Nanaimo Campus Food Services
Master Plan Development
THE PROJECT CHARTER
December 2014
PROJECT ALIGNMENT WITH ACADEMIC PLAN ACTION ITEMS:
# 7 Implement capital projects that will improve
student life
#14 Identify administrative service requirements
#25 Assess organizational structure
#26 Identify and establish expectations for revenue
sharing, including cost recovery programs and
activities
#28 Develop a long range plan for administrative
services
#6 Ensure high-quality learning environments
#15 Position information technologies as a key component of effective
teaching and learning
#25 Assess organizational structure
#28 Develop a long range plan for administrative services
#20 Build University capacity and institutional advancement
Food Services Master Plan – THE PROJECT CHARTER
TABLE OF CONTENTS
I.
PROJECT BACKGROUND .................................................................................... 3
II.
PROJECT’S INTENDED OUTCOMES ..................................................................... 3
III.
PROJECT PRINCIPLES .......................................................................................... 4
IV.
PROJECT OBJECTIVES ......................................................................................... 4
V.
PROJECT APPROACH ......................................................................................... 4
VI.
PROJECT TIMELINE ............................................................................................ 5
VII.
DELIVERABLES ................................................................................................... 5
VIII.
PROJECT RESOURCES /ROLES ............................................................................. 6
IX.
SIGNIFICANT PROJECT RISKS AND MITIGATION .................................................. 7
APPENDIX A - COMMUNICATIONS PLAN .............................................................. 8
2
DECEMBER
2014
Food Services Master Plan – THE PROJECT CHARTER
I.
DECEMBER
2014
PROJECT BACKGROUND
The current VIU Nanaimo campus food delivery model was implemented in 2004 and has gone through significant
change. In 2004, Culinary Arts produced all the prepared food served in the cafeterias, with Food Services operating the
front end of the business that included coffee, soft drinks, and sundry items. The Baking Program provided all the baked
goods for the cafeteria locations. Over time, food vendors were added to address gaps in food delivery. Since 2004, CIVI
program has changed from a 52-week to a 42-week per year operation; enrolment has fluctuated; and ITA requirements
have increased, putting pressure on the program. On a revenue basis, Culinary Arts has gone from producing 100% to
35% of hot food in the cafeteria. Food Services now provides catering service and has met increasing gaps in food
production and demand by adding CUPE cook positions. Further, both food costs and institutional budget pressures
have dramatically increased.
Maximizing educational programming and providing a financially sustainable food service to the VIU community will
require innovative solutions and there is currently a complex and sometimes challenging relationship between Culinary
Institute of Vancouver Island, or CIVI (which includes Culinary Arts and Baking and Pastry Arts) and Food Services. There
is a disconnect between cost control and budget authority making it difficult to manage expenses. The limited food
preparation area, fluctuating needs of the community, and impacts of the CIVI program requirements make it difficult to
produce the quantity of food required to satisfy the needs of the community. This can lead to student and staff
dissatisfaction as well as impacting potential revenue opportunities. There has not been a comprehensive assessment to
understand satisfaction drivers such as optimal hours of operation, food preference, and a sustainable pricing model.
When identifying the best model, there is a need to balance the academic interests of the CIVI Program with the financial
reality of the post- secondary fiscal environment.
It is important to understand the needs of the community in evaluating the service and product offerings - including
vendor offerings. Fully understanding community preference is required to inform the process and identify models of
delivery to meet the food needs of the campus community. With the assistance of a qualified food services niche
consulting firm, fsSTRATEGY, VIU is sponsoring the research and development of a Food Services Master Plan for VIU.
The creation of a Food Services Master Plan will better position VIU in creating sustainable delivery of food services for
the VIU community, and will identify potential opportunities to improve structures and processes that also support and
enhance the long-term well-being of CIVI.
II.
PROJECT’S INTENDED OUTCOMES
In support of the vision and direction of the University as detailed in the Academic Plan and supporting integrated
plans:
 Recognize the importance of, and support the viability of, the CIVI programs.

Provide a long-term plan of action to better position Food Services to meet the needs of the VIU Community.

Identify opportunities to enhance financial contributions that can be re-directed to support the CIVI program
and other Food Services initiatives, subject to VIU’s standard planning and budget processes.
3
Food Services Master Plan – THE PROJECT CHARTER
III.
DECEMBER
2014
GUIDING PRINCIPLES








The project will be aligned with the Academic Plan.
The project will be inclusive of the campus community and key stakeholder input.
The project will make recommendations that consider the academic interests of associated programs with the
financial sustainability of Food Services.
The project will identify a model and processes that provide a consistent, quality, accessible, and affordable
food service to the VIU community.
The student experience must be central to the recommended model.
The Project Resources and Advisory Group members must be collaborative and willing to work together.
The Project Resources and Advisory Group members agree to ensure and foster a respectful, collaborative and
collegial process.
The Project Resources and Advisory Group members will be objective in the application of facts and supporting
data.
IV.
PROJECT OBJECTIVES
 Enhance and support a positive, effective working relationship between the Culinary Institute of Vancouver
Island (CIVI) and Professional Baking programs and Food Services.
 Continue to foster an environment that supports integrity and excellence in CIVI programs.
 Identify the best food delivery models on campus.
 Realize positive, sustainable net income from food operations that balances institutional financial viability and
academic programming.
 Create a Food Services Master plan that identifies potential future opportunities that can be considered within
the context of the Campus Master Plan.
 Further enhance and support a culture to foster VIU values.
 Address Food Services satisfaction within the VIU community, with a commitment to healthy food choices.
 Identify the best hours of operation, food preferences, dietary concerns, and location of food operations on
campus.
 Create a structure where budgetary authority and cost control lie with the appropriate budget holder.
 Explore the potential to significantly increase locally sourced food choices.
V.
PROJECT APPROACH
This project will occur in three phases:

Phase 1: Opportunity to share information about the current situation and answer questions about the project,
enhance the charter, and establish code of conduct guidelines for the Advisory Group
o Advisory Group meeting
o Adoption of Project Charter including Principles and Communications Plan

Phase 2: Opportunity to gather input from students and staff
o Research and stakeholder engagement

Phase 3: Opportunity to validate findings
o Review findings with Advisory Group and develop initial recommendations
o Finalization of recommendations for Senior Management Group consideration
4
Food Services Master Plan – THE PROJECT CHARTER
VI.
DECEMBER
2014
PROJECT TIMELINE
Upon approval of this project in October 2014, notional approval for the survey work was granted by VIU’s
University Planning and Analysis Office.
The initial Advisory Group meeting will be held the week of December 1, 2014 when a Project Charter and
Principles are adopted.
The consulting firm fsSTRATEGY will be retained and begin collecting and analysing information provided by VIU in
December 2014.
In order to avoid exam and Christmas seasons, and to provide some temporal separation with the Student
Engagement Survey planned for November 2014, the bulk of the community engagement will occur in January and
February 2015. This will include the site visit by the consultants during which a campus tour, focus groups, town
hall meetings, advisory group interviews, food outlet observations and off-campus competitor inventory will be
conducted. The electronic survey of VIU staff and students will also occur over a two-week period in January 2015.
Findings will be reviewed with the Advisory group with initial recommendations being crafted and finalized for the
Senior Management Group (SMG) by the end of March 2015.
VII.
DELIVERABLES
Phase 1:
 Project initiation including inaugural Advisory Group meeting
 Adoption of draft project charter including guiding principles, code of conduct guidelines, and draft
communications plan
 SMG briefing and support
 Scope of work, timelines, reporting protocol and contract finalized with fsSTRATEGY
 Data gathering and provision to fsSTRATEGY
 Electronic survey approval via Institutional Analysis and Planning
 Electronic survey design
Phase 2:
 Site visit by fsSTRATEGY:
o Focus groups with targeted campus groups
o Interviews with advisory group members
o Town hall meetings on campus
o Observation of food service operations during peak periods
o Tour of residences
o Tour of campus to identify layout, traffic patterns and locations of key academic areas and
location of food service and campus vendor operations
 Electronic survey of staff and students
 Data analysis and drafting of report by fs STRATEGIES
Phase 3:
 Receive findings
 Review with Advisory Group
 Draft and present recommendations to SMG
5
Food Services Master Plan – THE PROJECT CHARTER
VIII.
PROJECT RESOURCES/GENERAL ROLES
RESOURCE
ROLE
David Witty, Provost and VPA
Shelley Legin, VPAF
Carol Desilets, Director Ancillary Services
Janine Reed, Executive Director, Human
Resources
Alan Cumbers, Executive Director Facilities and
Ancillary Services
Wendy Young, Director of Finance
John Predyk, Special Advisor to the President
SMG Co-sponsor
SMG Co-sponsor
Project Sponsor
Project Advisor
Project Advisor
Project Advisor
Lead Project Resource
ADVISORY GROUP
Debbie Shore
Melissa Townsend
Ian Johnsrude
Stephen Clements
Rita Gower
Guy Ellis &/or Glynis Steen
Tina McComb
Celia White
Patrick Barbosa
Mackenzie Sillem
Carol Desilets
John Predyk
Dave Twynam
Consulted via Survey
VIU Staff and Students
6
Culinary Institute of Vancouver Island
Food Services
Western Student Housing
Business Opportunity Planning
Professional Baking
Trades and Applied Technology
Enrolment Management
Campus Food Strategies
Students’ Union
International Education
Project Sponsor
Group Chair/Facilitator
Dean, Faculty of Management
DECEMBER
2014
Food Services Master Plan – THE PROJECT CHARTER
IX.
DECEMBER
2014
SIGNIFICANT PROJECT RISKS AND MITIGATION
PROJECT RISK
The project is misunderstood as
being about performance of staff.
MITIGATION
Be clear in communication. This project is about helping them
improve relationships in the workplace, dealing with happier
customers, and optimizing their working conditions.
Timeline is tight.
Lead Project resource will be focused on achieving the deliverables on
schedule.
Project principles protect program integrity and excellence;
involvement of Dean of Trades and Technology, Coordinator of
Culinary Arts Institute and VPA from outset.
Use of arms-length, expert, niche consulting firm.
Staff and student survey implemented during non-exam and
non-holiday periods
Implement electronic survey two months later.
Program quality erosion concerns
from Culinary Arts staff
Lack of credible recommendations.
Poor electronic survey response.
Overlap with Student Engagement
Survey.
Cost over runs.
Consultant observations are not
representative of typical
operations.
7
Deliverables and cost-certain contract with fsSTRATEGY.
Scheduling of site visits during ‘normal’ periods of activity.
DECEMBER
2014
Food Services Master Plan – THE PROJECT CHARTER
COMMUNICATIONS PLAN
APPENDIX A
The Communication Plan is intended to be a guide to engage with applicable stakeholders.
Planned Engagement Sessions:
STAKEHOLDERS
SMG
WHEN
September 29
WHAT
Overview via briefing note
AFC
VPA, VPAF
October 15
October 29
4 pm
November 12
1:15 pm
November 18
1:30 p.m.
December 1
am
Introduction of plan
Finalize Advisory group; adopt Project
Charter approach
Draft Project Charter & Communications plan
VPA, VPAF
ED,
Human Resources
Food Services
Manager
Institute of Culinary
Arts Coordinator;
Professional Baking
Program Chair
BCGEU, CUPE,
VIUFA Presidents
December 1
11 am
Food Services
Department staff
December 1
2 pm
CIVI staff
December 1
pm
Professional Baking
program staff
December 1
pm
Advisory Group
December 1
pm
8
December 1
11 am
Briefing
PRIME
Carol, John,
Dave W,Shelley
Carol, John, Shelley
Carol, John, Dave W,
Shelley
Carol, John,
Dave W,Shelley
Carol, John

Carol
Project purpose/engagement model/ the
why
 Q &A
 Communication package walk-through
 Project purpose/engagement model/ the
why
 Q &A
 Communication package walk-through
 Project purpose/engagement model/ the
why
 Q &A
 Project purpose/engagement model/ the
why
 Q &A
 Project purpose/engagement model/ the
why
 Q &A
 Project purpose/engagement model/ the
why
 Q &A
Invitation to inaugural meeting sent
Dave W, Shelley,
Guy, Glynis
Janine, Carol
Carol, Judy
Deb, Dave, Guy,
Rita, Dave, Guy
VPA, VPAF
DECEMBER
2014
Food Services Master Plan – THE PROJECT CHARTER
STAKEHOLDERS
Advisory Group
Inaugural meeting
WHEN
December 4
12:00 – 2:00
VIU Community
Week of
December 8
or earlier
All Stakeholders
Bi-weekly
updates
commencing
December 15
December 17
9 am
Monthly
Admin and Finance
Council
Advisory Group
SMG
On-going
updates
9
WHAT
 Project purpose/engagement model/ the
why/ share understanding of situation
and background
 Set expectations of and clarify role of
Advisory Group
 Finalise project charter and adopt code of
conduct guidelines
 Project Charter and message from VPA
and VPAF published on web
 See dedicated webpage for more info and
regular updates
Project updates posted on web
PRIME
Carol, John, Dave W,
Shelley
Project Overview
Carol, John
Meeting
Carol, John
Update reports
Shelley, Dave W
Carol, John via
Communications
Dept. and web
services
Carol, John
Food Services Master Plan – THE PROJECT CHARTER
DECEMBER
2014
Key Messages:








VIU’s Food Services and the CIVI programs are both valuable and important parts of our University community.
We deeply appreciate the hard work and dedication that students, faculty and staff bring to the classroom, to
the kitchen and to the workplace.
We are asking for input from students and the VIU community. This, in part, is informing the process of
developing recommendations for the master plan.
As we plan for the future, we need to work together to find new and innovative ways of delivering high quality
food services to the campus community, while also delivering a high quality culinary education to our students
during these financially challenging times.
This is why we are moving ahead with a process to develop a Food Services Master Plan that also supports a
thriving Culinary Arts program.
This process will engage the VIU community and be supported by a consulting firm fsSTRATEGY that is
nationally recognized and respected by Food Services and Culinary Arts leaders across Canada.
This process will done in three phases:
o First, by setting up an Advisory Group and creating a project charter
o Second, by gathering input from students, faculty, staff and other stakeholders
o Third, by reviewing and validating the findings to help determine next steps
This is an ideal opportunity for everyone in Food Services, CIVI, and other key stakeholders to help shape the
path forward. We look forward to your support and hearing your ideas.
INTENDED OUTCOMES:
In support of the vision and direction of the University as detailed in the Academic Plan and supporting integrated
plans:
o Recognize the importance of and support the viability of CIVI programs.
o Provide a long term plan of action to better position Food Services to meet the needs of the VIU
Community.
o Identify opportunities to enhance financial contributions that can be re-directed to support CIVI programs
and other Food Services initiatives, subject to VIU’s standard planning and budget processes.
OBJECTIVES:









Enhance and support a positive, effective working relationship between CIVI and Food Services.
Continue to foster an environment that supports integrity and excellence in CIVI programs.
Identify the best food delivery models on campus.
Realize positive, sustainable net income from food operations that balances institutional financial viability and
academic programming.
Create a Food Services Master plan that identifies potential future opportunities that can be considered within
the context of the Campus Master Plan.
Further enhance and support a culture to foster VIU values.
Address food services satisfaction within the VIU community, with a commitment to healthy food choices.
Identify the best hours of operation, food preferences, dietary concerns, and location of food operations on
campus
Create a structure where budgetary authority and cost control lay with the appropriate budget holder
10
Food Services Master Plan – THE PROJECT CHARTER

DECEMBER
2014
Explore the potential to significantly increase locally sourced food choices (not in key messages and should be—
put in Q&A as well?)
GUIDING PRINCIPLES:








The project will be aligned with the Academic Plan.
The project will be inclusive of the campus community and key stakeholder input.
The project will make recommendations that consider the academic interests of associated programs and the
financial sustainability of Food Services.
The project will identify a model and processes that provide a consistent, quality, accessible, and affordable
food service to the VIU community.
The student experience must be central to the recommended model.
The Project Resources and Advisory Group members must be collaborative and willing to work together.
The Project Resources and Advisory Group members agree to insure and foster a respectful, collaborative and
collegial process.
The Project Resources and Advisory Group members will be objective in the application of facts and supporting
data
Q & A:
Q: Will there be opportunity for me to have input?
A: Yes, there will be an electronic survey of, town hall meetings with, and focus groups with staff and
students. There will also be on-site interviews by the consulting group with all Advisory Group
members including Food Services and Culinary Arts, and the Students’ Union representatives among
others.
Q: If any changes implemented as a result of this research result in a financial benefit to VIU, how will the
funds be used?
A: One of the stated intended outcomes is to identify opportunities to enhance financial contributions
that can be re-directed to support the CIVI programs and other Food Services initiatives, subject to
VIU’s standard planning and budget processes.
Q: Is one of the possible outcomes that Food Services and Culinary Arts have separate working locations?
A: It is possible, yes, subject to space and financial constraints. It is also possible, however, that the
recommendations advise a status quo. There will be opportunity for both CIVI and Food Services staff
to make suggestions on how things might work best.
11
Food Services Master Plan – THE PROJECT CHARTER
DECEMBER
2014
Q: Will there be layoffs as a result of this report?
A: It is not the intent of this initiative to reduce the labour force. However, if recommendations are put
forward as a result of this study that impact staff, it will be fully disclosed at that time. This is a
transparent process.
Q: Is one of the potential outcomes the contracting out of Food Services to a private contractor, much
like VIHA has done?
A: While that is one of many possible recommendations that might come forth from this research and
analysis, it would be speculative to assign a probability of that outcome.
Q: When will this start?
A: Researchers (fsSTRATEGY) will be engaged to do community engagement. Electronic surveys will be
done in January, and town hall meetings and interviews will happen in February. A final report
received by the end of March.
Q: How will I know how it is going?
A: There will be a project website with bi-weekly updates. You can also ask any member of the Advisory
Group (and hyperlink).
Q: Are you considering putting a cafeteria in the residences?
A: All options are open for consideration.
Q: Is this all about making the most money from our Food Services?
A: No. A financially sustainable Food Services system is only one of ten project objectives identified in the
project charter.
Q: Can we get Tim Horton’s, Starbucks or other high-profile franchises on campus?
A: Expanding on-campus vendor options is only one of many possible recommendations from the report.
Q: What is going to happen after the report is provided to the Advisory Group?
A: The Advisory Group will discuss the findings and report of fsSTRATEGY and forward feedback and
recommendations to the Senior Management Group (SMG) for consideration.
Q: Who will make the decision about what is going to be implemented and what isn’t?
A: It depends on the specific recommendation. Recommendations coming to the SMG will be dealt with
according to VIU policy as it relates to academic programming, administration and/or Ancillary
Services.
Q: Will VIU be looking for more locally sourced foods?
A: We already support local food producers and are always looking to explore the potential of
significantly increasing locally sourced food choices.
Q: Is it going to cost me more?
A: We’ll be asking questions about food prices in our research.
12
Food Services Master Plan – THE PROJECT CHARTER
DECEMBER
2014
Who, What, Why, Where, When and How:
Who?
RESOURCE
ROLE
David Witty, Provost and VPA
Shelley Legin, VPAF
Carol Desilets, Director Ancillary Services
Janine Reed, Executive Director, Human
Resources
Alan Cumbers, Executive Director Facilities and
Ancillary Services
Wendy Young, Director of Finance
John Predyk, Special Advisor to the President
SMG Co-sponsor
SMG Co-sponsor
Project Sponsor
Project Advisor
Project Advisor
Project Advisor
Lead Project Resource
ADVISORY GROUP
Debbie Shore
Melissa Townsend
Ian Johnsrude
Stephen Clements
Rita Gower
Guy Ellis &/or Glynis Steen
Tina McComb
Celia White
Patrick Barbosa
Mackenzie Sillem
Carol Desilets
John Predyk
Dave Twynam
Institute of Culinary Arts
Food Services
Western Student Housing
Business Opportunity Planning
Professional Baking
Trades and Applied Technology
Enrolment Management
Campus Food Strategies
Students’ Union
International Education
Project Sponsor
Group Chair/Facilitator
Dean, Faculty of Management
Consulted via Survey
VIU Staff and Students
What?
Research and develop a Master Food Services Plan for VIU that recognizes and supports the viability of the CIVI
programs.
13
Food Services Master Plan – THE PROJECT CHARTER
DECEMBER
2014
Why?
1. Identifying the best food delivery model on campus
 There is a need to understand the gaps in food delivery, food preferences and satisfaction.
 Preferred hours of operation, menu preference and pricing are unknown on the campus.
 Satisfaction with food delivered on campus was identified as low in the 2013 Student Experience Survey.
 Is there a better model for VIU to deliver food in the cafeterias and niche locations?
 Are there different models to deliver food on campus that would be effective at VIU, food trucks, high
profile vendors, etc?
2. Create financially sustainable Food Services operations on campus
 Currently Food Services (including Cafeteria, Catering and Discovery Room) have average operating losses
of ~$90k/yr. over the past 3 years, which is financially unsustainable.
 There is a need to balance the academic interests of the CIVI programs with the financial reality of the
post-secondary fiscal environment.
3. Enhance and support a positive, effective working relationship between CIVI and Food Services
 There are competing needs between maximizing educational programming quality and providing a
financially viable food service to the VIU community.
 The working relationship between Culinary Arts and Food Services is complex and occasionally challenging.
 Lack of food preparation area for Food Services impacts its ability to deliver the quantity of food required to
satisfy the needs of the campus so impacts student and staff satisfaction.
 The current disconnect with cost control and budget authority makes it difficult to manage expenses.
Where?
The Vancouver Island University Nanaimo Campus
When?
Anticipated timeline:
Phase 1 – Project initiation - EARLY DECEMBER
Phase 2 – Research and community engagement - DECEMBER/JANUARY/FEBRUARY
Phase 3 – Review report and draft recommendations - MARCH
14
Food Services Master Plan – THE PROJECT CHARTER
DECEMBER
2014
How?
Through the use of an expert niche consulting firm, respected by Food Services and Culinary Arts leaders across
Canada, we will engage the VIU Community in the development of a Food Services Master Plan that recognizes
and supports the viability of the CIVI programs.
This project will occur in three phases:

Phase 1: Opportunity to share information about the current situation and answer questions about the project,
enhance the charter, and establish code of conduct guidelines for Advisory Group
o Advisory Group meeting
o Adoption of Project Charter including Principles and Communications Plan

Phase 2: Opportunity to gather input from students and staff
o Research and stakeholder engagement

Phase 3: Opportunity to validate findings
o Review findings with Advisory Group and develop initial recommendations
o Finalization of recommendations for Senior Management Group consideration
15