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REVISED AGENDA

BOARD OF GOVERNORS

Meeting Friday, February 3, 2017

AJM Smith Conference Room, Bata Library

OPEN SESSION: 1:30 p.m. – 3:00 p.m.

AGENDA

1. Welcome and Adoption of Agenda R. Taylor, Chair Declaration of Conflicts of Interest (if any)

2. Consent Agenda R. Taylor

Draft motion:That the Consent Agenda be approved [as presented or as amended]

2.1. Approval of MinutesOpen Session, December 2, 2016 (for approval) (pg. 3)

2.2. Financial Update (for information) (pg. 9)2.3. Capital Projects – Update (for information) (pg. 15)

3. Chair’s Remarks R. Taylor

4. President’s Report L. Groarke

5. Trent Research and Innovation Park (TRIP) Master Plan L. Groarke / N. Emery / M. Hunt Draft Master Plan (for approval) (pg. 20)

Draft motion:That the Board of Governors endorse the principles of the draft Trent Research andInnovation Park (TRIP) master plan as presented.

6. Bata Research & Innovation Cluster (BRIC) – L. Groarke / Temporary Closure of Bata Library Provost J. Muldoon / Presentation (NOT FOR PRE-CIRCULATION) R. Clarke, Chief Librarian

7. Financial Oversight

7.1. 2017-18 Operating Budget – Status Update S. Kylie / VP Pillar Report & Presentation (for information) (pg. 71)

7.2. Student Centre – Status Update S. Kylie / VP Pillar

7.3. Revisions to Student (Peterborough) Ancillary Fee Protocol S. Kylie / J. Muldoon Report, Draft Revised Protocol & Recommendation (for approval) (pg. 76)

Draft motion: That the Board of Governors approve the revised Peterborough Non-Tuition Related Compulsory Ancillary Fee Protocol as presented.

BOARD OPEN SESSION - February 3, 2017Page 1 of 89

8. G. Cubitt / VP J. Davis / L. Hays / J. Grover Alumni Strategic Plan – Status Update Report & Presentation (pg. 85)

9. Meeting Adjournment R. Taylor

For information:

BOARD OPEN SESSION - February 3, 2017Page 2 of 89

Page 1 of 6

BOARD OF GOVERNORS

MINUTES OF THE MEETING – OPEN SESSION Peterborough, December 2, 2016

1. Welcome and Adoption of Agenda. The Chair called the open session of the meeting to

order at 1:05 p.m. Hearing no declarations of conflicts of interest or amendments to the agenda, the agenda was accepted as presented.

2. Consent Agenda. It was moved/seconded (Dilworth/Graham Parker)

That the consent agenda be approved as presented. Carried.

2.1. Approval of Minutes. The Open Session of September 30, 2016 was approved as

presented. 2.2. Financial Update. Received as information. 2.3. Capital Projects Update. Received as information. 2.4. University Policy Framework and Approval Hierarchy. Received as information. 2.5. Quarterly Investment Review (3rd Quarter). Received as information.

3. Chair’s Remarks. The Chair welcomed guests to the Open Session of the meeting. Guests

included Dorcas Mensah, former student governor on the Board, Sarah Robinson, Board

Governors Present Regrets Governors Present RegretsRod Taylor, Chair Leslie Kerr Stephen Kylie, Vice-Chair Armand La Barge Ken Armstrong Ian Lord Rathika Balthasar Thomas Miller Connie Bonello Rosalind Morrow Garry Cubitt Michael O’Connor Peter Dilworth Mary-Jane Pilgrim Loretta Durst Rhonda Smith Lucie Edwards Hilary Stafford Sue Graham Parker Andrew Stewart Leo Groarke, President Don Tapscott, Chancellor Robyn Jacobson Murad Younis

Total Governor Attendance: 23 1

Administration Present Julie Davis, Vice-President, External Relations & Advancement Neil Emery, Vice-President, Research & Innovation Jacqueline Muldoon, Provost & VP Academic Steven Pillar, Vice-President, Finance & Administration Karen Spearing, University Secretary Richelle Hall, Recording Secretary Cheryl Turk, Associate Vice-President, Finance Tariq Al-Idrissi, Interim Associate Vice-President, Finance Marilyn Burns, Associate Vice-President, Marketing & Recruitment Kent Stringham, Associate Vice-President, Facilities Management

BOARD OPEN SESSION - February 3, 2017 Page 3 of 89

Board of Governors – Open Session Minutes Page 2 of 6

Leadership Scholarship recipient, Donna Doherty, Senior Development Officer at Trent University and Alaine Spiwak, TCSA President. The Chair announced that during the closed session meeting the Board approved the appointment of governor Stephen Kylie as board chair for 2017-18 and 2018-19 and governor Sue Graham Parker as board vice-chair for 2017-18. He noted that these appointments provide the critical continuity of Board leadership as the University works towards resolution of a number of strategic initiatives.

The Chair reported that Trent was well represented at the recent Conference of Ontario University Board Members held in Toronto. Governors in attendance included Rathika Balthasar, Robyn Jacobson, Ian Lord, Mary-Jane Pilgrim and Murad Younis. The Chair encouraged those who attended to send their perspectives on the conference to the University Secretary, in order to post that information on the portal for the Board’s reference.

The Chair noted that Tuesday, November 29, was “Giving Tuesday”. Thanks to a generous pledge from former Board Chair, governor emeritus and honorary alumnus Bryan Davies, Trent launched a one-day campaign that would see Mr. Davies match all donations received that day up to a maximum of $10,000. Overall, the one-day campaign raised $43,245.

4. President’s Report. President Groarke reported on recent events and developments on campus, including: Staffing Changes. Ms. Cheryl Turk was appointed effective November 16, 2016 as Associate Vice-President, Finance. President Groarke acknowledged the interim leadership of Tariq Al-Idrissi’s in his capacity as acting associate vice-president Finance during the recent search process.

Announcements – General. President Groarke reported on recent happenings in the Trent community, including: - Trent Alumnus, Bill Waiser, won the Governor General’s Literary Award for non-fiction for

his new book, A World We Have Lost: Saskatchewan Before 1905; - Trent, along with federal and provincial governments, announced the Bata Research and

Innovation Cluster project on October 12; - Former Trent President, Bonnie Patterson, was honoured with the David C. Smith Award

from the Council of Ontario Universities (COU) on October 13; - Trent Faculty, Dr. Robert Wright, officially launched his new book Trudeaumania at an

alumni reception in Montreal on October 28; - The Excalibur Women’s Lacrosse team won the Ontario University Athletics (OUA) gold

medal on October 31; - Trent University had the official launch of the School of Business on November 2; - Founding President, Dr. Thomas Symons, was honored by CIBE for Enduring

Commitment to International Education & Canadian Heritage on November 15; - Dr. Paul Szpak, a new anthropology professor at Trent, was named a tier 2 Canada

Research Chair (CRC) in Environmental Archaeology.

Recent Events. President Groarke reported on recent Trent events, including: - President Groarke was a speaker at the Canadian Difference Fall Fundraiser on October

12;



- President Groarke was a presenter at the Heritage Trust Conference held in Hamilton on October 21;

- An Alumni & Friends event was held at Parliament Hill on October 24; - At the annual Traill College Fall Dinner, on November 25, the establishment of the Traill

College Endowment was announced, along with the generous offer of alumnus Greg Piasetzki to match any donations made to the endowment, up to $50,000.

External Reviews. President Groarke reported that the review of Co-op, Career Services and Experiential Learning has begun. The review is being conducted by external reviewer, Jan Basso, the Director of Co-operative Education & Career Development at Wilfrid Laurier University, and the internal reviewer is Dr. Gary Boire, former Provost at Trent University.

4.1. Enrolment Update. President Groarke reported that the enrolment target identified in

the 2016-17 operating budget was 322 additional full-time equivalents (FTEs). To date (and subject to formal confirmation on February 1, being the official winter count date) indicate that the University has now surpassed the 322 FTE increase, for a total of 624 FTEs. Trent Durham’s new intake has grown by 20 percent, due primarily to transfer and mature students, and new intake in Peterborough grew by 14.7 percent. The entering average at both campuses has increased (Durham 82.5%, Peterborough 81.5%), leading to an increase in scholarships. Provost and VP Academic Jackie Muldoon reported that graduate student recruitment was short of its target last year, but the target has since been re-evaluated and at this time Trent graduate enrolment is 10 FTEs over the established target. The Trent recruitment team has now turned its attention to 2017-18, and early indicators from the recent Ontario Universities Fair are quite positive with attendance increasing by almost 40 percent, contacts having increased by 83 percent, and open house attendance increasing by 90 percent. In response to a question regarding initiatives for retention, President Groarke informed the Board that the recommendations from the retention review, completed by David McMurray in 2016, are in the process of being implemented.

4.2. Pension Solvency – Status Update. Vice-President Pillar reported on positive news

from the provincial government with regard to additional solvency relief. He noted that the new regulations includes provisions for continuing solvency relief for 25% of the plan’s solvency deficit, with the University being obligated to make the interest payments on the remaining portion of the solvency deficit, through to July 2019 (as relates to the TUFA plan). VP Pillar noted that this additional relief will mitigated the pressure to the operating budget, and provide a necessary buffer while discussions continue provincially for the creation of a universities pension plan that would include solvency exemption.

5. Presentations

5.1. Presentation to former (student) governor D. Mensah. The Chair introduced Dorcas

Mensah, former student governor on the Board. The Chair noted that Ms. Mensah was unable to attend the Board’s annual reception in June, and therefore was in attendance today so that the Board could formally acknowledge Ms. Mensah’s contributions during her two years as student governor.



5.2. Presentation from 2016 Board Leadership Scholarship Recipient Sarah Robinson. Vice-President Davis introduced Sarah Robinson, the 2016 recipient of the Board Leadership Scholarship, which is awarded annually to outstanding students who demonstrate leadership amongst their peers, involvement in their community, humanitarian efforts or academic successes. Ms. Robinson shared with the Board her plans post-graduation and thanked the Board for their generous support.

6. Governance

6.1. Board Strategic Directions/Objectives. Following on the Board’s recent strategic

planning session, the Chair presented draft strategic directions/objectives. The proposed objectives contemplate 12 short to medium objectives for the Board of Governors and its successors that will guide the activities of the University administration through to 2022. It was noted that some of these initiatives are already in progress, and are regular items on respective committee agendas. A number of minor amendments were proposed to the draft objectives. Following discussion, it was moved/seconded (La Barge/Stewart),

That the Board of Governors receive the 2016 Board of Governors Strategic Review document for information, AND FURTHER, that the Board of Governors approve the Board of Governors strategic objectives for period 2016-22 as amended. Carried

6.2. Revisions to Legislated Policies. Governor Kylie, Chair of the Executive Committee,

presented a slate of proposed amendments to existing policies that have a legislative mandate. It was noted that all proposed revisions were vetted within the University community as required. Following discussion, it was moved/seconded (La Barge/Jacobson),

That the Board of Governors approve revisions to the Accessibility Policy, Discrimination and Harassment Policy, Sexual Violence Prevention and Response Policy, and Workplace Violence & Harassment Policy, as presented. Carried

7. Financial Oversight

7.1. 2017-18 Operating Budget – Process and Timelines. Governor Kylie, Chair of the

Finance and Property Committee, called upon Vice-President Pillar to provide an overview of the 2017-18 budget planning process and timelines. VP Pillar noted that the planning process is similar to the previous year with all departments having an opportunity to make a case for additional funding allocation. It was noted that the attached “current fiscal environment” document would be distributed across the Trent community for information and review. The operating budget will track to the Board of Governors in May 2017 for final approval.

7.2. Application for Cultural Spaces Fund. Governor Kylie, on behalf of the Finance and

Property Committee, presented a recommendation that would grant approval in principle



for Trent’s application to the Canada Cultural Spaces Fund for up to $350,000 in funding It was noted that the funding criteria requires Board approval.

Vice-President Davis advised the Board that the application will allow for renovations of the Nozem First Peoples’ Performance Space in Gzowski College, as well as the upgrading of storage and the creation of exhibit areas for the Trent University Archives, a need sparked by a large collection being donated by Dr. Thomas Symons. Following discussion, it was moved/seconded (Kylie/Dilworth),

That the Board of Governors approve in principle the Trent application to the federal Canada Cultural Spaces Fund (CCSF) for funding of $350K to renovate the Nozhem First Peoples’ Performance Space and to assist with upgrading storage and creating exhibit areas and display space for Trent University Archives. Carried.

7.3. 2015-16 Audited Pension Financial Statements. Ian Lord, Chair of the Audit

Committee, reported that an external audit of the University pension financial statements, including TUFA, SRA and OPSEU/Exempt, concluded that the statements present fairly in all material respects the financial position of the various pension plans of the University.

Following discussion, it was moved/seconded (Lord/Dilworth),

That the Financial Statements of the Contributory Pension Plan for Employees Represented by OPSEU Local 365 and Exempt Administrative Staff of Trent University (Registration Number 0310409) June 30, 2016 be approved; and That the Financial Statements of the Contributory Pension Plan for TUFA Employees of Trent University (Registration Number 1048826) June 30, 2016 be approved; and That the Financial Statements of the Supplemental Retirement Arrangement for Members of the Contributory Pension Plan for TUFA Employees of Trent University June 30, 2016 be received for information. Carried

7.4. Student Centre – Progress Update. Governor Kylie, on behalf of the Finance and

Property Committee, reported that the Student Centre continues to be on budget; however work is currently two weeks behind schedule due to supply delays. The general contractor has indicated that despite this slight delay, the project continues to track to an opening in mid-August 2017, consistent with the overall timelines.

7.5. Application for Additional Solvency Relief. Governor Graham Parker, Chair of the Investment and Pension Committee, reported that on October 31, 2016, Ontario Regulation 250/16 came into effect. S.12 of this regulation provides for additional solvency relief to broader public sector pension plans (including universities) at 25 percent of the plan’s solvency deficit. As such, the Investment & Pension Committee is recommending formal approval for the University to make application for additional solvency relief as provided for within the regulation. Following discussion, it was moved/seconded (Graham Parker/Smith),



That the Board of Governors direct Administration to apply for additional solvency funding relief (as provided for in Ontario Regulation 350/16) for the Contributory Pension Plan for TUFA Employees with the Ministry of Finance, Pension Policy Branch. Carried

8. Other Business. There was no other business at this time. 9. Meeting Adjournment. The meeting was adjourned at 2:15 p.m. Karen Spearing Rod Taylor University Secretary Chair


BOARD OF GOVERNORS Report

To: Board of Governors Date of Report: January 13, 2017

From: Stephen Kylie, Chair – Finance & Property Committee Steven Pillar Vice President Finance and Administration

Date of Committee Meeting:

January 13, 2017

Date of Board Meeting: February 3, 2016

Subject: Financial Update

Confidentiality: x Not Confidential

1.0 PURPOSE For Information 2.0 RECOMMENDATION That the Finance and Property Committee and the Board of Governors receive updated financial information. 3.0 EXECUTIVE SUMMARY An overview of Trent’s current financial position as of November 30, 2016 and projections to year-end are attached. Based on November 1 enrolment counts, the annual surplus is projected to increase by $1.652M to $2.950M. This amount is sufficient to eliminate the accumulated deficit at the beginning of the fiscal year, leaving a projected accumulated surplus at April 30, 2016 of $1.426M.

4.0 INPUT FROM OTHER SOURCES Not applicable 5.0 ANALYSIS Cash flows are lower than in previous years because of the timing of receipt of student tuition

payments. This is directly related to the move this year to “Term Billing”. “Term Billing” splits our student tuition cash flow into two payments for the year. Cash on hand at November 30, 2016 was $25,339,951 compared to $26,263,434 on the same date in 2015.


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Based on the November 1 count, undergraduate enrolment is tracking above target. This

variance results in an additional $2,453,000 in grant and tuition revenue (net of increased scholarships discussed below) from the 2016/17 Board-approved budget. We will continue to monitor enrolment and its impact on the budget as we approach the February 1 enrolment count deadline.

Student aid funded by fees is projected to increase by $1,110,000 over the Board-approved budget. This increase is directly related to an increased utilization of scholarships from 1649 students and $3.8M in 2015/16 to a projected utilization of 2015 students and $4.8M in 2016/17. This is above any pattern observed in previous years and is attributed to students with higher entrance and renewable averages.

Based on the recently completed actuarial valuation, effective July 1, 2016 the university

employer contributions (normal cost) related to the TUFA pension plan will increase from 7.9% to 10.57%. This increase in employer contributions was not accounted for in this year’s budget and will result in an increase over budget of $740,000. This increase is reflected in total staff expense.

A number of additional positions have been approved this year to facilitate the increase in

enrolment. These positions will add an additional $60,000 in total staff expense.

6.0 FINANCIAL IMPLICATIONS To fulfill their responsibilities, Governors should be informed of the University’s financial situation. Regular financial updates such as these will maintain Governors’ awareness of the University’s current financial status and allow for input and oversight where needed.

7.0 ENTERPRISE RISK ASSESSMENT See 3.0 above. 8.0 STRATEGIC ALIGNMENT / COMPLIANCE Complying with a Board of Governors directive, the full Board will receive regular financial updates, in addition to a briefing at the Finance and Property Committee level.

8.0 COMMUNICATIONS STRATEGY Not applicable. Steven Pillar, Vice President, Finance and Administration Cheryl Turk, Associate Vice President, Finance


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-$15,000,000

-$12,500,000

-$10,000,000

-$7,500,000

-$5,000,000

-$2,500,000

$0

$2,500,000

$5,000,000

$7,500,000

$10,000,000

$12,500,000

$15,000,000

$17,500,000

$20,000,000

$22,500,000

$25,000,000

$27,500,000

$30,000,000

$32,500,000

$35,000,000

$37,500,000

$40,000,000

$42,500,000

$45,000,000

$47,500,000

MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR

TRENT UNIVERSITY CASH POSITION FOR 2013‐14 to 2016‐17for the period ending November 30th, 2016

Credit Line 2013/14 2014/15 2015/16 2016/17


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Projection 2015/16 Prior

Year

2016/17 BOARD-

APPROVED BUDGET

(June 2016)

2016/17 RESTATED BUDGET *

ANTICIPATED VARIANCES

AND BALANCING

ACTIONS

2016/17 PROJECTION

(December 2016)REVENUE

Government grants $53,426 $54,231 $54,266 $1,628 $55,894

Tuition fees 56,641 60,928 60,928 1,935 62,863Less: student aid funded by fees (7,289) (7,622) (7,562) (1,110) (8,672)Net tuition 49,352 53,306 53,366 825 54,191

Miscellaneous revenue 1,630 1,650 1,674 0 1,674TOTAL REVENUE $104,408 $109,187 $109,306 $2,453 $111,759

EXPENSES Instructional staff $57,342 $59,198 $59,079 $680 $59,759Non-instructional staff 34,892 36,153 36,274 121 36,395Total staff expense 92,234 95,351 95,353 801 96,154

Non-staff expense 18,125 19,831 19,957 0 19,957Expense before cost recoveries 110,359 115,182 115,310 801 116,111

Cost recoveries (7,656) (7,294) (7,302) 0 (7,302)TOTAL EXPENSE $102,703 $107,888 $108,008 $801 $108,809

EXCESS OF REVENUE OVER EXPENSE (EXPENSE OVER REVENUE) $1,705 $1,299 $1,298 $1,652 $2,950

Change in Investment in Capital Assets/Internally Restricted 1,000 0 0 0 0ANNUAL SURPLUS (DEFICIT) for University Operations $2,705 $1,299 $1,298 $1,652 $2,950

ACCUMULATED DEFICIT - BEGINNING OF YEAR ($1,524) ($1,524)Annual surplus (deficit) 1,298 1,652 2,950ACCUMULATED DEFICIT - END OF YEAR ($226) $1,652 $1,426

* Restated budget is the board-approved budget updated with offsetting revenues and expenses from deferred targeted grants (primarily derived fromdeferred revenue for items such as Aboriginal Education and Training initiatives).

TRENT UNIVERSITY2016-17 OPERATING BUDGET PROJECTION

($000s)As of November 30, 2016


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Operating Actual vs Budget FY2016/17

Year-to-date, Projection and Budget by Object (thousands of dollars)

Report date: November 30, 2016

Run date: December 20, 2016

YTD Budget Projection

Variance Variance

YTD YTD Favourable Restated Projection Favourable

Actual Budget (Unfavourable) Budget (Unfavourable)

REVENUE

Government grants 29,137 29,396 (259) 54,266 55,894 1,628

Tuition 36,022 36,022 0 60,928 62,863 1,935

less: student aid funded by fees

Undergraduate (3,108) (3,108) 0 (5,798) (6,908) (1,110)

Graduate (633) (633) 0 (823) (823) 0

International (676) (676) 0 (941) (941) 0

(4,417) (4,417) 0 (7,562) (8,672) (1,110)

Net tuition 31,605 31,605 0 53,366 54,191 825

Miscellaneous 250 250 0 1,674 1,674 0

Total Revenue 60,991 61,250 (259) 109,306 111,759 2,453

EXPENSE

Salaries & Benefits

Instructional 28,742 29,363 621 59,079 59,759 (680)

Academic Support 5,715 5,102 (613) 8,504 8,550 (46)

Library 1,679 1,741 61 3,106 3,128 (22)

Information Technology 1,531 1,555 23 2,726 2,726 0

Student Services 1,534 1,539 5 2,748 2,748 0

Physical Resources 3,651 3,652 1 6,460 6,460 0

Administration 4,957 4,962 6 8,987 9,040 (53)

External Relations 1,260 1,269 9 2,360 2,360 0

Other 616 616 0 1,383 1,383 0

Total salaries & benefits 49,685 49,799 114 95,353 96,154 (801)

Non-staff expense

Utilities

Electricity 14 1,386 1,372 2,376 2,376 0

Gas 298 300 1 514 514 0

Water 70 85 14 145 145 0

Oil 0 0 (0) 0 0 0

Total utilities 383 1,770 1,388 3,035 3,035 0


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Operating Actual vs Budget FY2016/17

Year-to-date, Projection and Budget by Object (thousands of dollars)

Report date: November 30, 2016

Run date: December 20, 2016

YTD Budget Projection

Variance Variance

YTD YTD Favourable Restated Projection Favourable

Actual Budget (Unfavourable) Budget (Unfavourable)

Supplies

Computer equip, mtnce, licenses 1,302 1,091 (211) 1,436 1,436 0

Telephone 228 270 42 466 466 0

Consulting, legal & professional 658 189 (469) 470 470 0

PRD repairs & maintenance 1,184 1,170 (14) 1,725 1,725 0

Travel 346 337 (9) 714 714 0

Library acquisitions 1,192 1,037 (155) 1,262 1,262 0

External contracts 1,230 1,224 (6) 1,697 1,697 0

Fleming 0 0 0 389 389 0

Insurance 291 291 0 394 394 0

Professional development 206 241 34 508 508 0

Interest 1,636 1,636 0 2,037 2,037 0

Municipal taxes 530 530 0 571 571 0

Other supplies & operating costs 2,048 2,049 1 5,253 5,253 0

Appropriations 0 0 0 0 0 0

Total Supplies 10,852 10,066 (786) 16,922 16,922 0

Total non-staff expense 11,234 11,836 602 19,957 19,957 0

(including utilities)

Cost Recoveries

PRD admin, MEM, caretaking, etc. (1,494) (1,494) 0 (2,601) (2,601) 0

Admin overhead 0 0 0 (1,314) (1,314) 0

Revenue line items (2,656) (2,656) 0 (2,678) (2,678) 0

Other (111) (111) 0 (709) (709) 0

(4,261) (4,261) 0 (7,302) (7,302) 0

Excess (Deficiency) 4,334 3,877 456 1,298 2,950 1,652

SUMMARYRevenue net of scholarships 60,991 61,250 (259) 109,306 111,759 2,453

Expenses

Salaries and benefits 49,685 49,799 114 95,353 96,154 (801)

Non-staff expense 11,234 11,836 602 19,957 19,957 0

Cost recoveries (4,261) (4,261) 0 (7,302) (7,302) 0

56,658 57,373 716 108,008 108,809 (801)

EXCESS (DEFICIENCY) 4,334 3,877 456 1,298 2,950 1,652

Change in internally restricted 0 0 0 0 0 0

Annual surplus (deficit) 4,334 3,877 456 1,298 2,950 1,652



To:

Board of Governors

Date of Report:

January 13, 2017

From:

Stephen Kylie, Chair – Finance & Property Committee Steven Pillar Vice President, Finance and Administration


January 13, 2017

Date of Board Meeting:

February 3, 2017

Subject: Capital Projects Update

Confidentiality: Not Confidential

1.0 PURPOSE

For Information

2.0 RECOMMENDATION

That the Finance & Property Committee receives this report for information.

3.0 EXECUTIVE SUMMARY

The following provides an update with respect to capital project recently completed or currently underway: Otonabee College Residence Roof Replacement This roofing project was approved at the April 1, 2016 Board of Governors meeting. Bothwell-Accurate was the successful bidder and commenced work on May 2, 2016. As of the date of this report, all work is complete, including installation of ice dams and landscape remediation. This project was completed slightly under budget.


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2016/2017 Facility Renewal Projects (FRP) Deferred maintenance on campus is estimated at $55m+. Ontario Universities receive an annual grant amount targeted towards the repair and maintenance of campus infrastructure. The 2016/2017 FRP grant totaled $752k. Of this grant amount, $492k was redirected to the Bata Research & Innovation Cluster (BRIC) project. The remaining $260k is being directed to high priority initiatives that represent safety, accessibility and compliance risks. As is typically the case each year, new deferred maintenance issues present themselves. As a result, in-year changes to the original plan are adjusted based upon immediate need.

Lady Eaton College Exterior Stairs – Decaying structure to be repaired. Now planned for Summer 2017 Estimated Cost - $70k

Blackburn Hall Electrical Service – Required to accommodate infrastructure work associated with the City Arena and Trent Research & Innovation Park (TRIP). Peterborough Utilities was not in a position to work with Trent throughout the Fall of 2016 as they deal with other priorities. Peterborough Utilities is responsible for supply of the required transformer. This required work will likely take place in Summer 2017. Estimated Cost - $90k

Sound Attenuation – DNA Buildings – Required by Ministry of the Environment. Initial design estimates now suggest that this work will likely far exceed the original cost estimates, thus exceeding the funds available within the FRP funding envelope. Estimated Cost – TBD


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Accessibility Initiatives – Various locations – Underway. $13k spent to-date.

Estimated Cost - $35k Flooring and Stairs – most critical issues only – Complete

Actual Cost - $9k Faryon Bridge East-Bank Stairs – After assessment by a structural engineer, it was

determined that this deteriorating major stairway could be repaired for far less than originally planned. In August 2016, one half of the stairway was remediated with the other half to be addressed in Summer 2017.As a result of this alternate approach being made available, large anticipated capital costs were avoided. Actual Cost $7k

Science Complex Roof Repair – FRP funds were diverted to this project in August 2016 as the roof membrane on a section of the Science Complex failed. Actual Cost – $22k

Champlain College Residence Doors The exterior doors at Champlain College Residence buildings are being replaced in stages through to the end of the year. A significant amount of work has been completed, with the remainder to take place through to the end of December 2016. Mortlock Construction was awarded the tender, by with a total expected project cost of approximately $125k. Trent Arena and Bata Research & Innovation Park (TRIP) Trent continues to fully participate in the planning and design associated with the City of Peterborough’s new Arena Complex and the Trent Research & Innovation Park. These two initiatives, along with the installation of required services, result in projects that need to be undertaken by Trent University as follows:

Alumni Baseball Diamond Relocation

The Trent Alumni Baseball Diamond is a popular and long-standing fixture on the East Bank of the Symons Campus. It must, however, be relocated as it currently sits on land slated to be transferred to the City of Peterborough for their Arena Project. After consultation with the Alumni Baseball user group, a suitable new location was agreed-upon. The first stage of the required work has been completed with the new location having been fully graded, seeded and graveled as required for a safe recreational field. In the Spring of 2017, the derelict farm structures in proximity to the new field will be demolished and the area made safe, The cost of this project is estimated at $58k.

Trent Grounds Operation Relocation

As is the case with the Alumni Baseball Diamond, the current location of the Trent University Grounds Operation is required for the Arena Complex. This installation currently occupies approximately 4 acres. Suitable relocation options are being investigated. Once a final location is confirmed, a project budget will be developed.


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Orange Lodge Building

This building, of local historic significance, is located on the East Bank of the Otonabee River, nestled between the Peterborough Rowing Club and River Road. The Orange Lodge, due to its current deteriorated condition, requires significant reconstruction. As this corridor begins to evolve as a result of the Arena and roadway projects, it will become necessary to either fully repair, or relocate this historic building. An Engineer and Architect have been retained to determine potential options and the associated estimated costs. The final engineering report, along with a heritage assessment report will be made available within the next few months.

Energy Performance Contract (EPC) Ameresco and Trent continue to work in close partnership to design and implement the energy-saving initiatives contemplated under the original budget. In an effort to optimize payback periods while attempting to address the most urgent of deferred maintenance issues wherever possible, additional initiatives are investigated and may replace original one. Summary of active initiatives at this date:

Lighting retrofits on the Symons Campus are materially complete. Over 33,000 bulbs were replaced.

Boiler heating systems replaced and fully operational in Champlain College and Lady Eaton College

Domestic Hot Water Boilers replaced and fully operational in Lady Eaton College. Utilities sub-meters fully installed with desktop monitoring capabilities coming on-

line shortly. Demand-Based Ventilation initiative underway in the DNA Buildings. Ameresco, in

partnership with Siemens undertaking major Lab Air Control Redesign. Otonabee College Academic Building undergoing modifications to ventilation

systems and controls upgrades/networking. Multiple-building occupancy-based/CO2 sensor controls initiatives in design phase. Major transformer replacements in design phase. Building Envelope Assessment underway. Durham Campus Lighting Retrofit and HVAC assessment in design phase. Traill Campus Exterior Lighting Retrofit Underway Trent Athletics Pool Mechanical and Air Handling improvements in design phase.

Over the course of Winter 2017, multiple initiatives will be moved into the design phase with the intent to proceed to complete required work throughout Summer 2017.


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4.0 INPUT FROM OTHER SOURCES

The Datatel Financial system, VFA Facilities Database, and Web Work Order system, Contractor Progress Billings.

5.0 ENTERPRISE RISK ASSESSMENT

Energy Performance Contact: Construction will take place over the course of two years, and will impact all buildings and external mechanical and electrical at Trent. It must be ensured that all work will take place safely, within regulatory requirements and with as little interruption to normal business as possible. Once completed, this project will have addressed an estimated $5.8M in deferred maintenance issues.

6.0 STRATEGIC ALIGNMENT / COMPLIANCE

Section 10 of the Trent Act vests in the Board the power and responsibility over and for the management of the property of the University.

7.0 COMMUNICATIONS STRATEGY

The Facilities Management Department provides regular updates on the status of construction projects, highlighting how the projects will affect the Trent community via the myTrent portal as well as through the website. Key stakeholders will also be notified through the email system and site signage will be in place, as required.




From: Stephen Kylie, Chair – Finance & Property Committee


January 13, 2017


Subject: Trent Research and Innovation Park (TRIP) Master Plan (City of Peterborough)


1.0 PURPOSE For Approval 2.0 RECOMMENDATION That the Board of Governors endorse the principles of the draft Trent Research and Innovation Park (TRIP) Master Plan as presented. 3.0 EXECUTIVE SUMMARY In the early fall of 2016, the City of Peterborough engaged Brook McIlroy and DM Wills to oversee a planning process for the development of a master plan for the Trent Research and Innovation Park. That mandate remit included recognition and maintenance of key natural heritage features to the east and west of the identified TRIP lands, while introducing additional trail networks that will allow TRIP employees and researchers to enjoy this natural setting in a minimally disruptive way. In preparing the master plan and detailed engineering solutions, the team would recognize site design opportunities to incorporate green development principles and sustainability. On November 1, 2016, Malcolm Hunt (special advisor for the City of Peterborough) provided an overview of the master planning process to a joint meeting of the Finance & Property, and Endowment Lands Committees. At the time, Mr. Hunt indicated that the master plan process was being expedited to accommodate the timelines for a cornerstone tenant within the TRIP complex. This would require the finalization and approval of the TRIP master plan in the early spring of 2017. On January 13, 2017, Mr. Hunt provided a comprehensive overview of the concepts of the TRIP master plan, in anticipation that the final draft of the plan will be available for Board and City approval in the spring of 2017.


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4.0 INPUT FROM OTHER SOURCES Board Strategic Objectives – 2016-22 Special Resolution II.4 – Property and Land Use Special Resolution II.7 – Stewardship and Use of Endowment Lands Revenue City of Peterborough TRIP Master Plan 5.0 ANALYSIS The key principles and context for a TRIP master plan are now substantively complete with the release of this draft plan, community consultation is still on-going with outreach to the indigenous community to conclude in the spring of 2017. The rationale for moving this draft plan forward at this time is to facilitate the City moving into the draft subdivision plan stage so they can plan out the layout for infrastructure and services that will allow the park to be build-ready for potential tenants.

6.0 FINANCIAL IMPLICATIONS Trent to contribute $2M towards infrastructure servicing, as previously approved by the Board of

Governors (drawn from the Endowment Lands Fund). Contributed $27.5K (of total cost $100K) to hire consulting firm (Stiletto) for development of

Strategic plan and Execution Readiness documents.

7.0 ENTERPRISE RISK ASSESSMENT Capital Development is identified as Risk #4 for the University. The development of Trent lands offers the opportunity to develop a fourth revenue stream (in addition to government grants, donor contributions, and debt financing) to help support the institutional commitments of the Integrated Plan. Development opportunities need to be managed carefully to maximize potential, while mitigating risk. The careful oversight of the plan by experienced governors is a focus of the nominating and governance committee as they manage the board recruitment process for 2017-18. Such risks will be mitigated through the development of a new governance structure for the endowment lands, and formal agreements for appropriate oversight of TRIP. 8.0 STRATEGIC ALIGNMENT / COMPLIANCE This initiative is consistent with the recently approved Board Strategic objective:

Accelerated development of Trent’s endowment lands (in particular the Trent Research and Innovation Park, and possibly residential developments and/or the Sustainable Village), including the necessary governance structures

9.0 COMMUNICATIONS STRATEGY In keeping with our commitment to transparency we have adopted a ‘commitment to community consultation’ that includes the following: Recognizing that the development and use of Trent Lands affects our community and local

neighbours, Trent commits to open and transparent communication, except where such communication may prejudice negotiations or contravenes legislation or contracts.


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As one of the guiding principles of the Trent Lands plan is to strengthen integration, connectivity and relationships with the local community, Trent will continue to seek feedback on proposed land uses to ensure the community needs and concerns are understood.

Trent will continue to rely upon public consultation processes as a mechanism to obtain timely and constructive feedback

Trent held a well-advertised public consultation process in December that was very well attended The Trent University public website has webpages dedicated to the Trent Lands Plan, including

all public documents

Attachment: City of Peterborough Draft TRIP Master Plan


TrenT research & InnovaTIon Park MasTer Plan

in partnership:

Draft January 2017BOARD OPEN SESSION - February 3, 2017 Page 23 of 89

Prepared by:

Territorial Acknowledgmentthe trent research and Innovation Park is located on the tra-

ditional territory of the Mississauga anishnaabe, adjacent to

Haudenosaunee territory and in the territory covered by the

Williams treaty.

Steering Committeethis Master Plan was prepared with guidance from the Steering Committee, including the

following members:

Malcolm Hunt, Special advisor to the CaO, City of Peterborough (Steering Committee Chair);

Ken Hetherington, Manager of Planning, City of Peterborough;

tim Madill, Development Engineer, City of Peterborough;

Bruno Bianco, Manager, Infrastructure Planning, City of Peterborough;

Julie Davis, Vice-President, External relations & advancement, trent university;

Steven Pillar, Vice President, finance and administration, trent university;

neil Emery, Vice President, research & Innovation, trent university;

robert Ballarin, Project Manager, Department of facilities Management, trent university;

Lorne Kelsey, Strategic Partnerships & Projects, Peterborough Economic Development.


ConTenTS

executive Summary iv

Master Plan Concept vi

1.0 Introduction 1

2.0 TRIP Master Plan 4

3.0 Design Guidelines 18

3.1 Public Spaces and Existing natural features 18

3.2 Stormwater Management Design 20

3.3 Street and trail Design 22

3.4 Individual Lot Design 26

3.5 Lot Level Circulation, Parking and Servicing areas 28

3.6 Building Design, Height and Massing 30

3.7 Plant Species Selection 32 `

4.0 Sustainability Requirements 33

5.0 Phasing Implications 37

appendix a: Supporting/Background Studies and related Projects


iv Draft January 2017

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The vISIon foR The TRenT ReSeARCh AnD InnovATIon PARk

the Vision for the trent research and Innovation Park (trIP) is to become Canada’s premier green technology research and innovation site, hosting a cluster of companies and start-up enterprises in the fields of clean technology, environmental services, advanced material sciences biotechnology, medical and health products, agri-food and agri-business, and information and communications technologies. the park will also seek out tenants who will foster connections between the business community and the university.

key DeSIGn PRInCIPleS

the following Design Principles guide the development of the Master Plan and summarize the key objectives to be achieved through the implementation of the research park.

1 trIP will be integrated with the Campus physically, visually and socially.

2 trIP will foster an innovation community culture encouraging social interaction and collaboration in

all seasons.

3 trIP will be a leader in sustainable design.

4 trIP will be based on a design strategy that is landscape-led to maintain natural features and

existing topography.

5 trIP will be flexible to accommodate a range of enterprises and uses in a unique setting.

6 trIP will be well-connected to the City and region.


vTrent Research and Innovation Park Master Plan

TRIP lAnDS85 acres

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the trIP Master Plan will guide the long-term implementation of the research park, providing an overall development plan, as well as detailed guidance on elements like streets, trails, development sites, landscaping and natural features. It should be used by the City of Peterborough and trent university to develop the park and guide tenants in the design of individual lots and buildings. tenants should also use this document to understand the overall vision for the park, and to identify design requirements for their own site.

the Master Plan includes:

• the overall Master Plan Concept;

• Details about each Design Principle

• a set of Guidelines that will direct overall site development and as well as the design of individual sites and buildings;

• a section that outlines sustainability requirements; and

• a summary of phasing implications.


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PRoPoSeD TRIP STRUCTURe

1. Preserved Hedgerows

2. Proposed Primary Street

3. Proposed Local Streets

4. 3-Way Stop or full Signal Intersections

5. updated Pioneer road

6. Shared Open Spaces

7. Street Connection to Campus (x2)

8. Stormwater amenity areas

9. Potential Block and Property Structure

10. naturalized Landscaping (throughout)

11. Primary trails to accommodate all travel modes

12. Secondary trails to accommodate off-road activities

PRoGRAMMInG ConSIDeRATIonS

13. t-LaB Commons (incubator and collaborative spaces)

14. Mixed-use Integration Zone (Mu)

15. research/Innovation Lots (rI)

16. Preferred area for Compatible agricultural research Enterprises

17. High Profiles Sites (requiring further architectural or landscape articulation)

exISTInG AReA feATUReS

18. naturalized area

19. trent Campus

20. trent agricultural research Plots

21. Camp Kawartha Environmental Centre

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1Trent Research and Innovation Park Master Plan

1.1 Study Scopethe trent research and Innovation Park was identified as a priority for trent university and the City of Peterborough in the 2006 trent university Endowment Lands Master Plan. an 85 acre site east of the main campus at Pioneer road and ninth Line was set aside at this time as the preferred location, to take advantage of proximity to the university campus and regional road networks. the trent Lands Plan of 2013 confirmed this location and led to the development of a partnership between the City and the university to embark on implementation.

In 2015, the City hosted a collaborative Design Charrette to create a preliminary vision for the character of the Park, as well as commissioning the trent research Park Servicing Study to better understand servicing needs and feasibility.

In October 2016, Brook McIlroy, DM Wills and treescape were retained to complete a Master Plan for the overall site. this Master Plan was prepared under the guidance of a Steering Committee made up of representatives from the City of Peterborough and trent university. at the same time, a Strategic Plan for the park’s branding, governance and operations was prepared by Stiletto Consulting.

the Vision for trIP is to become Canada’s premier green technology research and innovation site, hosting a cluster of companies and start-up enterprises in the fields of clean technology, environmental services, advanced material sciences biotechnology, medical and health products, agri-food and agri-business and information and communications technologies. the park will particularly seek out tenants who will foster connections between the business community and the university.

1.0 InTRoDUCTIon

1.2 Using the Master Plan Document

trIP will be developed through a partnership between the City of Peterborough and trent university. this Master Plan document will guide the long-term implementation of the research park, providing an overall development plan, as well as detailed guidance on elements like streets, trails, development sites, landscaping and natural features. the document will be used by the City of Peterborough and trent university to develop the park and guide tenants in the design of individual lots and buildings. tenants should also use this document to understand the overall vision for the park, and to identify design requirements for their own site.

In keeping with the Park’s strategic focus on clean technology, the Master Plan is guided by a vision for sustainability in site and building design.

While the Master Plan provides an overall vision and principles for the research park, it is recognized that a wide range of enterprises and facilities are encouraged to make their home at trIP. as a result, implementation of the plan should remain flexible, focusing on achieving the intent of each of the Design Principles and Guidelines, while accommodating variation where it is required.

the trIP Master Plan has been guided by a number of previously completed plans and studies. the relevant documents and their status in this Master Plan Process are summarized in appendix a.


2 Draft January 2017BOARD OPEN SESSION - February 3, 2017 Page 32 of 89


the Master Plan document consists of three parts:

1. The Master Plan

the Master Plan outlines the Vision for trIP, as well as the 6 key Design Principles that guide overall development of the research park.

2. Design Guidelines

the Design Guidelines articulate specific guidance to help the City of Peterborough, trent university and tenants to design streets, sites and buildings in keeping with the overall Master Plan Vision.

Each guideline contains integrated landscape and sustainability considerations, as these are critical to achieving the overall plan and must be considered from the earliest design stages.

3. sustainability requirements

Sustainability requirements are provided to give additional guidance on the minimum commitment to sustainability and performance for new sites and buildings.

1.3 Partnerships and learning opportunities

the opportunity exists to take advantage of innovative partnerships with university researchers and students to create opportunities for experiential learning and a hands-on laboratory of sustainability best practices. Potential tenants should be encouraged to identify avenues of collaboration with university researchers, as well as opportunities for student learning and work experience. In addition, the park infrastructure and public space design may provide opportunities for studying the performance of low-impact development infrastructure, incorporation of indigenous landscapes and a focus on biodiversity, among other themes. Some potential university partners may include the Indigenous Environmental Studies program, Biology and Biochemistry Departments, Environmental Sciences/Studies and the Water Sciences program; however, many others exist to be explored by trent university, the City of Peterborough and individual tenants.

1.4 Phasing

the City of Peterborough will be responsible for providing services to the research park and building common park infrastructure. this will be done on a phased basis depending on the ultimate build out of the Park.


4 Draft January 2017

the vision for trIP is to foster innovation and collaboration, particularly in the field of clean technology. In keeping with this vision, the park itself will be designed to integrate sustainable development objectives, create spaces that encourage interaction, protect existing natural features, and promote design excellence.

2.1 Design Principles

the following Design Principles guide the development of the Master Plan and summarize the key objectives to be achieved through the development of the research park.

1. trIP will be integrated with the Campus physically, visually and socially.

2. trIP will foster an innovation community culture encouraging social interaction and collaboration in all seasons.

3. trIP will be a leader in sustainable design.

4. trIP will be based on a design strategy that is landscape-led to maintain natural features and existing topography.

5. trIP will be flexible to accommodate a range of enterprises and uses in a unique setting.

6. trIP will be well-connected to the City and region.

2.2 Core Master Plan features

Key features of the Master Plan include a focus on sustainability, collaboration, connectivity to the trent university campus and a unique design character for buildings and landscapes.

Sustainability

all new development within the Park will be examined through three potential approaches to sustainability. the first approach is to seek tenants who align with trIP’s core thematic focus on clean technology. Secondly, tenants and site developers will be required to demonstrate sustainability in site and building design either by achieving a LEED Silver target or developing a Sustainability Knowledge Generation Project (see Section 4.0). thirdly, the Park itself should become a

research laboratory, with the university, tenants and the City collaborating to implement and test new approaches and technologies through site and building development.

Collaborative Uses

the research and Innovation Park will provide learning opportunities for students and access to world class researchers and facilities for businesses. this synergistic relationship will be supported through the creation of an “Integration Zone” in the part of the park closest to the university to house multi-tenant development sites for small enterprises and a cluster of collaborative work and research spaces. this area is also the preferred location for publicly accessible uses, like food services, small-scale retail and recreational facilities.

Connected to the Campus

two road and three trail connections are recommended to link trIP directly with the trent university campus and encourage seamless transitions for park employees and university students and faculty. these connections will be carefully designed to reflect the natural character of the Park and should be accessible in all seasons. Given their pedestrian focused character, the two road connections to the campus will facilitate bus service but should discourage use by large trucks. two alternative primary truck entrances will instead provide direct access to the wider City and County road network.

Design Character

trIP will seek to develop a landscape character in keeping with the existing drumlins, rolling fields and naturalized spaces. Site development will retain existing grades to the greatest extent possible, while buildings should be designed to integrate with the landscape. a modern architectural character focusing on design excellence and sustainability will create a new international design standard for research and manufacturing facilities.

the following pages identify key Implementation Priorities that will help to achieve each of these Design Principles.

2.0 TRIP MASTeR PlAn



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Implementation Priorities to achieve this Design Principle include the following:

• trIP should encourage opportunities to foster experiential learning for trent students and collaboration between trent researchers and trIP tenants.

• the western side of the research park is within a 400 metre distance (5 minute walk) of campus, which makes it most accessible for people coming from campus. this area is identified as the Integration Zone, where facilities and uses should prioritize collaboration between campus and research park users.

• three trails connect directly from campus to the research park, with a trail network and sidewalks creating pedestrian and cycling accessibility throughout.

• Buildings should reflect a modern architectural character, with heights similar to buildings on campus today.

• naturalized landscaping throughout the park, including green roofs, will contribute to positive views from campus.

DesIGn PrIncIPle #12.1

TRIP will be integrated with the Campus physically, visually and socially.

Pedestrian and cycling network connecting directly to campus

Modern architecture in keeping with building heights on campus



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DesIGn PrIncIPle #2

TRIP will foster an innovation community culture encouraging social interaction and collaboration in all seasons.


• the Integration Zone includes Mixed-use Lots, intended for multi-tenant office/research buildings and uses that serve both university and research park users (for example, restaurants, daycare, fitness centre, shops, etc).

• the Integration Zone will also contain the t-Lab Commons, a community hub building that is envisioned to contain shared work and learning spaces (for example, a business incubator program, exhibit and event spaces, lecture theatres, shared labs and office space, etc). It is located adjacent to the naturalized area and a stormwater amenity area, and will include both indoor and outdoor space that can act as a central gathering place for park and campus users alike.

• further east of the Integration Zone is the research/Innovation Zone. Lots in this zone are generally identified for single tenant research and production uses, though they should also host or collaborate with students and/or university researchers. Within this zone, lots that are adjacent to the university’s agricultural research plots may be appropriate for enterprises involved in agri-food / agri-business.

• Create shared gathering spaces that cluster complementary indoor and outdoor uses to foster interaction and a sense of community - in both winter and summer.

• Shared outdoor open spaces connected to natural features contribute to trIP’s unique identity.

2.2

Indoor and outdoor cafe / retail spaces



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• trIP will integrate sustainable elements and initiatives in site and building design, setting it apart from typical business parks.

• the overall design of the research park incorporates a number of features to promote sustainability, including:

- Streets that are as narrow as possible and incorporate bio-swales

- retaining existing trees (and replacing trees where this is not possible) for shade, improved air quality and to reduce the heat island effect

- Opportunity for energy co-generation facilities

- Efforts to manage stormwater at source to the greatest extent possible

• On each individual lot, the Master Plan recommends guidelines for the design and construction of buildings and sites that integrate sustainability measures (see Section 3.0).

• Implement a Sustainability target Checklist for each new development site (see Section 4.0). this checklist provides some flexibility for individual tenants, while ensuring that each site achieves a LEED Silver or equivalent standard at minimum.

• Explore opportunities for collaborative demonstration or pilot projects focusing on sustainability.

examples of building Design opportunities

Solar-ready rooftops

Green roof

Architectural sunshades

Building orientation


TRIP will be a leader in sustainable design.



examples of Site Design opportunities

Co-generation facilities

Rain gardens

Permeable paving Landscaping in parking lots

Educational opportunities and pilot demonstration sites

Bio-swales



TRIP will be based on a design strategy that is landscape-led to maintain natural features and existing topography.



• retain existing hedgerows and the naturalized area on the western edge of the site, to the greatest extent possible, while also achieving connectivity with the main campus. Streets have been located to disturb the fewest trees.

• Streets are also located to follow existing grade as closely as possible, while ensuring that the street maintains an appropriate slope. Changing natural grade would limit the ability to retain trees and natural site topography.

• replace trees on a 3:1 ratio (plant 3 new trees for each tree removed). this will result in an overall net increase in the number of trees in the trIP area.

• Stormwater facilities are located in low areas, reducing the need for site grading to manage run-off.

• the design of individual sites and buildings should work with the existing topography.

Existing topography and hedgerows A building integrated with existing topography



A building integrated with existing topography

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TRIP will be flexible to accommodate a range of enterprises and uses in a unique setting.



• research facilities and enterprises come in a variety of shapes and sizes. the Master Plan creates a pattern of lots, framed by well-defined streets and natural amenities. the size of each lot is appropriate for an office-type development (at approximately 1.0 hectare), while multiple lots can be combined to create larger sites for a wide range of facilities and needs.

• Primary building frontages should face streets and natural areas, while manufacturing and back-of-house uses should be located along shared lot lines.

Guidelines are provided in Section 3.0 to assist in the design of interfaces between buildings and hedgerows, streets or other lots.

• Some buildings will be stand-alone facilities, while others will have multiple tenants or collaborative working spaces. this range of options will allow small enterprises or start-ups to establish themselves and then grow in place.

Multi-tenant and mixed-use buildingsLarger research and production facilities



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• the Master Plan establishes a network of streets and trails that connect back to campus, as well as to Pioneer road and ninth Line.

• a network of green streets with narrow pavement, bio-swales and continuous tree planting serves the site. the central street, Street a, connects directly to both Pioneer road and ninth Line, and it will be the main street to accommodate trucks. the other streets will primarily accommodate transit, pedestrians and private vehicles.

• a truck access strategy consisting of a series of shared drives ensures that trucks can access each lot from Street a, avoiding the need for truck movement on the other streets.

• Streets D and E should be designed with upgraded paving material to denote their important location between the western naturalized area and the Mixed-use Integration Zone.

• a mix of trail typologies is recommended for the site, including multi-use trails on primary routes and secondary routes with a soft surface for running and biking. these trails are generally located parallel to the hedgerows to provide a safe, off-road, and shaded experience.


TRIP will be well-connected to the City and Region.

Examples of green streets with bio-swales



Primary trails

Secondary trails

Streets

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3.0 DeSIGn GUIDelIneS

PUBlIc sPaces anD exIsTInG naTUral FeaTUres

3.1

Rationale:

Peterborough’s countryside includes a number of important drumlins, as well as rolling hills and valleys. this natural condition is an important component of the area’s identity. the overall organization of the trIP site endeavors to maintain as much of the existing grades as possible to retain the character of the countryside and the health of natural elements within and adjacent to the site. Prominent natural features including woodlots, trees and vegetation areas should be maintained and emphasized as key elements in the overall design of the research park and the location and character of public spaces.

Design Guidelines:

• Locate streets to conform to existing topography with minimal changes to grading.

• the street and block layout should be oriented to maximize views to/from the surrounding natural areas and the main campus.

• the opportunity for energy co-generation facilities should be explored and their location should be finalized based on consideration of phased lot development and tenant needs.

• Hedgerows should be substantially preserved, though breaks for new streets and trail crossings are permitted. Where breaks will occur, they should be located to avoid significant and unique tree species. Clearing of hedgerow underbrush is also permitted to enhance visibility.

• frame and protect the adjacent western naturalized area with a single loaded road and buildings that observe a minimum 6 metre setback from the edge of the right-of-way.

• Green buffers should be provided alongside natural features, stormwater management areas and hedgerows. Buffers should be sized to maintain the health of existing trees and vegetation.

• recreational trails should be located alongside natural amenities wherever possible, to benefit from shade, a windbreak and the natural character.

• two shared open spaces are identified in the Master Plan, however, others may be created on individual lots. Open spaces should be located to integrate with natural features or to complement indoor public spaces and uses.

• Open spaces should be designed to encourage social interaction and recreation and should be usable at all times of the year.

• Open spaces should primarily consist of soft landscaping with pedestrian/cycling access. Where paved gathering spaces are provided, permeable materials should be considered.

• a combination of flexible and fixed seating, including tables and chairs, may be provided in open spaces.



Trail alongside hedgerows

Bottom row: Shared open spaces may include a range of seating

Public outdoor spaces connected to natural features



sTorMwaTer ManaGeMenT DesIGn3.2

Rationale:Stormwater should be managed as close to the source as possible, with facilities providing both a green amenity and best practices in stormwater management. two main approaches will be used to manage stormwater. Low-Impact Development (LID) infrastructure should be incorporated throughout the park to reduce runoff entering the storm drainage system, while two stormwater amenity areas will incorporate ponds to manage flows when needed, while also supporting bio-diversity.

In general, stormwater flows should be managed to meet or exceed municipal and provincial objectives for water quality, water quantity, and water balance. tenants should also be encouraged to provide for erosion and sediment control for surfaces disturbed during construction at the lot-level, rather than relying on the central stormwater amenity areas.

Design Guidelines for low Impact Development:

• to achieve the overall water balance, individual lots should provide a minimum of 30 cubic metres per hectare of storage in order to retain and infiltrate stormwater runoff, using a variety of LID techniques.

• LIDs should be designed to maximize at-source infiltration using approaches that are tailored to the soil conditions.

• Paved areas such as streets, driveways and surface parking should be reduced to minimize the volume of runoff flowing into the storm drainage system and to maximize landscaped and permeable surfaces.

• Permeable paving should be used in parking areas, hardscaped forecourts/courtyards and for walkways, where possible.

• Impervious areas and snow storage areas should be graded to drain towards semi-permeable and permeable surfaces.

• Bioretention areas should be incorporated into the edges of walkways, parking lots and other paved areas to minimize the dependency on the stormwater drainage system. they should also be located to capture runoff from building roofs.

• Bioretention areas should contain native grasses and other plants that can thrive in a wet environment. Salt tolerant species should also be selected when planted near paved surfaces.

• Public education displays can be used to increase public awareness of LID infrastructure, as well as any monitoring or research activities related to innovative stormwater management approaches.

Design Guidelines for Stormwater Amenity Areas:

• Stormwater amenity areas should be designed to act as open space/recreational features both when wet and when dry.

• Stormwater amenity areas should be designed as bio-diversity landscapes, containing indigenous plants and creating habitats for local wildlife. they should be visually contiguous with adjacent natural features.

• Stormwater amenity areas may contain pathways for walking, wildlife viewing and resting, where this does not conflict with functional requirements.

• fencing of stormwater amenities should be avoided. Safety issues should be addressed through shallow slope grading and buffer planting adjacent to wet areas.



Rain garden capturing runoff from building roof Stormwater amenity area including wet pond

Bioretention area at the edge of a parking lot Permeable paving



sTreeT anD TraIl DesIGn3.3

Rationale:

Streets within trIP should be designed as green streets - minimizing roadway width and including regular street tree planting and naturalized bio-swales to capture and infiltrate stormwater. Where adjacent to natural features, they should be designed to frame and buffer these features.

Streets should accommodate multiple modes of movement, with dedicated pedestrian and cycling routes and transit access. Establishment of a hierarchy of streets will ensure that truck movement is encouraged predominantly on the primary spine.

a connected trail network is provided throughout the research park, linked with the two main shared open spaces. trails should connect to the wider municipal and on-campus trail system, and they create a particularly critical connection between the research park and the main campus. trails are generally located adjacent to natural features so that users can enjoy the natural topography and the hedgerows.

Design Guidelines:

• Create a consistent and identifiable street character through landscape treatments, street furnishings, natural edges, lighting and signage.

• the width and design of streets should encourage truck movement on the Primary Street (Street a), while limiting truck movement on Local Streets.

• Where the centre lane on Street a is not required for turning movements, it can be replaced with a landscaped centre median.

• Streets D and E should be designed with upgraded paving material and light standards to reflect the importance of their location between the Mixed-use corridor (Integration Zone) and the western naturalized area.

• the ultimate alignment of Street B north of the trIP site should be determined based on preferred tie-in location to existing street network and a detailed review of existing grades.

• Plan streets to accommodate transit services, and provide lay-bys for transit stops to avoid the need for

an additional lane. an interim transit route and stops may be required prior to full completion of the road network.

• On-street parking should generally not be provided to reduce the width of streets.

• Where streets intersect, a three or four-way stop should be provided.

• trails should cross streets at intersections or at highly visible locations. they should be marked with contrasting paint or on-demand pedestrian/cyclist crossing signals.

• Crossings over the bio-swales in the street right-of-way should be provided at frequent intervals to ensure pedestrian connectivity and accessibility.

• Sidewalks within the right-of-way should be a minimum of 1.8 metres in width.

• Bio-swales should be a minimum of 0.8 metres in depth, and they should be planted with indigenous grasses, salt tolerant plants and plants requiring minimal maintenance.

• Street trees should be planted at intervals of 10 metres on centre.

• trails should be located and designed to provide a minimal disturbance to natural features and existing trees.

• Individual lots are encouraged to create pedestrian/cycling linkages into the trail network.

• Primary trails should connect to the wider municipal and on-campus trail system. they should be paved multi-use trails and should be a minimum of 3.0 metres in width.

• Secondary trails should be designed as low-impact trails and should be located adjacent to existing hedgerows. they should be a minimum of 1.5 metres wide and be constructed of a permeable or soft surface material.

• utilities should be incorporated in a joint utility trench underneath or beside the sidewalk.

• Joint light standards should accommodate both pedestrian and roadway lighting.



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InDIvIDUal loT DesIGn3.4

Rationale:

the diversity of individual lots within trIP requires that each site plan is specific to its respective location. Individual lots should contribute to the overall vision for trIP by minimizing lot grading, appropriately organizing buildings and servicing areas, and incorporating site landscaping.

a key element of each individual site plan will be landscape buffers, which are green planted areas that provide a visual barrier and assist in managing stormwater. Where landscape buffers are required, they should incorporate LID features and visually extend the green character of surrounding areas into the research park. Landscape buffers should vary in size depending on the proposed site and adjacent uses; however, more generous buffers are required where the impacts of employment related development (i.e. industrial warehouses and loading/service areas) could impact more sensitive adjacent land uses such as mixed-use sites and natural features.

Design Guidelines for lot layout:

• In general, site plans should orient building frontages towards streets, natural features and the main campus, while locating functional and servicing uses towards the rear of the site or shared lot lines. these “back-of-house” uses should be screened from view from public streets and natural features with landscaping, topography, architecture features or building placement.

• Lot development should retain the existing grade on the site. In cases where this is not feasible, a clear case for making substantial grade changes must be demonstrated.

• Changes in grade over a lot should be used to maximize views to and from buildings, create buildings that uniquely integrate with the landscape, and minimize the visual impact of multi-storey buildings by locating them in lower points of the site.

• the layout of buildings should create accessible outdoor open spaces like forecourts and courtyards for employees and visitors.

• High profile sites, located at the main entrances to the research Park, should include additional architectural and landscape articulation.

Design Guidelines for edge Conditions:

• On lot lines adjacent to a public street:

- Provide a minimum 3 metre wide landscaped buffer from the edge of the right-of-way. Landscape materials should include a combination of salt tolerant ground cover, low shrubs and deciduous trees.

- no outdoor storage is allowed along street edges.

- accent planting and coordinated signage should be provided within the front yard at main building entrances and driveway entrances, but these elements should not obstruct sightlines.

- fencing along a street edge is not permitted.

- On the Mixed-use lots facing Street D, a minimum 6 metre setback from the edge of the right-of-way should be provided.

- front yard parking is not permitted on Mixed-use lots. On research/Innovation lots, small convenience parking areas may be provided between the building and the street. the majority of parking should be provided to the side or rear of buildings.

• On lot lines adjacent to a hedgerow, stormwater amenity area or other natural feature:

- Where possible, orient active building facades towards natural features and create outdoor amenity spaces for employees that are an extension of these natural areas.

- Provide a minimum 5 metre wide landscaped buffer between the lot line and any buildings or vehicle circulation, loading and storage areas.

- Integrate a bioretention area or other LID feature to capture and treat stormwater run-off from



adjacent paved areas before infiltrating into natural areas.

- Where the trail network runs alongside a lot, provide at least one direct pedestrian connection from the building to the adjacent trail.

• On lot lines shared by multiple developable lots:

- Side yard parking may be provided along shared lot lines, however, it must be located behind the front building façade.

- Landscape strips with bioretention areas, high branching trees, low shrubs and/or low fencing may be used to delineate lot lines between properties and enhance edge conditions.

- Where feasible, driveways and servicing entrances should be shared between neighbouring properties to minimize the disruption of the public sidewalk.

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Building frontages

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loT-level cIrcUlaTIon, ParkInG anD servIcInG areas

3.5

Rationale:

access into, and circulation within, individual lots should provide safe and well-defined routes for vehicles and pedestrians. the use of landscaping, grade changes, paving materials, lighting, signs and other distinct treatments to define these areas will contribute to the overall safety, quality and sense of orientation within each lot.

Vehicular and service areas should be designed to minimize paved areas and visual impact and maximize landscaping and LID opportunities.

Design Guidelines:

• Servicing and loading entrances should be provided off of Street a, and should be avoided on all other streets. Public driveways may be provided from all streets.

• reduce the impact of impervious surfaces through narrowed paved areas, use of permeable paving materials where possible and generous landscaping at the edges.

• Large expanses of unbroken surface parking within each lot should be avoided, and elements including landscaping, paved traffic islands, lighting and signage should be used to define smaller parking courts within surface lots.

• Clearly defined pedestrian walkways should connect directly to building entrances through surface parking areas. Pedestrian walkway surfaces should differ in material and appearance from vehicular routes. a variety of materials may be used, including permeable

paving, patterned concrete, unit brick pavers, crushed limestone and asphalt.

• Pedestrian walkways should also be provided between main building entrance(s) and the public sidewalk, adjacent trails, and on-site open spaces.

• Pedestrian walkways should be landscaped, well-lit and a minimum width of 1.5 metres.

• Where pedestrian and vehicular crossings merge, pedestrian routes should have priority. Continuous pedestrian paving materials should be used across driveways.

• Light standards in the parking lot should be provided at the pedestrian level along walkways and at higher levels for security and vehicular circulation.

• Where appropriate, both short-term and long-term secure bicycle parking facilities should be provided in convenient locations.

• Preferential parking and charging stations should be provided for electric vehicles.

• ramps or entrances to service areas should not detract from the façade or landscaping of the building.

• Service and outside storage enclosures should be constructed of materials to match or complement the main building material. Gates and/or access doors may be constructed of materials different from the actual enclosure material to facilitate operation of the gates or access doors. refuse enclosures should encompass an area large enough to accommodate the peak needs of potential users of the building.



Landscaping around the edges of a parking area Distinctive and continuous pedestrian walkway through parking area

Parking area broken up with landscaped aisles and permeable parking stalls

Service and storage area screened with materials that complement the main building



BUIlDInG DesIGn, heIGhT anD MassInG3.6

Rationale:

Buildings should be designed to fit within the existing character of trent university and the natural setting of the research park. the most transparent and engaging building facades should face streets and natural features, to take advantage of these amenities for indoor uses and provide visual interest when viewed from public spaces and circulation networks. Building design should embody the research park’s goal for sustainability through the use of materials, construction techniques and building operations. Buildings should also be designed to create spaces that encourage interaction, collaboration and innovation.

Design Guidelines:

• architecture should be contemporary and should seek to embody the spirit of design associated with the university’s most treasured buildings.

• Sustainability should be designed into buildings from the earliest stages and should be considered from a life-cycle perspective.

- Buildings must achieve LEED Silver certification or equivalent, at a minimum, but should be encouraged to achieve LEED Gold, based on the targets contained in Section 4.0.

- Buildings should reduce dependence on non-renewable resources by using appropriate recycled materials and low-flow/energy efficient fixtures.

- Buildings should be oriented to take advantage of passive solar heating, cooling and daylighting.

- roofs should be designed to be ready to install solar panels.

- Low slope roofs are recommended to accommodate green roofs, to the greatest extent possible.

- roof drainage should flow, in part or fully, into landscaped areas on site where size and soil conditions are adequate to absorb such runoff.

- Multi-storey development is preferred over single storey buildings with the same total floor area to reduce the building footprint and water runoff impact on the site.

• Developments should vary in building massing and style to reflect the individual nature of each lot.

- Buildings should be designed to fit into existing topography where appropriate. Views from campus should be considered when locating building components and green roofs.

- Building height should generally be in keeping with the heights of existing buildings on campus (up to 5 storeys)

- taller research or manufacturing elements are permitted but should consider locating in low points on the site, locating away from streets, minimizing the visual impacts on the university and streets (considered on a case by case basis), the creative use of signage and creation of a visual connection from outside to interior uses.

- Minimum building heights should be no less than two storeys, unless it can be demonstrated that a lower building height is more appropriate for the site. In some cases, buildings can incorporate clerestory glazing or mezzanine levels in place of a second storey.

• Buildings should offer variety and flexibility, both throughout the research park and within the building (where appropriate).

- flexibility of office, mixed-use and multi-tenant buildings, in particular, should be maximized to satisfy the varied demands of current and future users.

- raised access flooring, modular partitions, a consistent structural grid and non-centralized HVaC systems should be considered to contribute to building flexibility over time.

• the most transparent and detailed facades should face streets and natural features.

- Work spaces and active uses such as offices, labs and common areas should face streets and natural features. these facades should incorporate significant amounts of glazing to provide views and natural light for those working inside, and interest for those outside.

- false façades for upper storeys should not be allowed.



Orient primary facades towards streets and natural spacesBuilding integrated into a rolling landscape

- Blank walls facing streets or natural features should be discouraged. Blank walls in other locations that are visible to the public should incorporate additional architectural detailing including articulation of the building wall or changes in building material or colour.

- Landscaping should be provided along blank building façades in the form of clustered trees or other forms of planting.

• Entrances to buildings should be prominent and visible, and should be coordinated with the placement of public uses and pedestrian walkways.

- Mixed-use buildings with publicly accessible uses may incorporate individual entrances to retail / commercial uses which are directly accessed from the street or adjacent public spaces.

- Multi-tenant buildings should incorporate shared lobby or gathering spaces that can be used by all tenants of the building. Such spaces may include amenities like a cafe or meeting rooms.

The T-lab Commons:

the Master Plan envisions a feature building that will house a number of programs and shared services for the park. this space could accommodate, for example, a business incubator program, lecture hall, meeting rooms, exhibit spaces or other gathering spaces that could be used by park and campus users alike. It may also contain mixed-uses like food services, retail uses, and offices for park management and staff.

though additional shared spaces should be provided elsewhere throughout the park, it is envisioned that this building will act as a central hub and gathering space, due to its location between the campus and the majority of lots within the research park, and its location adjacent to two major natural amenities, the western naturalized area and a stormwater amenity area. the design of the building and associated site should, therefore, be integrated with these features, providing complementary indoor and outdoor space.

Shared work space in the Johns Hopkins Fast Forward Innovation Hub

Janssen Labs, San Diego - shared lab space in life science innovation centre



PlanT sPecIes selecTIon3.7

Rationale:

Landscaping is a critical component of the vision for trIP. the selection of plant species should prioritize native plants, though non-native species may be integrated in smaller numbers, where appropriate. ultimate selection of species should consider soil type and moisture, as well as the tolerance of the species for wetness and salt, depending on planting location. In general, species selected should have minimal maintenance requirements. Species that contribute to visual interest throughout the year should also be considered.

Consultation with trent university faculty and researchers related to recommended plantings to encourage bio-diversity and to improve LID function should be undertaken.

recommended Plant species for lID Infrastructure:

• native Shrubs: Smooth Serviceberry, red-osier Dogwood, ninebark, Pasture rose, Maple-Leaf Viburnum, nannyberry, arrow Wood

• native ferns, Grasses and Wildflowers: Big Bluestem, White Wood aster, Dense Blazing-star, Indian Grass, Switch Grass

recommended Tree species:

• Species found on-site today: arborvitae/White Cedar, Eastern White Pine, Scot’s Pine, Eastern Hemlock, redmond american Linden, Greenspire Linden, Sterling Silver Linden, Emerald Sunshine Elm, Prospector Elm

• native Species: red Point Maple,Silver Queen Maple, Green Mountain Sugar Maple, Endowment Sugar Maple, apollo Sugar Maple, tatarian Sugar Maple, autumn Blaze Maple, northern Catalpa, Butternut Hickory, Common Hackberry, Chicagoland Hackberry, Prairie Sentinel Hackberry

• non-native Species: Kentucky Coffee tree, Princeton Sentry Gingko, Maidenhair Gingko, Magyar Gingko, Common Horse Chestnut, ruby-red Horse Chestnut, tulip tree, Black Gum

Autumn Blaze Maple TreesWater tolerant plants



4.0 SUSTAInAbIlITy ReQUIReMenTS

the design, construction and management of new enterprises within trIP will employ best practices in sustainability and strive for excellence and innovation in green building and site design.

two alternative approaches to demonstrating a commitment to sustainability are available to trIP developments. tenants must select one of the two approaches and meet its intent to the satisfaction of the trIP governing body to obtain site plan approval. the objective of these sustainability requirements is to establish a minimum threshold for all trIP tenants, while offering flexibility and recognizing that different types of enterprises have different needs.

option 1: sustainability Target checklist

the first option is to achieve the requirements of a Sustainability target Checklist based on the LEED rating system. tenants should target LEED Gold and must ultimately achieve LEED Silver through site and building design using an adapted checklist provided on page 35 - 36. tenants are not required to formally certify their development through LEED, but must demonstrate that they have met the minimum requirements.

a checklist is provided on the following pages that can be used by the trIP governing body to work with new tenants or development partners through the site and building design process. It identifies some required credits for items that are considered to be most important for achieving the overall vision for trIP. additional credits may be achieved through a wide range of options, offering tenants the opportunity to distinguish themselves by exceeding the minimum threshold.

option 2: sustainability knowledge Generation

an alternative approach to satisfying sustainability requirements is to develop and implement a sustainability demonstration project that advances knowledge or understanding in the field of sustainable site and building development. Projects should be be designed or implemented as a partnership with university faculty/staff, other tenants or the City, where possible. Eligible projects must not simply utilize existing, proven green building techniques or approaches. Instead, they must either demonstrate the application of new approaches or technology, or further test or evaluate an existing approach to contribute to the understanding of its functionality and performance. the minimum scale and significance of eligible projects is up to the discretion of the trIP governing body.

Implementation

Opportunities to publicly recognize those that have exceeded the minimum targets should be explored by the trIP governing body. Options for recognition may include prioritization on park signage, a trIP-specific accreditation scheme or a larger web presence, among others.

Over time, sustainability targets for new developments should be increased to recognize that standards are continuing to evolve and that new technologies will make more advanced targets more achievable. all tenants should be encouraged to exceed targets, and the ultimate goal for the Park will be to eventually have a net-zero facility that showcases sustainable design and building technologies for industry, the university and the City.

Green roof and solar panels at Humber College Landscaped parking lot with rain gardens



TrIP required credit

TrIP enhanced 1

TRIP enhAnCeD TARGeTS1 - Bike Parking and facilities within easy

access to planned trail network

2 - Support MP green space network

3- 50% Green roofs of admin, Offices and Lab facilities

4 - LIDs required around Loading areas to treat runoff

5 - Educational Component required

6 - Visual Connection with university

7 - Solar ready Development

sUsTaInaBIlITy TarGeT checklIsT4.1

the Sustainability target Checklist for trIP is based on LEED® version 4 (2014), as this is one of the most well-known and commonly used standards for sustainable design. In support of trIP’s focus on clean technology, sustainability targets focus most heavily on achieving LEED® credits in the areas of Water Efficiency and Energy and atmosphere.

the following points outline the approach to applying LEED® v4 requirements at trIP.

• all trIP new construction is recommended to be designed to LEED new Construction (nC) / Core and Shell (CS) Gold design level and must at minimum demonstrate design and construction criteria that achieves a LEED nC/CS Silver design level.

CheCklIST leGenD

• to standardize the sustainable design process and set common, evolving and achievable targets, trIP requires all projects to be designed as per the Integrative Process outlined in LEED v4.

• to take advantage of congruence in LEED nC and the Master Plan, it is possible that multiple LEED credits can be attained through a single design decision.



Prereq 1 construction activity Pollution Prevention

credit 1 site assessment

credit 2 site Development - Protect or restore habitat 2

credit 3 open space

credit 4 rainwater Management 4

credit 5 heat Island reduction 3

credit 6 light Pollution reduction

Prereq 1 outdoor water Use reduction

Prereq 2 Indoor water Use reduction

Prereq 3 Building-level water Metering 4

credit 1 outdoor water Use reduction

credit 2 Indoor water Use reduction

credit 3 cooling Tower water Use

credit 4 water Metering 4

SUSTAInAble SITeS

wATeR effICIenCy

Prereq 1 Fundamental commissioning and verification

Prereq 2 Minimum energy Performance

eneRGy AnD ATMoSPheRe

credit 1 leeD for neighborhood Development location

credit 2 sensitive land Protection

credit 3 high Priority site

credit 4 surrounding Density and Diverse Uses

credit 5 access to Quality Transit

credit 6 Bicycle Facilities 1

credit 7 reduced Parking Footprint

credit 8 Green vehicles

loCATIon AnD TRAnSPoRTATIon

credit 1 Integrative Process

sUsTaInaBIlITy TarGeT checklIsT TrenT research anD InnnovaTIon Park



credit 1 Innovation 5

credit 2 leeD® accredited Professional

InnovATIon In DeSIGn

Prereq 1 storage and collection of recyclables

Prereq 2 construction and Demolition waste Management Planning

credit 1 Building life-cycle Impact reduction

credit 2 “Building Product Disclosure and optimization - environmental Product

credit 3 Building Product Disclosure and optimization - sourcing of raw Materials

credit 4 Building Product Disclosure and optimization - Material Ingredients

credit 5 construction and Demolition waste Management

MATeRIAlS AnD ReSoURCeS

Prereq 1 Minimum Indoor air Quality Performance

Prereq 2 environmental Tobacco smoke control

credit 1 enhanced Indoor air Quality strategies

credit 2 low-emitting Materials

credit 3 construction Indoor air Quality Management Plan

credit 4 Indoor air Quality assessment

credit 5 Thermal comfort

credit 6 Interior lighting

credit 7 Daylight

credit 8 Quality views 6

credit 9 acoustic Performance

InDooR envIRonMenTAl QUAlITy

credit 1 Durable Building

credit 2 regional Priority

ReGIonAl PRIoRITy

Prereq 3 Building-level energy Metering

Prereq 4 Fundamental refrigerant Management

credit 1 enhanced commissioning

credit 2 optimize energy Performance

credit 3 advanced energy Metering 4

credit 4 Demand response

credit 5 renewable energy Production 7

credit 6 enhanced refrigerant Management

credit 7 Green Power and carbon offsets

eneRGy AnD ATMoSPheRe (continued)



5.0 PhASInG IMPlICATIonS

the City of Peterborough will be responsible for providing services to the research park and building common park infrastructure. this will be done on a phased basis depending on the ultimate build out of the Park.

It is expected that the first phase of construction will include development of the southernmost properties, flanking Pioneer road. Initial infrastructure requirements include construction of Street a to provide access to the first developable lots, construction of the stormwater pond in the southwestern corner of the site, and the extension of sanitary and other services to the first set of lots.

Given that the ultimate tenant composition and phasing of trIP is currently unknown, the progression of site and infrastructure development should continue based on tenant site preferences and needs. However, there are phasing implications related to completing some elements of the Master Plan.

Key Phasing Considerations:

• Incoming tenants should be encouraged to develop sites in close proximity to existing lots to reduce the up-front costs of constructing and operating infrastructure throughout the park prior to full occupancy.

• In the first phase, completion of Street a from Pioneer road to ninth Line may not be necessary. If the complete connection is not created, it should be ensured that trucks are able to turn around to exit onto Pioneer road as an interim condition.

• the completion of the connection to the campus along Street E should be considered a priority to extend transit services to the research Park and create a direct connection between the Park and the university from the earliest days of the research Park.

• at least one trail connection, most likely the trail associated with Street E, should be constructed in earlier phases of site development. this will facilitate cycling and transit access directly between campus and trIP. the trail component of the Street E cross-section may be completed independently of the street if it is determined that the vehicular connection is not needed immediately.

• the construction of Street B connecting to the north end of the campus may not be completed until the northernmost lots are developed; however, completing this connection may be required ahead of time to facilitate a feasible loop for transit vehicles.

• Development of any of the sites on the eastern side of Street a will require completion of servicing on the eastern edge of the trIP site, including the eastern stormwater pond.

• the location, size and function of co-generation facilities should be considered on an ongoing basis as the park develops. Synergies between tenants in the use of heating and cooling inputs and by-products should be maximized.



APPenDIx A: SUPPoRTInG/bACkGRoUnD STUDIeS AnD RelATeD PRojeCTS

TRIP Supporting StudiesSeveral complementary studies are ongoing to support the implementation of the Master Plan, including:

• Geotechnical and Hydrogeological Studies

• Well monitoring and soil testing

• Species at risk Survey

• natural Heritage report

the findings of these technical studies will inform detailed design.

Related Projectsrelated projects currently being undertaken in the vicinity of trIP include:

• Development of the arena complex: the City of Peterborough is currently in the design phase to develop a new twin-pad arena, with the potential for future expansion to include a swimming pool. the arena is located on the south side of Pioneer road east of nassau Mills road, on lands owned by trent university.

• Pioneer road reconstruction: the City of Peterborough is currently undertaking reconstruction of Pioneer road. this work will provide services to the trIP site, as well as the nearby arena Complex.

background Studies and Plansthere are a number of supporting studies and plans, both from the City of Peterborough and trent university, which have provided direction to the Master Plan process. the following section provides an overview of the relevant documents and their status in this Master Plan process.

City of Peterborough

Zoning by-law 97-123: Section 23A

the City of Peterborough’s Zoning By-Law has been recently updated to accommodate the development of

trIP within the university and College Enhanced District 1 (uC.1). this zoning category:

• Permits primarily university / college uses and employment uses

• Permits library and recreation uses, as well as dwelling units and commercial uses associated with other permitted uses

It also outlines overall requirements for the park, including:

• a maximum 40% site coverage for buildings and 25% for driveways, parking and vehicle movement areas;

• a maximum floor area per commercial purpose of 140 square metres; and

• Parking requirements for each use.

Stage 1 & 2 Archaeological Assessment (2016)

a Stage 1 and 2 archaeological assessment were completed in 2016 for the lands which are intended to be developed in the first phase of implementation of the Master Plan. this study found no archaeological indications of settlement and no further archaeological work was recommended.

Trent Research Park Servicing Study (2015)

a servicing study was completed in 2015 to review the municipal and servicing requirements necessary to develop the trIP lands. the study recommends a servicing approach and identifies the estimated cost to provide services to the site.

north end - Trent University Area Transportation and wastewater Management Class environmental Assessment (ongoing)

this study is ongoing and is investigating a number of issues that affect the area around trIP. It will examine the realignment and reconstruction of several roads and bridges in the area, as well as producing a long-term traffic management plan and a stormwater and sanitary sewage servicing plan.



Trent University

endowment lands Master Plan (2006)

the Endowment Lands Master Plan (2006) originally identified an 85 acre parcel of land at the northwest corner of ninth Line and Pioneer road for a university Village for research and Innovation. Its objective was to support research, innovation, enterprising and related activities and industries that enhance trent’s academic and research profile, provide student employment and generate potential synergies with its close proximity to the Core Campus.

Development principles and objectives identified in this Master Plan for the university Village (research and Innovation) include:

• Organize the site in a campus pattern centered on open spaces and linked back to the campus.

• the architecture is to be contemporary and should seek to embody the spirit of design associated with the university’s most treasured buildings.

• Enable a vibrant, safe and pedestrian environment by framing, facing and animating streets and open spaces.

• Development adjacent to nature areas, Green Buffers and Corridors should be sensitive to potential environmental impacts.

• Development should seek to maintain and incorporate significant heritage landscapes such as hedgerows.

• Hedgerows and natural features should be incorporated into open spaces that link into the larger open space network and trails.

Trent lands Plan (2013)

In 2013, trent university completed the trent Lands Plan which further clarified a location, objectives and design vision for the research Park.

Key components of the trent Lands Plan relevant to the trIP site include:

• Development of a research park to support commercialization, innovation and community economic development.

• Space for faculty and student research, in particular for sustainable agriculture and biology programs.

• Expansion of nature areas with the addition of ‘buffer zones’ between proposed developments/ land uses and existing nature areas.

the Land use framework Plan that was prepared as part of the trent Lands Plan includes:

• Mix of research and employment uses

• trail network through the site

• Green buffers and corridors at edges of site

• Street connections through the site including east-west link to East Bank road

In addition to undertaking planning and design studies for trIP and the arena Complex, trent university has been implementing other identified projects, including the development of sports fields on the east side of nassau Mills road and west side of East Bank Drive and the Campus Heights residences.


Prepared by:




From: Stephen Kylie, Chair – Finance & Property Committee Steven Pillar, VP Finance & Administration


January 13, 2017


Subject: 2017/2018 Operating Budget Development


1.0 PURPOSE For Information 2.0 RECOMMENDATION That the Finance and Property Committee and the Board of Governors receive this report for information. 3.0 EXECUTIVE SUMMARY The budget planning process for fiscal year 2017/2018 began in November 2016 with discussions with various groups in the University community regarding timelines, process, and the current fiscal environment. The preliminary 2017/2018 operating budget (base budget before new investments) projects a surplus of $1.2M. The Responsibility Centered Management (RCM) model will be used this year to guide investment decisions for the academic divisions. The process is currently in the budget development stage as budget packages were distributed to the budget developers on December 16, 2016 with a submission deadline of January 20, 2017. A draft budget update will be presented to this Committee in the March 2017 meeting.

4.0 INPUT FROM OTHER SOURCES To date, the following meetings and presentations have taken place to communicate the timelines, process and current fiscal environment for the development of the 2017/2018 operating budget and provide opportunities for input from the University community:


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Preliminary Budget Discussions

President/Vice President Executive Committee November 21, 2016

Provost’s Planning Group (PPG) November 22, 2016 Finance and Property Committee November 25, 2016

Board of Governors December 2, 2016 Operations Management Committee December 7, 2016

Academic Planning and Budget & PPG December 15, 2016 FISC December 15, 2016

CASSC January 11, 2017 Budget developers received their base and RCM budgets, guidelines, assumptions and templates on December 20, 2016. Budget developer meetings with the President/Vice President Executive Committee are scheduled for the week of February 6, 2017 to discuss specific investment proposals expected to generate additional net revenue, mitigate risk, ensure compliance with current legislation or enable avoidance of future costs. The following meetings are scheduled to communicate the results of the consultations and provide further details of the 2017/2018 budget: Draft Budget Update Meetings

President/Vice President Executive Committee February 21, 2017 Budget Developers (SMC+) February 21, 2017

Finance and Property Committee March 9, 2017 Academic Planning and Budget & PPG March 16, 2017

Senate April 4, 2017 Board of Governors April 7, 2017

Final budget meetings for approval are scheduled as follows:

Finance and Property Committee April 20, 2017 Board of Governors May 12, 2017

5.0 ANALYSIS The preliminary 2017/2018 operating budget (base budget before new investments) projects a surplus of $1.2 M. The key assumptions that influence this projection are:

Enrolment – As of the November 1, 2016 count, Trent is projecting an overall increase of 624 FTEs for the current year; this increase is 302 FTEs over the base budget projections for 2016/2017 which assumed +322 FTEs. The 2017/2018 budget assumes the current year increase of 624 FTEs will continue as the base budget and projects an additional 50 FTEs. This assumption may need to be adjusted after the February 1, 2017 count is completed.


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Tuition – Tuition rate increase of 3% in line with MTCU tuition fee policy for 2017/2018 and 2018/2019 released December 15, 2016

Government Grants – Assumes no changes to the provincial funding formula for 2017/2018. The government has confirmed the overall design of the new funding formula model, which will re-introduce funded enrolment corridors and the creation of three envelopes: enrolment, differentiation and student success, and special purpose grants. The new design will ensure no funding dislocations for individual universities at the outset of the new model.

Student Aid and Scholarships – Based on the increased enrolment and improvement in the quality of the student body, the university is projecting the undergraduate scholarship budget will be overspent in 2016/2017 by $1.1 M. The 2017/2018 budget has been increased to accommodate the current experience. The scholarship program is being reviewed in an effort to reduce this impact for future years.

Salaries and Benefits – Salary rate increases for all groups are based on parity/collective agreements and progression through the ranks. Benefit rates are in accordance with increases provided by the university’s benefits consultant.

Pension Normal Costs – The university normal cost for TUFA increased from 7.9% to 10.57% (approximately $910,000 annually) effective July 1, 2016 due to changes in actuarial assumptions related to the discount rate, investment costs, and average age.

Not included in the preliminary 2017/2018 budget are the following items, which will need to be dealt with in an alternate fashion:

Pension Solvency Costs – TUFA solvency special payments will be effective July 1, 2017 equating to $1.1 M of added costs for 2017/2018 (10 months of the annual cost of $1.3 M). Trent continues to investigate the possibility of joining either an existing JSPP or a new sector level JSPP, as a mitigation to this pension funding challenge.

Capital Spending – As described in the Fiscal Environment document at the November 2016 meeting, Trent needs to clear the remainder of its capital accounts related to deferred maintenance between 2012-2016, the IT strategic plan, and the Student Centre out of operating. This can be managed over time..

Following the presentations by budget developers the week of February 6, 2017, proposals will be carefully reviewed by the President/Vice President Executive Committee. Approvals for new investments will be based on consideration of several overall principles, including alignment with the University’s strategic plans. While the RCM model will not be fully implemented for this budget year in order to hold harmless and avoid destabilization of some decanal units, the RCM model will be used to guide investment decisions for the academic units.


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It is anticipated that a draft 2017/2018 operating budget will be presented at the next Finance and Property meeting March 9, 2017. A final budget for approval will be presented to this committee April 20, 2017. 6.0 FINANCIAL IMPLICATIONS To ensure strategic investment of programming and cost-efficient administration of the university, a comprehensive budget document containing a summary of the process for the fiscal year, a review of the assumptions, principles and priorities underlying the budget is essential.

7.0 ENTERPRISE RISK ASSESSMENT Accurate budget forecasting is imperative for the University to serve students effectively.

Incurring a significant debt without a feasible plan for debt servicing is a high enterprise

risk for the University. 8.0 STRATEGIC ALIGNMENT / COMPLIANCE Finance & Property Committee (Terms of Reference, Special Resolution 1.2) recommends operating, ancillary, capital budgets and student fees for the approval of the Board of Governors.

9.0 COMMUNICATIONS STRATEGY The 2017/2018 budget development process will continue to be communicated to the Finance & Property Committee, the Board of Governors, PVP and all groups identified in Section 4.0 above. Steven Pillar, Vice President, Finance and Administration Jacqueline Muldoon, Provost and Vice President, Academics Cheryl Turk, Associate Vice President, Finance


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1.0 PURPOSE X For Approval 2.0 RECOMMENDATION That the revised Peterborough Non-Tuition Related Compulsory Ancillary Fee Protocol be approved. Note: Appendix 12: Requirements For Protocols – Compulsory Non-Tuition – Related Ancillary Fees, of the MTCU Ontario Operating Funds Distribution Manual states that “an institution’s governing body may not unilaterally change the text of a protocol agreed to by its administration and student government representatives, but shall refer any concerns back to those who developed the text.” 3.0 EXECUTIVE SUMMARY

The proposed revisions to the Ancillary Non-Tuition Related Compulsory Ancillary Fee Protocol address the issue of different and somewhat vague calculation mechanisms for annual automatic increases; some were based on the Ontario Consumer Price Index and others on OPSEU wage increases and utilities increases. The revisions standardize the calculation to 3% or Canadian CPI, whichever is lesser. Increases above that can be approved by a vote of the student members of Colleges and Student Services Committee, who are drawn from the elected student associations.

The revisions also add a clause, similar to some other institutions, that a proposed increase above 20% be determined by referendum, as is the case already with new student fees.

As well, now that there is an elected College Residence Council at Trent, decisions related to the housing/mandatory meal plan fees are being referred to that Council and the CASSC Housing Committee.

Finally, the revisions updated language to reflect changes in membership.


To: Finance & Property Committee/ Board of Governors

Date of Report: January 5, 2017

From: Jacqueline Muldoon, Provost & Vice President Academic Nona Robinson, Associate Vice President Students


January 13, 2017

Date of Board Meeting:

February 3, 2017 Subject: Revisions for Peterborough Non-Tuition Related Compulsory Ancillary Fee Protocol

Confidentiality: X Not confidential


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4.0 INPUT FROM OTHER SOURCES Comparison with protocols from the following universities: Laurier, McMaster, Carleton,

Nipissing, Guelph, York and Brock Colleges and Student Services Committee Terms of Reference Sub-Committee Colleges and Student Services Committee student members (in consultation with their

student associations) – unanimously approved March 30, 2016 5.0 ANALYSIS

The MTCU Ontario Operating Funds Distribution Manual, Section 5.2: Compulsory Ancillary Fees defines a non-tuition related compulsory ancillary fee as a fee which is levied in order to cover the costs of items which are not normally paid for out of operating or capital revenue.

The MTCU guidelines also stipulate that all compulsory ancillary fees levied by a university or related institution must:

i. be non-tuition-related, as defined above; ii. be approved by the governing body; and iii. be announced prior to collection through the institution's calendar and/or published

fee schedule(s).

The “Protocol” sets out the means by which students will be involved in decisions to increase the existing compulsory non-tuition-related ancillary fees or to introduce new ones.

Trent University’s original Protocol was written in 1994 to comply with Ministry expectations for student consultation on the implementation or increase of student ancillary fees. The 1994 Protocol was updated in 2004 to coincide with the evolution of university student and administrative organizational structures and titles and to reflect the change in process necessitated by those developments.

In 2006 a more thorough review of the Protocol and of the structure of the Colleges and Student Services Committee (CASSC) that implements the Protocol was undertaken to reflect the change in student involvement, the complexity of the ancillary fee budgets and the education necessary to ensure that student participants are representing their constituents effectively when making budget decisions.

In 2011 a review of the protocol and of the structure of CASSC was undertaken by the Student Presidents’ Group to address the complexity and challenges of the 2006 process, with the intention of streamlining the process. It was determined that it would be more effective to have CASSC review ancillary budgets directly, rather than have this effort duplicated beforehand at the Student Activity (SAF) Sub-Committee level; therefore the SAF Committee was eliminated.

In addition, CASSC continued to review Housing and Food fees until the establishment of a residence council.

In 2016, a review of the protocol was undertaken to harmonize the cost-of-living increases across the different ancillary fees (previously some had been based on the


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Ontario CPI and others on a not clearly defined increase in OPSEU and utilities costs). The new language is:

“Automatic fee increases up to the level of the Canadian Consumer Price Index (CPI), or 3%, whichever is lesser, will be permitted without a referendum or approval of CASSC. The CPI will be measured from February 1 to January 31 of the current fiscal year in order to facilitate budget calculations. “Requests for increases which go above the calculated CPI increase must be referred to CASSC for approval.”

The review also adds the following clause, similar to several other institutions:

“CASSC may approve an annual budget increase up to 20%; beyond this threshold the fee increase will go to referendum.”

University residences are exempted from the Ontario Tenant Protection Act (2006) with

the condition that “major questions related to the living accommodation are decided after consultation with a council or association representing the residents.” As Trent now has an elected College Residence Council, the Housing and Meal Plan fee section was amended to:

Housing and residential meal plan fees will be reviewed and approved by the Colleges Residence Council and Housing Committee, and presented to CASSC for information. The total Housing/Meal plan increases will be determined under the same CPI/maximum mandate as described in #3 above; any new fee or increase above 20% will be voted on in a referendum of students living in residence.

Language in the Protocol was also updated to reflect changes in membership. Note that Trent University Durham operates under the Trent University Durham Non-Tuition Related Compulsory Ancillary Fee Protocol 2011.

6.0 FINANCIAL IMPLICATIONS The fees collected under the authority of the Non-Tuition-Related Compulsory Ancillary Fees Protocol are brought forward to the Finance and Property Committee and the Board of Governors for approval in the Spring of each year as part of the annual budget cycle. Under that said authority, the University administration collects and remits the fees to the relevant ancillary-funded departments. 7.0 ENTERPRISE RISK ASSESSMENT Non-Tuition-Related Ancillary fees are supplemental to tuition costs incurred by students attending the University, and as with all student costs there is a concern of adversely impacting recruitment and retention activities. However, ancillary operations by their very nature are focused on student engagement and retention. As well, risk is mitigated by


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having a robust consultative mechanism that involves students in decision-making that affects them. 8.0 STRATEGIC ALIGNMENT / COMPLIANCE Revisions to the protocol ensures on-going compliance with Ministry Directives relating to Non-Tuition-Related Compulsory Ancillary Fees and articulates a formal consultation process involving University administration student association representatives in determining non-tuition-related ancillary fee levies. 9.0 COMMUNICATIONS STRATEGY The approved protocol is shared with all relevant university stakeholders. The approved protocol is posted on the AVP Students website Student members of CASSC are educated on budget and ancillary fee protocols each

year as part of the decision-making process

Nona Robinson, AVP Students Jacqueline Muldoon, Provost and Vice President Academic


NON-TUITION-RELATED COMPULSORY ANCILLARY FEE PROTOCOL (reviewed 2016)

Preamble The original Protocol was written in 1994 to comply with Ministry expectations for student consultation on the implementation or increase of student ancillary fees. The 1994 Protocol was updated in fall 2004 to match the evolution of university student and administrative organizational structures and titles and to reflect the change in process necessitated by those developments. In 2006 a more thorough review of the Protocol and of the structure of the Colleges and Student Services Committee (CASSC) that implements the Protocol was undertaken to reflect the change in student involvement, the complexity of the ancillary fee budgets and the education necessary to ensure that student participants are representing their constituents effectively when making budget decisions. In 2011 a review of the protocol and of the structure of CASSC was undertaken by the Student Presidents Group to address the complexity and challenges of the 2006 process. It was determined that communication of ancillary budgets should be reserved to far fewer student leaders so as to have more accurate and detailed information. In 2016, the CASSC Terms of Reference Committee updated the Fee Protocol for consistency, to simplify fee calculations, and to provide additional provisions for significant fee increases. The Colleges and Student Services Committee (CASSC) The process for student involvement in setting the level of non‐tuition‐related compulsory ancillary fees at Trent University will be through the Colleges and Student Services Committee. CASSC includes 1 student representative from each of the following student governments:

Champlain College Cabinet Eaton College Cabinet Gzowski College Cabinet Otonabee College Cabinet Traill College Cabinet Trent Central Student Association Graduate Student Association Trent Part‐time Student Association

These are the student organizations at Trent University which, when viewed in combination, represent all students who are eligible to vote for a student organization. Trent University OshawaDurham operates under the Trent University OshawaDurham Non‐Tuition Related Compulsory Ancillary Fee Protocol 2011. The following categories of fees are the non‐tuition‐related compulsory ancillary fees1 charged to students of Trent University in Peterborough (& in OshawaDurham if so designated) as of the 2006‐2007 academic year:): Wellness Fee Purpose: health educator, counselling programs, health services administration. Service group: all students, undergraduate and graduate, full time and part time.

1 Note: the fee charged may vary according to the category of student, e.g. undergraduate, graduate, full‐time, part‐time,

OshawaDurham students, students registered in a joint program at Trent and another institution (e.g. Trent and Sir

Sandford Fleming College).


Athletics Fee Purpose: athletic facility operation and maintenance, intramural programs Service group: all students, undergraduate and graduate, full time and part time Athletic Capital Development Fee Purpose: expansion of athletic facilities, indoor and outdoor Service group: all full time undergraduate students. College Fee Purpose: college facilities and programs Service groups: all students, undergraduate and graduate, full time and part time, including OshawaDurham students. Convocation Fee Purpose: convocation ceremony including gowns and hoods, degree certificates, University reception for graduate and guest Service group: all students, undergraduate and graduate, full time and part time, including OshawaDurham students. Campus Card Fee Purpose: student identification card that includes library card, athletics pass, meal card and transportation pass Service groups: all students, undergraduate and graduate, full time and part time, including OshawaDurham students. Introductory Seminar Week Fee Purpose: activities for first year students to facilitate orientation to Trent campus, academic programs and Peterborough Service group: full time undergraduate first year students only (except B.Ed) Part‐time students pay per course athletics, wellness, convocation, and college fees. Increases to existing fees that apply to part‐time students use the same percentage increase as the corresponding fee for full‐time students and, in some cases, the fees themselves are pro‐rated on a per course basis. The Following fees are Non‐Tuition‐Related Non‐Compulsory Ancillary Fees: Residence and Meal Plan Fees Pubs Fee refundable Purpose: accommodation and meal plans in university residences Service group: only thoseall undergraduate students who apply and are assigned to residence forat the Fall/Winter semester.Symons Campus (see #4 below). Protocol


1. Student government representatives on CASSC will be responsible for the review and approval of Non‐Tuition Related Compulsory Ancillary Fees and to review the Non‐Compulsory Ancillary Fees each year.

Timetable a) Student representatives shall receive training on the budget process by December 1 each year. b) CASSC will receive presentations of all proposed budgets from each of the Directors or

Managers of the Department. c) CASSC representatives will be required to take the proposed budgets to their constituents and

report questions or requests for changes to the appropriate Director or Manager at the next meeting of CASSC. Agreement on a compulsory fee increase shall be indicated in writing and signed by supporting student government members of CASSC by April 1.

2. Compulsory Ancillary Fees in existence at the time of amendments to this protocol shall be considered

Base Ancillary fees and are non‐negotiable.

3. Budgets presented to CASSC: All ancillary budgets will be reviewed by CASSC for either approval or information. This includes Athletics, Colleges, Housing, Wellness, Convocation, Campus Card and Orientation.(Compulsory) or information (non‐compulsory). Wellness, Convocation and Campus Card will be subject to a Consumer Price Index CPI) increase clause. Automatic fee increases up to the level of the Ontario Canadian Consumer Price Index (CPI), or 3%, whichever is lesser, will be permitted without a referendum or approval of CASSC. The CPI increases will be based on the Ontario CPI and measured from May 1 to April 30most recent available at the time of budgeting. Requests for compulsory fee increases which go above the calculated CPI increase must be referred to CASSC for approval. Athletics, Colleges, and Housing Fees will be subject to a Utilities and OPSEU CASSC may approve an annual budget increase up to 20%; beyond this threshold the fee increase clause.will go to referendum. Increases to Base ancillary fees shall occur automatically to cover inflationary items such as salaries as determined by the collective agreement between the university and OPSEU as well as utility rates as determined annually by the government and communicated by the Physical Resources Department. Requests for increases which go above the calculated Utilities and OPSEU increase must be referred to CASSC for approval.

Ancillary Fees 4. Housing and Dining Plan fees are covered by the Non‐Compulsory Ancillary Fee Protocol will be reviewed

and approved by the Residence Council, and then Housing Services Advisory Committee and Foodservices Advisory committee respectively, and presented to CASSC for information.

5. Ancillary budgets not requesting more than an increase as outlined in number 3 above will be required to

present a budget directly to CASSC for information purposes only, prior to April 1. 6. Student services budgets that are not based on ancillary fees are presented for information to CASSC prior

to April 1 each year. This includes the AVP Students, Office of Student Affairs, Career ServicesTransitions and Careers, Conference Services, Counselling Services, Academic Skills Center and Disabilityand Accessibility Services.

7. Except as stipulated in number 3 above, Ancillary Fees may not be increased, orNo new ancillary fees may be added, without review under this protocol and the subsequent approval of the Board of Governors.


8. Formal approval of the ancillary fees by the Colleges and Student Services Committee’s requires a simple

majority of the student leaders specified on page 1 of this Protocol (or their official designates). In the event that an eligible student government chooses not to participate in this step of the process, the written support of that student government will not be required for approval by the Colleges and Student Services Committee; however, the recommended level of fees will apply to the students represented by the non‐participating student government.

9. The recommendations for the fees are submitted by the Director of Financial Services to the Finance and

Property Committee of the Board of Governors. The Finance and Property Committee reviews the recommendations and determines if the recommendations are to be taken to the Board of Governors for approval.

10. On approval of the fees by the Board of Governors, the fees will be communicated to all prospective students by the most effective means possible.

New Non‐Tuition‐Related Compulsory Ancillary Fees

The institution of new non‐tuition related compulsory ancillary fees requires CASSC approval. If CASSC supports the concept of the fee then a referendum will be called by CASSC for all student government constituents to whom the fee would apply. The referendum may or may not be held in conjunction with the applicable student government referenda schedule. Referenda conducted by the administration will be electronic with votes submitted to a secure Web CT site.

Where the Trent University administration requests a referendum for the implementation of a compulsory non‐tuition‐related ancillary fee and the referendum supports the fee implementation, increases to the new fee in subsequent years will be subject to the Protocol. CASSC will determine if the new fee is subject to Utilities and OPSEU increases or to CPI increases. Revisions:

Any revisions to this agreement which may be required following its approval by the Trent University Board of Governors shall be made following the same principles of student consultation, as outlined in the Ministry of Education and Training’s “Compulsory Ancillary Fee Policy Guidelines”, distributed to Ontario universities on June 28, 1994 and attached to this agreement as Appendix “B”.

The CASSC Terms of Reference Committee will review this protocol every three years from the date of the previous revision. Information to students:

The level and compulsory nature of certain of these ancillary fees is outlined in the Calendar each year. Due to the publication dates for the Calendar, in general, the fee level published in the Calendar is that which applied in the previous year, with an indication that fees for the next academic year will be provided at a later date.


NON-TUITION-RELATED NON-COMPULSORY ANCILLARY FEE PROTOCOL (reviewed 2016)

The Following fees are Non‐Tuition‐Related Non‐Compulsory Ancillary Fees: Residence Fees Purpose: accommodation in university residences Service group: only those students who apply and are assigned to residence for the Fall/Winter semester. Dining Plan Fees Purpose: food for students receiving accommodation in university residences Service group: only those students who apply and are assigned to residence and who pay housing and residential meal plan fees. Protocol 1. Housing and Dining plan fees will be reviewed and approved by the joint Residence Council Co‐Presidents,

then by the Housing Services Advisory Committee and Food Services Advisory Committee respectively, and presented to CASSC for information.

2. Housing/Dining plan increases up to the level of the Canadian Consumer Price Index (CPI), or 3%, whichever is lesser, will be permitted without a referendum or approval of the Housing Services Advisory Committee and Food Services Advisory Committee respectively. The CPI figure will be the most recent available at the time of budgeting.

3. Any new fee or increase above 20% will be voted on in a referendum of students living in residence.

4. No new ancillary fees may be added, without review under this protocol and the subsequent approval of the Board of Governors.

5. The recommendations for the fees are submitted by the Director of Financial Services to the Finance and

Property Committee of the Board of Governors. The Finance and Property Committee reviews the recommendations and determines if the recommendations are to be taken to the Board of Governors for approval.

6. On approval of the fees by the Board of Governors, the fees will be communicated to all prospective

students by the most effective means possible. Revisions:

Any revisions to this agreement which may be required following its approval by the Trent University Board of Governors shall be made following the same principles of student consultation, as outlined in the Ministry of Education and Training’s “Compulsory Ancillary Fee Policy Guidelines”, distributed to Ontario universities on June 28, 1994 and attached to this agreement as Appendix “B”.

The CASSC Terms of Reference Committee will review this protocol every three years from the date of the previous revision.



To: Board of Governors Date of Report: February 3, 2017

From: Lee Hays Director Alumni Affairs

Jess Grover TUAA President

Subject: Year One Update on Trent Alumni Strategic Priorities 2016-18 Confidentiality: Not Confidential 1.0 PURPOSE

For Information 2.0 RECOMMENDATION

For Information Only 3.0 EXECUTIVE SUMMARY In December, 2015 the Board of Governors endorsed a new Strategic Plan for Trent Alumni. The plan was launched in 2016 and this is the update on the work that has been completed throughout the first year of the plan and an introduction to priorities for 2017. 4.0 GUIDING STATEMENT With a transformative, collaborative, and personal student experience as the foundation, Trent University considers its graduates invested and important lifelong stakeholders and members of Trent’s inclusive intellectual and social community. Through decision making, outreach, programs, and initiatives aimed to involve the network of alumni worldwide in pursuing the university’s mission.


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5.0 PRIORITY 1 - ENGAGEMENT OBJECTIVE: Expand intellectual engagement opportunities and provide various ways for alumni to interact with Trent and each other from global locations. 3-year engagement plans in place for priority cities/regions; recruitment of volunteer

champions in progress Over 40 interviews and 10 lectures featured on podcast library 2017 will launch new format for Alumni Awards w/ award presentations in key

regions OBJECTIVE: Utilize events and initiatives organized through departments and colleges to double the number of alumni participants. Life After Trent advisory committee completed review and made recommendations

for growth and sustainability of program (report # of mentors and networking volunteers)

Partner with departments and colleges to host alumni at events

OBJECTIVE: Better engage with graduates of Durham Campus. New convocation ceremonies in 2016 for Trent Durham grads Develop a physical presence for alumni relations at Durham campus Working in collaboration with Durham campus staff to include alumni in public

events; also formed a new TUAA Durham Alumni working group

OBJECTIVE: Tailor alumni programming to address the various stages of life of alumni. Networking and mentoring expanded for young alumni Worked closely with Dept of Athletics on expanding Homecoming, 50th Anniversary

of Men’s Rugby Community for Trent Women continues to gain momentum and host dynamic

events

OBJECTIVE: Connect with students throughout their student experience in order to strengthen awareness of alumni impact and build culture of lifelong relationship. Alumni Ambassadors program launch underway Student Alumni Association – planning underway, launching in September Permanent alumni presence in new student centre: Alumni Atrium Life After Trent review and expansion Participation from all three student unions in TUAA Council, strengthening the

connection between students and TUAA


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OBJECTIVE: Increase philanthropy among alumni. Surpassed Alumni Student Centre Challenge Goals Greater content in all alumni communications about impact of giving and

opportunities to give Alumni participation in $50 Million campaign was significant (50% of $ last year

were from alumni) Creation of a new Portfolio within the TUAA Executive – Engagement and

Philanthropy Strategies developed within ER&A portfolio to expand alumni participation in Annual

Fund campaign OBJECTIVE: Create enhanced opportunities for involvement and nurture continued feelings of engagement and pride amongst university retirees. New retiree welcome packages have been implemented; retirees as special guests

at alumni events; retirees invited to attend events; column in magazine; new TUARP webpage and improved communications via Alumni channels

PRIORITY 2 – COMMUNICATIONS

OBJECTIVE: Revitalize Trent magazine.

Redesign of TRENT magazine and implement TRENT magazine LIVE site New format, online media site, budget for 3rd edition

OBJECTIVE: Have a greater digital presence; increase social media contacts.

New website introduced in collaboration with Advancement Exceeding goals for social media growth, especially Instagram which has grown

from just a handful to close to 700 followers in the past year. Alma Matters, monthly e-newsletter, revised format

OBJECTIVE: Reach a greater number of alumni with our communications. Email contact rates have improved from 40% to 47.64% Overall contact rate (via email, mail or phone) has increased from 76% to 79%


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More alumni are accessing our website. In past year there were 6,000 unique alumni logins – in past 30 days there were 1870 unique alumni logins

Email open rates range from 16 – 21% on average – up to about 4,000 alumni open the monthly Alma Matters e-newsletter.

PRIORITY 3 – CAPACITY BUILDING OBJECTIVE: Increase data management capabilities to suit the goals of alumni relations and enable more relevant outreach and customized communications: Industry and profession standardization completed; communication preference

review underway Application to graduate revised; email sent to new grads with 64%-84% open rate LinkedIn Employment data project completed

OBJECTIVE: Collaborate with departments and colleges on joint alumni communication and engagement plans; excite and enable partners at the university in alumni relations efforts. Alumni presentation to 2 decanal meetings Developed a new standard procedure for assisting with program reviews Facilitated alumni research projects with 4 departments TUAA Council-Colleges Liaison role filled and working well

OBJECTIVE: Double the number of alumni volunteers with university related activities; expand on the number of volunteers outside the Peterborough region: New online application form for volunteers; volunteer opportunities posted on alumni

website Seeing significant volunteer increases in: mentoring, networking sessions; chapter

champions; TUAA council and committees Alumni ambassador program launching in January to help with student recruitment

OBJECTIVE: Raise funds to support and sustain enhanced alumni programming. Draft case for support in progress Have already raised $108,000 ($53,000 in endowment) Launch in April at 50Th Anniversary celebration for TUAA


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OBJECTIVE: Strengthen partnership and collaborative efforts between TUAA and University. Governance review completed, changes to constitution and alumni council structure

have been implemented as of AGM 2016 Joint mission statement and mandate agreed to between TUAA Council and Alumni

Affairs Working collaboratively towards Strategic Priorities Board of Governors structure now includes minimum of 4 designated alumni seats TUAA Councilor Handbook and Code of Conduct created to ensure expectations

and responsibilities are clear Communication with Advancement Committee and Board has improved

9.0 2017 Priorities

Collaborate with Recruitment, Continuing Ed, and Grad Studies to promote lifelong learning to alumni

Continue to expand Life After Trent for students and young alumni Heightened focus on alumni giving strategies and launch of Alumni Excellence &

Engagement Fund Expansion of Special Interest Groups; tailored programming for Graduate Program

alumni Refine and enhance online communications by incorporating more video Better data management and reporting to enable segmentation / tailored

communications Launch of Day of Service & Student Alumni Association Volunteer recruitment and support; first formal alumni volunteer recognition event Implement strategies for increasing alumni annual giving participation rate


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