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University of Waterloo
Board of Governors
BUILDING & PROPERTIES COMMITTEE
Notice of Meeting
Date: 15 May 2015
Time / Place: 1:00 – 3:00 p.m./ Needles Hall, Room 3004 *material attached **material to be distributed
ORIENTATION SESSION (part 1)
1. Introduction and Remarks
2. Committee Terms of Reference* [Atkinson]
3. Execution of Construction Projects* [Huber]
OPEN SESSION
4. Minutes of the 12 March 2015 Meeting*
5. Business Arising from the Minutes
a. Maintenance Requests Management and Prioritization* [Huber]
6. Maintenance Program and Energy Conservation Efforts* [Zalagenas]
7. Environmental Sustainability Practices* [Huber]
8. Capital Financing Commitments and Construction Status* [Huber]
9. Committee Self-Assessment Survey Results [Atkinson]
10. Committee Work Plan Execution Plan* [Gamble]
11. Proposed Municipal Road Widening* [Huber]
12. South Commons Conceptual Plan* & ** [Huber]
13. LRT Land Requirements [Huber] - tentative
14. Other Business
15. Future Meetings
CONFIDENTIAL SESSION
16. Minutes of the 12 March 2015 Meeting*
17. Business Arising from the Minutes
18. Deferred Maintenance Internal Audit Report [Huber]
19. Other Business
IN-CAMERA SESSION
20. Minutes of the 12 March 2015 Meeting
21. Business Arising from the Minutes
22. Other Business
ORIENTATION SESSION (part 2)
23. Tour of Plant Operations [Huber]
Action Information
Information
Information
Decision
Information
Information
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Information
Information
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Information
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Information
Decision
Information
Decision
JLA: Logan Atkinson, University Secretary & General Counsel
4 May 2015 Secretary to the Committee
University of Waterloo
Board of Governors
BUILDING & PROPERTIES COMMITTEE
1. MEMBERSHIP This committee shall consist of a maximum of nine members. Of those, at least five shall be members of
the board appointed to the board by the Lieutenant Governor in Council or elected by the board from the
community-at-large, and one shall be a faculty member of the board.
One undergraduate student member of the board and one graduate student member of the board shall be
members of the committee. If the presidents of the Federation of Students and the Graduate Student
Association are members of the board, then they shall serve respectively as the undergraduate and
graduate student members of the committee. Should the president of the Federation of Students or the
Graduate Student Association be unwilling to serve on the committee or not be a member of the board,
then the respective seat on the committee shall be filled by appointment from among student governors
made by the president of the respective student federation or association.
It is expected that at least two members of the committee will have experience with capital construction
and/or property development.
2. MEETINGS The committee will meet at the call of the chair of the committee, but not less than four times annually.
The quorum for the transaction of business at any meeting of the committee shall be a majority of the
members of the committee, present either in person, by teleconference or by videoconference, provided
that not less than a majority of those constituting the quorum shall be members appointed to the board by
the Lieutenant Governor in Council or elected by the board from the community-at-large.
3. TERMS OF REFERENCE
The committee is established for the following purposes:
To oversee campus planning and development activity in the context of the Campus Master Plan and
prudent environmental sustainability practices, and not less than annually to perform a review of the
Campus Master Plan in the context of the university strategic plan.
To make recommendations to the Board of Governors on campus planning and development initiatives,
with due consideration to the impact on multi-campus sites, including (without limitation) the acquisition
or disposal of land or buildings, the use of land, buildings and facilities, the siting of buildings and roads,
and the review of all agreements to which the university is a party (including donor agreements and
academic agreements) having impact on the acquisition, use and/or development of real property.
To approve, on behalf of the board, construction projects between $2,000,000 and $5,000,000 and to
make recommendations to the Board of Governors regarding construction projects exceeding $5,000,000,
including (without limitation) the appointment of architects and design consultants, the business plan and
budget, the design, and the award of construction contracts.
To ensure that the university has in place appropriate procedures for cost estimating, competitive
tendering of bids, awarding of contracts, contract administration, cost control and payment to contractors
for all site work, new construction, alterations and major repair.
To ensure that the university complies with all building codes, fire codes, safety regulations and statutory
and regulatory provisions, as appropriate, in its building and properties program, and to review
compliance annually.
To ensure that the university has appropriate maintenance programs in place for buildings and properties.
To review annually the status of capital construction projects, including status of accumulated debt and
compliance with approved debt policy.
To report on its activities to the Board of Governors at least annually.
To assess annually the adequacy of the committee’s terms of reference and to propose any needed
amendments to the Governance Committee.
Approved by the Board of Governors, 6 June 2006.
Amended by the Board of Governors, 1 April 2008.
Amended by the Board of Governors, 27 October 2009.
Amended by the Board of Governors, 2 April 2013.
Amended by the Board of Governors, 1 April 2014.
Report to the Building & Properties Committee
Execution of Construction Projects
March 2015
Capital Project Life Cycle: Project ApprovalProject ManagementContracting
StrategyCost & Budget ManagementDesignContract DocumentsBidding & Contract
AwardConstruction ManagementProject Close-out
1. Project Approval
Development of a business plan including high-level programming/functional requirements;
preliminary budget and schedule; proposed funding arrangement; consistency with the Master
Plan
Internal Approval in Principle
Building & Properties Committee and Board of Governors approval
2. Project Management
Appointment of 2 client representatives who support the development of the detailed project
brief
Director, Design & Construction Services
Senior Construction Coordinator
VP, Administration & Finance
President’s Advisory Committee on Design
Design Team: Architect, Structural/Mechanical/Electrical/Civil engineers, Code Consultant, etc.
General Contractor and Sub-trades
3. Contracting Strategies
Dependent on size & complexity of the project; criticality of the completion date; architectural
significance; level of program certainty; market conditions; availability of suitable contractors
Options include Design/Build; Design/Bid/Build; Construction Management; Project
Management
2
4. Cost & Budget Management
Develop accurate total project budget (may retain independent cost consultant)
Track monthly:
Tender award vs budget
Change orders vs contingency budget
Professional fees & disbursements vs contract
Completion of various reports: geotechnical; topographic survey, certificate of air, etc.
5. Design
Design iterations are reviewed by the client representatives and operating staff and for potential
budget and schedule impacts
Schematic Design: defines design intent; site location, general floor layouts; infrastructure;
building massing; access & circulation; architectural requirements
Design Development: refines schematic design; develop drawings and detailed specifications
including structural systems; major mechanical & electrical systems; code compliance
Client sign-off
6. Contract Documents
All drawings and specifications are coordinated and finalized
Bidding requirements are established [time, location, bid bond requirement, alternate prices,
itemized prices, unit prices, substitutions, acceptance period (normally 90 days)]
7. Bidding & Contract Award
Policy 17 – Quotations & Tenders
Prequalification: Request for Supplier Qualifications (RFSQ); typically used for general contractor
and major sub-trades
Posting on MERX and/or advertised in Daily Commercial News
Formal evaluation criteria published
Pre-bid site examination and briefing
Bids evaluated to determine if any are non-compliant
Tender award recommended to Building & Properties Committee and Board of Governors
3
8. Construction Management
Performance Bond and Labour & Material Bonding requirements
Insurance requirements
WSIB Certificate/Letter of Good Standing requirements
Underground locates
Building permits and site plan approval (where necessary)
Utility Shutdowns/temporary service connections
Mobilization/laydown area/crane location/trailer location
Security and Safety requirements/General Contractor = constructor
Bi-weekly progress meetings
Submittals & shop drawings
Inspections & testing
Contingency management
Change Order requirements
Progress payments/Payment Certifier/Budget tracking
Certificate of Substantial Completion/Release of Holdback
Deficiencies/Punch List
Schedule Management using critical path format
Risk Management Plan
Quality Management/Commissioning Process
Quarterly reporting on schedule and budget performance to Building & Properties Committee
9. Project Close-out
Deficiency Review
As-built drawings
Certificate of Final Completion
Occupancy Permit
Operating & Maintenance Manuals
Operator Training
Warranty management – contractor warranties; manufacturer’s warranties; special warranties
Post-project review (continuous improvement)
University of Waterloo
Board of Governors
BUILDING & PROPERTIES COMMITTEE
Minutes of the 12 March 2015 Meeting
Present: Catherine Booth*, Danielle Burt, Murray Gamble, Robert Henderson, Ophelia Lazaridis,
Michele Mosca, Michael Stork, William Watson
Administration: Feridun Hamdullahpur, Dennis Huber, Ian Orchard
Guest: Dan Parent (items 1-7)
Secretariat & Office of General Counsel: Logan Atkinson
Regrets: Ron Schlegel
*by phone
Organization of Meeting: Murray Gamble, chair of the committee, took the chair, and Logan Atkinson,
secretary of the committee, acted as secretary. The secretary advised that a quorum was present.
The chair welcomed everyone to the meeting.
The agenda was approved by consensus as circulated.
OPEN SESSION
1. MINUTES OF THE 14 JANUARY 2015 MEETING The committee heard a motion to approve the minutes of the meeting as distributed.
Watson and Henderson. Carried.
2. BUSINESS ARISING FROM THE MINUTES
Committee Terms of Reference Update. The terms of reference for the committee were discussed
by the Governance Committee as requested. Student appointments are to continue as currently, with
appointments to be made by the presidents of the student associations if the presidents are ineligible
to serve. The Governance Committee felt that this was an appropriate method, transparent and fair.
The other item was the number of governors serving on the committee having expertise in
construction matters. Currently, it is provided that at least two members will have related experience,
and there is one seat available for an outside appointee. One of the issues with this is the availability
of external governors to meet this requirement, and the numbers of external governors is not
sufficiently wide to serve all interests to be represented on board committees in large numbers. The
Governance Committee will review the composition of the committee prior to the April board
meeting, with a strict view to the potential for conflicts of interest. Architectural expertise is
something that ought to be considered moving forward, and because we are losing three external
governors from the current committee, some careful consideration of committee composition must be
undertaken.
Hagey Hall Courtyard Infill Tender Award. The committee heard a motion to recommend to the
Board of Governors the award of a stipulated price contract (CCDC2) to Harbridge + Cross Limited
for $5,183,000 plus HST.
Henderson and Lazaridis.
Building & Properties Committee
12 March 2015 page 2
Huber summarized the bidding process and the results of that process to support the committee’s
deliberations, and referred to materials circulated to the committee prior to the meeting. Huber
explained the difference between “contingency” and “restricted contingency.” The latter is the
difference between the project budget and the successful bid, the amount of which is unlikely to be
spent. The approval process for spending the restricted contingency involves the approval of both the
president and the provost, and approval by this committee.
The motion carried.
Light Rail Transit Update. Huber summarized his discussions with the Region of Waterloo on
university crossings on the light rail line. The number will be reduced from five to four, with the
possibility of future overhead crossings. The Region does not feel that it is practical to do
underground crossings. There have also been discussions with the Region on the impact on our
Health Sciences Campus on Victoria Street near King Street in downtown Kitchener. Huber does not
see any major impact on our downtown property. With respect to the stations and crossings on
campus and the high volume of traffic expected there, there will be a very high priority focus on
vehicular and pedestrian safety, and a strong communication plan will be developed.
3. EXECUTION OF CONSTRUCTION PROJECTS
Huber provided a summary of the way in which construction projects are executed at the University,
referring to a nine step process in a document distributed to the committee. The document may be
accessed here: https://uwaterloo.ca/secretariat-general-counsel/sites/ca.secretariat-general-
counsel/files/uploads/files/bpmarch2015construction.pdf
Members discussed: the differences among the various models used to undertake projects; the
responsibility for verifying that work is done according to relevant construction documents; the way
in which risk is assigned under the different project management models; the frequency at which
contractors are pre-authorized and reviewed for smaller projects; larger projects done through a pre-
qualification process; end users have input into the project in the project management section 2 of the
9 step outline; client representatives will be asked to sign off the design of the project at step 5,
following constant communication during development of the design; the input of students into the
design process, both undergraduate and graduate students; the way in which changes are managed
during the process.
This material will be incorporated into the orientation package for the committee. Visits to relevant
operational areas of the University will be included as well.
4. CAPITAL FINANCING COMMITMENTS AND CONSTRUCTION STATUS
Huber presented his report on capital financing commitments and the status of current and pending
construction projects for the information of the committee. In response to questions, Huber explained
the column “estimated amortization period” in his report and Hamdullahpur commented on the
appropriateness of the current debt policy.
Hamdullahpur summarized the current status of the University’s application to the provincial
government on Engineering 7 and the second phase of the Science Complex project.
The committee discussed the methodology by which these reports are generated, and agreed to stay
with the current format and simply ask questions of management if things are unclear or appear to be
out-of-date.
Building & Properties Committee
12 March 2015 page 3
5. COMMITTEE WORK PLAN EXECUTION PLAN
The committee received the work plan execution plan for information. An orientation session will be
scheduled with the May meeting.
6. OTHER BUSINESS
The chair thanked departing members of the committee for their service: Burt, Henderson, Lazaridis,
Booth and Watson.
7. FUTURE MEETINGS To be determined.
The committee convened in confidential session.
13 March 2015 Logan Atkinson
University Secretary & General Counsel
Secretary to the Committee
Report to the Building & Properties Committee
Physical Plant Maintenance Approach
May 2015
Three Primary Maintenance Activities:
1. Preventive Maintenance – cyclical approach where building systems, sub-systems, and
equipment is routinely inspected and maintained by 160 qualified trades persons
2. Breakdown Maintenance – respond to calls on a 24 hours/day, 7 days/week basis to remedy
or make safe a building system, sub-system or piece of equipment as the result of an
unplanned disruption
3. General Operations – planned activities which support the general operations such as
refilling water softeners, mowing the lawn, painting, etc.
Assets Managed:
- More than 60 major buildings encompassing 8,000,000 square feet on more than 1,000
acres of land
- Estimated replacement value of the buildings = $1.7 billion
- Estimated deferred maintenance = $77 million; resultant Facilities Condition Index =
good (Ontario system has a FCI = poor)
- Average age of buildings = 37.4 years (Ontario system average = 41.6 years)
Resources Deployed:
- 350 staff managed across 8 functional areas:
o Buildings – carpenters, masons, roofers, upholsters
o Custodial – custodians
o Central Plant – stationary engineers
o Mechanical – plumbers, pipe fitters, millwrights
o Electrical – electricians, instrument mechanics, electrical repairpersons
o Grounds – auto mechanics, horticulturalist, equipment operators, grounds
persons
o Design & Construction Services – engineers, architects, technologists, project
coordinators
o Administration – administrators, systems analysts
- Computerized maintenance management system tracks 25,000 individual assets and
issues over 20,000 work orders annually
- Building Automation System (Siemens and Johnson Controls) monitors and controls
mechanical systems and environmental conditions within the buildings
2
Preventive Maintenance:
- Routine inspection and/or maintenance which is planned based on (i) intervals
recommended by the equipment manufacturer, (ii) as the result of inspections (i.e.
vibration testing, oil analysis, thermo graphic scans, insulation testing, physical checks),
(iii) seasonal changes (i.e. switch from heating to cooling), (iv) legislation (i.e. Elevating
Devices Act, backflow preventers), and (v) failure analysis (i.e. steam traps, pressure
relief values)
- Represents approximately 30% of hours worked annually by the trades
- Building systems, sub-systems, individual equipment are serviced on a building by
building, floor by floor basis using multi-discipline trade groups to reduce down time and
disruption to building occupants
- Typical weekly preventive maintenance activities include:
o Service checks (lubrication levels, general condition visual inspection)
o Fire code mandated checks (sprinkler valves, pressures, etc.)
o Pump testing
- Typical monthly preventive maintenance activities include:
o Fire alarm system inspections
o Sprinkler flow tests
o Emergency generator testing
- Typical semi-annual preventive maintenance activities include:
o Pumping out grease interceptors
o Inspect centralized extinguishing systems
o Inspect fumehood exhaust fans
- Typical annual preventive maintenance activities include:
o Backflow preventer testing
o Fire alarm system verification
o Seasonal equipment lay-up/start up
3
Breakdown Maintenance:
- Typically initiated through the 24 hour maintenance line which receives approximately
12,000 calls annually
- Calls are qualified and radio dispatched to the appropriate trade section
- After hours, Central Plant is staffed 24 hours/day, 7 days/week with a minimum of 2
stationary engineers; 1 engineer remains in the control room at all times, the second
engineer is able to travel around campus as required during non-business hours. In the
event other trades are required, the Central Plant has the authority to call in the
necessary staff
- Represent approximately 30% of hours worked by the trades
- Typical activities include:
o Environmental concerns (too hot/too cold)
o Plumbing problems
o Tripped electrical breaker
o Security issues (i.e. broken windows or locks)
General Operations:
- Includes a small portion of the work completed by the trades but the majority of work
completed by the custodial and grounds sections
- Central Plant staff operate the district heating and cooling systems as well as the
operation of heating and cooling systems in buildings not connected to the district
energy system while monitoring the building automation system (which has thousands of
digital points) and the centralized fire monitoring systems
- Water testing and treatment
- Campus rounds
Deferred Maintenance:
- Data is gathered by an independent third party who performs condition assessment
audits of the University’s buildings and site infrastructure on a continuous basis
- Building audits are conducted on approximately 20% of the total building area on an
annual basis so that each building is re-assessed every 5 to 7 years
- Newly constructed buildings are included in the audit rotation after 5-7 years of
occupancy
Report to the Building & Properties Committee
Plant Operations Maintenance Program / Energy Conservation Efforts
May 2015
Plant Operations is the University of Waterloo’s largest academic support department, with a gross
budget of $ 40,000,000.00 and a staff of over 350 full-time employees. Plant Operations is responsible for
the operation, repair and maintenance of over 60 major buildings with an area of approximately 8,000,000
gross square feet. To assist in the administration of routine work a computerized maintenance
management system is utilized (Infor). This web hosted system currently identifies roughly 25,000
individual assets, which can represent either an entire building or any individual subsystem, along with
many individual components. This system is used as the basis for a comprehensive preventive / predictive
maintenance program, allowing for detailed analysis to be done of asset reliability. The results of physical
inspections of equipment, along with vibration testing, oil analysis, thermographic scans, insulation
resistance and other periodic testing as applicable to each asset are logged and analyzed utilizing this
system to prolong the life of existing equipment and identify areas where improvements can be made.
There are on average roughly 12,000 calls received each year which would be classed as breakdown
maintenance – items such as water leaks, power loss, environmental comfort complaints, etc. This
represents approximately 30 % of total maintenance efforts, with the preventive / predictive tasks making
up another 30 %. The balance of work performed is either covered by blanket orders with clients for
repetitive tasks or represents discretionary renovation or efficiency projects, which number about 2000
per year.
Plant Operations objective is to minimize energy consumption and environmental impact while ensuring
the needs of the university community are met. We attempt to support a culture of efficiency and
sustainability by converting theory into practical, cost-effective actions. Numerous energy conservation
and demand management initiatives have been undertaken to help achieve our objectives.
Our extensive Building Automation System, which allows continuous monitoring of mechanical systems
and environmental conditions in each building facilitates occupancy scheduling, temperature setback and
ramping routines, air quality measurements and load shedding strategies to allow us to minimize our
energy consumption. Utilizing this system we are able to shed close to 2 megawatts from our summer
electrical peak.
Most of the common spaces Plant Operations controls have been retrofitted with high efficiency lighting,
including exterior induction lighting on main roadways, LEDs where viable, and conversion to higher
efficiency electronic lamps and ballasts. Lighting control systems are integrated into new construction,
and retrofitted into existing classrooms. The payback period for lighting projects completed to date has
averaged less than 36 months.
Variable volume ventilation systems are installed on new projects, and retrofitted where appropriate into
existing buildings. Heat exchanger replacements have used extended area high performance units, and
heat recovery is integrated into laboratory fume hood exhaust systems. Variable speed air compressors
were installed as campus capacity demands increased and the main boiler feed pumps were retrofitted
with VFDs to control boiler feed-water pressure and reduce minimum recirculation rates.
2
A campus wide steam trap survey was performed to identify maintenance concerns and an ongoing repair
and re-inspection plan has been adopted. Insulation repairs and upgrades have been performed on the
distribution piping of the district energy system, and distribution pressures have been lowered to the
minimums practical to reduce losses. An extensive heat recovery system has been installed to reclaim
energy from boiler exhaust, and processes within the central heating plant have localized recovery
systems installed to improve efficiency. Electronic boiler controls optimize the combustion efficiency of
major boiler systems.
Water use reduction strategies have been widely implemented, with higher efficiency low flow fixtures
selected for new construction and renovation projects. Water saving equipment includes electronically
controlling the amount of waste “blow down” water discharged from our cooling tower systems, which
are one of the largest single users of water on campus, and all once-through cooling for Plant Operations
operated or maintained equipment has been eliminated. A rain water recovery system was installed at
ENV3, and new construction projects evaluate similar water efficiency measures during design
development. Our water usage per M2 has steadily declined, as has our consumption per campus user.
Our energy intensity for fiscal year 14/15 was 1.76 GJ /M2. Natural Resources Canada reports Ontario
average commercial / institutional use as 1.71 GJ/M2; average Ontario university use is 2.59 GJ/M2.
Recent new construction projects have reversed the downward trend in our energy consumption profile.
Many new buildings have significant areas devoted to high energy intensity research labs. Operation of
the expanded infrastructure systems required to support these, as well as the 24/7 scheduling requested by
the users of these facilities have resulted in a marked change in our energy consumption trends. In order
to mitigate these events, we are continuing in our efforts to find efficiency opportunities, especially as
they relate to the capacity of our main energy distribution systems.
Projects currently underway include continuing our existing lighting replacement programs, reducing the
consumption of server machine room cooling systems, distributed power factor correction solutions,
chiller plant optimization including real-time monitoring of electrical market conditions to control plant
set points, and an ongoing building recommissioning program. Total cost of ownership is evaluated when
making equipment selections for new construction and renovation projects. Re-roofing projects include
upgraded levels of insulation, and a program to upgrade single pane windows is in place.
We continue to identify both best business case projects and pursue ongoing grants and incentives to
reduce project paybacks. We look for ongoing opportunities to deliver conservation projects within a
three to five year payback timeline, and to reduce our environmental footprint wherever practical.
Rick Zalagenas
*UW NRCan final report 2008
Report to the Building & Properties Committee
Environmental Sustainability Practices
May 2015
Strengths:
- Signatory to the Council of Ontario Universities sustainability pledge “Ontario Universities:
Committed to a Greener World”
- The University’s Campus Master Plan protects existing natural features including a large
environmental reserve on the north campus
- Satellite campuses located on former brownfield sites are remediated to residential standards
- Establishment of a Sustainability Coordinator position in 2015 and the President’s Advisory
Committee on Sustainability
- On-going reductions in annual water consumption
- Annual energy consumption levels below the average of other Ontario universities
- Construction of LEED platinum Environment 3 building (UW’s standard building specifications
are equivalent to LEED silver)
- Extensive recycling and waste diversion efforts
- Request for Proposals include sustainability and environmental factors in the evaluation criteria
- Document imaging systems implemented to create paperless workflows (i.e. graduate student
admissions, employee expense reimbursements)
- Participate in the Region of Waterloo Partners for Clean Air program; Sustainable Waterloo’s
Regional Carbon Initiative; Region of Waterloo’s Travelwise Program
- Introduction of a universal bus pass for a registered students; payroll deduction for employee
bus passes
- Annual additions to bicycle locker system
- Elimination of pesticides
- Certification under the Smart About Salt program (de-icing)
- Naturalization of green spaces
Challenges:
- Most buildings are not individually metered for utilities (main campus has a district heating and
cooling system)
- Newer buildings are energy intensive to serve the advanced research activities undertaken in
the laboratory facilities
- Increasingly complex and contradictory/uncoordinated regulations
Dennis Huber
Report to the Building & Properties Committee
Capital Financing Commitments and Construction Status
May 2015
The Building & Properties Committee reviews the summary of Capital Financing Commitments and the
Construction Status report at each meeting.
Capital Financing Commitment highlights:
- During fiscal 2014/15:
o the University paid down $18 million in debt ($2.8m externally financed and $15.2
million internally financed)
o the University added an additional $76.5 million in debt relating to a larger HH
Courtyard Infill project, the approval of the Engineering 7 building and the new Student
Residence
o the net increase in debt is $58.5 million which would increase annual principal and
interest payments from ~2.1% of gross revenues to 2.7%
- The University remains well within its approved debt policy limits and below the 4.0% maximum
threshold
Construction Status highlights:
- The Science Expansion building and Needles Hall Addition are tracking for completion during the
summer of 2015 although the Science Expansion will continue into the fall academic term
Dennis Huber
University of Waterloo
Capital Financing Commitments
April 2014
($000s)
Planned Lease Currently Estimated
Capital Completion Total Funding Externally Lease-Back Internally Amortization
Project Date Budget Available Financed Financing Financed Period Comments
Completed
Residence 24,907 7 years recovery through student residence fees
Residence - Reids Townhouses 22,000 39 years minimum $6.0 million lease commitments; recovery through student residence fees
Residence Renovations 1,132 1 year recovery through student residence fees with P&I payments of $1 million/yr
Tatham Centre 622 1 year $.6 million donation pledge
Engineering 5 and 6 and DWE 33,227 $5.2 million in pledges; Student Endow $0.5 million; grad capital $5.3 million; incremental
Renovations grant and tuition; faculty operating funds
Environment 3 Expansion 3,064 $.26 million in pledges; grad capital $1.97 million; faculty operating funds
Warrior Field 656 operating funds
Quantum-Nano Building 10,212 2 years Nano income $10.2 million
Health Services Addition/Renovations 7,787 < 20 years compulsory undergrad and grad student fees; donations; operating funds
Day Care Facility 1,135 UW to charge lease costs of $1.8 million to day care; $.6 million from Faculty Association
Blackberry Buildings (5) 20,500 18,999 9 years operating funds
Completed Total 45,407 22,000 76,834 144,241
Funding Status
Total Funding Committed Future Currently
Budget On-hand Funding Unfunded
In-Progress
North Campus Servicing 2015 9,250 9,250 - Commitments: City of Waterloo $9 million; operating $0.25 million
Federation Hall Renovations 2015 5,200 3,200 2,000 - 4-6 years Food Services annual operating surpluses
Science Expansion Building 2015 45,000 34,230 10,647 123 $10 million in pledges; grad capital $.6million
Needles Hall Addition 2015 17,810 12,700 5,110 fundraising; operating funds
Applied Health Sciences Addition 2015/16 18,639 2,591 8,913 7,135 $3.5 million operating funds; grad capital $5.4 million; faculty operating funds; donations
Planned
Hagey Hall- Courtyard Infill 4,775 * 2,000 2,775 operating funds; grad capital
In-Progress and Planned Totals 100,674 54,721 30,810 - 15,143 45,953
Debt policy: Annual P&I < 4% of annual gross revenue
* preliminary budget is under review Total 190,194 $190 million debt P&I payments = 2.1% gross revenue
Construction Status Report
May 2015
$000s
Original Current Procurement percent Original Estimated
Projects Budget Approved Budget Method Contractor complete Schedule Completion Risks/Status
In-Progress
Science Building 45,000 45,000 design/build Bondfield 85% Summer 2015 Summer 2015 façade & interior fit-out underway; completion may extend into September/October
North Campus Servicing 9,250 9,250 via City multiple contractors 90% 2014 2015 work remaining includes road connection to Westmount Rd., finish asphalt, landscaping
NH Addition 11,600 17,810 design/build Melloul Blamey 94% mid-2015 mid-2015 interior fit-out underway; completion mid-July
AHS Expansion 12,000 18,639 design/build Melloul Blamey 14% summer 2016 summer 2016 foundations to be completed by end of May
Student Residence 47,500 47,500 design/build Melloul Blamey 3% summer 2017 summer 2017 mobilization and construction commence mid-May
Hagey Hall Courtyard In-fill 4,775 8,350 lump sum Harbridge + Cross 0% 2015 2016 mobilization and construction commence mid-May
Engineering 7 88,000 88,000 lump sum tbd 0% Summer 2018 Summer 2018 detailed design underway; site plan approval in progress; target for August tendering
218,125 234,549
Task Frequency 131007 140321 140509 141014 150114 150312 150515
Campus Master Plan (as needed) annual l l l
Capital financing commitments and
construction status
each meetingl l l l l l l
Committee self-assessment survey results annual l
Environmental sustainability practices annual
Maintenance program and energy
conservation efforts
annuall l
Orientation/tour of campus as required l
Development projects five-year plan l
Committee terms of reference annual l l l
Statutory compliance annual l l
University of Waterloo real estate holdings annual l l
Committee work plan/special topics;
orientation/briefing requirements
annuall l
University of Waterloo
Board of Governors
BUILDING & PROPERTIES COMMITTEE
Work Plan Execution
Report to the Building & Properties Committee
Proposed Municipal Road Widening
May 2015
Recommendation:
That the Building & Properties Committee recommend to the Board of Governors that the University of
Waterloo transfer 0.188 acres (759m2) of land to the City of Waterloo along the north boundary of
Seagram Drive as a dedicated road allowance at no cost to the municipality.
Background:
During the site plan approval process for the new student residence at UW Place, the City of Waterloo
approved the University’s application subject to the condition that a 2.942 metre road widening along
north boundary of Seagram Drive be conveyed to the City. The land requirements are identified on the
attached draft plan of survey and was determined by measuring a distance of 13 metres from the
centerline of the existing Seagram Drive. Conveyance of these lands will not materially impact the
future development potential of this 17.9 acre parcel.
The issuance of a building permit for the student residence is conditional on meeting this municipal
condition so that construction can commence mid-May.
Dennis Huber
Report to the Building & Properties Committee
South Commons Conceptual Plan
May 2015
Background:
At the May 2014 Building & Properties Committee meeting, the South Common Functional Plan was
presented as a key component of a multi-phase landscape enhancement plan designed to establish new
outdoor public space standards for the south campus. In the intervening period, the landscape
architects and civil engineers have refined the South Commons plan which will be used during the
consultation sessions planned to receive broad campus input. Following the campus consultation,
tender documents will be developed so that tenders can be issued and awarded in the spring of 2016
and construction completed during the summer of 2016. The total project budget is currently
estimated to be approximately $1.5 million.
Attached are the schematic designs which will be used as part of the campus consultation process.
Dennis Huber
Daniel Parent