Buildings, Infrastructure & Land: Toward a Capital Vision University Council

Buildings, Infrastructure & Land:
Toward a Capital Vision
University Council
October 20, 2011
Major Capital Project Planning Process
& Project Governance Model
Mind Map - Capital Vision
Capital Vision
• Create an overarching, principle-based
document to manage all U of S owned
urban lands
• Provide framework for considering
decisions pertaining to strategic directions
• Create structure for a long-range
development plan, defined by precincts
Categories of Development
•Land Development
1999 to 2005
2006 to current
Future Buildings
• Beef Cattle Research & Teaching Unit
• Cyclotron
• Dairy Research Facility
• Gordon Oakes Red-Bear Student Centre
• RenewUS – Potential Scope:
• Arts, Biology, Murray Building, Physics
• Infrastructure Renewal (utilities, municipal, ICT and eMAP)
• Children’s Hospital of Saskatchewan at RUH
RenewUS: Context
Nearing the end of an historic decade ~$1B capital
expansion, with some renewal
Growing deferred maintenance backlog in existing
buildings and infrastructure
Mixed success in securing funding for deferred
maintenance and infrastructure
Positives: e.g., KIP rooftops; Health Sciences A and B Wings;
Place Riel; Marquis Hall; Feedwater Expansion
Negatives: decline in grant amidst construction inflation;
DM funding bottom quartile vs. peer universities
Peer funding comparison
Source: APPA Facility Performance Indicators Report (2009-10); FMD analysis
Sustaining Capital Grant
Flat/declining funding amidst
doubling of construction costs
In search of “Best Practices”: Case Studies
 Institutional priority
 Major campaigns
($100M-$1B; 5 to 20+
 Multiple funding sources
 Comprehensive building
renovation with
programmatic renewal vs.
priority systems
 Tackle DM, but continue
to invest in regular
Source: FMD ReCAPP database
Notes: Facility Condition Index (FCI) is deferred maintenance relative to current replacement value. FCI figures are based on
assessments completed between 2001 and 2006, escalated to reflect an estimate of current market costs.
 After a decade of growth, renew our focus on
the core campus
 Stem – or reverse - the DM tide
 $250M+ over 5 years
 Multiple funding sources (gov’t, donors,
students, university)
 Focus on high priority academic programs
and buildings, and critical infrastructure
Land Development: