BUILDING & PROPERTIES COMMITTEE Date: Time / … to the Building & Properties Committee Execution of Construction Projects March 2015 Capital Project Life Cycle: Project Approval Project

University of Waterloo

Board of Governors

BUILDING & PROPERTIES COMMITTEE

Notice of Meeting

Date: 15 May 2015

Time / Place: 1:00 – 3:00 p.m./ Needles Hall, Room 3004 *material attached **material to be distributed

ORIENTATION SESSION (part 1)

1. Introduction and Remarks

2. Committee Terms of Reference* [Atkinson]

3. Execution of Construction Projects* [Huber]

OPEN SESSION

4. Minutes of the 12 March 2015 Meeting*

5. Business Arising from the Minutes

a. Maintenance Requests Management and Prioritization* [Huber]

6. Maintenance Program and Energy Conservation Efforts* [Zalagenas]

7. Environmental Sustainability Practices* [Huber]

8. Capital Financing Commitments and Construction Status* [Huber]

9. Committee Self-Assessment Survey Results [Atkinson]

10. Committee Work Plan Execution Plan* [Gamble]

11. Proposed Municipal Road Widening* [Huber]

12. South Commons Conceptual Plan* & ** [Huber]

13. LRT Land Requirements [Huber] - tentative

14. Other Business

15. Future Meetings

CONFIDENTIAL SESSION

16. Minutes of the 12 March 2015 Meeting*


18. Deferred Maintenance Internal Audit Report [Huber]

19. Other Business

IN-CAMERA SESSION

20. Minutes of the 12 March 2015 Meeting


22. Other Business

ORIENTATION SESSION (part 2)

23. Tour of Plant Operations [Huber]

Action Information

Information

Information

Decision

Information

Information

Information

Information

Information

Information

Information

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Information

Decision

Information

Decision

JLA: Logan Atkinson, University Secretary & General Counsel

4 May 2015 Secretary to the Committee


Board of Governors


1. MEMBERSHIP This committee shall consist of a maximum of nine members. Of those, at least five shall be members of

the board appointed to the board by the Lieutenant Governor in Council or elected by the board from the

community-at-large, and one shall be a faculty member of the board.

One undergraduate student member of the board and one graduate student member of the board shall be

members of the committee. If the presidents of the Federation of Students and the Graduate Student

Association are members of the board, then they shall serve respectively as the undergraduate and

graduate student members of the committee. Should the president of the Federation of Students or the

Graduate Student Association be unwilling to serve on the committee or not be a member of the board,

then the respective seat on the committee shall be filled by appointment from among student governors

made by the president of the respective student federation or association.

It is expected that at least two members of the committee will have experience with capital construction

and/or property development.

2. MEETINGS The committee will meet at the call of the chair of the committee, but not less than four times annually.

The quorum for the transaction of business at any meeting of the committee shall be a majority of the

members of the committee, present either in person, by teleconference or by videoconference, provided

that not less than a majority of those constituting the quorum shall be members appointed to the board by

the Lieutenant Governor in Council or elected by the board from the community-at-large.

3. TERMS OF REFERENCE

The committee is established for the following purposes:

To oversee campus planning and development activity in the context of the Campus Master Plan and

prudent environmental sustainability practices, and not less than annually to perform a review of the

Campus Master Plan in the context of the university strategic plan.

To make recommendations to the Board of Governors on campus planning and development initiatives,

with due consideration to the impact on multi-campus sites, including (without limitation) the acquisition

or disposal of land or buildings, the use of land, buildings and facilities, the siting of buildings and roads,

and the review of all agreements to which the university is a party (including donor agreements and

academic agreements) having impact on the acquisition, use and/or development of real property.

To approve, on behalf of the board, construction projects between $2,000,000 and $5,000,000 and to

make recommendations to the Board of Governors regarding construction projects exceeding $5,000,000,

including (without limitation) the appointment of architects and design consultants, the business plan and

budget, the design, and the award of construction contracts.

To ensure that the university has in place appropriate procedures for cost estimating, competitive

tendering of bids, awarding of contracts, contract administration, cost control and payment to contractors

for all site work, new construction, alterations and major repair.

To ensure that the university complies with all building codes, fire codes, safety regulations and statutory

and regulatory provisions, as appropriate, in its building and properties program, and to review

compliance annually.

To ensure that the university has appropriate maintenance programs in place for buildings and properties.

To review annually the status of capital construction projects, including status of accumulated debt and

compliance with approved debt policy.

To report on its activities to the Board of Governors at least annually.

To assess annually the adequacy of the committee’s terms of reference and to propose any needed

amendments to the Governance Committee.

Approved by the Board of Governors, 6 June 2006.

Amended by the Board of Governors, 1 April 2008.

Amended by the Board of Governors, 27 October 2009.



Report to the Building & Properties Committee

Execution of Construction Projects

March 2015

Capital Project Life Cycle: Project ApprovalProject ManagementContracting

StrategyCost & Budget ManagementDesignContract DocumentsBidding & Contract

AwardConstruction ManagementProject Close-out

1. Project Approval

Development of a business plan including high-level programming/functional requirements;

preliminary budget and schedule; proposed funding arrangement; consistency with the Master

Plan

Internal Approval in Principle

Building & Properties Committee and Board of Governors approval

2. Project Management

Appointment of 2 client representatives who support the development of the detailed project

brief

Director, Design & Construction Services

Senior Construction Coordinator

VP, Administration & Finance

President’s Advisory Committee on Design

Design Team: Architect, Structural/Mechanical/Electrical/Civil engineers, Code Consultant, etc.

General Contractor and Sub-trades

3. Contracting Strategies

Dependent on size & complexity of the project; criticality of the completion date; architectural

significance; level of program certainty; market conditions; availability of suitable contractors

Options include Design/Build; Design/Bid/Build; Construction Management; Project

Management

2

4. Cost & Budget Management

Develop accurate total project budget (may retain independent cost consultant)

Track monthly:

Tender award vs budget

Change orders vs contingency budget

Professional fees & disbursements vs contract

Completion of various reports: geotechnical; topographic survey, certificate of air, etc.

5. Design

Design iterations are reviewed by the client representatives and operating staff and for potential

budget and schedule impacts

Schematic Design: defines design intent; site location, general floor layouts; infrastructure;

building massing; access & circulation; architectural requirements

Design Development: refines schematic design; develop drawings and detailed specifications

including structural systems; major mechanical & electrical systems; code compliance

Client sign-off

6. Contract Documents

All drawings and specifications are coordinated and finalized

Bidding requirements are established [time, location, bid bond requirement, alternate prices,

itemized prices, unit prices, substitutions, acceptance period (normally 90 days)]

7. Bidding & Contract Award

Policy 17 – Quotations & Tenders

Prequalification: Request for Supplier Qualifications (RFSQ); typically used for general contractor

and major sub-trades

Posting on MERX and/or advertised in Daily Commercial News

Formal evaluation criteria published

Pre-bid site examination and briefing

Bids evaluated to determine if any are non-compliant

Tender award recommended to Building & Properties Committee and Board of Governors

3

8. Construction Management

Performance Bond and Labour & Material Bonding requirements

Insurance requirements

WSIB Certificate/Letter of Good Standing requirements

Underground locates

Building permits and site plan approval (where necessary)

Utility Shutdowns/temporary service connections

Mobilization/laydown area/crane location/trailer location

Security and Safety requirements/General Contractor = constructor

Bi-weekly progress meetings

Submittals & shop drawings

Inspections & testing

Contingency management

Change Order requirements

Progress payments/Payment Certifier/Budget tracking

Certificate of Substantial Completion/Release of Holdback

Deficiencies/Punch List

Schedule Management using critical path format

Risk Management Plan

Quality Management/Commissioning Process

Quarterly reporting on schedule and budget performance to Building & Properties Committee

9. Project Close-out

Deficiency Review

As-built drawings

Certificate of Final Completion

Occupancy Permit

Operating & Maintenance Manuals

Operator Training

Warranty management – contractor warranties; manufacturer’s warranties; special warranties

Post-project review (continuous improvement)


Board of Governors


Minutes of the 12 March 2015 Meeting

Present: Catherine Booth*, Danielle Burt, Murray Gamble, Robert Henderson, Ophelia Lazaridis,

Michele Mosca, Michael Stork, William Watson

Administration: Feridun Hamdullahpur, Dennis Huber, Ian Orchard

Guest: Dan Parent (items 1-7)

Secretariat & Office of General Counsel: Logan Atkinson

Regrets: Ron Schlegel

*by phone

Organization of Meeting: Murray Gamble, chair of the committee, took the chair, and Logan Atkinson,

secretary of the committee, acted as secretary. The secretary advised that a quorum was present.

The chair welcomed everyone to the meeting.

The agenda was approved by consensus as circulated.

OPEN SESSION

1. MINUTES OF THE 14 JANUARY 2015 MEETING The committee heard a motion to approve the minutes of the meeting as distributed.

Watson and Henderson. Carried.

2. BUSINESS ARISING FROM THE MINUTES

Committee Terms of Reference Update. The terms of reference for the committee were discussed

by the Governance Committee as requested. Student appointments are to continue as currently, with

appointments to be made by the presidents of the student associations if the presidents are ineligible

to serve. The Governance Committee felt that this was an appropriate method, transparent and fair.

The other item was the number of governors serving on the committee having expertise in

construction matters. Currently, it is provided that at least two members will have related experience,

and there is one seat available for an outside appointee. One of the issues with this is the availability

of external governors to meet this requirement, and the numbers of external governors is not

sufficiently wide to serve all interests to be represented on board committees in large numbers. The

Governance Committee will review the composition of the committee prior to the April board

meeting, with a strict view to the potential for conflicts of interest. Architectural expertise is

something that ought to be considered moving forward, and because we are losing three external

governors from the current committee, some careful consideration of committee composition must be

undertaken.

Hagey Hall Courtyard Infill Tender Award. The committee heard a motion to recommend to the

Board of Governors the award of a stipulated price contract (CCDC2) to Harbridge + Cross Limited

for $5,183,000 plus HST.

Henderson and Lazaridis.

Building & Properties Committee

12 March 2015 page 2

Huber summarized the bidding process and the results of that process to support the committee’s

deliberations, and referred to materials circulated to the committee prior to the meeting. Huber

explained the difference between “contingency” and “restricted contingency.” The latter is the

difference between the project budget and the successful bid, the amount of which is unlikely to be

spent. The approval process for spending the restricted contingency involves the approval of both the

president and the provost, and approval by this committee.

The motion carried.

Light Rail Transit Update. Huber summarized his discussions with the Region of Waterloo on

university crossings on the light rail line. The number will be reduced from five to four, with the

possibility of future overhead crossings. The Region does not feel that it is practical to do

underground crossings. There have also been discussions with the Region on the impact on our

Health Sciences Campus on Victoria Street near King Street in downtown Kitchener. Huber does not

see any major impact on our downtown property. With respect to the stations and crossings on

campus and the high volume of traffic expected there, there will be a very high priority focus on

vehicular and pedestrian safety, and a strong communication plan will be developed.

3. EXECUTION OF CONSTRUCTION PROJECTS

Huber provided a summary of the way in which construction projects are executed at the University,

referring to a nine step process in a document distributed to the committee. The document may be

accessed here: https://uwaterloo.ca/secretariat-general-counsel/sites/ca.secretariat-general-

counsel/files/uploads/files/bpmarch2015construction.pdf

Members discussed: the differences among the various models used to undertake projects; the

responsibility for verifying that work is done according to relevant construction documents; the way

in which risk is assigned under the different project management models; the frequency at which

contractors are pre-authorized and reviewed for smaller projects; larger projects done through a pre-

qualification process; end users have input into the project in the project management section 2 of the

9 step outline; client representatives will be asked to sign off the design of the project at step 5,

following constant communication during development of the design; the input of students into the

design process, both undergraduate and graduate students; the way in which changes are managed

during the process.

This material will be incorporated into the orientation package for the committee. Visits to relevant

operational areas of the University will be included as well.

4. CAPITAL FINANCING COMMITMENTS AND CONSTRUCTION STATUS

Huber presented his report on capital financing commitments and the status of current and pending

construction projects for the information of the committee. In response to questions, Huber explained

the column “estimated amortization period” in his report and Hamdullahpur commented on the

appropriateness of the current debt policy.

Hamdullahpur summarized the current status of the University’s application to the provincial

government on Engineering 7 and the second phase of the Science Complex project.

The committee discussed the methodology by which these reports are generated, and agreed to stay

with the current format and simply ask questions of management if things are unclear or appear to be

out-of-date.

https://uwaterloo.ca/secretariat-general-counsel/sites/ca.secretariat-general-counsel/files/uploads/files/bpmarch2015construction.pdf

https://uwaterloo.ca/secretariat-general-counsel/sites/ca.secretariat-general-counsel/files/uploads/files/bpmarch2015construction.pdf

Building & Properties Committee

12 March 2015 page 3

5. COMMITTEE WORK PLAN EXECUTION PLAN

The committee received the work plan execution plan for information. An orientation session will be

scheduled with the May meeting.

6. OTHER BUSINESS

The chair thanked departing members of the committee for their service: Burt, Henderson, Lazaridis,

Booth and Watson.

7. FUTURE MEETINGS To be determined.

The committee convened in confidential session.

13 March 2015 Logan Atkinson

University Secretary & General Counsel

Secretary to the Committee


Physical Plant Maintenance Approach

May 2015

Three Primary Maintenance Activities:

1. Preventive Maintenance – cyclical approach where building systems, sub-systems, and

equipment is routinely inspected and maintained by 160 qualified trades persons

2. Breakdown Maintenance – respond to calls on a 24 hours/day, 7 days/week basis to remedy

or make safe a building system, sub-system or piece of equipment as the result of an

unplanned disruption

3. General Operations – planned activities which support the general operations such as

refilling water softeners, mowing the lawn, painting, etc.

Assets Managed:

- More than 60 major buildings encompassing 8,000,000 square feet on more than 1,000

acres of land

- Estimated replacement value of the buildings = $1.7 billion

- Estimated deferred maintenance = $77 million; resultant Facilities Condition Index =

good (Ontario system has a FCI = poor)

- Average age of buildings = 37.4 years (Ontario system average = 41.6 years)

Resources Deployed:

- 350 staff managed across 8 functional areas:

o Buildings – carpenters, masons, roofers, upholsters

o Custodial – custodians

o Central Plant – stationary engineers

o Mechanical – plumbers, pipe fitters, millwrights

o Electrical – electricians, instrument mechanics, electrical repairpersons

o Grounds – auto mechanics, horticulturalist, equipment operators, grounds

persons

o Design & Construction Services – engineers, architects, technologists, project

coordinators

o Administration – administrators, systems analysts

- Computerized maintenance management system tracks 25,000 individual assets and

issues over 20,000 work orders annually

- Building Automation System (Siemens and Johnson Controls) monitors and controls

mechanical systems and environmental conditions within the buildings

2

Preventive Maintenance:

- Routine inspection and/or maintenance which is planned based on (i) intervals

recommended by the equipment manufacturer, (ii) as the result of inspections (i.e.

vibration testing, oil analysis, thermo graphic scans, insulation testing, physical checks),

(iii) seasonal changes (i.e. switch from heating to cooling), (iv) legislation (i.e. Elevating

Devices Act, backflow preventers), and (v) failure analysis (i.e. steam traps, pressure

relief values)

- Represents approximately 30% of hours worked annually by the trades

- Building systems, sub-systems, individual equipment are serviced on a building by

building, floor by floor basis using multi-discipline trade groups to reduce down time and

disruption to building occupants

- Typical weekly preventive maintenance activities include:

o Service checks (lubrication levels, general condition visual inspection)

o Fire code mandated checks (sprinkler valves, pressures, etc.)

o Pump testing

- Typical monthly preventive maintenance activities include:

o Fire alarm system inspections

o Sprinkler flow tests

o Emergency generator testing

- Typical semi-annual preventive maintenance activities include:

o Pumping out grease interceptors

o Inspect centralized extinguishing systems

o Inspect fumehood exhaust fans

- Typical annual preventive maintenance activities include:

o Backflow preventer testing

o Fire alarm system verification

o Seasonal equipment lay-up/start up

3

Breakdown Maintenance:

- Typically initiated through the 24 hour maintenance line which receives approximately

12,000 calls annually

- Calls are qualified and radio dispatched to the appropriate trade section

- After hours, Central Plant is staffed 24 hours/day, 7 days/week with a minimum of 2

stationary engineers; 1 engineer remains in the control room at all times, the second

engineer is able to travel around campus as required during non-business hours. In the

event other trades are required, the Central Plant has the authority to call in the

necessary staff

- Represent approximately 30% of hours worked by the trades

- Typical activities include:

o Environmental concerns (too hot/too cold)

o Plumbing problems

o Tripped electrical breaker

o Security issues (i.e. broken windows or locks)

General Operations:

- Includes a small portion of the work completed by the trades but the majority of work

completed by the custodial and grounds sections

- Central Plant staff operate the district heating and cooling systems as well as the

operation of heating and cooling systems in buildings not connected to the district

energy system while monitoring the building automation system (which has thousands of

digital points) and the centralized fire monitoring systems

- Water testing and treatment

- Campus rounds

Deferred Maintenance:

- Data is gathered by an independent third party who performs condition assessment

audits of the University’s buildings and site infrastructure on a continuous basis

- Building audits are conducted on approximately 20% of the total building area on an

annual basis so that each building is re-assessed every 5 to 7 years

- Newly constructed buildings are included in the audit rotation after 5-7 years of

occupancy


Plant Operations Maintenance Program / Energy Conservation Efforts

May 2015

Plant Operations is the University of Waterloo’s largest academic support department, with a gross

budget of $ 40,000,000.00 and a staff of over 350 full-time employees. Plant Operations is responsible for

the operation, repair and maintenance of over 60 major buildings with an area of approximately 8,000,000

gross square feet. To assist in the administration of routine work a computerized maintenance

management system is utilized (Infor). This web hosted system currently identifies roughly 25,000

individual assets, which can represent either an entire building or any individual subsystem, along with

many individual components. This system is used as the basis for a comprehensive preventive / predictive

maintenance program, allowing for detailed analysis to be done of asset reliability. The results of physical

inspections of equipment, along with vibration testing, oil analysis, thermographic scans, insulation

resistance and other periodic testing as applicable to each asset are logged and analyzed utilizing this

system to prolong the life of existing equipment and identify areas where improvements can be made.

There are on average roughly 12,000 calls received each year which would be classed as breakdown

maintenance – items such as water leaks, power loss, environmental comfort complaints, etc. This

represents approximately 30 % of total maintenance efforts, with the preventive / predictive tasks making

up another 30 %. The balance of work performed is either covered by blanket orders with clients for

repetitive tasks or represents discretionary renovation or efficiency projects, which number about 2000

per year.

Plant Operations objective is to minimize energy consumption and environmental impact while ensuring

the needs of the university community are met. We attempt to support a culture of efficiency and

sustainability by converting theory into practical, cost-effective actions. Numerous energy conservation

and demand management initiatives have been undertaken to help achieve our objectives.

Our extensive Building Automation System, which allows continuous monitoring of mechanical systems

and environmental conditions in each building facilitates occupancy scheduling, temperature setback and

ramping routines, air quality measurements and load shedding strategies to allow us to minimize our

energy consumption. Utilizing this system we are able to shed close to 2 megawatts from our summer

electrical peak.

Most of the common spaces Plant Operations controls have been retrofitted with high efficiency lighting,

including exterior induction lighting on main roadways, LEDs where viable, and conversion to higher

efficiency electronic lamps and ballasts. Lighting control systems are integrated into new construction,

and retrofitted into existing classrooms. The payback period for lighting projects completed to date has

averaged less than 36 months.

Variable volume ventilation systems are installed on new projects, and retrofitted where appropriate into

existing buildings. Heat exchanger replacements have used extended area high performance units, and

heat recovery is integrated into laboratory fume hood exhaust systems. Variable speed air compressors

were installed as campus capacity demands increased and the main boiler feed pumps were retrofitted

with VFDs to control boiler feed-water pressure and reduce minimum recirculation rates.

2

A campus wide steam trap survey was performed to identify maintenance concerns and an ongoing repair

and re-inspection plan has been adopted. Insulation repairs and upgrades have been performed on the

distribution piping of the district energy system, and distribution pressures have been lowered to the

minimums practical to reduce losses. An extensive heat recovery system has been installed to reclaim

energy from boiler exhaust, and processes within the central heating plant have localized recovery

systems installed to improve efficiency. Electronic boiler controls optimize the combustion efficiency of

major boiler systems.

Water use reduction strategies have been widely implemented, with higher efficiency low flow fixtures

selected for new construction and renovation projects. Water saving equipment includes electronically

controlling the amount of waste “blow down” water discharged from our cooling tower systems, which

are one of the largest single users of water on campus, and all once-through cooling for Plant Operations

operated or maintained equipment has been eliminated. A rain water recovery system was installed at

ENV3, and new construction projects evaluate similar water efficiency measures during design

development. Our water usage per M2 has steadily declined, as has our consumption per campus user.

Our energy intensity for fiscal year 14/15 was 1.76 GJ /M2. Natural Resources Canada reports Ontario

average commercial / institutional use as 1.71 GJ/M2; average Ontario university use is 2.59 GJ/M2.

Recent new construction projects have reversed the downward trend in our energy consumption profile.

Many new buildings have significant areas devoted to high energy intensity research labs. Operation of

the expanded infrastructure systems required to support these, as well as the 24/7 scheduling requested by

the users of these facilities have resulted in a marked change in our energy consumption trends. In order

to mitigate these events, we are continuing in our efforts to find efficiency opportunities, especially as

they relate to the capacity of our main energy distribution systems.

Projects currently underway include continuing our existing lighting replacement programs, reducing the

consumption of server machine room cooling systems, distributed power factor correction solutions,

chiller plant optimization including real-time monitoring of electrical market conditions to control plant

set points, and an ongoing building recommissioning program. Total cost of ownership is evaluated when

making equipment selections for new construction and renovation projects. Re-roofing projects include

upgraded levels of insulation, and a program to upgrade single pane windows is in place.

We continue to identify both best business case projects and pursue ongoing grants and incentives to

reduce project paybacks. We look for ongoing opportunities to deliver conservation projects within a

three to five year payback timeline, and to reduce our environmental footprint wherever practical.

Rick Zalagenas

*UW NRCan final report 2008


Environmental Sustainability Practices

May 2015

Strengths:

- Signatory to the Council of Ontario Universities sustainability pledge “Ontario Universities:

Committed to a Greener World”

- The University’s Campus Master Plan protects existing natural features including a large

environmental reserve on the north campus

- Satellite campuses located on former brownfield sites are remediated to residential standards

- Establishment of a Sustainability Coordinator position in 2015 and the President’s Advisory

Committee on Sustainability

- On-going reductions in annual water consumption

- Annual energy consumption levels below the average of other Ontario universities

- Construction of LEED platinum Environment 3 building (UW’s standard building specifications

are equivalent to LEED silver)

- Extensive recycling and waste diversion efforts

- Request for Proposals include sustainability and environmental factors in the evaluation criteria

- Document imaging systems implemented to create paperless workflows (i.e. graduate student

admissions, employee expense reimbursements)

- Participate in the Region of Waterloo Partners for Clean Air program; Sustainable Waterloo’s

Regional Carbon Initiative; Region of Waterloo’s Travelwise Program

- Introduction of a universal bus pass for a registered students; payroll deduction for employee

bus passes

- Annual additions to bicycle locker system

- Elimination of pesticides

- Certification under the Smart About Salt program (de-icing)

- Naturalization of green spaces

Challenges:

- Most buildings are not individually metered for utilities (main campus has a district heating and

cooling system)

- Newer buildings are energy intensive to serve the advanced research activities undertaken in

the laboratory facilities

- Increasingly complex and contradictory/uncoordinated regulations

Dennis Huber


Capital Financing Commitments and Construction Status

May 2015

The Building & Properties Committee reviews the summary of Capital Financing Commitments and the

Construction Status report at each meeting.

Capital Financing Commitment highlights:

- During fiscal 2014/15:

o the University paid down $18 million in debt ($2.8m externally financed and $15.2

million internally financed)

o the University added an additional $76.5 million in debt relating to a larger HH

Courtyard Infill project, the approval of the Engineering 7 building and the new Student

Residence

o the net increase in debt is $58.5 million which would increase annual principal and

interest payments from ~2.1% of gross revenues to 2.7%

- The University remains well within its approved debt policy limits and below the 4.0% maximum

threshold

Construction Status highlights:

- The Science Expansion building and Needles Hall Addition are tracking for completion during the

summer of 2015 although the Science Expansion will continue into the fall academic term

Dennis Huber


Capital Financing Commitments

April 2014

($000s)

Planned Lease Currently Estimated

Capital Completion Total Funding Externally Lease-Back Internally Amortization

Project Date Budget Available Financed Financing Financed Period Comments

Completed

Residence 24,907 7 years recovery through student residence fees

Residence - Reids Townhouses 22,000 39 years minimum $6.0 million lease commitments; recovery through student residence fees

Residence Renovations 1,132 1 year recovery through student residence fees with P&I payments of $1 million/yr

Tatham Centre 622 1 year $.6 million donation pledge

Engineering 5 and 6 and DWE 33,227 $5.2 million in pledges; Student Endow $0.5 million; grad capital $5.3 million; incremental

Renovations grant and tuition; faculty operating funds

Environment 3 Expansion 3,064 $.26 million in pledges; grad capital $1.97 million; faculty operating funds

Warrior Field 656 operating funds

Quantum-Nano Building 10,212 2 years Nano income $10.2 million

Health Services Addition/Renovations 7,787 < 20 years compulsory undergrad and grad student fees; donations; operating funds

Day Care Facility 1,135 UW to charge lease costs of $1.8 million to day care; $.6 million from Faculty Association

Blackberry Buildings (5) 20,500 18,999 9 years operating funds

Completed Total 45,407 22,000 76,834 144,241

Funding Status

Total Funding Committed Future Currently

Budget On-hand Funding Unfunded

In-Progress

North Campus Servicing 2015 9,250 9,250 - Commitments: City of Waterloo $9 million; operating $0.25 million

Federation Hall Renovations 2015 5,200 3,200 2,000 - 4-6 years Food Services annual operating surpluses

Science Expansion Building 2015 45,000 34,230 10,647 123 $10 million in pledges; grad capital $.6million

Needles Hall Addition 2015 17,810 12,700 5,110 fundraising; operating funds

Applied Health Sciences Addition 2015/16 18,639 2,591 8,913 7,135 $3.5 million operating funds; grad capital $5.4 million; faculty operating funds; donations

Planned

Hagey Hall- Courtyard Infill 4,775 * 2,000 2,775 operating funds; grad capital

In-Progress and Planned Totals 100,674 54,721 30,810 - 15,143 45,953

Debt policy: Annual P&I < 4% of annual gross revenue

* preliminary budget is under review Total 190,194 $190 million debt P&I payments = 2.1% gross revenue

Construction Status Report

May 2015

$000s

Original Current Procurement percent Original Estimated

Projects Budget Approved Budget Method Contractor complete Schedule Completion Risks/Status

In-Progress

Science Building 45,000 45,000 design/build Bondfield 85% Summer 2015 Summer 2015 façade & interior fit-out underway; completion may extend into September/October

North Campus Servicing 9,250 9,250 via City multiple contractors 90% 2014 2015 work remaining includes road connection to Westmount Rd., finish asphalt, landscaping

NH Addition 11,600 17,810 design/build Melloul Blamey 94% mid-2015 mid-2015 interior fit-out underway; completion mid-July

AHS Expansion 12,000 18,639 design/build Melloul Blamey 14% summer 2016 summer 2016 foundations to be completed by end of May

Student Residence 47,500 47,500 design/build Melloul Blamey 3% summer 2017 summer 2017 mobilization and construction commence mid-May

Hagey Hall Courtyard In-fill 4,775 8,350 lump sum Harbridge + Cross 0% 2015 2016 mobilization and construction commence mid-May

Engineering 7 88,000 88,000 lump sum tbd 0% Summer 2018 Summer 2018 detailed design underway; site plan approval in progress; target for August tendering

218,125 234,549

Task Frequency 131007 140321 140509 141014 150114 150312 150515

Campus Master Plan (as needed) annual l l l

Capital financing commitments and

construction status

each meetingl l l l l l l

Committee self-assessment survey results annual l

Environmental sustainability practices annual

Maintenance program and energy

conservation efforts

annuall l

Orientation/tour of campus as required l

Development projects five-year plan l

Committee terms of reference annual l l l

Statutory compliance annual l l

University of Waterloo real estate holdings annual l l

Committee work plan/special topics;

orientation/briefing requirements

annuall l


Board of Governors


Work Plan Execution


Proposed Municipal Road Widening

May 2015

Recommendation:

That the Building & Properties Committee recommend to the Board of Governors that the University of

Waterloo transfer 0.188 acres (759m2) of land to the City of Waterloo along the north boundary of

Seagram Drive as a dedicated road allowance at no cost to the municipality.

Background:

During the site plan approval process for the new student residence at UW Place, the City of Waterloo

approved the University’s application subject to the condition that a 2.942 metre road widening along

north boundary of Seagram Drive be conveyed to the City. The land requirements are identified on the

attached draft plan of survey and was determined by measuring a distance of 13 metres from the

centerline of the existing Seagram Drive. Conveyance of these lands will not materially impact the

future development potential of this 17.9 acre parcel.

The issuance of a building permit for the student residence is conditional on meeting this municipal

condition so that construction can commence mid-May.

Dennis Huber


South Commons Conceptual Plan

May 2015

Background:

At the May 2014 Building & Properties Committee meeting, the South Common Functional Plan was

presented as a key component of a multi-phase landscape enhancement plan designed to establish new

outdoor public space standards for the south campus. In the intervening period, the landscape

architects and civil engineers have refined the South Commons plan which will be used during the

consultation sessions planned to receive broad campus input. Following the campus consultation,

tender documents will be developed so that tenders can be issued and awarded in the spring of 2016

and construction completed during the summer of 2016. The total project budget is currently

estimated to be approximately $1.5 million.

Attached are the schematic designs which will be used as part of the campus consultation process.

Dennis Huber

Daniel Parent