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Board of Trustees

Capital Infrastructure Committee Cycle 1 – Wednesday, September 30, 2015

10:30 a.m. – 1:00 p.m. Cairns 207

Agenda

# Item By Start Time

Length Action

1. Call to Order KF 10:30 1

2. Declaration of Conflict of Interest KF 10:31 1

3. Approval of Agenda (including consent items) KF 10:32 1 Approval

4. Minutes of Previous Meeting – Meeting #5 (2014-15) held on June 24, 2015

KF 10:33 1 Approval

5. Business Arising from the Minutes KF 10:34 1

Key Items:

6. Capital Infrastructure Goal Progress Scorecard BH 10:35 5 Information

7. Accounting System Scorecard(Including Appendix 1)

BB 10:40 10 Information

8. Brock University Campus Security AnnualReport (Including Appendix 1)

DM 10:50 10 Information

9. Long Term Capital Plan Update TSI 11:00 10 Information

10. Q1 Financial Update on Long Term CapitalPlan (Including Appendix 1)

TSI 11:10 10 Decision

11. Residence and Parking Master Plans TA 11:20 10 Information

… COMMITTEE BREAK … 11:30 20

Policies:

12. DRAFT Delegation of Authority Policy(Including Appendix 1)

BB 11:50 10 Information

Consent Items: 12:00 10 (if needed)

13. Major Projects Update – ITS (Including Appendices 1-6)

DC Information

14. ITS Policy Update DC Information

15. Major Projects Update – FM (Including Appendices 1-5)

TSI Information

of 2

# Item By Start Time

Length Action

16. Deferred Maintenance Update(Including Appendices 1-2)

TSI Information

17. Department of Facilities Management–Introductory Information(Including Appendices 1-5)

TSI Information

18. Department of Information TechnologyServices – Introductory Information(Including Appendices 1-2)

DC Information

19. Department of University Services –Introductory Information(Including Appendices 1-4)

TA Information

20. TA Information St. David’s Road West Name Change

Consent Items (IN CAMERA): 12:10 5 (if needed)

21. Record of IN CAMERA session of PreviousMeeting – Meeting #5 (2014-15) held onJune 24, 2015 -(IN CAMERA)

KF Approval

Key Items (IN CAMERA):

22. Rodman Hall – (IN CAMERA)(Including Appendices 1-4)

BH 12:15 15 Recommendation

23. Schmon Tower Student Services Atrium Projectand Architect Procurement – (IN CAMERA)

TA/ TSI

12:30 10 Recommendation

24. Goodman School of Business – (INCAMERA)(Including Appendices 1-3)

DoC 12:40 10 Information

25. Other Business KF 12:50 5

26. ADJOURNMENT 12:55

DEBRIEFING SESSION:Committee members and guests are invited by theChair to attend debriefing sessions in the meetingroom as follows:

a) Committee members, including thePresident and Vice-Presidents

b) Committee members, including thePresident

c) Committee members, excluding thePresident

Agenda Legend: DC – David Cullum BH – Brian Hutchings

DM – Donna Moody

KF – Kristine Freudenthaler TA – Tom Arkell BB – Bryan Boles DoC – Don Cyr TSI – Tom Saint-Ivany

Board of Trustees

Report to the Capital Infrastructure Committee

Information Item

TOPIC: Major Projects Update - ITS

September 30, 2015 David Cullum, Associate Vice-President, Information Technology Services

EXECUTIVE SUMMARY Cloud initiatives: Office 365. The Office 365 cloud initiative is a collection of projects with the following deliverables: 1) Move student email accounts to the Office 365 cloud (completed) 2) Implement Exchange Online Protection (in progress) 3) Move faculty and staff email accounts to Office 365 (timeline TBD) 4) Evaluate Office 365 SharePoint for use by faculty and staff (timeline TBD) 5) Implement Skype for Business video conferencing for students, staff, and faculty (TBD) 6) Implement Skype for Business as a PBX replacement (timeline TBD). On May 2, 2015, approximately 47,500 Brock student accounts were successfully moved to the Office 365 cloud without major incident, as reported to CIC earlier. Office 365 provides students with enhanced email and calendar functionality, 1 terabyte of cloud storage, MS Office online and modern collaborative tools. The current on premise anti-spam and anti-malware system is end of life, is resource intensive to manage and offers limited functionality. The Office 365 Exchange Online Protection (EOP) service offers lower operational cost, enhanced spam and malware protection, robust control, improved security and improved auditing capabilities. Cutover to EOP is scheduled for December 26, 2015. Once EOP is in service, all Brock incoming and outgoing email will be scanned and processed for spam and malware by Office 365. Additional Office 365 cloud functionality, such as Office 365 SharePoint, Skype for Business video conferencing and PBX replacement will be evaluated to determine fit for the University, and a decision made on whether to further pursue such cloud functionality. PaperCut: Centralized Print Accounting. The primary objective of this project is to consolidate print management tools in order to manage and account for all campus-wide printing. Milestone 1 was completed in August, 2014, integrating all student labs (not including Computer Science, Faculty of Mathematics and Science) and Library printing. Additionally, all ITS managed printers have been integrated into the system allowing for the collection of usage metrics. Phase 2, (Administrative Machines) was completed in August 2015, while Phase 3 (Faculties), is scheduled to be completed by FY15/16 Q3.

Payment Card Industry Data Security Standards (“PCI-DSS”) compliance. The University accepts credit cards for various types of payments, which means that the University is required to be compliant with the Payment Card Industry Data Security Standards (PCI-DSS). The University has reviewed the initial report submitted by the consultant, NCI Secured Intelligence, and has determined that an RFP for an assessment of the University’s cardholder data environment against the PCI-DSS is required. Accordingly, an RFP has been issued and a mandatory site visit with proponents interested in submitting a proposal has been scheduled for mid-September. SharePoint Document Management. SharePoint is an enterprise-level technology to be used by the University for content management and collaboration. The overall SharePoint implementation will include the design and build of a scalable server farm (complete) including data warehouse servers, a design and validation of the information architecture (complete), the setup of the business intelligence site (complete) and the build of an intranet portal including department and team sites (under review). A service provider, Envision IT, provided a health check and an 18-month roadmap for the build of the intranet portal and department and team sites; the roadmap is currently under review. Wireless Expansion Phase 1. Brock offers students, faculty and staff wireless access (commonly referred to as Wi-Fi) throughout all campuses, facilities and 4 of 7 residences. Usage rates have expanded dramatically over the past few years and, over the last two years, ITS has expanded coverage and density in all areas particularly in teaching spaces, common areas and student residences. A number of residences have migrated from wired network to wireless. By the summer of 2016, all residences will have been upgraded to wireless connectivity. Evergreening Program. All IT hardware eventually becomes obsolete whether through failure, no support from the manufacturer, or due to lack of capabilities. Hardware can consist of network switches, internet routers, wireless access points , desktop computers , servers and telephone systems just to name a few. ITS has a program of replacing aging and obsolete hardware on a yearly schedule that is based on priorities and operational requirements. Finance system and ITS. ITS has been working alongside with Finance for the last year to identify the integration work required with the many core systems and other major systems. All systems requiring integration into the new Finance system have been identified within the scope of this project. ITS is committing a full time Business Analyst with the potential for addition if required to work closely with Finance and other subject matter experts (SMEs) who work with the many systems on a daily basis. The SMEs will be critical to the success of integration into the new Finance system. The new Finance system is set for a go live date of May 2016. Shortly after this event, the old LION Finance system will become a Read Only system for Finance to pull off reports when needed on a daily basis and for year-end closing if required. Once the new system has been running stable and users are feeling more comfortable with the new system, Finance can then make the decision as to when the old system can be turned off. Once this has been done this will allow ITS to begin the work of decommissioning the current and unsupported LION platform.

This will have a significant impact once complete as we can then update other databases that were connected directly to the LION platform. Until now, ITS has not been able to apply needed upgrades because of LION being unsupported and unable to upgrade from its current 2003 SQL database to the current 2013 SQL. ITS is also just completing an analysis of all current software solutions on campus. This analysis will help to better understand what systems will be next to replace based on urgency and priority. This analysis will be presented to the next Core Application Committee on Tuesday, September 15 for review. APPENDICES Appendix 1 – Cloud Initiatives: Office 365 for students (2 pages) Appendix 2 – PaperCut: Centralized Print Accounting (1 page) Appendix 3 – Payment Card Industry Data Security Standards compliance (1 page) Appendix 4 – SharePoint Document Management (2 pages) Appendix 5 – Wireless Expansion Phase 1 (1 page) Appendix 6 – Evergreening Program (1 page)

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Capital Infrastructure Committee TOPIC: Major Projects Update – ITS

September 30, 2015 Appendix 1 Appendix 1 - Cloud Initiatives: Office

365 for students

September 3, 2015

Project Status Update Project Description: The Office 365 cloud initiative is a collection of projects with the following deliverables: 1) Move student email accounts to Office 365 - completed 2) Implement Exchange Online Protection - in progress 3) Move faculty and staff email accounts to Office 365 - TBD 4) Evaluate Office 365 SharePoint for use by faculty and staff - TBD 5) Implement Skype for Business video conferencing for students, staff and faculty - TBD 6) Implement Skype for Business as a PBX replacement – TBD. On May 2, 2015, approximately 47,500 Brock student accounts were successfully moved to the Office 365 cloud without major incident. Office 365 provides students with enhanced email and calendar functionality, 1 terabyte of cloud storage, MS Office online and modern collaborative tools. The current on premise anti-spam and anti-malware system is end of life, is resource intensive to manage and offers limited functionality. The Office 365 Exchange Online Protection (EOP) service offers lower operational cost, enhanced spam and malware protection, robust control, improved security and improved auditing capabilities. Cutover to EOP is scheduled for December 26, 2015. Once EOP is in service, all Brock incoming and outgoing email will be scanned and processed for spam and malware by Office 365. Moving Brock staff and faculty to Office 365 will provide Brock employees with the same email functionality they currently have with the advantage of greatly increase mailbox capacity. Other benefits from include; increased mailbox size, 1TB of cloud storage, lower operating costs, reduced IT infrastructure and centralized email administration. Office 365 SharePoint for faculty and staff is a service that is disabled with our current Office 365 implementation. Implementing this functionality can greatly increase employees’ ability to communicate and collaborate. A determination on whether to move forward with this initiative will be made at a later date. Skype for Business video conferencing will provide students, staff and faculty with the ability to video conference and message each other from their computers, smart phone or tablet device from any location with an internet connection. This will be a new service for the University and is offered for free from Microsoft to educational institutions. A determination on whether to move forward with this initiative will be made at a later date. Skype for Business with PBX functionality is a service that can replace our aging PBX at a fraction of the cost and with greatly increased functionality. A determination on whether to move forward with this initiative will be made at a later date. Impact: All students, faculty and staff Status/Issues: On-schedule Upcoming Milestones: Exchange Online Protection go-live FY15/16 Q3

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Schedule Original Current Office 365 for students FY15/16 Q1 Completed EOP cutover FY15/16 Q3 FY15/16 Q3 Office 365 for faculty and staff FY15/16 Q4 FY15/16 Q4 Office 365 SharePoint evaluation TBD TBD Skype video conferencing TBD TBD Skype PBX implementation TBD TBD Budget Budget (14/15) for O365 for students and EOP only $ 25,000 Costs to date 16,000 Commitments to date (excluding costs to date) 0 Future planned commitments $ 5,500 Total projected cost $ 21,500 Variance to approved budget ((O) / U) $ 3,500 14% Project Team ITS & University Services

Management David Cullum, Associate Vice-President, ITS Andy Morgan, Director, Client Services, ITS Stephen Alger, Project Manager Andreas Paulisch, Subject Matter Expert

Vendor Microsoft


September 30, 2015 Appendix 2

Appendix 2 - PaperCut: Centralized Print Accounting

September 3, 2015

Project Status Update Project Description: Brock University’s print infrastructure operates in silos utilizing multiple print management systems, with print costs varying between faculties and departments. Additionally, MFD (“multi-functional device”) management for faculty and staff is managed at the individual device level, which is resource intensive in terms of setup and account reporting. By consolidating printing / faxing / copying into one system, this project standardizes printing costs across the University and will result in resource and reporting efficiencies. The implementation of the Centralized Print Accounting and Management project is in three phases: Phase 1: Computer labs – completed Phase 2: Administrative departments – completed Phase 3: Implementation in all academic faculties. This is underway in a phased approach which began

in mid-June until completion forecasted for the end of December 2015. Impact: All student labs, faculty and staff locations where centralized print services are utilized. Status/Issues: No additional funds have been spent to date. An extension for the completion of faculty MFDs has been requested as we continue to work with faculty to address concerns and deliver an optimized solution. Upcoming Milestones: Integration of faculty MFDs – FY15/16 Q3

Schedule Original Current Finance reporting requirement - Completed Administration MFD integration November 28, 2014 Completed Faculty MFD integration November 28, 2014 FY15/16 Q3 Budget Budget (14/15) $ 50,000 Costs to date 45,989 Commitments to date (excluding costs to date) 0 Future planned commitments 0 Total projected cost $ 45,989 Variance to approved budget $ 4,011 8% Project Team ITS & University Services

Management David Cullum – Associate Vice-President, ITS Tom Arkell – Associate Vice-President, University Services Michael Kuhn – Project Manager Josh Sekel – Subject Matter Expert Matt O’Beirn – Subject Matter Expert

Vendor AOS



Appendix 3 - Payment Card Industry Data Security Standards Compliance

September 3, 2015

Project Status Update Project Description: Brock accepts credit cards across the University for various types of transactions. As a “merchant”, Brock is required to be compliant with the Payment Card Industry Data Security Standards (“PCI DSS”), with compliance to be demonstrated quarterly through network vulnerability scans and annually through a self-assessment questionnaire to our “acquirer” (Chase Paymentech). Impact: All University areas accepting credit card payments. Status/Issues: ITS has reviewed an initial report submitted by the consultant, NCI Secured Intelligence (“NCI”), and has determined that an assessment of the University’s cardholder data environment against the PCI-DSS is required. Accordingly, the University has issued a follow-up RFP to solicit proposals for these services. A mandatory site visit will be held in mid-September with proponents interested in submitting a proposal. Proposals received will be evaluated in October. Upcoming Milestones: Proponents mandatory site meeting – FY15/16 Q2 Assess proposals – FY15/16 Q2 Consultant’s assessment and recommendations – FY15/16 Q3 Implement recommendations – FY15/16 Q4 Schedule Contract QSA company Contract QSA company – part 2 PCI footprint reduction recommendations Implement recommendations PCI-DSS audit

Original FY14/15 Q3 FY15/16 Q2 FY15/16 Q3 FY15/16 Q4 FY16/17 Q1

Current completed

FY15/16 Q2 FY15/16 Q3 FY15/16 Q4 FY16/17 Q1

Budget Budget (14/15) $ 20,000 Budget (15/16) 45,000 Total budget $ 65,000 Costs to date 37,034 Commitments to date (excluding costs to date) TBD Future planned commitments TBD Total projected cost TBD Variance to approved budget TBD Project Team

PCI Steering Committee Bryan Boles – Associate Vice-President, Finance David Cullum – Associate Vice President, ITS Joshua Tonnos – Director, Accounting And Treasury

PCI Team Shamira Gulamhussein, Team Lead ITS staff members as required University areas accepting credit card payments

QSA Consultant NCI Secured Intelligence – part 1 TBD – part 2

PCI-DSS Auditor TBD


September 30, 2015 Appendix 4 Appendix 4 - SharePoint

Document Management

September 1, 2015

Project Status Update Project Description: The initial implementation of SharePoint is divided into four phases, with subsequent project(s) to roll out SharePoint to the University. Phase 1: a scalable server farm build – completed Phase 2: design of the Information Architecture and Roadmap – completed; roadmap under review Phase 3: a Business Intelligence (“BI”) site to host analytics reporting – completed Phase 4: build and implementation of the intranet portal, including department and team sites - underway. Impact: This project will initially benefit a subset of University employees, including staff and faculty. All Brock employees will benefit in subsequent projects. Status/Issues: Phase 1: A test server farm has been built and configured. Phase 2: A health check was conducted by the vendor, EnvisionIT, and the resulting recommendations implemented by ITS in Production for the Board portal. The health check assessed reliability and security of the server farm build in Phase 1. Requirements gathering sessions were conducted with Faculties and departments as the first step in identifying and developing the information paths to meet University needs. Information architecture, governance leading practices, wireframe diagrams and functional specifications for a SharePoint intranet were delivered. In addition, an 18-month roadmap was developed based on the results of requirements gathering. Phase 3: The BI site is available to key users in Finance, Institutional Analysis and Registrar’s Office for analytics. Further role out of BI functionality is planned as part of future projects. Phase 4: ITS is currently reviewing the 18-month roadmap, presented by EnvisionIT in Phase 2, for viability and implementation options. Upcoming Milestones: For Phase 4: Site Build (intranet portal) – FY15/16 Q3 Employee Portal for all employees to access HR information – timeframe TBD ITS Portal for all employees to access ITS information – timeframe TBD Department pages for all employees to access their respective home page) – TBD Team sites for collaboration with other departments – timeframe TBD

Schedule

Build server farm Select contract help Develop Information architecture roadmap Functional specifications Roadmap (18 month and beyond) Site build Employee Portal ITS Portal Department pages Team sites

Original FY14/15 Q3 FY14/15 Q3 FY15/16 Q1 FY15/16 Q1 FY15/16 Q1 FY15/16 Q2

TBD TBD TBD TBD

Current Complete Complete Complete Complete Complete

FY15/16 Q3

Budget Budget (14/15) $ 126,000 Costs to date 50,503 Commitments to date Future planned commitments 75,497 Total projected cost $ 126,000 Variance to approved budget

Project Team

Information Technology Services

David Cullum – Associate Vice-President, ITS Audrey Fehlow – Director, Application Development, ITS Sergio Sartor – Director, Infrastructure, ITS Maria Pillitteri – Project Manager, ITS Andreas Paulisch – Manager, Integrated Systems Support Group Alba Kotyk – Manager, Applications Architect Norman Young – Manager, Data Architect Mario Arlia - Senior Systems Administrator Matt Cyr – Development, Team Lead James Humphries –Development, Team Lead Ben Davidson, Application Developer

Marketing & Communications

Meron Hrycusko, Associate Director, Web Marketing Communications

Service Provider Envision IT



Appendix 5 – Wireless Expansion Phase1

September 1, 2015

Project Status Update Project Description: This project is focused on expanding and improving wireless service for data network connectivity for students, staff and faculty. The project will see almost 500 access points installed during FY 15/16 to improve connectivity. Brock ITS staff and contractual partners will install conduit, wiring, network switching and wireless access points to cover both residence buildings and indoor campus areas. During FY 15/16 (Phase 1) Quarry View, Village, DeCew and Gateway Residences will be WiFi equipped. Other residences will be completed in future phases. As part of this process, wireless has been rebranded to one channel called “BrockWiFi”. In addition, the project will improve security and ease of connectivity. At the end of Phase 1, the University will have deployed over 1,000 access points, with 4 of its 7 residences WiFi capable. This put Brock University as one of the leaders amongst education institutions in Ontario for wireless technologies on campus and residences. Impact: Students, Staff, Faculty Status/Issues: On schedule. Residence upgrades are completed. Improved security, connectivity and rebranding completed. Upcoming Milestones: Replace / increase access points throughout all campuses – FY15/16 Q4

Schedule Quarry View, DeCew, Village Residences Improved security, connectivity and rebranding Campus WiFi Access Point Evergreening

Original FY15/16 Q2 FY15/16 Q2 FY15/16 Q4

Current Completed Completed FY15/16 Q4

Budget Budget (15/16) $ 463,750 Costs to date 395,239 Commitments to date (excluding costs to date) 0 Future planned commitments 68,511 Total projected cost 460,000 Variance to approved budget 0 Project Team

Wireless Expansion Phase 1 Team

Ed Blasinski, Team lead Sergio Sartor, Team lead Brad Warankie, Team member Chad Cupola, Team member Roman Cierny, Team member Luciano Della Smirra, Team member

Consultant Quartek Group

Vendor Aruba, Cisco, Systemmacs



Appendix 6 – Evergreening Program

September 1, 2015

Project Status Update Project Description: The evergreening program is an annual collection of projects to ensure that the University’s systems are current, secure and supportable. The collection of projects is focused on servers, network devices, storage infrastructure, audio/video conferencing equipment and lab desktops to manage the lifecycle of the assets. Particular asset items that come up for renewal are assessed to determine whether innovative opportunities are available to better deliver capabilities, functionality, security or savings with an emphasis on assessing new technologies such as cloud. Impact: Staff, Faculty and Students Status/Issues: On track. Upcoming Milestones: Audio visual procurement – FY15/16 Q4 Audio visual installation – FY15/16 Q4 Disk and data backup procurement – FY15/16 Q4 Disk and data backup installation – FY15/16 Q4 Desktop redeployment – FY15/16 Q4

Schedule Distribution Network Evergreening Phase 1 Network Appliances Evergreening (DNS) Audio Visual Evergreening Disk & Data Backup Evergreening Desktop Redeployment/Evergreening

Original FY15/16 Q1 FY15/16 Q2 FY15/16 Q2 FY15/16 Q4 FY15/16 Q4

Current Completed Completed FY15/16 Q4 FY15/16 Q4 FY15/16 Q4

Budget Budget (15/16) $ 439,500 Costs to date 81,108 Commitments to date (excluding costs to date) 0 Future planned commitments 358,392 Total projected cost 439,500 Variance to approved budget 0 Project Team

Evergreening Team Sergio Sartor, Team Lead Andy Morgan, Team Lead Phil Nardangeli, Team member Roman Cierny, Team member Andreas Paulisch, Team member Jon Winterbottom, Team member

Vendors Cisco, Dell, NetApp, Infoblox

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Board of Trustees


Information Item

TOPIC: ITS Policy Update

September 30, 2015 David Cullum, Associate Vice-President, Information Technology Services

EXECUTIVE SUMMARY ITS continues to develop new policies as well as related documents such as standards, guidelines, procedures, etc., primarily although not exclusively to address the requirements of the Payment Card Industry’s Data Security Standards (PCI-DSS). To date, 14 key policies have been developed and are under various stages of review. Changes from the report presented in June are highlighted below.

Policy Internal ITS review

Stakeholder review

SAC review

Collective Agreement compliance

(1)

SAC acceptance

Board Approval

Cloud / Hosted / SaaS x x x Dec 16/14

IT Acceptable Use (see Note 2) x x x

IT Backup x x x Feb 3/15

IT Change Management x x x May 26/15 x

End user Messaging Submitted

Firewalls Submitted

IT Incident Response Submitted

IT Physical Access Submitted

IT Service Providers x x x Dec 16/14

Logical Access (see Note 3) x x

IT Remote Access x x Submitted Sep 15/15

IT System Security x x Submitted Sep 15/15

Technology Submitted

Wireless Security x x x Feb 3/15

Notes:

(1) Submitted to BUFA for review (2) On hold until the Code of Conduct negotiations have been finalized (3) Pending Standards for Privileged Users

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15 Board of Trustees


Information Item

TOPIC: Major Projects Update - FM

September 30, 2015

Tom Saint-Ivany, Associate Vice-President, Facilities Management Roland Mech, Interim Director, Campus Planning, Design & Construction Services

EXECUTIVE SUMMARY Marilyn I. Walker School of Fine and Performing Arts (MIWSFPA). The occupant move proceeded as planned during the week of June 24, 2015 and was successfully completed. Work has continued on remediation of deficiencies, relocation of public art, and installation of signage as well as new furnishings. The facility was ready for full academic use at the beginning of the fall 2015 term. The official grand opening of the Marilyn I. Walker School of Fine and Performing Arts occurred Friday, September 18, 2015; on schedule and within approved budgetary parameters. Staff are in the process of planning the implementation of the Rotary site feature, in recognition of the Rotary donation. Artificial Turf Field. Construction of the new artificial turf field proceeded well over the summer with very with few complications or issues. The permanent scoreboard installation was delayed due to a separate Niagara Escarpment Commission development permit application requirement. The overall project is still on schedule to be completed and ready for use by mid-September 2015; on schedule and on budget. Goodman School of Business Building. Over the summer, monthly Project Steering Committee meetings, chaired by the Dean of the GSB, have continued. Cooper Construction Ltd., was awarded the contract for construction management services by the Board’s Executive Committee based on Management’s recommendation after a Request for Proposal and evaluation process. The architects, +VG Architects, have continued their preliminary design work and assisted in the evaluation of the Construction Manager proposals. The project is still on schedule for construction to be underway in the fall of 2016, to ultimately deliver a renewed and expanded GSB facility for the start of the academic year in September 2018. Mackenzie Chown Fire Alarm Replacement. The contractors work is continuing, mostly consisting of evening and night shifts, and is still progressing well. However, there have been further delays in the delivery of the fire alarm equipment from the manufacturer resulting in a revised estimated completion date of February 2016. Post-MIWSFPA Moves/Renovations. Campus Planning, Construction and Design successfully moved to 573 Glenridge on July 15. Phase 1 construction was completed in the Sean O’Sullivan Theatre and Thistle room TH 149 in preparation for the fall semester. The remaining Thistle renovations are still on schedule for completion December 2015. Schmon Tower classrooms and

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the 573 Glenridge Lab projects were tendered in August with planned completion in 2015. Phase 2 design and Class D estimation are also anticipated to be completed December 2015. APPENDICES Appendix 1 - MIWSFPA (1 page) Appendix 2 - Artificial Turf Field (1 page) Appendix 3 - Goodman School of Business Building (1 page) Appendix 4 - Mackenzie Chown Fire Alarm Replacement (1 page) Appendix 5 - Post-MIWSFPA Moves/Renovations (1 page)

Capital Infrastructure Committee TOPIC: Major Projects Update - FM


APPENDIX 1 Marilyn I. Walker School of Fine and Performing Arts (198 St. Paul Street)

Project Status Update Project Description: The creation of modern purpose-built space in the historic Canada Hair Cloth Building in downtown St Catharines for the MIWSFPA. Part of the overall Academic and Cultural Arts Centre project which includes the City’s Performing Arts Centre (PAC). Area: 93,700 GSF including the existing building and new construction. Status/Issues: Occupant move-in has occurred, final IAQ monitoring results met specified criteria, and construction deficiencies are 90% complete. No liens were registered against the property and the Bird contract holdback was released on July 14. The City enacted the change of address to “15 Artists’ Common”, textile art by Marilyn Walker has been installed, and final POC meeting was held on July 23. Most furniture has been installed and signage, sculpture relocation and other preparations for the academic year are in progress. The alternate plan developed to utilize a nearby church in the event PAC spaces required for classes are not ready for use in September remains in place. Upcoming Milestones: Start of classes September 9 and grand opening September 18, 2015.

Schedule Project Manager Retention Prime Consultant Retention Early Works Tender Main Tender Interim Contract Award Construction start Execution of CCDC2 Contract Substantial Performance Occupancy and Move-in Commencement of Classes

Original December 2009 February 2011 January 2012 July 11, 2012

- October 2012

September 2012 February 13, 2014

Summer 2014 September 2014

Current December 2009 February 2011 January 2012 July 26, 2012

January 16, 2013 January 21, 2013

June 19, 2013 May 15, 2015 June 24, 2015

September 2015

Budget Original Approved Budget (January 2011) Approved budget (June 2013) Costs to date (August 20, 2015) Commitments to date (excluding costs to date) Future planned and estimated commitments Total projected cost Variance from approved budget Variance from original budget

$39,602,427 $45,458,425 $44,484,559 $1,445,645

$292,752 $46,222,956

-$764,531 -$6,620,529

1.7% 16.7%

Project Team Facilities Management Thomas Saint-Ivany – Associate Vice-President, Facilities Management

Roland Mech – Interim Director Campus Planning Design & Construction Scott Roper – Brock University Project Manager

Consultant Proj. Manager PRISM Partners Inc.

Prime Consultant Diamond and Schmitt Architects (DSAI)

Contractor(s) JMX Environmental (early works) Bird Construction Group (main contract)



APPENDIX 2 Artificial Turf Field

Project Status Update Project Description: The Brock University Students Union (BUSU) and an anonymous donor are financially supporting this project which consists of the installation of an artificial turf sports field situated immediately to the west of the Walker Complex. The project is being delivered utilizing the Design-Build method of construction procurement. On March 12, the Board of Trustees approved the project to proceed subject to a successful BUSU referendum to contribute $1m, which was subsequently held and passed March 24 – 26, 2015. Status/Issues: Construction commenced during the evenings of the convocation week and moved along smoothing through-out the summer with only minor delays due to weather. No major issues arose during the project and the Contractor was able to main their schedule. Completion of the project is expected to be on time as scheduled and on budget. Upcoming Milestones: Completion of construction – mid September 2015

Schedule Consultant Retention (for Design-Build RFP) Stakeholder Consultation & RFP preparation Board of Trustees Project Approval Issue Design-Build RFP Design-Build team Selection Award of Contract Construction Period Field Ready for Use

Original Dec 2014 – mid Jan 2015 Mid Jan 2015 – Feb 2015

March 12, 2015 March 20, 2015 Mid April 2015 Late April 2015

June – mid Sept 2015 Sept 19, 2015

Current Dec 2014 – mid Jan 2015 Mid Jan 2015 – Feb 2015

March 12, 2015 March 12, 2015 Late April 2015 May 22, 2015

June – mid Sept 2015 Sept 18, 2015

Budget Approved Total Project Budget Costs to date Commitments to date (excluding costs to date) Future planned commitments Total projected cost Variance from current budget

$1,560,000 $464,960

$1,020,399 $46,078

$1,531,437 $28,563

-0.18%


Roland Mech – Interim Director, Campus Planning Design & Construction Gary MacKeen – KMB, Consultant Project Manager

Consultant Stantec

Design Build Contractor Davan Group



APPENDIX 3 Goodman School of Business Building

Project Status Update Project Description: The project consists of a new atrium addition on the west side of Taro Hall for the Goodman School of Business, creating a new entrance facing Brock Mall, an east addition, and renovations to the existing building. The project will provide dedicated student working spaces, offices, classroom and research spaces as well as student laboratory space. Existing classrooms will be renovated with modern furnishings and state-of-the-art teaching technologies. Area: approx. 27,212 sq. ft. new, 19,365 sq. ft. existing renovated and 19,365 sq. ft. existing “refreshed”. Status/Issues: The Project Steering Committee (PSC) has held monthly meetings over the summer and a Construction Manager was successfully retained. The architect has continued with preliminary design work and an updated topographic site survey including all underground site servicing was prepared. There are ongoing discussions with Bell Canada regarding the impact of the bell easement, along the west side of Taro Hall, on the project design. The project is on schedule. Upcoming Milestones: completion of Schematic Design and a Class C estimate – Fall, 2015

Schedule Complete alternative planning Award of Architect contract Retain Construction Manager Design period Tender Award of construction contract Construction period Substantial Performance Occupancy Ready for academic use

Original Mar 2015

May 27, 2015 July 17, 2015

Jun 2015 – Mar 2016 Apr 2016 May 2016

Jun 2016 – Jul 2018 Jun 2018 July 2018 Sept 2018

Current Mar 2015

May 27, 2015 Aug 17, 2015

Jun 2015 – Mar 2016 Apr 2016 May 2016

Jun 2016 – Jul 2018 Jun 2018 July 2018 Sept 2018

Budget Budget (not including prior studies) Costs to date Commitments to date (excluding costs to date) Future planned commitments Total projected cost Variance from current budget

$24,000,000 $0

$2,600,774 $21,399,226 $24,000,000

$0

0%


Roland Mech – Interim Director, Campus Planning Design & Construction

Consultant +VG Architects

Construction Manager Cooper Construction Limited



APPENDIX 4 Mackenzie Chown Complex Fire Alarm Replacement

Project Status Update Project Description: The existing Fire Alarm System (FAS) installed in the Mackenzie Chown Complex (constructed 1972) is at the end of its useful life, does not meet current standards and requires replacement. This project consists of the replacement of the existing FAS in the entire Complex including H (1982) and J (1993) blocks. Area: Total building area 357,496 gross sq. ft. Status/Issues: The contractor has completed rough-in work in all Blocks and Inniskillin Hall. Factory witness testing of the new fire alarm system rack-mount transponder hardware occurred July 29th with only minor software programming deficiencies noted. These were addressed and corrected. Equipment was shipped to site and installed in early August. Painting of conduits and boxes is ongoing. Upcoming Milestones: Rough-in of devices in the Alumni Greenhouse will occur in late October. Switch-over to the new fire alarm system equipment will begin on a per floor / per Block basis starting in late September 2015 with completion expected in early February 2016. Final testing will follow and be completed by late February 2016.

Schedule Issue FA Consultant RFP Select FA Consultant Commence FA Design Preliminary Cost Estimate FAS Equipment Selection General Contractor Prequalification General Contractor Tender Contract Award Construction Period

Original -

October 15, 2013 November 2013

November 15, 2013 ------ ------

February 2014 April 2014

Summer/fall 2014

Current December 2, 2013 January 9, 2014 January 16, 2014

February 2014 September 10, 2014 September 15, 2014 September 17, 2014 November 14, 2014

January 5, 2015 – February 2016

Budget Budget (13/14) – actual spent Budget (FY 14/15) Total Budget Costs to date Commitments to date (excluding costs to date) Future planned commitments Total projected cost Variance to approved budget

$37,082 $1,667,000 $1,704,082

$597,082 $652,544 $196,479

$1,438,859 $265,223

-15.6%


Roland Mech – Associate Vice-President, Facilities Management David Balasiak – Brock University, Project Manager

Fire Alarm Consultant LRI Engineering Inc.

Contractor Com-Plex Systems Ltd.



APPENDIX 5 Post-MIWSFPA Moves/Renovations

Project Status Update Project Description: Upon completion of the occupant moves into the new downtown MIWSFPA facility in June 2015, the vacated space on the main campus will be renovated for new occupants/uses. The plan for the reassignment of this space was developed by the University’s Special Advisor on Buildings and Space with input from the Senate Information Technology and Infrastructure Committee, the Senior Administrators’ Council (SAC) and the Space Planning and Management Committee. The overall project has been divided into four sub-projects. Each sub-project consists of Phase 1 work funded and planned for 2015. The additional budget requirement for the remaining work (Phase 2) is estimated at $3,200,000 and is planned for the summer/fall of 2016 pending funding approval. Status/Issues: Phase 1 construction is completed in the Sean O’Sullivan Theatre and underway in Thistle. Tenders for Schmon Tower classrooms and 573 Glenridge Lab are scheduled for August with planned completion in 2015. Phase 2 design and Class D estimation are anticipated to be complete in December 2015. Upcoming Milestones:

Award of Phase 1 Schmon Tower and 573 Glenridge Lab projects to successful bidders Sept. 2015

Completion of Phase 1 construction December 2015 Completion of Phase 2 design and Class D estimates December 2015

Schedule Consultant Retention Ph 1 & 2 Design Contractor Pre-qual Ph 1 Tender Ph 1 Construction Ph 2 Tender/Construction (pending funding approv.)

Original Nov – Dec 2014 Jan – Mar 2015 Feb – Mar 2015

Apr 2015 Jun – Dec 2015

Mar 2016 – Nov 2016

Current/Final Nov – Dec 2014 Jan – Apr 2015 Feb – Mar 2015

May – August 2015 Jun – Dec 2015

Mar 2016 – Nov 2016

Budget FY 14/15 Approved Budget for Design fees FY 15/16 Approved Budget Total Approved Budget (Ph 1) Costs to date Commitments to date (excluding costs to date) Future planned commitments Total projected cost Variance from current budget

$275,000 $1,525,000 $1,800,000

$250,718 $544,379

$1,004,903 $1,800,000

$0

0%


Roland Mech – Interim Director, Campus Planning Design & Construction Janet Muenzberger – Brock University Project Manager

Consultants Atkinson Engineering Inc. and Gow Hastings Inc.

Contractors Ecco Electric Limited, Duomax Development Limited

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Board of Trustees


Information Item

TOPIC: Deferred Maintenance Update

September 30, 2015 Tom Saint-Ivany, Associate Vice-President, Facilities Management

Scott Johnstone, Director, Maintenance & Utilities Services

FACILITY CONDITION INDEX STATUS

With the inspections and audits completed (as described further below), the 2015 Council of Ontario Universities (COU), VFA database-calculated, Facility Condition Index (FCI) results are shown in Table 1.

Date 10-‐Feb 11-‐Mar 12-‐May 13-‐May 14-‐May 15-‐May FCI 0.23 0.18 0.16 0.19 0.18 0.16 DM Value $68,450,691 $77,886,000 $94,780,300 $117,422,298 $112,512,000 $109,303,210 CRV Value $295,504,954 $432,700,000 $615,456,493 $624,900,256 $640,000,000 $691,488,566

Table 1 – FCI Results

The FCI is a standard metric that is used to indicate the ratio of the value of deferred maintenance (DM) to the current replacement value (CRV) of an asset. A smaller ratio number is indicative of overall better asset condition. The 2014 COU-system FCI is 0.10. A FCI of 0.65 would be indicative that an asset is prohibitive-to-repair.

LONG TERM CAPITAL PLAN DEFERRED MAINTENANCE STATUS

The First Quarter status of FY 14/15 and FY 15/16 Long Term Capital Plan (LTCP) projects and the financial reserves associated with deferred maintenance are shown at Appendix 1. Two project manager vacancies have negatively impacted on moving projects forward, as have delays on receiving fire alarm equipment that is necessary for the MC Fire Alarm Replacement project. While invoices (progress or final) may have not been received and processed (as at August 5, 2015), activity has occurred on a number of projects over the summer period e.g. furniture replacement.

FACILITY CONDITION AUDITS (VFA) & RESERVE FUND STUDIES

Facilities Management is progressively completing comprehensive facility condition audits of University infrastructure (buildings and site), updating the VFA Database (used by all COU institutions) with the audit results, along with Reserve Fund Studies (RFS). Facility condition audits are conducted based upon a repeating five-year cycle, so that once every five years an asset’s condition is audited and reported comprehensively (Appendix 2).

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The VFA database has been updated with the results of the scheduled comprehensive facility condition audit for “Area #1” and Area #5” (Residences). The database has been updated and reformatted following a comprehensive audit of the CFHBRC. A new VFA database has been created for the Marilyn I. Walker School of Fine and Performing Arts (MIWSFPA) from data provided from the design and construction teams. The next phase of comprehensive facility audits and VFA database updates will take place this autumn for “Area #2”.

A RFS has been completed for the CFHBRC and a draft RFS has been completed for the Arthur Schmon Tower with the final report expected in September. A RFS is planned for the MIWSFPA and is expected to commence in September.

APPENDICES

Appendix 1 – FY 14/15 & FY 15/16 Q1 Deferred Maintenance Projects Status Report (2 pages) Appendix 2 – Facility Condition Audit Cycle - VFA Database Update (2 pages)

Capital Infrastructure CommitteeTOPIC: Deferred Maintenance Update

September 30, 2015Appendix 1

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APPENDIX 1

2014/15 AND 2015/16 Q1 DEFERRED MAINTENANCE PROJECTS STATUS REPORT

2014/15 Deferred Maintenance Projects

Project Name Budget Yr Approved Funding

Revised Funding (A)

Actual Costs to May 15, 2015

(B)

Actual Costs May 16/15-Aug.5/15

15/16 Projected Cost

(C)


(D)

Project Variance (A-B-

C-D)

Projected Cost at

Completion (B+C+D)

PROJECT MANAGEMENTProject Management Expenses 14/15 300,000$ 152,040$ 148,767$ -$ -$ -$ -$ 148,767$

Facility Condition Audits (VFA) 14/15 75,000$ 75,541$ 75,541$ -$ -$ -$ -$ 75,541$ Total Project Management 375,000$ 227,581$ 224,308$ -$ -$ -$ -$ 224,308$

BUILDINGSPodium Roof - Phase 1 14/15 200,000$ 109,226$ 109,226$ -$ -$ -$ -$ 109,226$

Thistle Door Replacements 14/15 87,900$ 41,081$ 41,081$ -$ -$ -$ -$ 41,081$

Village Courts 10, 11, 12 Roof Replacement 14/15 125,000$ 142,490$ 142,490$ -$ -$ -$ -$ 142,490$

Lowenberger Kitchen AHU Replacememt 14/15 275,000$ 299,122$ 299,122$ -$ -$ -$ -$ 299,122$

Thistle Make-up Air Upgrade 14/15 27,000$ 19,304$ 19,304$ -$ -$ -$ -$ 19,304$

East Academic Seminar Room A/V Renewal 14/15 117,000$ 108,279$ 108,279$ -$ -$ -$ -$ 108,279$

Faculty of Math & Science Paint Booth Code Compliance 14/15 70,000$ 68,680$ 68,680$ -$ -$ -$ -$ 68,680$

Faculty of Math & Science Nitrogen Room Upgrades 14/15 30,000$ 61,542$ 61,542$ -$ -$ -$ -$ 61,542$

Facility Improv. to Support ITS Classroom Improv. 14/15 40,000$ 25,427$ 25,427$ -$ -$ -$ -$ 25,427$

High Voltage Equipment Renewal 14/15 75,000$ 75,000$ 74,289$ -$ -$ -$ -$ 74,289$ Annual Controls Conversion 14/15 75,000$ 75,000$ 67,386$ (12,073)$ 9,011$ -$ (1,397)$ 76,397$ Aquatic Centre Structural Repair - Ph 1 Design 14/15 150,000$ 150,000$ 51,971$ 1,431$ 98,029$ -$ -$ 150,000$ Mackenzie Chown Fire Alarm Replacement 14/15 1,667,000$ 1,402,000$ 362,839$ 164,844$ 1,039,161$ -$ -$ 1,402,000$ Print Shop Lift (G Block Elevator) 14/15 -$ 60,600$ 7,658$ 0$ 92,342$ -$ (39,400)$ 100,000$ Schmon Tower Elevators 14/15 -$ 26,400$ -$ 8,579$ 26,400$ -$ -$ 26,400$ Walker Complex - AHS Air Quality Upgrades - Ph 1 Design 14/15 60,000$ 60,000$ 30$ 2,830$ 59,970$ -$ -$ 60,000$ East Academic Site Work 14/15 -$ 50,000$ -$ -$ 50,000$ -$ -$ 50,000$

Total Buildings 2,998,900$ 2,774,152$ 1,439,325$ 165,611$ 1,374,913$ -$ (40,797)$ 2,814,238$

ROADS, PARKING LOTS, SIDEWALKS, STRUCTURES, SURFACE DRAINAGEBRIC Parking Lot Rebuilding 14/15 273,000$ 253,000$ 239,390$ -$ 5,000$ -$ 8,610$ 244,390$ Third Campus Entrance Design 14/15 45,000$ 45,000$ 9,543$ -$ 35,457$ -$ -$ 45,000$ Asphalt Repairs to Various Roads 14/15 -$ 45,000$ -$ -$ 45,000$ -$ -$ 45,000$

Total Roads, Parking Lots, etc. 318,000$ 343,000$ 248,933$ -$ 85,457$ -$ 8,610$ 334,390$

SURFACE/ABOVE, SUB-SURFACE UTILITIES,DISTRIBUTIONBack-flow Prevention - St. Catharines 14/15 50,000$ 50,000$ 698$ 616$ 39,302$ 10,000$ -$ 50,000$ Potable Water Piping Master Plan/Design (for tunnel and buried piping) 14/15 110,000$ 110,000$ -$ -$ 110,000$ -$ 110,000$

Stormwater Management Facility 14/15 -$ 215,000$ -$ 217$ 215,000$ -$ 215,000$ Total Surface/Above,Sub-Surface Utilities, Distribution 160,000$ 375,000$ 698$ 833$ 364,302$ 10,000$ -$ 375,000$

PLANNING, LAND SURVEYS, FEASIBILITY & INVESTIGATIVE STUDIESSchmon Tower Reserve Fund Study 14/15 -$ 25,000$ -$ -$ 25,000$ -$ 25,000$

Total Planning, Land Surveys, etc. -$ 25,000$ -$ -$ 25,000$ -$ -$ 25,000$

EQUIPMENTB Block Level 300 Network Upgrades 14/15 70,000$ 55,961$ 55,961$ -$ -$ -$ -$ 55,961$ South Block Wireless Upgrading 14/15 50,000$ 49,282$ 49,282$ -$ -$ -$ -$ 49,282$ Campus Wireless Upgrading 14/15 28,100$ 27,999$ 27,999$ -$ -$ -$ -$ 27,999$

Total Equipment 148,100$ 133,242$ 133,242$ -$ -$ -$ -$ 133,242$

OTHERReplace Sankey Chairs and Tables 14/15 -$ 36,560$ -$ -$ 36,560$ -$ -$ 36,560$ Exam Desks & Chairs 14/15 -$ 40,000$ -$ 15,734$ 34,100$ -$ 5,900$ 34,100$ Restoration of Path of Possibilities Sculpture 14/15 -$ 10,000$ -$ -$ 10,000$ -$ -$ 10,000$

Total Other -$ 86,560$ -$ 15,734$ 80,660$ -$ 5,900$ 80,660$

RESERVEGeneral 14/15 1,000,000$ 1,000,000$ -$ -$ -$ -$ 1,000,000$ -$ General Reserve moved to 15/16 (FAHS Air Quality Upgrades) -$ (1,000,000)$ -$ -$ -$ -$ (1,000,000)$ -$ Residence 14/15 1,000,000$ 1,000,000$ -$ -$ -$ -$ 1,000,000$ -$

Total Reserve 2,000,000$ 1,000,000$ -$ -$ -$ -$ 1,000,000$ -$

Total 2014/15 Q1 Deferred Maintenance 6,000,000$ 4,964,536$ 2,046,507$ 182,178$ 1,930,332$ 10,000$ 973,713$ 3,986,839$

Completed Projects

Capital Infrastructure CommitteeTOPIC: Deferred Maintenance Update


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APPENDIX 1

2014/15 AND 2015/16 Q1 DEFERRED MAINTENANCE PROJECTS STATUS REPORT

2015/16 Deferred Maintenance Projects

Project Name Budget Yr Approved Funding

Revised Funding (A)

Actual Costs to May 15, 2015

(B)

Actual Costs May 16/15-Aug.5/15


(C)


(D)

Project Variance (A-B-

C-D)

Projected Cost at

Completion (B+C+D)

PROJECT MANAGEMENT

Facility Condition Audits (VFA) 15/16 75,000$ 75,000$ -$ $ - 75,000$ -$ -$ 75,000$

Total Project Management 75,000$ 75,000$ -$ -$ 75,000$ -$ -$ 75,000$

BUILDINGS

Swimming Pool Hydraulic Cylinder Renewal 15/16 75,000$ 75,000$ -$ $ - 5,000$ -$ 70,000$ 5,000$

High Voltage Equipment Renewal 15/16 75,000$ 75,000$ 9,917$ $ 12,932 65,083$ -$ -$ 75,000$

Annual Controls Conversion 15/16 32,500$ 32,500$ -$ $ 538 32,500$ -$ -$ 32,500$

600 V Sub-Station Deficiencies 15/16 85,000$ 85,000$ -$ $ 1,086 85,000$ -$ -$ 85,000$

Podium Roof 15/16 435,000$ 435,000$ -$ $ 399,049 532,000$ -$ (97,000)$ 532,000$

MC "A" Roofs 57,58 15/16 425,000$ 425,000$ -$ $ 323,542 340,000$ -$ 85,000$ 340,000$

Aquatic Centre Structural Repair 15/16 1,200,000$ 1,200,000$ -$ $ 13,495 1,200,000$ -$ -$ 1,200,000$

Walker Complex-FAHS Air Quality Upgrades (14/15 Reserve) 15/16 1,000,000$ 1,000,000$ -$ $ - -$ 1,000,000$ -$ 1,000,000$

Schmon Tower Lobby Floor 15/16 -$ -$ -$ $ - 90,000$ -$ (90,000)$ 90,000$

Schmon Tower Third Floor Carpet 15/16 -$ -$ -$ $ - 40,000$ -$ (40,000)$ 40,000$

Total Buildings 3,327,500$ 3,327,500$ 9,917$ 750,642$ 2,389,583$ 1,000,000$ (72,000)$ 3,399,500$

SURFACE/ABOVE, SUB-SURFACE UTILITIES,DISTRIBUTION

Back-Flow Prevention - St. Catharines 15/16 50,000$ 50,000$ -$ $ - -$ 50,000$ -$ 50,000$

Total Surface/Above,Sub-Surface Utilities, Distribution 50,000$ 50,000$ -$ -$ -$ 50,000$ -$ 50,000$

ADAPTATIONS/ RENOVATIONS AND MAJOR RENEWAL

MIWSFPA- SOS Theatre Upgrades 15/16 32,204$ 32,204$ -$ $ 69,264 32,204$ -$ -$ 32,204$

MIWSFPA- Thistle Upgrades 15/16 232,890$ 232,890$ -$ $ 69,035 232,890$ -$ -$ 232,890$

MIWSFPA- Schmon Tower Upgrades 15/16 80,795$ 80,795$ -$ $ 646 80,795$ -$ -$ 80,795$

MIWSFPA- Glenridge/East Academic Upgrades 15/16 111,611$ 111,611$ -$ $ 5,032 111,611$ -$ -$ 111,611$

Total Adaptations/Renovations and Major Renewal 457,500$ 457,500$ -$ 143,977$ 457,500$ -$ -$ 457,500$

RESIDENCE

Lowenberger Carpeting Replacement 15/16 150,000$ 150,000$ 4,648$ $ 1,564 113,899$ 31,453$ -$ 150,000$

DeCew Lighting Retrofit 15/16 200,000$ 200,000$ 1,498$ $ 4,575 18,502$ 180,000$ -$ 200,000$

Miscellaneous Bedroom Painting 15/16 150,000$ 150,000$ -$ $ - 150,000$ -$ -$ 150,000$

Miscellaneous Public Area Painting 15/16 50,000$ 50,000$ -$ $ - 50,000$ -$ -$ 50,000$

Village Fire Alarm/Emergency Notification 15/16 1,140,000$ 1,140,000$ 15,717$ $ 342,445 888,201$ -$ 236,082$ 903,918$

Village Exterior Court Lighting (Final Phase) 15/16 50,000$ 50,000$ -$ $ - 27,626$ -$ 22,374$ 27,626$

Village Interior Renewal (Painting,Furniture,Carpeting,Blinds) 15/16 67,500$ 67,500$ -$ $ - 67,500$ -$ -$ 67,500$

Lowenberger Cladding Replacement 15/16 200,000$ 200,000$ -$ $ - 20,000$ 180,000$ -$ 200,000$

Decew Painting Renewal 15/16 100,000$ 100,000$ -$ $ - 100,000$ -$ -$ 100,000$

Total Residence 2,107,500$ 2,107,500$ 21,863$ 348,584$ 1,435,728$ 391,453$ 258,456$ 1,849,044$

Total 2015/16 Q1 Deferred Maintenance 6,017,500$ 6,017,500$ 31,780$ 1,243,203$ 4,357,811$ 1,441,453$ 186,456$ 5,831,044$

Capital Infrastructure Committee TOPIC: Deferred Maintenance Update


Facility Condition Audit Cycle/VFA Data Update

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Area #1 Central Main Campus GSF TH THISTLE COMPLEX 159,306 ST ARTHUR SCHMON TOWER 206,409 MCA MACKENZIE CHOWN A BLOCK 34,046 SBH SCOTIABANK HALL 29,493 STH SOUTH BLOCK 80,083 TA TARO HALL 55,789 SC STUDENT - ALUMNI CENTRE 29,794 HH HARRISON HALL 5,877 KC KENMORE CENTRE 5,694 SH THEAL HOUSE 3,488 RBC ROSALIND BLAUER CENTRE FOR CHILD CARE 5,952 AL ALPHIES TROUGH 5,522 621,454

Area #2 Science GSF

CRN CAIRNS' FAMILY HEALTH & BIOSCIENCE RESEA 175,861

MCB MACKENZIE CHOWN B BLOCK 35,779 MCC MACKENZIE CHOWN C BLOCK 44,799 MCD MACKENZIE CHOWN D BLOCK 62,269 MCE MACKENZIE CHOWN E BLOCK 19,257 MCF MACKENZIE CHOWN F BLOCK 28,718 MCG MACKENZIE CHOWN G BLOCK 37,372 MCH MACKENZIE CHOWN H BLOCK 71,989 MCJ MACKENZIE CHOWN J BLOCK 23,293 IH INNISKILLIN HALL 25,091 PLZ PLAZA BUILDING 86,230 610,658

Annual 5-Year Facility Condition Audit Cycle

2014-15 2015-16 2016-17 2017-18 2018-19 Area #1 Area #2 Area #3 Area #4 Area #5

Capital Infrastructure Committee TOPIC: Deferred Maintenance Update


Facility Condition Audit Cycle/VFA Data Update

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Area #3 West Campus and Satellite Campuses GSF WC-A WC - PHYSICAL EDUCATION 104,238 WC-B WC - ELEANOR MISENER AQUATIC CENTRE 30,107 WC-C WC - STORAGE BLDG 366 WC-D WC - FIELD HOUSE 63,862 WH ROBERT S.K. WELCH HALL 111,503 CJD BROCK RESEARCH & INNOVATION CENTRE 17,265 EA-1 EAST ACADEMIC BUILDING 1 7,266 EA-2 EAST ACADEMIC BUILDING 2 7,266 EA-3 EAST ACADEMIC BUILDING 3 7,266 GLN 573 GLENRIDGE 32,066 GLN-B INTERNATIONAL CENTRE 46,069 HAM HAMILTON CAMPUS 72,430 HPP HERITAGE PLACE PLAZA 10,807 RH RODMAN HALL 22,001 MWS MARILYN I. WALKER SCHOOL OF FINE & PERFORMING ARTS 93,711 BARN1 BARN 1 2,540 BARN2 BARN 2 2,002 630,765

Area #4 Main Campus Infrastructure, CUB, Co-generation Plant GSF Main Parking Lots x-linear Main Roadways x-linear Main Pathways, surface lighting, signs etc. x-linear Main M&U underground linear assets x-linear Main ITS/telecom underground assets x-linear CUB CENTRAL UTILITIES BUILDING 36,425 SER SERVICE TUNNELS 48,502 48,502

Area #5 Residences GSF DEC DECEW RESIDENCE 153,795 ERP ALAN EARP RESIDENCE 90,309 VAL GORDON & BETTY VALLEE RESIDENCE 79,879 QV1-QV6 QUARRY VIEW 115,960 LOW ARNIE LOWENBERGER RESIDENCE 99,911 VIL-A VILLAGE RESIDENCE PHASE 1 (COURTS 1-6) 100,621 VIL-B VILLAGE RESIDENCE PHASE 2 (COURTS 7-9) 45,424 VIL-C VILLAGE RESIDENCE PHASE 3 (COURTS 10-12) 49,805 735,702

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Board of Trustees


Information Item

TOPIC: Department of Facilities Management - Introductory Information

September 30, 2015 Tom Saint-Ivany, Associate Vice-President, Facilities Management

BACKGROUND TO DEPARTMENT

Vision. Our Vision is to be a leading professional Facilities Management team that is widely recognized for the creation and maintenance of exceptional and innovative learning environments.

Mission. Our Mission is to provide a safe, clean, productive and well-maintained physical environment for the University community by planning and delivering professional services that are sustainable and supportive of Academic excellence, now and into the future.

Values. Respect Integrity Excellence Accountability Co-operation Efficiency Responsiveness

ORGANIZATIONAL STRUCTURE

The Facilities Management (FM) organization chart can be found at Appendix 1. FM is comprised of four principal Services Units: Central Services, Custodial & Grounds Services, Maintenance and Utilities Services, and Campus Planning, Design and Construction Services. Other than Central Services, Maintenance & Utilities, and Grounds Services being co-located at the Main Campus Central Utilities Building; Custodial Services and Campus Planning, Design and Construction Services are in different locations on the Main and East Campuses.

Central Services.

a. The Central Services team includes staff associated with finance andadministration, information technology and communications, real property andasset information management, Satellite Sites facility management (Marilyn I.Walker School of Fine & Performing Arts, Rodman Hall, and the Hamilton Campus)and FM Customer Services.

b. FM Customer Services. These services are delivered utilizing 3 Full-timeEmployees (FTE) including: a Customer Service Coordinator, a Customer ServiceScheduling Clerk, and an Office Assistant. They provide for a centralized, firstpoint of contact and response to the Brock University Communities need for a safe,

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clean, productive and well maintained physical environment which is part of Facilities Management’s (FM)’s mission. Services provided include: • Responding to requests for maintenance including scheduling of emergency,

demand, and preventative maintenance work; • Responding to emergency calls including power outages, fire alarms;

elevator entrapments; pipe bursts, water damage, leaks, broken glass, plugged sinks; toilets, major temperature changes etc.,

• Coordination work for contractors including coordination with Brock staff forfire alarm shutdowns, hot works permits, site access and internal and external requests for locates of underground services.

• Provision of information to the University Community for planned/unplanneddisruption of service as required by AODA Accessibility Standards for Customer Service under Ontario Regulation 429/07.

• Provision of event coordination for major events including Convocation,Open House, Exams, O-Week, Homecoming, Grape Stomp etc.

• Provision of payroll functions for CUPE 1295 maintenance and grounds staffincluding ensuring that the related Collective Agreement provisions are adhered to.

• Coordinating and maintaining the Trades staff on-call schedule for after-hours/weekend/holiday emergencies and coordinating scheduled overtime.

• Supporting the multiple service units of FM and other departments workingin direct contact with FM including Campus Security, Information Technology Services, Department of Residences, Recreation and Leisure Services, Faculty of Education, and Health, Safety and Wellness.

Custodial and Grounds Services. The units of Custodial and Ground Services (C&G) deliver services to many stakeholders at the main campus and at all satellite facilities. Services provided include:

• All-season interior & exterior appearance (cleaning, landscaping, snow & ice control)• Interior & exterior non-hazardous waste management and recycling• Material handling• Event set-ups• Preventative maintenance inspections and repairs to roads, parking lots, sidewalks,

trails, pavement markings, traffic & pedestrian signage• Property management.

These services are delivered utilizing a blend of in-house and contracted service providers. In-house staff consists of 78 fulltime custodians (includes 13 Full-time Employees (FTE) in Residences and funded by Residences), 11 casual cleaners, 7 horticultural technicians and 2 groundskeepers. Contracted Services are used at the Hamilton Campus, the Marilyn I. Walker School of Fine and Performing Arts, the Brock Research and Innovation Centre (custodial only), and the East Campus (grounds only).

Maintenance and Utilities Services. Maintenance & Utilities (M&U) Services is responsible for the repair and maintenance of $700 million of campus facilities and infrastructure. M&U’s team of Electrical, Mechanical, Structural and Technical Services Units have the skilled people and resources to handle everything from routine troubleshooting to campus-wide emergencies, 365 days-a-year. Maintenance and Utilities Services is comprised of a dedicated and professional team of Facility Technicians, Millwrights, Service Mechanics, Carpenters,

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Electricians, Gas/Refrigeration Technicians, Plumbers, Locksmiths, Control Technicians, and supervisory and management staff. Services provided include:

• Inspection and maintenance of all Campus life safety systems including fire systems,emergency generators, elevators, lifting devices etc. to ensure compliance withvarious inspection authorities such as the TSSA, ESA, Ontario Fire Marshall, MOL etc.

• Operation and maintenance of the Co-generation plant (Appendix 2) to ensureproduction of central/district heating and cooling, along with electricity for the maincampus (Appendix 3).

• Procurement of utilities for all campuses that include natural gas, electricity, liquidfuels (gas, diesel, nitrogen) and the bulk supply of metered water. Monitor and reportthe campus Green House Gas emissions to required Ministries.

• Provision of Structural Services support with in-house and contracted resources for themaintenance of interior and exterior building systems and components such as buildingenvelopes, roofing, windows and doors, floors, walls of campus buildings. Provideaudits ensuring all room specific structural components, furniture, millwork, hangingboards and shelving are maintained and safe for all users.

• Provision of Mechanical Services support with in-house and contracted resources forthe operation and maintenance of campus buildings and infrastructure including HVACsystems, automation systems, elevators, plumbing, and gas fired equipment. Provideongoing inspections and preventative maintenance on infrastructure and equipmentalong with recommendations for repair/renewal work as needed.

• Provision of Electrical Services support with in-house and contracted resources for themaintenance of electrical infrastructure and systems, including substationmaintenance on the University’s high voltage distribution network and substations, aswell as building systems providing lighting, heat and power to all campuses.

• Managing, tracking and reducing the University's +$100 million deferred maintenancebacklog through Facility Condition Audits, risk management, prioritization, estimating,and the effective planning of projects.

• Providing and maintaining vehicles and wheeled equipment for Facilities Managementand other University Departments, along with vehicle replacement planning andprocurement; all in compliance with MTO standards such as: vehicle licensing,emission testing, Commercial Vehicle Operator’s Registration, etc.

• Supporting Campus Planning, Design & Construction Services by selectively assigningprojects and Project Manager responsibilities to M&U line-Managers that are within theassigned M&U managers’ expertise.

• Providing structural, mechanical and electrical design and performance standards toCampus Planning, Design & Construction Services.

• Assisting academic Faculties, research, and administrative Departments withequipment specifications and installation and ensuring that equipment is installedsafely and efficiently to the provided infrastructure and in-house maintenance orcontracted maintenance is in place to protect the asset.

In addition to managing the daily operations and services provided above, all M&U-related projects, maintenance repairs and planned shutdowns are managed by taking into consideration University activities so as to reduce or mitigate impacts on them. Advanced planning and communication occurs, including for events that are 5 to 10 years in the future.

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Campus Planning, Design and Construction Services.

Campus Planning, Design and Construction Services (CPD&C) is the principal unit that delivers projects, typically involving scope and complexity that is:

• within the responsibility of FM,• greater than $10,000 in value,• of a longer duration than day-to-day operations undertaken by M&U Services and C&G

Services• requires professional design services, and/or• requires municipal, provincial, or federal permits and/or approvals. I

CPD&C has responsibilities for Long Term Capital Planning (LTCP) and delivering projects that are on the approved LTCP utilizing in-house or contract project management resources. CPD&C has six FTE Project Manager positions. Space Management and Planning has been assigned to FM/CPD&C in 2015 with a new Associate Director position and the existing Space Management Coordinator position. This team will be updating the 2006 Facility Needs and Priorities Study (i.e. the space plan). Land-use planning is also provided by CPD&C, through the development and maintenance of the Campus Plan. CPD&C also establishes and maintains standards and guidelines for application in planning and the design and delivery of projects.

Secondary Roles & Responsibilities.

• University Sustainability Coordinating Committee, Chair – AVP FM• Fair Trade Campus Committee, Co-chair – AVP FM• University Accessible Built Environment (ABE) Committee, Chair – AVP FM• University Space Committee, Principal Staff Resource – Associate Director, Space

Management & Planning• University Fleet Management, Fleet Manager – Technical Services Manager• University Joint Health & Safety Committee, Management Co-chair – Director,

Custodial & Grounds• University Emergency Response Team (ERT), Co-Chair - Director, Custodial & Grounds• Ontario Association of Physical Plant Administrators (OAPPA) President – AVP FM• Eastern Region APPA 2016 Host Committee Member – Director, Custodial & Grounds

BUDGET UPDATE Activity 2013-14

Budget 2013-14 Actuals

2014-15 Budget

2014-15 Actuals

2015-16 Budget

2015-16 Actuals

CPD&C 619,577 646,869 739,348 683,429 1,096,051 N/A CFHBRC 1,055,407 1,058,877 1,278,372 971,607 1,389,008 N/A FM Admin 854,694 818,152 883,280 849,600 1,079,072 N/A Grounds 1,216,109 1,238,958 1,040,919 1,136,044 1,183,728 N/A Utilities 6,798,970 5,841,662 6,582,090 5,584,143 6,280,217 N/A Maintenance 5,437,941 5,248,069 4,610,995 4,565,488 4,767,217 N/A Custodial 4,667,287 4,172,748 4,781,625 4,771,035 4,880,239 N/A MIWSFPA - 65,022 804,000 N/A

Total 20,649,985 19,025,335 19,916,629 18,626,368 21,479,532 N/A

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METRICS UPDATE (see Appendix 4 for additional metrics)

Facility Condition Index (FCI) – 0.16 (COU Average is 0.10)

Current Replacement Value (CRV) - $691,488,566

Gross Square Footage (GSF) Administered – 2,731,700 GSF (see Appendix 5 for break-out)

Gross Square Footage (GSF) Maintained - 2,704,495 GSF

2014 Annual Waste Diversion Rate – 65.8% (Ontario Minimum Target is 60%)

Annual % of CRV Spending on Deferred Maintenance – 0.87% (CAUBO Recommended is 1.5%)

Average Age of Buildings – 36 years

2015-16 GOALS & OBJECTIVES

VP Finance & Admin FM-Assigned Goals & Objectives Themes

Central Services &

Satellite Sites Team

Maintenance & Utilities Services

Custodial & Grounds Services

Campus Planning, Design &

Construction Services

Continuous Improvement

Culture & Training

Distinctive Departmental Indoor & Outdoor Clothing Computerized Facility Management System Replacement Project

Green House-keeping Re-cert

Schmon Tower Elevator Study

Schmon Tower Custodial Services Delivery

Post-Occupancy Eval • CFHBRC• MIWSFPA

Investigating Major Energy Projects -

ECDMP

Parking Lot Solar Car-ports LEED©-EB:O+M

Capital Project Planning and

Delivery

AMP & RFS FN&P Study Update (Space Plan)

Schmon Tower Renewal Task Force

Design Standards & Guidelines

MC Block-by-Block Renewal Task Force

AMP Asset Management Plans & Reserve Fund Studies ECDMP Energy Conservation and Demand Management Plan FN&P Facility Needs & Priorities Study (2006) LEED-EB:O+M Leadership in Energy and Environmental Design for Existing Building: Operations

& Maintenance

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APPENDICES

Appendix 1 – Organization Chart (1 page)

Appendix 2 – Co-generation Plant (2 pages)

Appendix 3 – Main Campus District Distribution of Electrical Services (3 pages)

Appendix 4 – Facilities Management Metrics (1 page)

Appendix 5 – Brock University Buildings (7 pages)

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Capital Infrastructure Committee TOPIC: Department of Facilities Management – Introductory Information


Custodial Services Metrics 2013-2014 2014-2015 Event Set-ups/Tear downs - work orders 99 Furniture/Equipment Moves – work orders 238 Deliveries (tables, easels, chairs, supplies)- work orders 109 Requested Cleaning (carpets / floor wax)- work orders 80 Conference Services (set-ups / deliveries) – work orders 629 Cardboard collection and baling – metric tons 71 Total Recycling – metric tons 1237 Annual Waste Diversion Rate 65.3% 65.8% Employee to Supervisor Ratio 22:1 Custodial Cost per GSF (non-Residence) $2.66 GSF per Custodian FTE (non-Residence) 29,417 In-House cleaning square foot cost – non-Residence buildings $2.75 Contracted Cleaning Services square foot cost – Hamilton Campus $1.15 Contracted Cleaning Services square foot cost – BRIC $1.63 Cleaning Appearance Standard –“Ordinary Tidiness” (most areas) APPA “2” Grounds Services Metrics 2013-2015 2014-2015 Litter Control - Hours 2,759 Turf Maintenance - Hours 4,405 Bed Maintenance - Hours 3,620 Snow and Ice Control Walkways- Hours 3,062 Snow and Ice Control Roads - Hours 444 Snow and Ice Control Parking Lot - Hours 1,366 Preventative Maintenance Inspections Work Orders 144 Grounds Cost per Acre (excluding undeveloped lands) $3,246 Acres per Grounds FTE (excluding undeveloped lands) 38.8 Maintenance and Utilities (M&U) Metrics 2013-2014 2014-2015 Facility Condition Index (FCI) 0.18 0.16 Current Replacement Value (CRV) $640,000,000 $691,488,566 CRV/GSF (May 2015 VFA data) $255.68 Percent CRV / Deferred Maintenance Budget 0.87% Total M&U Work Orders 23,031 Repairs and Maintenance / GSF $2.05 GSF/ M&U FTE (trades) 69,346 SF Energy Cost / GSF (natural gas, electricity) $1.69 NSI Reported Carbon Inventory – Greenhouse Gas Emissions 26,500.37 tCO2e 28,240.45 tCO2e Plastic Water Bottles Diverted @ 22 Water Filling Stations 631,399 642,469 Institutional Space Metrics (% I/G (Inventory/Generated)) 2013-2014 2014-2015 Teaching/Research/Academic Support

Classrooms 59.4 Class Labs 39.4

Research Labs 68.1 Office - Academic 80.1

Office - Administrative 87.1 Library Facilities & Campus Study Space 59.3

Sub-total 64.8 Other Space

Recreation / Athletics 76.5 Maintenance Shops 99.6

Students and Central Services 66.1 Sub-total 71.6

Total - Brock 66.7 Total – System (Ontario Universities) 78.8

GSF – Gross Square Footage FTE – Full-time Employee APPA – Assn. of Physical Plant Administrators BRIC – Brock Research and Innovation Centre (130 Lockhart Drive, St. Catharines) NSI – Niagara Sustainability Initiative

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Board of Trustees


Information Item

TOPIC: Department of Information Technology Services - Introductory Information

September 30, 2015

David Cullum, Associate Vice-President, Information Technology Services

BACKGROUND Information Technology is a strategic imperative at Brock University; the goal is to provide effective technology environments for academics, research and operations. The current IT service delivery model at the University consists of a central and distributed components. The central component, known as the Information Technology Services (“ITS”) Department, manages and service approximately 5,000 employees (faculty/staff) and over 18,500 students accounts on over 2,200 desktop and laptop computers, provides audio visual support, Help Desk support and related services. ITS consists of four teams (see Appendix 1): Application Development. Application Development is responsible for architecting, designing, developing and implementing business solutions that support and enhance the University’s strategic initiatives. The team is comprised of staff members who are multi-disciplinary and typically work in one or more of the following areas of expertise: application architecture, database management, project management, business analysis, process design, system design, VB.Net development, PHP development, software selection and system integration. Client Services. The primary goal of Client Services is to quickly and accurately solve the information technology issues that affect the members of the Brock University community. Client Services is responsible for staffing the Help Desk which is the first point of contact for users requiring technical support. The Help Desk has two locations with extended hours to support all types of learners, including online. Client Services is also responsible for assisting the Brock community with their audio visual, video and teleconferencing needs. In addition, Client Services collaborates with the extended Brock University community to address all information technology improvements, changes and incidents. Infrastructure Services. The objective of the infrastructure services program is to provide information technology services such as computing, networking, data storage, data security as well as communication and collaboration platforms. Infrastructure Services manages the IT data center and facilitates LAN, WAN and wireless network connectivity to students, employees (faculty / staff) and guests of the University across the entire campus. The scope of the infrastructure program includes two data centers within the Brock campus as well as network connectivity, including both LAN and WAN. Over 250 applications and 1,000 network devices campus-wide make up the entire architecture. Additionally, the program delivers technology

2

such as telephony, cable TV, electronic door access and security and alarm systems to the University. Project and Administrative Support. The Project and Administrative Support team consists of both the Project Management Office (“PMO”) and Administrative Support (“AS”). The PMO reviews submitted projects, applies the Project Management Institute (PMI) standards for Project Management to projects under the ITS portfolio, prioritizes projects and works with line managers to delegate resources across multiple cross-functional projects. The PMO also monitors and controls project status, shares lessons learned, provides project templates and promotes leading practices to increase efficiencies. In addition, in conjunction with Administrative Support, the PMO reports to senior management on the status of projects under its management. AS oversees the ITS department including budget, maintenance schedules and fees for both hardware and software, procurement, project budget planning and tracking and day-to-day operations. These activities are directly supportive of the entire ITS team as well as the broader community, to identify cost and resource efficiencies. AS is closely tied to the Client Services group in promoting ITS services throughout Brock. The team promotes better communication and collaboration, assists with reducing duplication of services and redundancy and helps organize the flow of daily activities. The team also adds value by promoting increased transparency and accountability. In addition to the team activities outlined above, ITS provides specific services to faculties / departments that have their own IT support structures. ITS has evolved significantly over the last two years, beginning with its leadership, and is expected to continue evolving over the next three years, as outlined in Appendix 2. As ITS continues to mature so does the direction in how we deliver services to the Brock community. What was once a direction of build in-house is shifting to a buy direction such as Cloud service and SaaS. Even infrastructure is now being offer as cloud services. Over the past many years investing in technology was almost non-existent. It was more about keeping the lights on versus technology investment. The recent application SWOT analysis and review proves that we have core systems that should have been replaced 10 years ago if not more. As well at the mid-tier level. Brock has many aging systems without supported platforms and with increased risk so long as they are still in production. The application review outlines, based on a scoring matrix, what should potentially be replaced and when. We must also realize that what cost 10 cents years ago is more like $100 today. The investment may be

greater up front but the benefit is much stronger. It is estimated that to stay current and keep

Brock on the leading edge of digital technology Brock will need to invest an estimated $4

million per year over the next 5 years.

BUDGET UPDATE

2013-14 Actual 2014-15 Actual 2015-16 Budget

Revenue: $1,289,020 $1,249,519 $ 953,455

Operating Expenses: 9,034,250 8,925,857 8,103,206

Capital: - 849,800 2,500,000

Surplus / (Deficit): $ 275,092 $ 91,123 -

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KEY METRICS

1. Business impact of failed systems. In March 2015, ITS developed the “Business impact of failed systems” metric whereby all system level incidents that have occurred since then have been documented and tracked. System level incidents are classified according to the number of users impacted, as shown below.

Measurement Incidents since March 1, 2015

Severity 1: More than 500 users impacted 7

Severity 2: 51 to 500 users impacted 4

Severity 3: 50 or less users impacted 0

2. ITS project portfolio. ITS projects are categorized as:

“Operations” – includes projects relating to “business as usual” (e.g., systems upgrades, patching, updated cabling, etc.) and evergreening;

“New work”; and

“Mandated” – includes projects required for compliance or by the University executive as “must have”.

Both the current ITS project portfolio (i.e., projects underway) as well as completed projects from FY 2013/14 are shown below.

1 Current ITS project portfolio

2

Completed projects: FY 2013/14 to current

18

38

10

Operations

New work

Mandated

4

3. Client satisfaction survey. The first annual ITS Client Satisfaction Survey was designed to provide ITS executives with the necessary information to make changes and / or upgrades to the IT services we deliver to better serve the Brock University community. The survey ran from April 2 to April 27, 2015; the invitation to complete the survey was sent to all faculty, staff and students. Who responded?

Faculty Staff Students Total

116 385 721 1,222

The following are examples of some of the analysis being done with the survey data:

39% of students are dissatisfied with the Brock wireless service. This percentage is expected to decrease next year as ITS has made substantial improvements to the wireless network over the last 4 months and will continue to do so in light of the fact that 94% of the Brock community consider wireless important;

15% of students are unaware that the University has an IT Help Desk service. Client Services will be investigating communications options to better inform students of the IT services available to them;

34% of students do not use the general access computer labs. ITS is looking into other options for some of the space used in these labs, including work areas with power outlets for laptops and mobile devices in addition to ample room to study.

20

17

8

17

9

3

7

4

4

0 10 20 30 40 50

2013/2014

2014/2015

2015/2016

Operations

New work

Mandated

5

2015-16 GOALS & OBJECTIVES

Item # Source Action Goal Measurement

DC1 CIC Goals VPFA Goals

Explore potential synergies and collaboration opportunities with external parties.

Successful completion of key community initiatives

DC2 President’s Goals

Long-term Capital Plan (LTCP).

Approval

DC3 Personal Goal Achieve wage parity of ITS staff with industry.

Wage parity Staff turnover

DC4 Personal Goal

Assume leadership role on Core Application Steering Committee.

Successful completion of key initiatives

DC5 Personal Goal Explore opportunities for increased and more effective communication with the University community on IT issues.

ITS is seen as a trusted partner by the University community

DC6

President’s Goals Partner with Finance in the selection and implementation of a new finance system.

System selected, approved and implemented

DC7 Personal Goal Provide technology, information resources and support services for our faculty, staff and 21st century learners that enrich learning, encourage collaboration, facilitate communication, expand access and promote Brock as the preferred place to work and study. Ongoing technology planning at all levels that foster continuous improvement by creating transparent processes, establishing clear priorities, creating measurable objectives, assessing outcomes and informing the University community.

Technology, systems and services delivered; improved access; expanded collaboration opportunities Development of an IT Strategic Plan

DC8 Personal Goal Realign the ITS organizational structure to allow greater efficiencies and effectiveness for seamless and transparent delivery of technology products and services to enhance the University community’s achievement of their strategic goals and objectives.

Realigned ITS organizational structure Training and development Updated job descriptions Goal setting and performance evaluations

6

Item # Source Action Goal Measurement

DC9 President’s Goals Provide innovative and pedagogical tools to support 21st century learning. Deliver user-focused capabilities by providing seamless and secure enterprise solutions for trusted collaboration – people to people, people to data and data to data, ensuring the protection of University assets, and delivering a user experience that enhances teaching and learning.

Online learning support services Teaching and learning supportive tools and technology

DC10 Personal Goal Provide and align technology services and capacity that support the University’s SMA and Strategic Priorities, is technically current, highly reliable, resilient to loss and flexible to changing needs.

Acquire/ upgrade systems to improve business process, ensure ongoing regulatory compliance; develop / maintain appropriate technology infrastructure 0% complete

DC11 VPFA Goals Increase partnership with Research Services to deliver IT services and needed disk space, infrastructure.

TBD

DC12 Personal Goal Build and improve capabilities to respond more effectively to key IT risks.

Security aware organization

APPENDICES Appendix 1 – ITS Organizational Structure (1 page) Appendix 2 - Evolution of ITS (4 pages)

Vice-President Finance & AdministrationBrian Hutchings

Associate Vice-President, ITS

David Cullum

Application Development Team

DirectorAudrey Fehlow

IT Manager, Data Architect

Norm Young

Database AdministratorJohn Veldhuizen

Database AdministratorJim Boekestyn

Business Systems Analyst TBD

Intermediate Application Developer

Sam Montana

Application Architect

Alba Kotyk

Sr Business Analyst TBD

Development Team Lead

Matt Cyr

Development Team Lead

James Humphries

Application Developer

Ben Davidson

Sr Business AnalystMadhu Dandamudi

Sr Business AnalystLilly Biamonte

Sr Business AnalystBarb Lemieux

Intermediate Application Developer

Tim Van Bussel

Application DeveloperDoug Pidduck

Application DeveloperMichael Gircys

Application Developer Contract

Jonathan Bailey

Sr Project Manager

OperationsPatricia McDonnell

Sr Business AnalystMarilou Esmores

Application Developer

Mark Matchem

Infrastructure Team

DirectorSergio Sartor

Manager

ISSGAndreas Paulisch

Enterprise DB AdministratorRoger Herman

Sr. Systems Administrator

Brad Saxton

Sr. Systems Administrator

Mario Arlia

Systems AdministratorAllan Surrey

Systems Administrator

Mattias William

Intermediate Systems Administrator

TBD

Supervisor

NetworkRoman Cierny

Network AdministratorBrad Warankie

Network AdministratorChad Cupola

Manager TelecommunicationsLuciano Della Smirra

Sr Electronic TechnologistDan Minniti

Sr Electronic Technologist

Dawit Telahun

Sr Electronic TechnologistDavid Curado

Electronic Technologist T.B.D.

Client Services Team

DirectorAndy Morgan

Supervisor

Audio VisualPhil Nardangeli

AV TechnicianGary Cigic

AV TechnicianJohn Culp

AV TechnicianMilo Malek

AV TechnicianLes Szabo

VC SpecialistJon Winterbottom

Client Relationships Manager

Tracey Morin

Help Desk ManagerZaher Elahi

Micro Computer AnalystMatthew O'Beirn

Micro Computer AnalystGerald Cooper

Help Desk Support StaffMichelle Allard

Maximiliano Holten-Andersen Digital Media/AV

Technician MWS

Tier 2 ManagerT.B.D.

Micro Computer AnalystDesmond Flynn

Micro Computer AnalystBruce Stewart

Micro Computer AnalystChris Tatarnic

Micro Computer AnalystMike Sawyer

Project & Administrative Support Team

Director Project Management

OfficeEdward Blasinski

Project Manager Stephen Alger

Project Manager Maria Pillitteri

Project Manager Michael Kuhn

IT ControllerShamira Gulamhussein

SupervisorPatti Froese

Administrative AssistantTracey Knox

Capital Infrastructure Committee TOPIC: Department of ITS – Introductory Information




Page 1 of 4

Evolution of the Information Technology Services Department

Where we were 2 years ago Where we are currently Where we plan to be in 3 years

People – includes FTEs

Approximately 67 FTEs

Approximately 11 student FTEs

Approximately 6 contractual FTEs





Supplementary contractual FTEs as required

Training / skills

Training limited to ITIL and Kuali

Training focused on certain key individuals

Training staff across all teams on ITIL, cyber risk, SQL server, SharePoint, Office 365, CISCO, lean IT and management training

Ongoing staff training in ITIL, communications, service orientation, cloud and integration skill enhancement, project management and lean IT

Organization

Siloed structure and leadership

Application Development team offsite

Low employee morale; low team cohesion

Focus on building employee morale and breaking down siloes

In the process of aligning IT resources with University requirements

Focus on building data intelligence team to generate analytics / metrics

Relocated staff and teams to increase communication and collaboration

Actively recruiting to fill open positions

Facing challenges retaining / recruiting quality staff

Strong team ethic with no silo-related issues

Fairly compensated staff with low turnover

Customer service

No service-oriented approach – lack of trust/ confidence by the University community in ITS

“Best effort” 24 / 7 support

Ineffective communication and collaboration across the stakeholder community, including students

Building focus on managing the full life cycle of a service and being customer-centered

Increased support for identified core applications

Building trust and confidence in ITS within the University community by pursuing open and transparent dialogue

Focus on “relationship building”

Student focused, e.g., O365

Service-oriented approach and customer-centered focus by all ITS staff

Formalized on-call and 24/7 support plans for core applications

The University views ITS as a trusted business partner

High visibility of ITS across the University



Page 2 of 4


Community focused


Processes – includes Governance

Poor IT governance: no policies and weak procedures

Focus on building IT governance and structured processes in order to mature the ITS organization

Strong IT governance - Effective Technology Steering

Committee - Effective Student / ITS Working

Committee - Mature IT policies and related

procedures implemented and monitored

Mature IT processes

Strategic planning

IT strategic plan not well-focused, not comprehensive, not collaborative

Senate (IT&I) and Board (CIC) governing bodies more engaged in providing strategic direction to ITS

Developing comprehensive IT strategic plan

IT strategic planning process engrained

Operations

Lack of data standards

Lack of monitoring controls

Lack of metrics and related analysis

Firefighting as a result of immature processes

Developing monitoring controls

Developing metrics, and creating related data standards for data capture in the Footprints ticketing system

Data for ITS planning purposes is complete, accurate, has integrity and is used for strategic and operational planning and management

Security-aware organization

Project management

Project management focused on project portfolio coordination rather than on methodology

Developing project portfolio prioritization processes via the Core Application Steering Committee

Strong project management methodology in place

Project portfolio prioritization aligned with the University’s requirements

Budgeting

Poor capital planning and budgeting, resulting in significant budget carryovers

Collaborative budgeting exercise, including capital planning

Budget aligned with the University’s IT needs



Page 3 of 4


Technology – includes Infrastructure

Aging data centre past end-of-life, resulting in substantial investment in order to build robust data centre infrastructure

Flexible and robust infrastructure capacity in the data centre that has increased availability and computing capabilities

On-premise private cloud and virtualized 200 systems

Cloud and hosted solutions with limited integration

Green technology has delivered power and cooling savings

Expanded network capacity and removed network bottlenecks

Aging application firewall requiring substantial investment to replace

Planning underway to ensure supporting architecture is in place to meet the University’s ongoing technology requirements

Rationalized evergreening approach and centralized evergreening

Developing partnerships with best of breed industry partners to improve service offerings (e.g., Microsoft, Cisco, Aruba, NetApp)

Right tools in place to support both internal IT needs as well as the University’s IT requirements

Cloud adoption and an associated right-sized data centre

Application firewall coverage for all critical data

Well developed technology roadmap

Technology architecture plan in place to guide technology decisions

Systems and applications

Aging applications

Failing systems, e.g., Registration, email

Unsupported versions

Duplicated and inefficient systems, e.g., licensing agreements and IT purchases across the University

Developing application roadmap

Updating data warehouse architecture plan

Software Development Policy and Standards established

Performing a current state assessment of all applications and undergoing a related roadmap planning exercise

Right-sized solutions, fully integrated, in line with current technologies and trends

No unsupported versions (systems or applications)

Approved application modernization roadmap



Page 4 of 4

Where we were 2 years ago Where we are currently Where we plan to be in 3 years Wireless

Insufficient wireless access points across campus to meet demands

Increased wireless network access throughout the campus with emphasis on student residences and teaching spaces

Complete migration to wireless network access in all residences

Enhanced wireless accessibility across campus

Supporting tools

Poor document management

Inefficient and decentralized supporting tools (e.g., desktop printers, 3 email systems)

Implementing collaboration tools, including document management

Rationalizing supporting tools (e.g., multi-function devices (MFDs), 1 email system)

Centralized licensing and technology purchases across the University

Supporting tools aligned with the University’s requirements, delivering cost and other efficiencies and enhancing process effectiveness

Business continuity Lack of redundancy for business continuity

Lack of redundancy for business continuity

Redundant systems for failover and business continuity

Board of Trustees


Information Item

TOPIC: Department of University Services - Introductory Information

September 30, 2015 Tom Arkell, Associate Vice-President, University Services

BACKGROUND TO DEPARTMENT

University Services is an integrated ancillary division comprised of 10 revenue generating and non-revenue generating services with of a combined team of 80 university (and 180 contracted) professionals under one senior management umbrella.

Residences Food Services Bar Services Conference Services

Brock Card Youth University Parking Services Printing Services

Campus Stores Ship/Mail/Stores Plaza

Budget Contribution (000’s)

2013-14 Actuals 2014-15 Actuals 2015-16 Operating Budget

Conference Services $393 $416 $412

Residences $3,767 $2,197 $940

Food Services $705 $637 $761

Campus Stores $802 $1,119 $1,372

Printing Services $355 $295 $270

Parking Services $2,140 $2,325 $2,145

Brock Card $158 $85 $94

Ship/Mail/Stores ($427) ($440) ($464)

Bar Services ($22) ($5) ($3)

Youth University $6 ($22) ($9)

Net $7,877 $6,607 $5,518

KEY METRICS

2015-16 GOALS & OBJECTIVES Construction and Operation of Gateway Residence Following an area market study and student preferences analysis, the Department of Residences entered into a 10-year lease with the owners of Quarry View Residence to build an 86 bed apartment-style residence on the corner of St. David’s Road West and John Macdonell Drive. This was a unique build as it is apartment-style and rented via 12-month leases. The building was scheduled to open September 1st of this year, and was successfully completed in time. The facility is fully rented. Roll-out NIKE Deal In a first of its kind deal in Canada, Brock’s Campus Store and the Department of Athletics pooled their purchasing power and entered into an agreement with Nike. The Athletics department will receive higher quality clothing at the same price or less than previous years, and the Campus Store will provide upscale, Badger branded athletic clothing to the balance of the campus. A byproduct of this deal is an arrangement with Warrior Sports, allowing hockey in particular to save on equipment purchases.

Campus Store Dynamic Pricing The Campus Store has constantly led the way to remain relevant and provide affordable textbooks and course support materials. Over the past two years, the store has provided new, used, rental and digital text books, providing a number of options that previously have not been available. This year, the store introduced dynamic pricing that ties the prices of textbooks to Amazon. As a result, 650 titles have been reduced in price, and 330 have increased. As the prices fluctuate on Amazon, so will the pricing at Brock. Overall, our students should be more satisfied and the store relevant. Sales outcomes will be reported in a subsequent report. http://www.stcatharinesstandard.ca/2015/08/12/brock-books-going-head-to-head-with-amazon Roll-out of Sir Brock Isaac Way At a Regional Council last fall, a request was made to rename St. Davids’ Road West to Sir Isaac Brock Way. It was conditionally approved at the time, and unconditionally approved this past spring. Joint efforts between the Region and Brock are now underway to coordinate the renaming and prepare and execute joint communications plans. We have also begun the task of updating documents and websites with the new address. It is expected that a formal announcement will coincide with General Brock’s October Soiree on October 24th. Opening of The Active Badger With the arrival of new and exciting campus athletic wear, the old Badger Shop located in the Walker Complex will be refurbished, redecorated and known as The Active Badger. In place of the old gear will be athlete and non-athlete Nike clothing, performance food and drink, and “spirit swag” for game day excitement. New Electronic Sign As a part of the development of the new Gateway residence, the owner has donated a new electronic sign to be erected on the south-east corner of the building. The location is the exact gateway to the University and will be used to advertise special events, athletic events and emergency messages. Development of the Tower Atrium The Tower Atrium has been reported upon for the last two + years. It is an idea similar to the creation of Market Hall. The outdoor area in front of the Schmon Tower would be enclosed, providing an official “front door” to campus and making available over 20,000 square feet of multi-purpose space. Connected to this project might be a redesign of our front mall and refurbishment of our transit hub. At this point, the project is being rethought and eventually re-engineered such that it may move forward in the near future.

http://www.stcatharinesstandard.ca/2015/08/12/brock-books-going-head-to-head-with-amazon

http://www.stcatharinesstandard.ca/2015/08/12/brock-books-going-head-to-head-with-amazon

Masterplans – Parking and Residences Owing to deferred maintenance requirements and shifting demographics, long term master plans for both the residence and parking operations will be undertaken this fall. The oldest residence – DeCew Residence – will be celebrating its 50th anniversary in a few years and is in dire need of refurbishment or replacement. Many of our Village townhouse complexes will also be in this condition/position in the coming years. A long term plan is required in order to invest responsibly. The same goes for our parking infrastructure – there is much deferred maintenance in many of our lots. With changing demographics and driving/transit habits, long term rehabilitation and operational plans are required. Fair Trade Campus Food Services on campus has long tried to source locally produced fruits, vegetables, meats and processed foods as much as possible, including fair trade products. With respect to fair trade, the university exclusively grinds its own fair trade coffee beans and brews Sir Isaac Brock blend coffee in the Guernsey Market. This coffee is also provided exclusively for all campus wide caterings. Of note is the fact that on September 17th (embargoed until then) Brock was named “Fair Trade Campus of the Year!” Heritage Plaza Redevelopment Heritage Plaza is located across Glenridge Avenue and contains a small strip mall, three academic buildings, McDonald’s and Tim Hortons. The University purchased the plaza in June of 2008 to hold the property for further development. Collaboration with a partner is currently underway to develop a plan to intensify the plaza. This would allow for the possibility of increased commercial development and an area to potentially relocate and partner our Health Services and Athletic Therapy with other health professionals such as dentist, physiotherapy, etc. Furthermore, there may be room to add space for an existing cardio institute, and perhaps even additional residential. APPENDICES Appendix 1 – Organizational Chart (1 page) Appendix 2 – Departmental Descriptions (3 pages) Appendix 3 – More detailed budgets (1 page) Appendix 4 - CBC News related article (4 pages)

Brian Hutchings, VP Finance &

Administration

Tom Arkell AVP University Services

Jamie Fleming Director

Residence Operations and

Facilities

Residence Life

Iain Glass Director

Food Services

Hospitality Vending

Brock Card

Wendy Laslo Director

Parking Services

Visitor Services

Conference Services

Dan Lewis Director

Campus Stores

Kate Cassidy Director

Youth University

Community Learning

Carol McIntosh Manager

Printing

Kevin Lawr Supervisor

Mail, Shipping & Facilities Stores

Marie Reimer Special Projects

Coordinator

Mario Dedivitiis Leadership

Niagara

University Services

Capital Infrastructure CommitteeTOPIC: Department of University Services - Introductory Information


Capital Infrastructure Committee TOPIC: Department of University Services – Introductory Information


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Appendix 2 Department Descriptions Residences Brock’s residence system is comprised of seven complexes accommodating almost 2,500 students. Approximately 1,200 beds are housed in four traditional, dormitory style residences – DeCew, Vallee and Earp – and 1,200 beds in two townhouse-style complexes – Village and Quarry View. Gateway Suites with 86 beds in an apartment-style building, is the most recent addition to the residence inventory and will open its doors this September. The Department of Residences hires, trains and manages over 100 student staff annually who assist in the management and discipline of the 2,500 residence students. Working closely with other service providers both on and off campus, the Department of Residences is also responsible for the maintenance of the seven residence facilities. Currently, Brock’s residence inventory satisfies the demand for incoming first year students. A “Student Residence Needs Analysis and Housing Master Plan” will be completed in 2015-16, providing strategic direction to satisfy the preferences and demand of future students. One should note a declining contribution in the current budget and past year. This is the result of several factors, including: increased attention to deferred maintenance, furniture replacement, installation of wireless in 2 residences, and fire alarm upgrades. Conference Services Conference Services acts as the gateway for Brock to host thousands of local, national and international visitors each year. Working with various service providers both on and off campus and utilizing Brock’s residences, classrooms and event spaces, Conference Services coordinates and executes quality conferences, meetings and events. Conferences and events on campus range from youth groups, church retreats, local and international sporting events and summer students to academic, recruitment and professional meetings. In 2015, the department hosted 600 athletes and officials from the 2015 Pan Am Games. The department is also responsible for processing non-academic room bookings, including Brock’s two former theatre spaces, processing related work orders and coordinating table reservations on campus. Parking Services Parking Services manages all aspects related to parking at Brock including special event parking, parking lot maintenance, permit issuance, parking payment systems and maintenance, and parking enforcement on campus. Working with Campus Security, public transit and other service providers when necessary, Parking Services provides Brock and the greater community with safe, well maintained, innovative and accessible parking options, public transit infrastructure and way finding mechanisms. Parking Services manages over 4,000 spaces in 30 lots on and off campus.



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Printing & Digital Services Printing and Digital Services is the official on campus provider for all university printing and stationary requirements, in addition to the management of the multi-function fleet of copiers across campus. The department provides an in-house, full service manufacturing print facility to reproduce a wide variety of print media materials used for student recruitment, research studies, event and promotional advertising, and academic materials for study and evaluation purposes. Brock’s printing and digital services adheres to all current Brock branding standards and provides professional guidance/expertise to both on and off campus clients. Campus Store The Campus Store operates on campus as a commercial retail enterprise servicing Brock and the greater community. Our primary focus is academic course materials and supplies and in recent years, has successfully taken on the challenge of textbook affordability for students across campus. Over the past three years, the Campus Store has transformed its retail items to energize and heighten the Brock spirit through better and exclusive Brock and Badger branded apparel. As a result, institutional and student pride has intensified across campus and is much more apparent. The Campus Store provides a significant financial contribution to Brock and has leveraged its retail experience to assist on campus departments in providing quality and affordable textbook and course support materials. The Campus Store sells or rents approximately 75,000 texts per year. Food Services Committed to sustainability, healthy food choices, locally sourced and quality ingredients and student budgets, Food Services at Brock University manages the food , vending and equipment service providers on campus. We aim to delight the varied palates of thousands of Brock students, faculty and staff annually by offering varied menu items from nine unique food outlets on campus. From international cuisine to marche style to “farm to table” plated service and specialty catering, we serve the campus and the greater Niagara community with a range of fresh and tasty menu items. During the academic year, Food Services processes 5,500 transactions per day, encompassing approximately 5,000 meals per day. Brock’s Food Services is also responsible for the management of vending machine and equipment maintenance services on campus, including contract negotiation and management. Bar Services Bar Services at Brock University oversees the inventory and provision of alcohol on campus excluding the Student Alumni building, and acts as the authority on all alcohol licensing matters. With five part time student employees, Bar Services provides expert and quality services to over 100 events each year at Brock University, both on and off campus. Bar Services supports local industries, focusing on Niagara VQA wines and Niagara craft beers while also emphasizing Brock CCOVI Alumni wine makers. Working closely with event coordinators, catering and other collaborating departments, Brock’s Bar Services strive to create unique, creative and exciting experiences. Brock’s Bar Services also manages the weekly summer Farmers’ Market, the annual Alphies Paul Dwyer Invitational Golf Tournament and event bookings in Market Hall.



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Brock Card The Brock Card office produces an interactive university ID card with exceptional, innovative technologies in financial and cashless transactions for a wide customer base including students, staff, faculty and on campus and off campus service providers. Working with Heartland Campus Solution system, the Brock Card office maintains various data terminals and systems for Brock Card users and service providers. This includes but is not limited to meal plan and flex dollars, laundry systems, printing, and various retail outlets on and off campus. Youth University

Youth University is a community engagement initiative at Brock University aimed at empowering youth,

families, adults and Brock students through exceptional programming experiences. Curriculum and

experiential based, the programs, outreach initiatives, projects and partnerships delivered through Youth

University foster a sense of community and engagement, develop key transferable skills, explore unique

subject areas and build skills and aspirations for lifelong learning. Youth University also services school

groups and community groups while also acting as a resource for Brock and its surrounding community.

Ultimately, Youth University helps build capacity in the Niagara region, develops student career

preparedness through work integrated learning, and supports other Brock departments financially through

innovative education-based collaborations. Youth University provides over 10,000 program hours to 7,000

youth and adults through slightly over 100 residential and non-residential programs.

Shipping, Receiving, Mail and Facilities Stores

Central Receiving and Mail Services receives, processes, sorts, records and delivers mail, courier items and other incoming and outgoing goods for all departments at Brock and its satellite locations. They build and maintain relationships with service providers (Purolator, Canada Post, etc.) for efficient and cost effect service solutions. In addition, Central Receiving and Mail Services is responsible for surplus university furniture, electronics and practicing proper disposal or holding procedures, battery/toner recycling, and the distribution and collection of confidential shredding. Maintenance Stores serves as a receiving and storage area for the Central Utilities Building and also maintains and manages tools, supplies and parts for the Facilities Management team. Items include electrical, mechanical, automotive and plumbing items along with essentials such as batteries, gloves and safety equipment.

Appendix 3

Budget (000's)

Revenue Expenses Net Revenue Expenses Net Revenue Expenses Net

Conference Services 1,702 1,309 393 1,567 1,151 416 1,711 1,299 412

Residences 15,370 11,603 3,767 16,086 13,889 2,197 16,493 15,553 940

*Food Services 1,114 409 705 1,116 479 637 1,350 589 761

Campus Stores 10,338 9,536 802 9,344 8,225 1,119 11,036 9,664 1,372

Printing Services 1,611 1,256 355 1,623 1,328 295 1,778 1,508 270

Parking Services 3,126 986 2,140 3,270 945 2,325 3,224 1,079 2,145

Brock Card 347 189 158 353 268 85 366 272 94

Ship/Mail/Stores 284 711 (427) 256 696 (440) 277 741 (464)

Bar Services 41 63 (22) 127 132 (5) 86 89 (3)

Youth University 880 874 6 785 807 (22) 903 912 (9)

Net 34,813 26,936 7,877 34,527 27,920 6,607 37,224 31,706 5,518

2013-14 Actuals 2014-15 Actuals 2015-16 Operating Budget

Capital Infrastructure CommitteeTOPIC: Department of University Services - Introductory Information


Capital Infrastructure CommiteeTOPIC: Department of University Services - Introductory Information


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Board of Trustees

Report to the Capital Planning Committee

Information Item

TOPIC: St. David’s Road West Name Change

September 30, 2015 Tom Arkell, Associate Vice-President, University Services

BACKGROUND

At a Regional Council last fall a request by Brock University was made to rename St. David’s Road West (from Highway 406 overpass to Brock University) to Sir Isaac Brock Way. It was conditionally approved then, and unconditionally approved this spring.

St. Catharines article: http://www.stcatharinesstandard.ca/2015/03/26/st-davids-rd-getting-renamed

UPDATE

Joint efforts between the Region and Brock are now underway to coordinate the renaming, to prepare and execute joint communications plans, and to begin the task of updating documents and websites with our new addresses. A more formal process to change street names has begun with Canada Post, the municipalities and emergency service providers. Communication with specialized information sites such as Google Maps, Mapquest and others will follow. In addition, street numbers are being changed to celebrate the University’s namesake as follows:

Brock University 1812 Sir Isaac Brock Way Region of Niagara 1815 Sir Isaac Brock Way Quarryview Residence *49 John Macdonell StreetGateway (new) Residence 51 John Macdonell Street

* The number 49 is significant as it represents the 49th Foot led by Lieutenant Colonel JohnMacdonell.

Regional road signage will be updated to coincide with a formal announcement, likely to coincide with General Brock’s October Soiree on Saturday, October 24th. It is expected that MTO shoulder signage would be updated with a few months, and overhead signage updated when the signs are due for replacement. There will be no cost to the University to change the signs, and minimal cost to replace business cards and stationary, as existing stock will be allowed to run out.

http://www.stcatharinesstandard.ca/2015/03/26/st-davids-rd-getting-renamed

http://www.stcatharinesstandard.ca/2015/03/26/st-davids-rd-getting-renamed

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