and replacement for inefficient and outdated vehicles
Initiative 3
Continued optimization of our buildings to ensure energy conservation is maximized
4. Strategic Priority Statement
Review and update business processes to enhance client service
To provide responsive support and optimal service, best-practice business processes researched,
current processes reviewed, and updated as appropriate.
Academic plan deliverables
#14 Identify administrative service requirements
#28 Develop long range plan for administrative services
Performance target and indicators
To review processes and systems used for Facilities Services in order to initiate best practices
and metrics to measure service delivery by
Initiative 1
Move forward with new Keying System (developed with IS)
6
Initiative 2
New computerized maintenance management system in order to set metrics for preventative
maintenance and service response times
5. Strategic Priority Statement
Campus Safety
To have the necessary processes and systems in place to ensure the safest environment possible
for all that use our campuses
Academic plan deliverables
#7 Implement capital projects that will improve student life
Performance target and indicators
The ability to disseminate information and respond timely to any campus emergency
Initiative 1
By March 31, 2012 – First phase of our emergency response system with the installation and
completion of a new Code Blue emergency call box system
Initiative 2
By September 30, 2012- Design development for replacement of life safety systems along with
the integration of mass notification systems for emergency response
VII.
SUPPORTING COMPARATIVE DATA
VIII.
TEMPLATE A: Response to Potential Budget Reductions and Summary of New Initiatives requiring
Additional Funds
IX. APPENDICES
none
7
2012/2013 Budget Reductions
Facilities Services & Campus Development
#2
Option A
1
2
3
4
$2,423,897
3.5% x (3years x $84,840) =
$254,520
2012/13
Temporary Grounds
Student Grounds
Services Intrusion
ACA
$20,000
$5,000
$20,000
$55,000
$100,000
1
2013/14
ACA
$110,000
$110,000
1
2
2014/15
Reduced Maintenance
Support
$34,520
$10,000
$44,520
$254,520
8
November 24, 2011
2012/2013 Budget
Facilities Services and Campus Development
#2
1
2
3
4
5
6
Requirements to Support the Academic Plan
Increase Cleaning
Increase Maintenance
Increase Landscaping
Restore ACA
Furniture & Equipment
Sustainability/Energy
Estimate
$600,000
$500,000
$250,000
$2,000,000
$1,000,000
$1,000,000
Total
(U pass, Renovations, HVAC )
7
Strategic Facilities Planning
$500,000
(W.O. System, Budget Officer, P.M. Manager)
$5,850,000
9
November 24, 2011
Parking Revenue/Expenses
Actuals
Revenue
2010/2011
588,938
280,270
869,208
Permits
Meter Revenue
Total Revenue
Projected
Projected
2011/2012
2012/2013 2013/2014
588,938
824,513
1,096,603
392,378
470,854
588,567
981,316
1,295,367
1,685,170
2014/2015
1,272,059
588,567
1,860,626
Expenses
Services
Repairs & Maintenance
EMS Equipment Monitoring
Sign Supplies
Equipment Rental
Rogers Wireless Comm
PCI compliance processing
Supplies
Security
Total Expenses
Net to VIU
112,671
4,903
5,929
1,458
3,234
572
680
1,404
417,912
548,763
137,691
6,000
5,292
8,500
4,452
700
1,500
438,807
602,942
164,752
7,000
5,451
8,755
4,586
700
1,500
460,747
653,491
184,242
8,000
5,614
9,018
4,723
700
1,500
482,785
696,582
193,015
9,000
5,783
9,288
4,865
800
1,750
507,974
732,475
$320,445
$378,374
$641,876
$988,588
$1,128,151
Report does not include/remove taxes or capital expenses for parking meter and kiosk upgrades
VIU Current and Proposed Parking Rates
Permit/Parking Rate
Employee
1 Month
4 Months
Annual
Student
1 Month
4 Months
Annual
Short Term/Visitor
Rate
Hourly/Daily
Rate
Current
2011-2012
2012-2013
No increase 40% increase
$48.00
$67.50
$160.00
$225.00
$320.00
$450.00
$24.00
$80.00
$160.00
$35.00
$115.00
$225.00
Proposed
2013-2014 2014-2015
33% increase 16% increase
$90.00
$105.00
$300.00
$350.00
$600.00
$700.00
$45.00
$150.00
$300.00
$50.00
$175.00
$350.00
$.25/1/4 hour
$1.00/hour
$1.25/hour $1.50/hour
$4.00/9 hours $5.00/9 hours
$6.00/9
hours
10
$1.50/hour
$6.00/9
hours
November 24, 2011
Estimated Annual Parking /Road Infrastructure Cost Details
2012/2013
2013/2014
2014/2015
$
$
$
$
$
$
$
$
$
$
$ 100,000
$ 50,000
$ 25,000
$
5,000
$ 25,000
$ 50,000
$ 20,000
$ 190,000
$ 30,000
$ 50,000
Item
Capital Reserve
Meters/Equipment
Sign Supplies
Communications (Rogers)
Lighting
Maintenance
Line Painting
Snow/Ice Removal
Road/Sidewalk Cleaning
Coordination
$
$
$
$
$
$
$
$
$
$
100,000
50,000
25,000
5,000
25,000
50,000
20,000
170,000
30,000
50,000
Estimated Annual Cost Parking/Roads
$
525,000 $
100,000
50,000
25,000
5,000
25,000
50,000
20,000
180,000
30,000
50,000
535,000 $ 545,000
Parking Net Revenue Potential Expenditures
Sustainability
Maintenance Reserve
Landscaping
Capital Building Fund
WSH Reserve
Energy Management
Strategic Facilities Planning
2012/2013
2013/2014 2014/2015
≈ $275,000 ≈ $650,000 ≈ $700,000
$75,000
$100,000
$200,000
$175,000
$300,000
$200,000
$25,000
$50,000
$100,000
$100,000
$150,000
$100,000
$100,000
$100,000
$150,000
11
November 24, 2011
Template A
RESPONSE TO POTENTIAL BUDGET REDUCTIONS AND SUMMARY OF NEW INITIATIVES REQUIRING ADDITIONAL FUNDS
Facilities Services & Campus Development (# 2, Ooption A-- $2,423,897)
Please do not insert columns
2012 / 2013
Priority Area
as identified
Unit
in the
Strategic
University's
Priority
Planning
Statement Framework
Enter
Statement #
Brief Description of Proposed
Initiative and the Linkage to the
Institutional Targeted Priority
Enter Priority
Ref #
(Max 35-50 words)
Funding
currently
available or to
be reallocated
Total cost of from existing
the Initiative unit resources
Enter amount
Enter amount
Type of funds
Other
Funding
Sources
Recurring or
ONE-TIME
Enter
Amount
Other
Funding
Sources
Identify
source of
other funds
Permanent
Reduction
amount
2013 / 2014
NET
Recurring
Revenue
generation funding
amount
requested
Non-recurring
transitional
funding
requested
(ONE TIME)
2014 / 2015
NET
Permanent Revenue
Recurring
Reduction generation funding
amount
amount
requested
Enter amount
Non-recurring
transitional
funding
requested
(ONE TIME)
Enter amount
Enter amount
110,000
ACA
34,520
10,000
Reduced Maintenance
Support
TOTAL PROPOSED CHANGES
Non-recurring
transitional
funding
requested
(ONE TIME)
20,000
5,000
20,000
55,000
Temporary (Grounds seasonal)
Student (Grounds)
Services
ACA
Emergency Operations Centre
NET
Permanent Revenue
Recurring
Reduction generation funding
amount
amount
requested
100,000
100,000
-
-
100,000
-
-
-
110,000
-
-
-
44,520
-
-
-
11/30/2011
Information Technology
Strategic Resource Plan
2012/13 to 2014/15
November 24, 2011
I.
II.
INTRODUCTION
• Information Technology (IT) provides information technology services for all institutional
clients. The three major service areas are client support, infrastructure, and information
solutions.
• Network Infrastructure, Email, File, Print, Desktop Computing, Audio Visual, Network
Security, Wireless, and Telephone services enables students, faculty and staff to use
technology for quality teaching and learning experiences and to efficiently perform their
daily business activities and communications.
• Development, Customization and Support for Administrative Systems, Special
Application Development & Support, and Database Development & Support enable
faculty and staff to maintain and access management information in an efficient and
effective fashion and provide students with convenient and timely access to information
about their academic and financial standing with the university.
STRATEGIC INFLUENCES
Strengths:
• Relatively low investment of Information Technology for higher
education
• Efficient culture
• Skilled, experienced, service focus team
• Client relationships strong
• Responsive
• Adaptable
Weaknesses:
• Outdated operational model of lean administration
• Lack of historical investment has resulted in obsolete infrastructure
• Obsolete infrastructure decreases effectiveness, quality, and innovation
• Duplication of some functions (e.g. web services) increases cost and
causes client confusion
• Complexity and specialized skills of home-grown financial and student
system increases risks of succession planning
• Excessive software customization for questionable exceptions
• Lack of IT governance (e.g., project prioritization). There are limited
resources for new project or existing requests.
• Demand for IT solutions exceeds resources
• Solution duplication (e.g., statistical software, web solutions)
• Dilution of effectiveness due to lack of planning for projects
• High opportunity (i.e. resource) cost of “free” or open source solutions
(e.g., Moodle). Commercial solutions are often less expensive when
these costs are recognized.
2
Threats:
• Succession planning risk especially in systems solutions area
• Risks to enrolment and retention. Rapid technology changes set high
expectations by University constituents.
• Risk of operational and strategic failure of finance, student, and HR
systems
• Expectations in Academic Plan and Collective Agreements
• Continued financial reductions
• The strategic importance of Information Technology is undervalued and
underfunded.
• Client server model (e.g., desktop focused) is expensive and limits
opportunities. The market demand is now for mobility and education
without boundaries
• “Lots of data but no information” (e.g. enrolment management,
summative assessment, HR)
• Unclear assessment of “systems” and processes
• Privacy legislation has restricting barriers on the use of non-Canadian
hosted solutions (e.g., Google, Microsoft 365, Facebook)
• Inadequate network plans, investment, or capacity
Opportunities:
• Governance, portfolio, and project management approach increases
effectiveness
• Top-down approach to solutions will decrease perpetual customization
• Invest in upgrading student, finance, and HR infrastructure
• Network modernization for efficiency and quality
• Network solutions for desktop, laptops, mobile devices
• Shared services (e.g., institutional and other partnerships)
• Business intelligence (i.e. reporting)
• Social media and internet based solutions
• Succession planning
• Institutional criteria for I.T. investing
III.
STRATEGIC PRIORITIES – ACCOMPLISHMENTS
The executive director of Infrastructure/Ancillary Services now includes the Information Technology
function within their portfolio of responsibility.
The Information Technology team supported the successful commissioning of the new Cowichan
campus.
High definition video conferencing was planned, designed, and successfully implemented at
Cowichan, Powell River, and Nanaimo campuses.
The ongoing ever greening of technology was completed.
I.T solutions and services were provided to students, faculty, and staff.
Planning and support was provided for the IEL systems solution strategy.
The planning and conversion of the legacy enterprise system is underway. This system provides the
core information system for the University. This system directly provides services for students, staff,
3
and faculty. Enhancements were provided as the operational and strategic requirements changed
since last year. On-line submission of leave requests is planned for a year-end completion.
A new Director (Chief Technology Officer) was recruited and on site since August.
IV.
V.
SUMMATIVE ASSESSMENT OF PROGRAMS (ACADEMIC UNITS ONLY)
N/A
RESPONSE TO POTENTIAL INSTITUTIONAL BUDGET REDUCTION
Each Budget Holder was asked in 2011-2012 to develop a budget plan based on the potential for a
3.5% per year or 10% cumulative in the three years, increase in revenue or decrease in expenditures.
The replacement of two Directors, through retirement, by one position will result in achievement of
10% cumulative three-year target decrease in the 2011-2012 fiscal year. This will result in increased
expectations and responsibilities of four existing managers. One of the retired Directors had 35 years
of experience in a customized home grown enterprise system. This skill set loss reinforces the need
for succession planning. This will also result in less flexibility for customized quick-response solutions
for a while. Due to uniqueness and customization, equivalent skill does not exist in I.T. market place.
SUMMARY OF UNIT STRATEGIC PRIORITIES
Using the prescribed format below, list the main (three to five) unit strategic priorities which support
the mission of the unit and the Academic Plan.
For each strategic priority, describe the linkage to the Academic Plan, performance targets and
performance indicators and listed initiatives proposed to support meeting the desired performance
target. While there is no suggested limit to the number of proposed initiatives in support of each
strategic priority, unit plans should be realistic with regard to what can be reasonably accomplished.
Strategic Priority #1 Governance and Portfolio management
Supports Academic deliverables
• Assess organization structure and processes #25
•
Long range planning for administrative services #28
Initiatives
1. Establish and define IT governance
Resource impact: staff time
2. Define role of Executive in governance and criteria
Resource impact: staff time
3. Define the role of Senate in governance and criteria
Resource impact: staff time
4. Define I.T. metrics for investment and outcomes
Resource impact: staff time
4
Strategic Priority #2 Transition to a modern and network solutions model
Supports Academic deliverables
•
Improve student learning and engagement, retention and success #2
•
Ensure high quality learning environment #6
•
Position I.T. for effective teaching and learning #15
•
Build university capacity and advancement #29
Initiatives
1. Complete the transition of the student records system to a fully relational database model.
Resource impact: multi-year, staff time
2. Invest and upgrade VIU’s internal network infrastructure
Resource impact: multi-year, staff time, financial
3. Provide framework to network upgrades
Resource impact: multi-year, staff time
4. Provide web based file, data storage, and content management system
Resource impact: multi-year, staff time, and financial
5. Explore and pilot network solutions (mobile solutions)
Resource impact: multi-year, staff time, and solution availability
6. Simplify and enable flexibility for the desktop and mobility model, with windows 7
and office 2010
Resource impact: multi-year, staff time, and financial
5
Strategic Priority#3 Web Strategy
Supports Academic deliverables
 Improves student learning, engagement, retention, and success #2
 Ensure academic supports align with academic plan #13
 Identify administrative services requirements #14
 Position I.T. for effective teaching and learning #15
 Raise profile of University #30
Initiatives
1. Align web services and Information Technology
Resource impact: staff time
2. Prepare Web Strategy
Resource impact: staff time
3. Provide one portal for staff and students (for individual, team, institution, services,
web sites, communication, role based, file storage)
Resource impact: staff time and financial
4. Provide content management system for the VIU web site and the internal portal.
Resource impact: staff time and financial
5. Overhaul and improve web design to align with the University communications
objectives and incorporate best practices and controls.
Resource impact: staff time
6. Prepare business case and solution for email upgrade
Resource impact: staff time and financial
7. Define the University Social media policy
Resource impact: staff time
6
Strategic priority #4 Business Intelligence and processes
Supports the Academic deliverables
•
Improvement of enrolment management and planning #3
•
Planning for student services #4
• Support process for summative program assessment #17
Initiatives
1. Plan and support management reporting and processes
Resource impact: staff time
2. Review, standardize, and re-engineer processes for student records and student
registration.
Resource impact: staff time
3. Define blueprints for summative program assessment, enrolment management, and
business intelligence
Resource impact: staff time
Strategic priority # 5 Modernize student and faculty learning
Supports Academic plan for student learning, engagement, and success
•
Improves student learning, engagement, retention, and success #2
• Position I.T. for effective teaching and learning #15
Initiatives
1. Overhaul, convert, and support the learning management solution
Resource impact: staff time and financial
2. Office 2010 upgrade
Resource impact: staff time and financial
3. Upgrade desktop operating system to replace decade old windows XP environment.
Resource impact: staff time and financial
4. Media streaming solution and LMS integration
Resource impact: staff time and financial
5. Web conferencing solution
Resource impact: staff time and financial
6. Teaching and Learning requests
Resource impact: staff time and financial
7
VI.
SUPPORTING COMPARATIVE DATA
Vancouver Island University has operating I.T. budget of about 3.1% 1of Institutional revenue. In
relative comparison with institutional peers, I.T. investment at Vancouver Island University is
arguably underfunded. The 2011 Educause 2 survey shows I.T. funding at between 4%
(universities) and 6% (colleges) of institutional revenue. A recent survey of HETIBC 3 revealed
VIU investment for I.T. was less than others.
Information Technology
Operating and Capital Budget
% of Operating Budget
7.0%
Comparison
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
VII.
TEMPLATE A: Response to Potential Budget Reductions and Summary of New Initiatives requiring
Additional Funds
VIII.
APPENDICES
None
1
The investment is 3.9% once capital is included.
2
EDUCAUSE® is a nonprofit association whose mission is to advance higher education by promoting the intelligent use of information
technology. This association is international in scope but over 1000 U.S. and Canadian higher education institutions are active members.
3
HEITBC is non-profit association for information technology and B.C. Colleges and Universities.
8
Template A
RESPONSE TO POTENTIAL BUDGET REDUCTIONS AND SUMMARY OF NEW INITIATIVES REQUIRING ADDITIONAL FUNDS
Information Technology
Please do not insert columns
2012 / 2013
Unit
Strategic
Priority
Statement
Priority Area
as identified
in the
University's
Planning
Framework
Enter
Statement #
Enter Priority
Ref #
#1.1
#2.1
#2.2
#3.3, #3.4
#4.3
Brief Description of Proposed
Initiative and the Linkage to the
Institutional Targeted Priority
(Max 35-50 words)
Resource capacity deficit in systems
internal network & phone system upgrade
#2, #, 6, #15, #29 6 year life cycle
Wide area network and internet (e.g.
#2, #, 6, #15, #29 BCNET)
Web services portal and content
#2, #13, #14, #15, management system
Reporting (business intelligence)
#3, #4, #17
Funding
currently
available or to
be reallocated
Total cost of from existing
the Initiative unit resources
Enter amount
Enter amount
#25, #28
TOTAL PROPOSED CHANGES
Type of
funds
Recurring
or
Nonrecurring
Other
Funding
Sources
Other
Funding
Sources
Enter
Amount
Identify
source of
other funds
Permanent Revenue
Recurring
Reduction generation funding
amount
amount
requested
Non-recurring
(transitional)
funding
requested
Permanent Revenue Recurring
Reduction generation funding
amount
amount
requested
Enter amount
$
$
$
75,000
$
500,000
$50,000
non
$
50,000
125000
$200,000
non
non
-
Non-recurring
(transitional)
funding
requested
Enter amount
recurring -capital
3,375,000
Permanent Revenue Recurring
Reduction generation funding
amount
amount
requested
2014 / 2015
Enter amount
recurring
$3,000,000
2013 / 2014
75,000
$
Non-recurring
(transitional)
funding
requested
-
500,000
$
100,000
-
-
-
75,000
550,000
-
-
75,000
600,000
500,000
125,000
200,000
-
-
-
825,000
12/14/2011
Organizational Chart by Department
CURRENT
Infrastructure &
Ancillary Services
Ancillary Services &
Capital Projects
Campus Development
Environment &
Sustainability
Facilities Services
Food Services
Information Technology
Meetings & Events
Printing & Duplicating
Retail Operations
Western Student
Housing
Health & Safety
Services
November 28, 2011