University of Saskatchewan Annual Capital Plan 2010‐11 A supplement to the Multi­Year Capital Plan for the Second Planning Cycle May 2010 Table of Contents Context and Background ............................................................................................................................... 2 Background ................................................................................................................................... 2 Specific Context of this Report ..................................................................................................... 2 Operations Forecast 2010­11: Capital Funding Request .................................................................. 3 Annual Capital Allowance – The Request: $30.024 million .......................................................... 3 Major Capital Projects................................................................................................................... 4 Provincial Government Capital Grant 2010­11 .................................................................................... 6 Annual Capital Allowance – The Grant: $12.078 million ............................................................. 6 Major Capital Projects – Targeted Funding .................................................................................. 8 Other Funding for Major Capital Projects ............................................................................................. 10 Opportunistic Funding – Knowledge Infrastructure Program (KIP) ............................................ 10 Partnered Funding/Self‐Financed Funding ................................................................................. 10 Fully‐Funded Commitments and Expenditures 2008‐09 to 2011‐12 .......................................... 11 Summary of Capital Needs and Priorities 2010­11 ........................................................................... 12 Buildings/Space ........................................................................................................................... 12 Land ............................................................................................................................................. 13 Infrastructure .............................................................................................................................. 14 Information and Communications Technology (ICT) .................................................................. 14 Equipment.................................................................................................................................. 18 Update on 2009­10 Capital Needs and Priorities ............................................................................... 18 Development of the Multi­Year Capital Plan for the Third Integrated Plan ............................. 19 Capital Profiles ............................................................................................................................ 19 Infrastructure and Capital Resources Commitment ................................................................... 19 Appendix A: The Capital Portfolio .......................................................................................................... 21 Appendix B: Key Capital Plans and Reports at the University of Saskatchewan ................... 22 Appendix C: Annual Capital Allowance 2010­11 ............................................................................... 23 Appendix D: Annual Cash Flows for Projects Having Full Funding Commitments ................ 25 Appendix E: 2009­10 Project Updates ................................................................................................... 26 Appendix F: Workshop Observations January 2010 ........................................................................ 31 Context and Background Background In June of 2009, the University of Saskatchewan (U of S) Board of Governors approved the university’s Multi­Year Capital Plan for the Second Planning Cycle (2008­09­2011­12) and the Annual Capital Plan for 2009‐10. These documents were the first of their kind to be developed by the university and were identified as one of the five components of the Second Integrated Plan (Towards an Engaged University). The university’s multi‐year capital plan is a planning document that supports the University of Saskatchewan Strategic Directions 2002 – Renewing the Dream and the integrated planning process. The multi‐year capital plan represents the university’s priorities over the second planning cycle. It is a framework that encompasses the breadth of capital planning at the university including physical assets such as buildings and space, land, infrastructure, information and communication technology, and equipment. Like the multi‐year operating budget framework, the multi‐year capital plan is produced early in each planning cycle and will be updated annually and re‐drafted every four years. The annual capital plan, as a supplement to the multi‐year capital plan, will be developed within each year of the planning cycle and will provide a refreshed synopsis of capital needs, capital funding, priorities and projects for the upcoming year similar to the operations forecast and the multi‐year operating budget framework. Specifically, the annual capital plan will provide an overview of the various capital needs of the university and will illustrate how the institution will address the most critical and highest priority capital projects and programs for the upcoming year with the funding available. The plan will also identify both requested and secured funding sources and will note specific major and minor capital projects to be developed, implemented or completed. This document represents the annual capital plan for 2010‐11. The annual capital plan does not contain detailed individual capital project descriptions. Capital project updates are provided regularly to the Board of Governors by the Facilities Management Division and the vice‐president, finance and resources and are also provided regularly to the provost’s committee on integrated planning (PCIP) and the planning and priorities committee of University Council. Appendix A is a graphic representation of the university’s current capital portfolio, and project summaries can be found at www.usask.ca/ip/inst_planning/major_planning/capital_planning/index.php. Specific Context of this Report The multi‐year capital plan for the second integrated plan identified three levels of planning and reporting within the university’s internal capital planning process: (1) Strategic or highest level of planning (2) Portfolio governance or project and funding status updates of major capital projects (3) Project management or reports and plans that identify specific capital requirements and strategies to address priority needs The annual capital plan fits in the second category of portfolio governance. Appendix B, “Key Capital Plans and Reports at the University of Saskatchewan”, provides an overview of the relationship between the various documents and these three levels within the hierarchy of key capital plans and reports. 2 | P a g e Operations Forecast 2010­11: Capital Funding Request On an annual basis, the Government of Saskatchewan is informed of the operating and capital budget priorities for the U of S through the operations forecast. Along with the operating grant, the provincial government provides an annual capital allowance to support the university’s growing liability for capital equipment replacement, information and communications technology, capital renewal and replacement, and deferred maintenance. The U of S is in the midst of one of the most intensive capital periods in its history. The growth on campus is a result of continued provincial commitment and the strength of the university in attracting external partnerships and funding. This growth speaks to the commitments made to improve the university’s competitive position, enhance the student experience, and attract and retain world‐class faculty. The support of the province in the form of annual capital funding has been a key factor in many initiatives currently taking place on campus. The university’s capital funding request within the operations forecast for 2010‐11 identified that the university continues to have significant and pressing annual capital needs as well as a requirement for one‐time capital funding to complete the institution’s highest priorities of major capital projects. We request that the province provide an increase of $10.0 million to the annual capital allowance to bring the total funding to $30.024 million per year. We also request the province partner with the university to assist in addressing: 1. The current $10.0 million gap in capital funding for the $14.4 million Gordon Oakes–Red Bear Student Centre, a project to support and enhance services for Aboriginal students; and 2. The $10.0 million required for the steam distribution system upgrade between the Western College of Veterinary Medicine building and the Vaccine and Infectious Disease Organization building, a critical infrastructure project. These two components of the request, the annual capital allowance and a special request for other major capital projects, are described below. Annual Capital Allowance – The Request: $30.024 million The annual capital allowance addresses the university’s growing need for capital renewal and replacement, deferred maintenance, information and communication technology and capital equipment renewal and replacement. These funds have traditionally been used to assist with critical needs in three major areas: strategic priorities, buildings, and equipment and systems. Through an internal prioritization process, the annual capital allowance is allocated to the university’s most critical and strategic capital needs. These funds are essential for the university to meet the ongoing capital needs of our academic and research activities through strategic priority initiatives; capital adaptation and the renewal and replacement of building and municipal infrastructure; campus‐wide computer systems, infrastructure, and equipment; campus‐wide multimedia enhancements; and equipment required for our academic and research activities. 3 | P a g e The $10.0 million increase in capital funding requested for 2010‐11 would be allocated as follows: $5.0 million for capital renewal and deferred maintenance A significant increase in annual funding is necessary to prevent the amount of required deferred maintenance from continuing to accumulate beyond its current level of $604 million. In order to close the gap between current funding levels and the projected funding level required to properly maintain our capital assets, a phased‐in approach would see the annual capital allowance increase by $5.0 million per year until 2015‐16. Funding would be used for the renewal, replacement, and adaptation of facilities, for information and communications technology, and for general capital equipment including start‐up funding for the equipment needs of new faculty. $5.0 million for campus core revitalization Campus core revitalization is a multi‐year, multi‐project initiative to address the university’s most critical space needs through stable annual capital funding via multiple funding sources. The initiative would allow the university and the province to systematically identify, plan, prioritize and implement high priority projects as opportunities arise and funding can be secured, leading to the most effective use of existing facilities. The primary goal is to replace and enhance teaching spaces, such as classrooms and undergraduate laboratories, convert existing inadequate spaces that are adaptable for other required uses and, wherever necessary, provide new development. Ultimately, this means a revitalization of facilities in order to meet academic and student needs with improved operating efficiency of academic resources. Major Capital Projects In addition to addressing critical capital renewal and infrastructure needs, the operations forecast identified projects that may be of interest to the province recognizing that these represent only a few of these needs. As in the case of many capital projects, some funding will likely be received from external donors, but even partial funding from the government can often be leveraged to establish partnerships and to secure other sources of funding, including fundraising. It is of note that fundraising for infrastructure projects is particularly challenging, and it is our hope that funds will be available from the province for the following critical projects. 1. Gordon Oakes–Red Bear Student Centre Significant Aboriginal support programs, initiatives and accomplishments have been in place for many years at the U of S, including the Indian Teacher Education Program, the Native Law Program, and the Native Access Program for Nursing and the Aboriginal Achievement Program. In order to celebrate and enhance Aboriginal success at the U of S, the Gordon Oakes–Red Bear Student Centre project has been planned, and fundraising is underway, with about $4.1 million of the necessary $14.4 million committed through the private sector and the university. This high‐
profile centre will provide a central resource of services and amenities to support Aboriginal students and encourage their success. Teaching, learning and ceremonial space will provide 4 | P a g e opportunity for community involvement and create a “cultural destination” that will help attract and retain Aboriginal students. The project has been developed with extensive consultation and collaboration with the Aboriginal community, has received the support of the elders and has students directly involved in the design process. 2. Infrastructure Project ­ Steam Distribution Replacement – Veterinary Road Current campus activities and future growth are dependent on the university’s infrastructure, the basic physical structure needed for the university’s operation. Without appropriate funding for infrastructure renewal, campus growth and revitalization are fundamentally restricted. The highest priority infrastructure project is Steam Distribution Replacement – Veterinary Road. The replacement of the buried steam distribution service to core research centres, including the VIDO/InterVac laboratories and the Canadian Light Source synchrotron, is critical to supporting nationally important, world‐class research, while creating energy savings (via decreased energy losses), improving service reliability, saving water, and reducing the use of treatment chemicals. The project is critical to increase the size of the existing condensate return line to support InterVac once the facility comes on line (early 2011) and to replace portions of the buried steam infrastructure on campus that have become unreliable and irreparable. Research activities will increasingly be adversely impacted if this project does not proceed. The university also noted the need for capital funding for: South Saskatchewan Academic Health Sciences Hub In the further interest of addressing the need for health care professionals in Saskatchewan, there has been discussion around the creation of a south Saskatchewan academic health sciences hub, which would be housed in Regina. Academic Health Sciences E Wing and the School of Rehabilitation Science The establishment of a School of Rehabilitation Science, comprised of the current Master of Physical Therapy program and the proposed new health professional programs for Occupational Therapy and Speech Language Pathology, will complement and enhance current health programming. The E Wing of the Academic Health Sciences Centre has the physical capacity to accommodate a new School of Rehabilitation Science; however, capital funds are required to equip and develop space for the school. 5 | P a g e Provincial Government Capital Grant 2010­11 As previously noted, funds in the annual capital allowance have been used traditionally to address critical needs in the three major areas of buildings, equipment and systems, and strategic priorities. Funding for 2009‐10 was $20.024 million. The provincial government budget of March 24, 2010, included an annual capital grant of $12.078 million for 2010‐11, a significant reduction of almost $8.0 million. Capital funding was not provided at this time for any of the major capital projects requested by the university. Annual Capital Allowance – The Grant: $12.078 million Distribution of capital allowance funds to a variety of internal capital programs is reviewed annually by PCIP prior to approval by the Board of Governors each spring. The $12.078‐million allocation in 2010‐11 was approved by PCIP on April 19, 2010, and submitted for the May 11, 2010, board meeting. The province has indicated that the reduction in the annual capital allowance for 2010‐11 is anticipated to be a short‐term decrease with the expectation that funding will be restored in 2011‐12. The allocation of funding for the 2010‐11 budget year has been established on the premise that the university will defer payments for the outstanding capital deficits on our major capital projects in order to maximize the amount of capital funding available for our highest priority renewal and capital program needs. Payments on the Thorvaldson Building, College Building restoration and the campus core revitalization projects will be deferred for 2010‐11 resulting in each of the payment schedules being extended for another year. Capital funding, therefore, will be focused on renewal and replacement of building systems, infrastructure and equipment, deferred maintenance, campus‐wide IT, campus‐wide multimedia and classroom rejuvenation. Allocation of Annual Capital Allowance 2010­11 Buildings • Major Capital – No funds allocated for 2010­11. Repayment schedule of the Thorvaldson Building renovation project capital deficit ($2,228,000) will be extended by one year to 2011‐12, and the repayment schedule of the outstanding balance ($2,500,000) for repayment of the College Building restoration project capital deficit will be extended by one year until 2015‐16. • Capital Renewal – $7,528,000 for deferred maintenance; code, regulatory and legislative requirements including $550,000 specifically allocated for asbestos abatement; and capital renewal of facility and utility/municipal infrastructure. Capital funding in this category is prioritized to address the most critical deferred maintenance issues in order to protect the university’s physical assets and to address the most pressing and urgent capital renewal needs. Currently the university has a deferred maintenance backlog of approximately $604 million and a space deficiency of over 60,000 square metres. • Critical Infrastructure Projects ‐ In order to allow the institution’s highest and immediate priority infrastructure and deferred maintenance projects to proceed, it has become necessary to use funding from minor capital as a partial funding source for: • Steam Distribution Replacement – Veterinary Road ‐ $4.5 million over a multi‐year period starting with a $1.4 million contribution in 2010‐11 6 | P a g e • Heating Plant Boiler Feed Water Treatment System Replacement and Expansion ‐ $500,000 contribution from 2010‐11 • Research Roof Top Renewal ‐ $2,250,000 with a $1,125,000 contribution in each of 2009‐10 and 2010‐11 Equipment and Systems • General Capital Equipment – $1,200,000 allocated to colleges, administrative units and schools for renewal, replacement and purchase of new capital equipment. Capital funds are allocated from centrally‐held resources to colleges and schools for the purchase of equipment in support of academic and research programs and to the administrative units to purchase equipment used for academic support responsibilities. • Campus­Wide Information Technology – $900,000 for priorities in information technology (IT) including network equipment, servers, software and computing facilities used to deliver campus‐wide IT services that support teaching, learning, research, and administrative service delivery. This includes $100,000 towards the development of upgraded and technology enhanced learning spaces and/or systems on campus. Campus‐wide IT is the responsibility of the chief information officer and associate vice‐president, information and communications technology. Capital funding is required on an annual basis to renew existing components of the campus‐wide IT infrastructure (hardware and software) to meet the evolving functional needs of users, to replace equipment when it reaches its end of life and to maintain vendor support, as well as to enhance existing and deliver new campus‐wide IT services required by students, instructors, researchers, colleges and administrative units. Proposed uses include: • Replacement of student computing workstations
• Replacement of the library system server
• Improve video and web conferencing support for teaching
• Select and implement a workflow and document management system
• Network hardware and network security software renewal
• Improve and consolidate email and ecalendaring services
• Expand campus wireless network
• Campus­Wide Multimedia – $750,000 for classroom enhancements and the renewal and replacement of multimedia equipment and technology. The second integrated plan notes on page 28 that, “We must continue to enhance and renovate classrooms to meet contemporary requirements, develop more technology­enhanced programs, and upgrade major systems.” A draft six‐year plan has been prepared that outlines a strategy for multi‐media equipment installations, “evergreening” (renewal) of multimedia equipment in learning spaces and equipment servicing. Campus‐wide multimedia is the responsibility of the vice‐provost, teaching and learning. Priorities for campus‐wide multimedia include the development of a multi‐year classroom enhancement and renewal program and technology to support expanding e‐learning 1 (and distance learning programs) 1
E‐learning is “electronic learning”, defined as the acquisition of knowledge and skill using electronic technology such as computer and internet‐based courseware and networks. 7 | P a g e Proposed uses include: • Renewal of existing multi‐media equipped classrooms in the common classroom pool • Acquisition of new capture technologies to support distributed learning • Replacement of mobile multi‐media equipment • New installation classrooms that have not previously had dedicated multi‐media equipment • Renewal of multimedia equipment in college learning spaces • Faculty Start­Up and Retention – $900,000 to support capital equipment requirements of new faculty and to support a faculty computer‐replacement program. It has been determined that this category of funding can incur a reduced one‐time allocation in 2010‐11 without impacting or impairing the faculty awards program. Carry‐over funding from 2009‐10, supplemented by the 2010‐11 allocation, will be sufficient in 2010‐11 to fully fund the program’s needs. The faculty start‐up and retention program is the responsibility of the vice‐provost, faculty relations. Funding in this grouping is also critical in assisting the recruitment of new faculty, to promote research by new faculty and in support of a faculty computer‐replacement program. Proposed uses include: • Matching awards for research equipment for new faculty • Computer equipment for new faculty • Faculty computer‐replacement program Strategic Priorities • PCIP Adaptation Fund – $800,000 allocated by PCIP to capital priorities identified in the second integrated plan and to assist with academic and research program changes. Funds are allocated to emerging and transforming academic and research programs for laboratory upgrades and enhancements to meet changing pedagogy and research requirements and to provide critical space relief through functional space upgrades and re‐allocation of space. Proposed uses include: • Graduate student office enhancements • Classroom and learning space enhancements • Undergraduate and research laboratory improvements • Campus Core Revitalization – No funds allocated for 2010­11. The payment schedule for this project will be extended by one year until 2018‐19. The capital deficit for Phases 1 and 2 is $1,800,000. The capital deficit for Phase 3, pending final project determination and approval, is estimated to be $10,600,000. The funding is allocated by PCIP to support campus core revitalization including short‐term space relief. This category is described as stable annual funding that allows the university to systematically identify, plan, prioritize and move projects forward in the campus core as opportunities arise. Appendix C, “Annual Capital Allowance 2010‐11”, provides a summary table of the allocation of this funding envelope. Major Capital Projects – Targeted Funding While no targeted funding was provided in the provincial government capital grant of March 24, 2010, to assist with the Gordon Oakes–Red Bear Student Centre or the Steam Distribution Replacement –
8 | P a g e Veterinary Road projects, the university acknowledges the province’s previous commitment to the post‐
secondary education sector in 2009‐10, allowing the university to proceed with the following projects: 1. Academic Health Sciences E: The E Wing component of this project will be located on College Drive and Wiggins Road with connections to the Dental Clinic Building and Royal University Hospital. The E Wing will house the Health Sciences Library, lecture theatres, four floors of offices, graduate student spaces, labs, clinical teaching spaces, as well as a parkade. The E Wing project will also potentially house new program offerings in occupational therapy and speech language pathology. The project is scheduled to be completed in 2013. 2. Heating Plant Boiler Feed Water Treatment Replacement and Expansion: The university’s central heating plant is undersized and has reached capacity. In response to recent and developing campus growth, the Facilities Management Division has identified that expansion of the heating plant is required to ensure safety, capacity, reliability and efficiency. The expansion is also essential to accommodate the D and E Wings of the Academic Health Sciences project. This project will be completed in early 2011. These funding commitments display a provincial commitment not only to the university but to quality health care for the residents of Saskatchewan. 3. International Vaccine Centre – InterVac: The provincial government has approved $6.0 million for the InterVac project and has made a commitment to fund the remaining $5.7 million. 9 | P a g e Other Funding for Major Capital Projects Opportunistic Funding – Knowledge Infrastructure Program (KIP) Canada’s Economic Action Plan, announced on January 27, 2009, outlined an economic stimulus package of $12 billion including up to $2.0 billion to support infrastructure enhancements for Canada’s post‐
secondary institutions, with 70% ($1.4 billion) set aside for deferred maintenance and repair projects at universities. Federal funding will cover no more than half of any project’s costs thus requiring matching funds by other partners such as the provincial governments or private sources. On June 12, 2009, the federal government approved two U of S projects for funding under the KIP: 1. Western College of Veterinary Medicine – Diagnostics Renovation ‐ $9,800,000 The goal of this project is to renovate the Diagnostic Laboratory at the Western College of Veterinary Medicine (WCVM) to ensure that Saskatchewan producers, veterinarians, and industry, government and academic researchers have access to up‐to‐date animal diagnostic services meeting the highest biosafety and biosecurity standards. The lab will support and enhance teaching, research, and client services, and the training of highly qualified veterinarians. It will help ensure Canadian animal and human health and food safety, as well as advance agricultural prosperity and international competitiveness. ƒ Federal contribution of $4,165,000 ƒ Provincial contribution of $4,900,000 ƒ Western College of Veterinary Medicine contribution of $735,000 2. Research Roof Top Renewal ‐ $15,000,000 This project ensures protection of the buildings that house the critical research activities at the U of S. Roof leaks and failures can disrupt, impair or immobilize academic programming or research initiatives. Improving the roofing also results in energy savings (reduced heat loss and cooling requirements) and reduces the university’s greenhouse gas emissions. Improved technology ensures more materials are diverted from the landfill. Buildings identified within this program house core institutional academic and research activities. ƒ Federal contribution of $6,375,000 ƒ Provincial contribution of $6,375,000 ƒ University contribution of $2,250,000 As per the KIP guidelines, the projects must be completed by March 31, 2011. Partnered Funding/Self‐Financed Funding In the past, the provincial government was the sole or primary funding source for U of S capital projects, but in recent years the university has recognized that it must pursue alternative capital funding sources to initiate and complete major capital projects. Capital projects may be supported by one funding source, joint funding sources, research overhead, university‐secured funds from fundraising campaigns, and/or internal funds from the operating or capital budgets. Partial funding from the government can be leveraged to establish partnerships and secure other sources of funding. The university has become innovative and more financially diverse in securing 10 | P a g e capital funds from a variety of funding sources, including government, institutional, external, and fundraising partners. Current active or recently completed capital projects being funded from partnered or self‐financed funding arrangements, in full or in part, include: 1. Agriculture Building Phytotron Infrastructure – Lighting Replacement and Retrofit 2. College Quarter Undergraduate Student Residence 3. Core Area Revitalization ‐ Space Relief Plan 4. Grains Innovation Lab 5. High Performance Computing Research Facility 6. Marquis Hall Renewal and Arts Food Outlet Upgrade 7. Place Riel Student Centre Expansion/Renovation 8. Telephone System Upgrade 9. University Learning Centre/Library Transformation Project: Phases 1 and 2 Fully‐Funded Commitments and Expenditures 2008‐09 to 2011‐12 The U of S continues to experience the largest capital building program in its 100‐year history and currently has over 30 major capital projects (including building and information and communications technology projects) within the major projects planning process. These are at various stages of development ranging from concept, planning, design or development/ construction. Within this portfolio, 21 of these projects have received formal Board 1(preliminary) or Board 2 (final) approval and will be either developed, constructed or completed during the second planning cycle. Appendix D, “Annual Cash Flows for Projects Having Full Funding Commitments,” identifies the capital projects for which the university has full funding commitments. The total cost for these projects is estimated to be $710 million. Planning and development of several other capital projects are currently being conducted with the expectation that these projects will receive approval during the latter stages of the second integrated plan. 11 | P a g e Summary of Capital Needs and Priorities 2010­11 Buildings/Space Needs • The Space Management and Planning unit within Facilities Management Division estimates the university continues to have a space deficiency of 61,250 net assignable square metres (roughly equivalent to three buildings the size of the Engineering Building). This deficiency will be reduced over the next few years upon completion of projects such as Academic Health Sciences, Place Riel Centre Expansion/Renovation, and the College Quarter Undergraduate Student Residence projects. • The university currently has a backlog of $604 million in deferred maintenance with $250 million deemed critical. This number was reduced from the 2009 backlog of $620 million. Priorities for 2010‐11 • To complete or make significant progress towards completion of the board‐approved capital projects for which we have full funding commitments: • Academic Health Sciences Project: D and E Wings Construction and Heating Plant Boiler Feed Water Treatment Replacement and Expansion • Agriculture Building Phytotron Infrastructure Renewal–Lighting Replacement and Retrofit • Campus‐Wide Lighting Replacement and Retrofit • College Quarter/Undergraduate Student Residence • Core Area Revitalization Space Relief Plan: Phases 1 and 2 • Feed Technology Research Facility • International Vaccine Centre (InterVac) • Marquis Hall Renewal and Arts Food Services Outlet Upgrade – Phase 2 • Place Riel Student Centre Expansion/Renovation: University and USSU Component • Steam Distribution Replacement‐ Veterinary Road • Western College of Veterinary Medicine (WCVM) Expansion and Renovation • WCVM Diagnostics • To secure funding for board‐approved projects: • Gordon Oakes–Red Bear Student Centre • College Quarter/Graduate Student Residence • Core Area Revitalization Space Relief Plan: Phase 3 • Dairy Research Facility • Student Health and Counselling Centre • Agriculture Building Phytotron Infrastructure Renewal – Chiller Replacement and Controller Replacement (Phases 2 and 3) • To continue the development of the following projects during 2010‐11: • Beef Cattle Research and Teaching Unit • Centennial Plaza • Clarion Project (Fine and Performing Arts Centre) • Engineering Building Expansion 12 | P a g e •
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To secure additional funding sources and direct current available funding to address the most critical deferred maintenance projects including: ƒ Asbestos Abatement ƒ Building Control System Renewal ƒ Building Electrical System Renewal ƒ Code and Regulatory Required Upgrades ƒ Fire Protection Systems Renewal ƒ Meter Replacements Program ƒ Window Replacement: Building Envelope Upgrade To continue to develop scenarios/options and secure funding for the Core Area Revitalization Plan (Phase 3) in order to provide critical academic space relief within the core area of the university To continue the development of a Strategic Campus Space Plan Land Needs • University land holdings are a critical strategic asset for the university and for various colleges for teaching and research activities. Land also provides an opportunity for student housing and student recreational programming. • Strategic Directions (2002) notes: “…and creative use of endowments lands which have been identified as surplus needs to the university – such as the Preston Crossing real estate development, whose proceeds will add to our scholarship and bursary resources for students”. Priorities for 2010­11 • Utilize the Vision 2057: University Land Use Planning designation system in consultation with the City of Saskatoon Master Growth Strategy to understand timing and feasibility of future development parcels. • Work with the City of Saskatoon to develop a neighbourhood concept plan and undertake the required consultation process to obtain appropriate zoning for College Quarter. This includes an assessment of overall infrastructure requirements. • Continued development of projects within the College Quarter: ƒ College Quarter Undergraduate Student Residence Project – Phase 1 ƒ College Quarter Graduate Student Residence Project ƒ Potential development of an undergraduate amenities building and Phase 2 of the Undergraduate Residence Project 13 | P a g e Infrastructure Needs • The university’s internal building systems, information and communications technology, multimedia systems and equipment necessary to support teaching, learning and research, need to be continually renewed and expanded to correspond to institutional growth. Priorities for 2010­11 • Completion of the Infrastructure Master Plan that will identity the capital projects required to support the academic and research functions of the university. The initial Major Infrastructure Requirements: A Ten­Year Projection was completed in December 2009. The final document, including Information Technology Services infrastructure requirements, is to be completed in 2010. • Implementation of the Infrastructure Development Fund (approved by the Board of Governors on December 12, 2008) to serve as a contribution toward expansion of utility infrastructure on campus; • Complete projects required to support existing activities and institutional growth o Heating Plant Boiler Feed Water Treatment Replacement and Expansion ‐Approved o Steam Distribution Replacement – Veterinary Road – conditionally approved. • To continue the development of the following projects during 2010‐11: o Continued conversation of existing 2.4 kV distribution system o Preston Substation: Replace T1 and T2 Transformers o Replace Boiler #5 o Roadways Renewal: Campus Green Streets Rebuilding Program Information and Communications Technology (ICT) Due to the complex and evolving nature of ICT, a fuller description of this area is included to assist with describing this new component of the annual capital plan. ICT consists of hardware, the facilities that house this hardware, and the software that is used to deliver ICT services. •
ICT hardware includes network equipment, network wiring, servers, disks, tape backup systems, desktop and laptop computers, media technology such as audio and video equipment, classroom technology, foundational student computing facilities, telephone equipment, and ICT security equipment. •
Facilities used to house ICT hardware include network and computer rooms along with the conventional power, emergency power and air conditioning required to operate that hardware. The network infrastructure is housed in over 150 wiring closets (rooms) across campus with the primary hubs located in the University Services Building (USB) and the Murray Library. The computer (server) infrastructure is housed in numerous locations with the primary locations in the Administration Building, USB, Physics, Education and Spinks. A new facility is being planned within the Academic Health Sciences Building. •
Software assets include the university’s email system, the campus portal (known as PAWS – the Personalized Access to Web Services) and other web services (including Cascade Server, the 14 | P a g e university’s new web content management system), learning management systems (such as Blackboard), the student information system (SiRIUS), the financial information system (UniFi), the HR/payroll system (About‐US), the library system, the alumni and fundraising system (U‐Friend), reporting systems (such as Crystal Reports), identity and access management systems (such as SSAM and U‐Who), developmental tools, and many others. People (ICT professionals) are required for the successful implementation of ICT projects and for the on‐going operation of the resulting services. The people‐related costs usually exceed project hardware and software costs by a factor of 4 to 10. The current replacement value of the university’s ICT assets is estimated at over $100 million. •
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Campus­Wide Information Technology Needs • Information and communications technology is critical to the university’s success. It has profoundly transformed how we teach, learn, perform research, deliver services, communicate, collaborate, conduct business, and plan. • The university will continue to become increasingly dependent upon ICT in everything it does including learning, teaching, research, communications and service delivery. • There is a significant and growing shortfall in our ability to enhance existing and deliver new campus‐
wide IT services at the pace required by students, instructors, researchers, colleges and administrative units. Even if one‐time project funds are found to develop a new service, the university faces challenges in finding resources to operate and adequately support the users of the new service. • There is also a growing shortfall in the university’s ability to renew existing components of the campus‐
wide ICT infrastructure (hardware and software) to meet the evolving functional needs of users, to replace equipment when reaches its end of life and to maintain vendor support. Without adequate capital renewal, the ICT services delivered using obsolete infrastructure will stop meeting the needs of students, instructors, researchers and other employees. Significant one‐time funding will then be required to address accumulated deferred maintenance. Priorities for 2010­11 Please see the ICT section in Appendix E: 2009­10 Project Updates for a fuller description of the following items. •
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Establish an ICT Innovation and Renewal Fund (PCIP review expected in spring 2010) Improve support for electronic communication and collaboration Upgrade and consolidate university email and electronic calendaring systems Implement a workgroup collaboration system Upgrade the campus file service Increase the number and quality of electronic communication and collaboration tools accessible through PAWS Introduce and support wide‐scale use of video and web conferencing Continue university telephone system upgrade project Improve instructional technology and e‐learning systems Work with the University Learning Centre and instructors to define enhancements to the recently developed PostMarks system. 15 | P a g e •
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Expand facilities for lecture capture/viewing and formalize service support for instructors and students (a joint project of Information Technology Services [ITS] and Educational Media and Access Productions [EMAP]) Integrate video capture system, wiki 2 and other instructional and e‐learning tools into PAWS and Blackboard Upgrade university’s learning management system (Blackboard Learn 9) Pilot the use of e‐portfolios 3 using Blackboard Learn 9 Develop infrastructure and support services to enable colleges such as Medicine and Nursing to use videoconferencing to deliver academic programming to various locations in the province Implement a secure online examination system (Questionmark Perception) Continue development of an online course evaluation system (based on the Student Evaluation of Educational Quality [SEEQ] survey instrument) Renew computers in the Learning Commons locations and other foundational student computing facilities Improve ICT infrastructure available for researchers Continue WestGrid High Performance Computing Facility project. Additional disk and tape backup capacity will be installed in spring 2010. Provide shared computing resources to researchers without requiring them to house servers in their offices (pilot project) Enhance and expand institutional backup service for research data Develop new and/or enhance existing administrative systems to improve services to students and employees Complete the upgrade of student (SiRIUS), finance (UniFi) and HR/payroll (About‐US) systems to new versions (in progress) Complete implementation of DegreeWorks academic advising, student program planning and degree audit system in the colleges of Agriculture and Bioresources and Arts and Sciences (currently available to college academic advisers). Further development includes system roll out for student use and for use in other colleges. Implement a workflow and document management system Develop a curriculum vitae (CV) management system Replace College of Law student admissions and registration system and integrate with SiRIUS and PAWS Replace College of Graduate Studies and Research student information system (GSIS) and integrate with SiRIUS and PAWS Improve mobility support Expand wireless network Enable PAWS access from mobile devices 2 A wiki is defined as a database of pages which visitors can edit live. 3 A student e‐portfolio is a digital (electronic) collection of a student's work that can be used to demonstrate his or her skills and accomplishments as evidence of academic mastery relating to their program of study. 16 | P a g e •
Enhance iUsask to provide additional services ƒ Deliver software to student‐owned computers instead of requiring students to use on‐campus computer labs (an ITS/Engineering pilot project) Develop an institutional data warehouse and improved analytical/reporting capacity (a joint project of ITS and Information Strategy and Analytics [ISA]) Renew and enhance the university’s identity, authorization and authentication management systems Complete online directory project (U‐LDAP) to enable ITS and colleges to provide ICT services more easily based on membership in specific courses and sections. Subsequent work will expand the centralized U‐LDAP over time to include membership in groups other than courses or sections. While some of this information is currently available, it is not available in a central, easy to access database. Begin Guest Access project to enable collaborators from other institutions to access university ICT resources (other than wireless network access) by using the email addresses from their home institutions as well as by using U of S guest accounts. Investigate other inter‐institution service alliances other than the Canadian Access Federation (CAF) Renew and expand the university’s research and educational network ƒ Expand network to meet new campus needs (e.g. Academic Health Sciences, InterVac, Place Riel Expansion) and to support major renovation projects (e.g. Kirk Hall) ƒ Cyclical renewal of network equipment as it reaches end‐of‐life (includes the upgrade of 100MB connections to 1Gb) Improve ICT security and business continuity Upgrade or replace Cisco Clean Access software to reduce the risk of infected computers gaining access to the campus wireless network. Implement additional ICT security enhancements identified in a recent internal network security audit Expand the use of multi‐factor authentication to users who have access to highly confidential data Introduce and support wide‐scale disk encryption software (primarily for mobile devices) and encrypted memory sticks for secure data storage and transport Develop new computer room in Academic Health Sciences (expected deployment in 2014) Capital renewal of servers, disk and tape backup system on a three‐ to five‐year cycle Complete ICT Infrastructure Plan as part of Campus Master Infrastructure Plan •
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Campus­Wide Multimedia Technology Needs: • Emerging instructional technologies are required to enhance and upgrade classrooms and learning spaces in support of changing teaching and learning pedagogies. • Existing multimedia systems need to be renewed (evergreen program) within the approximate 150 current media‐equipped teaching spaces on campus. Priorities for 2010­11: 17 | P a g e •
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Implementation of the recently prepared six‐year plan with an expanded scope to include all campus teaching spaces. The plan also includes a companion equipment evergreen/renewal plan for all existing and projected media‐equipped campus spaces. Increased funding from the 2010‐11 annual capital allowance to $890,000 to permit: ƒ Continuation of the investment in evergreening of existing multi‐media equipped classrooms in the common classroom pool; ƒ Evergreening of classrooms that have until now been under the control of individual colleges ƒ Replacement of mobile multi‐media equipment; ƒ New lecture capture technologies to support distributed learning; ƒ New installations in classrooms (both common and college controlled) that have not previously had dedicated multi‐media equipment; ƒ Upgrading of the campus‐wide information/emergency network. Equipment Needs Equipment is required for teaching, research, academic support and professional activities: •
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The university has an estimated equipment inventory calculated at a net book value of $80.0 million after accounting for accumulated depreciation Undergraduate students require equipment to enable them to engage in contemporary teaching methodologies and techniques Graduate students, faculty, and researchers require state‐of‐the art equipment to facilitate and support leading‐edge research programs and activities Equipment is required to assist new faculty in developing and expediting research activities Priorities for 2010­11 • Assessment by PCIP of the general capital equipment program (that assists colleges and units in purchasing equipment required for academic, research, and administration) to implement fundamental changes in 2010‐11 to assess if the existing program is addressing the most critical equipment needs of the university • Continuation of the Faculty Capital Equipment Start‐up Fund (initially started in 1999) to assist in the recruitment of new tenure‐track faculty • Continuation of the Faculty Computer‐Replacement Program (initially started in 2008) as a component of faculty retention Update on 2009­10 Capital Needs and Priorities The Annual Capital Plan June 2009 identified the institution’s capital needs and priorities for 2009‐10. Appendix E, “2009‐10 Project Updates,” provides an update on these priorities. 18 | P a g e Development of the Multi­Year Capital Plan for the Third Integrated Plan Although the university’s initial multi‐year capital plan was approved less than a year ago, preliminary discussions are underway to develop and coordinate a new and updated multi‐year capital plan in conjunction with the Third Integrated Plan. Two items that are being evaluated and considered at this time are the development of capital profiles and the observations and recommendations resulting from the work of the Infrastructure and Capital Resources commitment. Capital Profiles Capital profiles for each of the planning entities will be developed to encompass an identification of the capital needs for each of the planning entities. This comprehensive collection of information is intended to: i) Assist colleges/units in assessing and prioritizing their overall capital needs ii) Identify college/unit and institutional capital needs within the following areas: ƒ Building/Space – major project and minor projects ƒ Infrastructure ƒ Information Technology and Multimedia Technology ƒ Land ƒ Equipment iii) Provide the institution with an overall identification of our capital needs to assist in the prioritization of capital projects and the allocation of capital funding iv) Provide each of the planning entities with a documented and comprehensive profile of their capital needs to ensure transparency and continuity It is expected that this exercise will be completed by the end of the second planning cycle to inform development of the multi‐year capital plan for the third planning cycle. Infrastructure and Capital Resources Commitment The university’s Second Integrated Plan (Towards an Engaged University) includes “Infrastructure and Capital Resources” as one of its four supporting strategies and describes the commitment on page 28 as follows: “The University of Saskatchewan will continue to enhance its physical environment by completing current priority capital projects, by working with the province to develop a long­term strategy for deferred maintenance, and by identifying the next phase of projects to enrich our teaching, learning, and research environment.” The commitment leaders have chosen to focus on helping the university community better understand the institution’s strategic capital goals and processes, from how new buildings or infrastructure are developed and approved, to the processes and decisions about deferred maintenance. Observations and recommendations resulting from the work of the Infrastructure and Capital Resources commitment will identify a strategic approach to identifying, reviewing and prioritizing capital needs of the university. This commitment is now evolving to determine the capital projects that will need to be undertaken to ensure that the U of S continues to position itself competitively with respect to its peers and move forward its strategic planning agenda into the third integrated plan. 19 | P a g e To assist in this process, two workshops occurred early in 2010. On January 8 the president’s executive committee met to brainstorm ideas. On January 26, the PCIP advisory committee met to review the capital portfolio and capital commitment, to brainstorm new ideas and to begin to refine the collective thinking of senior administration on capital portfolio management. Appendix F consists of a summary of workshop observations, a list of 53 projects, and ideas gathered from the two sessions. The outcomes from these workshops and further workshops to be held in the near future and on a regular ongoing basis will be used to assist the institution in identifying and prioritizing the capital needs for the university and will be a critical tool in the development of the multi‐year capital plan for the third integrated plan. 20 | P a g e Appendix A: The Capital Portfolio Approved Projects
(projects that have been received or formally
approved by the Board of Governors)
Projects in Development
(projects formally incorporated within the
Major Projects Planning Process but not yet
presented to the Board of Governors for approval)
Emerging Projects & Initiatives
(projects emerging from initiatives identified
or referenced
within the
within college/admin unit strategic plans); or
projects being considered for introduction into the
Major Project Planning Process
In alphabetical order
PCIP approved-Minor Project
Graduate Students’ Association Commons
Beef Cattle Research and Teaching Unit
Alumni Hall
Clarion Project (Fine & Performing Arts Centre)
Centennial Plaza
Computer Classroom/Media Learning Centre
Capital Equipment: Renewal and Start Up –
Enhancement
Capital Renewal/Deferred Maintenance –
Enhancement
Classroom Enhancement
Board FYI (for information only)
Board 1 Approval
Engineering Building Expansion
Academic Health Sciences Project: A & B Wing
Renovation
Humanities & Social Sciences
Agriculture Building Phytotron Infrastructure Renewal:
-Phase 2-Chiller Replacement
- Phase 3-Controller Replacement
Twin Pad Ice Arena
College Quarter Graduate Student Residence
College Quarter Playing Field Replacement
Core Area Revitalization Space Relief Plan:
Phase 3
Gordon Oakes-Red Bear Student Centre
Computer Technology: Systems/Renewal/
Infrastructure/Hardware
Core Area Revitalization Space Relief Plan:
Phase 4
Diefenbaker Centre Rejuvenation
Griffiths Stadium Huskie Clubhouse Expansion
Graduate Student Office Enhancement
Marquis Hall Renewal – Phase 2
Infrastructure Master Plan
Student Health & Counseling Centre
Living Lab
University Learning Centre/Library
Transformation: Phase 3
Mineral Technology Research Centre
Dairy Research Facility
Board 2 Approval
Academic Health Sciences Projects:
-D Wing Construction
-Heating Plant Boiler Feed Water Treatment
Replacement and Expansion
-E Wing Construction
-Interim Clinical Learning Resources Centre
-GEMS Laboratory Renovation (307)
-Site Utilities Project
Agriculture Building Phytotron Infrastructure
Renewal: Phase 1-Lighting Replacement and Retrofit
Campus-Wide Lighting Replacement and Retrofit
College Quarter Undergraduate Student
Residence
Core Area Revitalization Space Relief Plan:
Phase 1 and 2
Multimedia Technology – Enhancement
Research Transition Facility
School of Rehabilitation Sciences
South Saskatchewan Academic Health Science
Hub
Students Services e.g. Campus Day Care, Student
Employment & Career Centre, Disability Services for Students
For brief project descriptions on the major capital projects listed in this
Appendix, please visit www.usask.ca/ip.
Dental Clinic Computer System
Edwards School of Business: Downtown Campus
Feed Technology Research Facility
Grains Innovation Lab
High Performance Computing Research Facility
International Vaccine Centre: InterVac
Marquis Hall Renewal and Arts Food Services
Outlet Upgrade
Place Riel Student Centre Expansion/Renovation
University Portion, USSU Portion
Steam Distribution Replacement-Veterinary Road
Telephone System Upgrade
University Learning Centre/Library
Transformation: Phases 1 & 2
Western College of Veterinary Medicine (WCVM)
Expansion & Renovation
WCVM Diagnostics
WestGrid High Performance Computing Storage
Facility
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