4. What is a Partnership?
• Traditional Definition:
– A relationship between individuals or groups that is characterized by
mutual cooperation and responsibility, for the achievement of a
specified goal
(How) does it differ from these other relationships?
- A limited partnership company
- A supplier
- A service provider
- A colleague in a different department or institution
5. What is an ideal partner for
Ancillary Services?
• Focus on value-added partnership
• a platform for independent organizations (partners) based on a common
purpose, a long term relationship and a common vision (an agreed upon
strategy and an organization form) that lets each partner benefit and/or
profit based on their individual competencies, and generate more added
value (Value Added) than the partners could ever generate individually.
• a collaboration which results in a surplus of value for the organizations
involved.
6. Why do we look for/need value-
added partners?
• Reconstruct and/or reorganize a service
• Change up how we offer the service or product
• To see what the options or possibilities are to create
a new , unique or better concept?
• To be able to do/offer something we otherwise
couldn’t do
7. Strategic: partnership advantages
• Not only re-engineering
the process
• Assigning of resources
• As an individual
organization
but also regeneration of
strategies
to leverage of resources
to as a coalition of
organizations
8.
9. Value-Added Partnership
• General Example:
– Producers of bread and producers of sandwich filling
– Buying one creates need for the other
– Producers of bread could focus value- add only on bread.
Same for sandwich filling
– Partnership with each other could supply those needs +
surplus of worth ie catering or a restaurant or?
10. Examples of non value-added
partnerships in Ancillary Services
• Telecommunication site leases
• Facility rental agreements
• Service contracts, such as parking
management, custodial, vending
• On-line product affiliate programs
11. Value-Added Partnerships in
Ancillary Services
Type of partnership
• Product
• Service
• Program/project
• Research
• Other?
With whom?
• Traditional suppliers
• Another campus
department
• Another institution
• Students
• other
12. Product Partnerships
Examples:
• Camosun,
beverage
purchasing
• Camosun, sports
team clothing
• Camosun, water
re-fill station
With whom?
• Traditional
suppliers
• Another campus
department
• Another
institution
• Students
• other
Impact
• General
description
• Impact to the
program/project
• Impact/benefit
to each partner
• How did the
partnership
come to be?
13. Service Partnerships
Examples:
• U o T, Child Care
• Laurentian, Print
Hub
• WLU, parking
• Camosun, Food
• Camosun, bike
lockers
• Camosun,
satellite print
shop
With whom?
• Traditional
suppliers
• Another campus
department
• Another
institution
• Students
• other
Impact
• General
description
• Impact to the
program/project
• Impact/benefit
to each partner
• How did the
partnership
come to be?
14.
15. Program/Project Partnerships
Examples:
• SFU, Fair Trade
• Camosun,
Victoria Tea
Festival
• Camosun e-
charging and
solar charging
stations
• Camosun,
Facility Rentals
With whom?
• Traditional
suppliers
• Another campus
department
• Another
institution
• Students
• other
Impact
• General
description
• Impact to the
program/project
• Impact/benefit
to each partner
• How did the
partnership
come to be?
16. Research Partnerships
Examples:
• Camosun, ride
sharing
• Camosun, food
service
With whom?
• Traditional
suppliers
• Another campus
department
• Another
institution
• Students
• other
Impact
• General
description
• Impact to the
program/project
• Impact/benefit
to each partner
• How did the
partnership
come to be?
17. Other types? Partnerships
Examples:
• SFU, Fraser Int.
College
With whom?
• Traditional
suppliers
• Another campus
department
• Another
institution
• Students
• other
Impact
• General
description
• Impact to the
program/project
• Impact/benefit
to each partner
• How did the
partnership
come to be?
Developing Value Added Partnership
in the “now” economy
Characteristics of future network organizations and management styles
Drs. W.M.G. Bouts – Partner, WissemaGroup (winfried.bouts@wissemagroup.nl)
Drs. S.D.R. Polman – Consultant, WissemaGroup ( sander.polman@wissemagroup.nl)
Camosun Beverages
Camosun’s cook training program with Aramark
Aramark offered purchasing discounts with common food suppliers
Camosun benefitted by reducing food costs 20- 30% in program
Aramark benefitted by adding camosun program to volume purchasing
Also benefitted by increasing trust and opportunities of food service provider on campus
Joint catering projects have resulted – never possible before
Camosun sport team clothing
Chargers and bookstore
Share the risk…. Chargers select clothing/image placement, Bookstore sells
Both win $
Bookstore gets extra traffic (especially when teams are doing well
Seen as an integral part of campus and campus life
Chargers increase brand presence on campus – they wouldn’t have access to the “market”
Chargers don’t have the bricks and mortor or personnel to sell their products
Camosun water ref-fill station
Vending company brokered machine engineered by Uvic student/Camsosun Bookstore sells water bottles
The added value (combining the water and the bottles…..), reducing bottled water sold on campus, during promo months, bottles for refilling are discounted and combined value promoted….
University of Toronto, Child Care/housing
In our housing complex, we have a child care centre which is operated by the Early Childhood Education program of George Brown College. GBC is another Toronto educational institution, and an opportunity arose about 10 years ago for us to partner with them in a very symbiotic way. With GBC’s help, we renovated space in our building and created a fully licensed child care centre for our student parents, which is also space for GBC to train their ECE students. GBC also brought with them child care subsidies from the City of Toronto which were not otherwise accessible to us (ie, they were “grandparented” subsidies).
This relationship does not generate revenue, but it is really beneficial to our students.
Here’s the website:
http://studentfamilyhousing.utoronto.ca/childcare.htm
For more info on how this works, you can speak with our Director of Faculty, Residential and Student Family Housing: Gloria Cuneo, [email_address]. She’s been with my team since we built the child care centre so she has seen it in action for many years, and works closely with the manager of the centre.
Anne Macdonald, University of Toronto
2. Laurentian, Print Hub
Two departments within Laurentian
School of Mining and the Print Hub
School of Mining provided equipment (wide format printer)
Print Hub wins by having opporutnity to sell printing service on the printer
School of mining wins by having the equipment avialable, AND their students get a discoutn AND they get first priority
Value added – full service being offered through print hub
Ray Coutu, Laurentian University's Director of Campus Services
3. WLU Parking
In 2011 Parking & Transportation Resources and the Residential Services Departments at Wilfrid Laurier University jointly made the decision to transition responsibility for all student parking related functions to the Parking & Transportation Resources Department. Formerly these responsibilities had been shared but administered individually by each department as it pertained to parking for on campus residence students. An annual internal transfer is processed to offset existing debt related to residence parking facilities so this transition does not create a liability to the Residential Services budget.
This transition allowed us to realize efficiencies and improvements in the areas of permit administration, permit management and parking enforcement. Wilfrid Laurier University realized a 17% increase in permit sales for residence parking lots in the first year of this transition. This revenue increase was a direct result of a shift in permit management strategy. Formerly the non-residence and residence student permit allocation were processed and managed independently by the two departments leaving the residence student parking lots underutilized and a waiting list existed for the non-residence student permit parking lots. Since this transition permit applications and allocations are processed independently for residence and non-residence students and once the initial permit allocation is completed the remaining residence parking permits were offered to students existing on the waiting list. Not only did this maximize campus parking inventory, in the two years since this transition we have been able to offer all students that applied for a parking permit an option to park on campus. The alignment of responsibilities for student parking into one department has allowed the campus to realize administrative and financial benefits as well as providing improved parking options for all students.
Sue Dawson, Wilfrid Laurier University
4. Camosun Food Services
Value –added partnership specifics
New coffee shop on campus
Camosun had space (and student market), Aramark had $ to invest
Both were going to net increased revenue
Added value: joint survey/communication with students about the brand of coffee – both partners had to be prepared to listen
The results of the survey allowed for opporutnity to find a local coffee roaster/supplier to come into the partnership, beyond a coffee supplier relationship…. They are active/and sponsor student related events on campus, participate in our sustainabiltiy days, etc
Joint naming contest
Both of these things resulted in great ownership of the campus community of this new service – a campus hub, people speak with pride about it, sales are 50% more than expected in relation to other similar types of operations
5. Camosun Bike Lockers
Camosun and Parking Mgmt Com.
Camosun had space, need and potential market
Robbins willing to provide capital
Revenue goes to Robbins (will take years to recoup capital costs), but also gets to improve image on campus as being a part of whole transportation solution. Negative Image of parking patrollers hard to shake…..
The value added is being able to offer camosun community a continuum of options to bringing their car to campus
6. Camosun Satellite Print shop
Camosun and student society
Printshop hidden and inaccessible, so a desire to have a satellite closer to hub of students needed/desired
Printshop had some equipment but not enough to set up to offer a service
CCSS donated a printer that was underutilized, and offered to share a counter that they use in the area for another program in the evenings when printshop not operational
Camosun wins: free equipment and furniture
CCSS and students win, they get better more convenient service
Value added: a closer to full service operation with combined equipment, improved relationship with CCSS
SFU, Fair Trade
SFU, Engineer without Borders student clubs, UBC and Fair Trade Canada
25 campuses across Canada,
Role of the partners
Value added:
2. Camosun Victoria Tea Festival
Camosun committee formed to create fundraiser to offset costs of child care on campus
Partners include: marketing class(es) on campus – created social marketing plan, tea retailers, tea suppliers
Net $ impact to Camosun, over $30,0000 in its peak, and a presence in the community, and with a sector not normally assoc with child care or the college…..
Impact to partners: they would never have had the marketing/publicity/attendance at their individual establishments – they increased their market dramatically, as well as the visibility/demand for tea
The city benefitted – North America’s largest tea festival, on the map, well attended, good experience, etc
3. Camosun e-charging and solar charging stations
Echarging:
CRD and Province/Camosun
Grant program available for e charging stations. CRD put forward a joint application of 11 institions, Camosun/Uvic included. Up to 75% covered, institions also had to contribute (usually more than 25%)
Value added: a network of e charging stations rather than a one-off. Network promoted. Network necessary for electric car owners….
Solar charging station:
Faculty/students/ CCSS and Camosun,
Only together could this have come together. Both transportation office and pipe fitting/solar program applied for a Pres fund grant to have an e charging station. One for scooters, the other for vehicles/and or grounds equipment
Result, all combined into one. Solar power is offsetting power used in the grid…. Being actively monitored and reported
4. Camosun, Facility Rentals
Partnership with Ancillary departmetn and Student Services, in terms of how staffed
Ancillary pays .5 FTE, Student Services extends their internal room bookings to include “external”
Breaks down silos of who is talking with whom…. Sharing of knowledge, blending of departmental cultures of customer service
Camosun, Ride Sharing
Marketing class, research project
Looked at ways to provide incentives to car pool
TPM dep got a great report, good ideas
Marketing class got real life expample, good guidance and feedback, knowlede of a current problem on campus, got to see some of their ideas implemented
Tpm department didn’t have the resources to research, so never would have got off the ground
Camosun, food
Marketing class does research on food services
Sometimes their ideas…. Ie what are the alternatives to having a contracted food service, and are there other types of modesl
Sometimes our request – ie what do students want…. Think about…….
When students are engaged, they share their enthusiasm and findings with other students, especially when their projects are warmly received……
SFU, FIC,
Fraser Int College uses land at SFU, acts as a feeder school to SFU
