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BOARD OF GOVERNORS OPEN

SUBJECT CAPITAL PLANNING & PRIORITIZATION PROCESS

REPORT TO PROPERTY COMMITTEE

MEETING DATE FEBRUARY 6, 2020

MATTER TYPE ☐ BOARD DISCUSSION NOT REQUIRED BOARD DISCUSSION REQUIRED

ACTION REQUESTED FOR INFORMATION

REPORT DATE January 15, 2020

EXECUTIVE PROPONENT Peter Smailes, Vice-President Finance & Operations

PRESENTED BY John Metras, Associate Vice-President Facilities

SUPPORTED BY Andrew Szeri, Provost and Vice-President Academic, UBC Vancouver Deborah Buszard, Deputy Vice-Chancellor & Principal, UBC Okanagan Ananya Mukherjee Reed, Provost and Vice-President Academic, UBC Okanagan Robin Ciceri, Vice-President External Relations Pam Ratner, Vice-Provost and Associate Vice-President Enrolment & Academic Facilities Michael White, Associate Vice-President Campus & Community Planning Jennifer Sanguinetti, Managing Director, Infrastructure Development Yale Loh, Treasurer

PRIOR SUBMISSIONS

The subject matter of this Report has been considered previously by the Property Committee on the following occasions:

1. June 5, 2019 – UBC Five Year Capital Plan - 2020-2021 to 2024-2025

The following executive summary assumes familiarity with the prior submissions and provides an overview of the capital planning and prioritization process.

EXECUTIVE SUMMARY

The UBC Executive undertakes an annual prioritization of major capital facilities projects with assistance from the Capital Planning Working Group and input from campus stakeholders. This process, which follows the UBC Capital Planning Principles set out in Supplemental Materials 1, generates an updated Five-Year Capital Plan that, with Board of Governors approval, is submitted each year to the Provincial government. The latest Five-Year Capital Plan (2020-2021 – 2024-2025) was approved by the Board of Governors in June 2019. Supplemental Materials 2 shows the projects in the latest UBC Five-Year Capital Plan.

Proposed major capital facilities projects (>$5 million) are evaluated and prioritized annually using an assessment model that considers how each project contributes to the University’s strategic objectives and operational performance & risk mitigation objectives. Consistent with Shaping UBC’s Next Century the 2018-2028 strategic plan (https://strategicplan.ubc.ca/), the prioritization criteria used in the 2019 round of capital planning are as follows:

https://bog3.sites.olt.ubc.ca/files/2019/05/2_2019.06_Five-Year-Capital-Plan-2020-2025.pdfhttps://strategicplan.ubc.ca/

1) University Strategic Priorities (100%) • People & Places – 15% (changed from 25% in 2018)

• Research Excellence – 35% (changed from 25% in 2018)

• Transformative Learning – 35% (changed from 25% in 2018)

• Local & Global Engagement – 15% (changed from 25% in 2018)

2) Operational Performance and Risk Mitigation (100%) • Health & Safety (e.g. seismic risk) – 25%

• Performance & Reliability (e.g. deferred maintenance) – 25%

• Legal / Regulatory / Reputation – 25%

• Business Case – 25%

The criteria weightings under the Strategic Priorities areas were changed in 2019, reflecting feedback from the UBC community through the course of consultation. Greater weighting has been assigned to research excellence and transformative learning. These changes were presented as part of the Five-Year Capital Plan approval submission at the June 2019 Board meeting. Proposed changes for 2020 include an additional criterion for the degree to which a project supports Academic Renewal under the University Strategic Priorities dimension.

Individual capital projects are evaluated against the prioritization criteria using a scoring key that is directly aligned with the UBC Strategic Plan. The scoring key, shown in Supplemental Materials 3, is used to assess how well each project contributes to meeting the specific strategies within the core areas of the Strategic Plan and addressing key operational performance and risk issues.

Each project receives a strategic score and an operational score (Supplemental Materials 4) which are plotted on two axes of a prioritization matrix (Supplemental Materials 5). The matrix provides a visual representation of relative project position after this initial prioritization. The project scoring is undertaken by the Capital Planning Working Group (Attachment 6). It is important to note that the prioritization scoring model is “needs-based” and therefore funding potential is not a criterion.

The prioritization scoring and matrix are used as an advisory tool by the UBC Executive, who make the final selection of projects for inclusion in the proposed Five-Year Capital Plan factoring in additional considerations for each project such as: alignment with government priorities, funding potential, current state of project planning, campus stakeholder input, project impact on global rankings, and expected impact/return per dollar invested.

Prior to the final Executive decision, input on the capital planning process and capital priorities is sought from the following campus stakeholder groups:

• Committee of Deans • Property & Planning Advisory Committee • Senate Academic Building Needs Committee, UBC Okanagan Space Management Committee • Vancouver Subcommittee of the Council of Senates Budget Committee • UBC Okanagan Senate Building and Resource Committee • Information Technology Advisory Committee • Alma Mater Society, UBC Students’ Union Okanagan • Graduate Student Society • Alumni Association • Building Operations and Energy & Water Services, UBC Okanagan Campus Operations • UBC Properties Trust (for information)

Seismic Mitigation Plan

Seismic risk considerations are factored into the capital prioritization process through the Operational Performance & Risk Mitigation criteria. While some projects selected for the Five-Year Capital Plan address seismic risk, the University is treating the Seismic Resilience Plan separately from the Five-Year Plan.

The seismic resilience plan for the Vancouver campus was updated in 2019. A seismic hazard assessment and screening-level building vulnerability assessments were completed by our consultant (Arup). The hazard assessment quantifies the seismic hazard facing the campus and reflects current knowledge of earthquake types, intensities, return periods and probabilities. These assessments led to a recommended list of priority buildings for which detailed structural engineering analysis using advanced 3D modelling coupled with physical testing was completed to determine specific structural vulnerabilities, retrofit strategies and costs.

Arup additionally provided a set of operational recommendations to improve campus resilience in the event of an earthquake. The draft seismic resilience plan, incorporating the results of the detailed engineering analysis as well as updates on the completed operational and utility improvements, were presented to the Board in February 2019. A notional plan and timeline for priority seismic upgrades is provided in Supplemental Materials 7. Arup is currently developing a set of seismic design standards for use in new building projects and major renovations moving forward.

SUPPLEMENTAL MATERIALS

1. UBC Capital Planning Principles 2. Five-Year Capital Plan Projects (2020-2021 – 2024-2025) 3. Capital Prioritization Evaluation Criteria & Scoring Key 4. Capital Prioritization Model 5. Capital Prioritization Matrix 6. Capital Planning Working Group 7. Seismic Resilience Plan – Notional Timeline

Capital Planning & Prioritization Process

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Supplemental Material 1 – UBC Capital Planning Principles

UBC capital priorities are developed in accordance with the following Capital Planning Principles, which were

adopted by the Board of Governors in 2014:

1. Academic Consultation - Capital infrastructure needs and priorities are identified through on-going consultation

with academic stakeholders including Deans, Provost’s Office, Deputy Vice Chancellor Office (Okanagan

campus), VP Students Office, VP Research Office and unit heads.

2. Funding Allocation - UBC capital funding (exclusive of government funding, self-funding projects such as

student housing, and donor funding) should be allocated among infrastructure categories according to the

following target ratio: 70% academic, 20% student experience, 10% campus community. This is the best current

estimate of the allocation to support learning and research priorities, meet student needs and provide

necessary community infrastructure. The allocation model is regularly reviewed. Allocation of UBC capital

funding for recent, current and planned projects is as follows:

Academic

Student Experience

Campus Community

Target allocation 70% 20% 10%

Projects completed since January 1, 2010 58% 18% 24%

Current projects in design or construction 73% 26% 1%

Five-Year Capital Plan projects 94% 6% 0%

Future priorities 82% 15% 3%

Total of all projects above 80% 15% 5%

3. Operational Overlay - Building Operations, Energy & Water Services and Safety & Risk Services are consulted

to determine deferred maintenance, seismic and other operational priorities and opportunities for synergies.

4. Fundraising and Financing Assessment - The Development Office prepares donor fundraising assessments for

specific projects and establishes fundraising goals with reasonable (though not guaranteed) probabilities of

success based on known donor prospects. Treasury determines the available financing capacity for specific

projects based on current and projected internal liquidity.

5. Efficiency - Stated infrastructure needs are assessed against accepted standards. The proposed Capital projects

are those that provide the most effective and efficient use of land, building space and capital. Opportunities

are sought to optimize and re-use existing infrastructure first before replacing or expanding. Academic priorities

are synergized with infrastructure renewal/seismic priorities wherever possible.

6. Flexibility - Flexibility is allowed in the Capital Plan in order to respond to emerging priorities and funding

opportunities. Funding opportunities and financing capacity are key factors in determining project timing.

7. Integration - The Capital Plan is developed through integration of academic needs, strategic priorities,

infrastructure renewal and risk management requirements, target UBC funding allocation and alignment with

government priorities. The Provost (Vancouver campus) and Deputy Vice Chancellor (Okanagan campus) make

the final recommendations on capital priorities to be presented for Executive and Board approval.

8. Approval - Capital priorities are reviewed and approved by the Executive, and then the Board of Governors, at

least once per year. Mandatory approval is required in advance of submission of the UBC Five-Year Capital Plan

to the Province in June each year.

9. On-going Review - Minor adjustments to the capital priorities can take place throughout the year in response

to emerging issues. The Board receives an up to date list of capital priorities at every Board meeting.


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Supplemental Material 2 – Five-Year Capital Plan Projects (2020/21 – 2024/25)

UBC Campus Project Delivery1 Cost in $Ms2

Funding Request to AEST in $Ms

Reduced Deferred

Maintenance in $Ms

Vancouver School of Biomedical Engineering Building

Sep-23 $138 Government $38M UBC $100M

$38 NA

Vancouver Nursing & Kinesiology Building


$67 $46

Vancouver Chemistry Laboratory Complex


$112 $39

Okanagan

Interdisciplinary Collaboration & Innovation Building


$90 NA

Vancouver Mathematics Building Sep-24 $118 Government $59M UBC $59M

$59 $38

Total $800 $366 $123

1 – These target completion dates assume project funding approval by March 31, 2020. 2 – Project capital costs reflect latest estimates as of January 2020.


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Supplemental Materials 3 – Capital Prioritization Evaluation Criteria & Scoring Key

A: University Strategic Plan – What is the relative importance & return on investment provided in these areas? People & Places (Core Area & Strategies) Contribution to creating vibrant, sustainable environments that enhance wellbeing and excellence for people in their places at UBC and beyond. Examples: AMS Nest, Orchard Commons, UBCO Fitness & Wellness Centre.

People & Places Criteria Score 1) Great People - Will attract, engage and retain a diverse global community of outstanding

students, faculty and staff. 2) Inspiring Spaces - Creates welcoming physical and virtual spaces to advance collaboration,

innovation and community development. 3) Thriving Communities - Supports the on-going development of sustainable, healthy and

connected campuses and communities, consistent with the 20-Year Sustainability Strategy and the developing Wellbeing Strategy.

4) Inclusive Excellence - Cultivates an institutional and individual capacity for inclusive discourse. 5) Systems Renewal - Transforms University-level systems and processes to facilitate

collaboration, innovation and agility.

0 - None is true 2 - One is true 4 - Two are true 6 - Three are true 8 - Four are true 10 - All are true

Research Excellence (Core Area & Strategies) Contribution to creating and mobilizing knowledge for meaningful impact. Examples: Centre for Drug Research & Development, Djavad Mowafaghian Centre for Brain Health, Sequencing & Bioinformatics Consortium.

Research Excellence Criteria Score 1) Collaborative Clusters - Enables interdisciplinary clusters of research excellence in pursuit of

societal impact. 2) Research Support - Strengthens shared infrastructure and resources to support research

excellence. 3) Student Research - Broadens student access to, and enhances, student research experiences. 4) Knowledge Exchange - Improves ecosystem that supports translation of research into action. 5) Research Culture - Fosters a strong and diverse research culture that embraces the highest

standards of integrity, collegiality and service.


Transformative Learning (Core Area & Strategies) Contribution to enabling learning through evidence-based teaching, mentorship and enriched experiences. Examples: Arts One, Faculty of Education flip classrooms in Ponderosa Commons, Learning Exchange.

Transformative Learning Criteria Score 1) Education Renewal – Facilitates sustained program renewal and improvements in teaching

effectiveness. 2) Program Redesign - Reframes undergraduate academic program design in terms of learning

outcomes and competencies. 3) Practical Learning - Expand experiential, work-integrated and extended learning opportunities

for students, faculty, staff and alumni. 4) Interdisciplinary Education - Facilitates the development of interdisciplinary, problem-focused

learning. 5) Student Experience - Strengthens undergraduate and graduate student communities and

experience.



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Local & Global Engagement (Core Area & Strategies) Contribution to engaging ethically to advance a stronger and more equitable society, learn about the world and empower people to be good stewards and change makers. Examples: Alumni Centre, Go Global, Public Scholars Initiative.

Community Engagement Criteria Score 1) Public Relevance - Deepens the relevance, impact and public appreciation of UBC research and

education. 2) Indigenous Engagement - Supports the objectives and actions of the 2018 Indigenous Strategic

Plan, currently under development. 3) Alumni Engagement - Reaches, inspires and engages alumni through lifelong enrichment,

consistent with the alumni UBC strategic plan, Connecting Forward. 4) Global Networks - Builds and sustains strategic global networks, notably around the Pacific

Rim, that enhance impact. 5) Coordinated Engagement - Co-creates with communities the principles and effective practices

of engagement, and establishes supporting infrastructure.


Academic Renewal (POTENTIAL NEW CRITERIA FOR 2020) Contribution to accommodating recruitment of new research faculty to meet Academic Renewal allocation targets. Examples: Gateway Building.

Academic Renewal Criteria Score 1) New Research Faculty Offices and Labs - Will provide office and lab space for new research

faculty hired to meet Academic Renewal allocation targets. 2) Grad Student, Post-Doc and Admin Space - Will provide space for graduate students, post-

doctoral fellows and administrative staff associated with new Academic Renewal faculty. 3) Shared Research Infrastructure - Will provide facilities for shared research infrastructure and

services (e.g. imaging equipment, computing, animal care) to support Academic Renewal. 4) Interdisciplinary Space – Will allow expansion of new research faculty in multiple disciplines

across multiple Faculties to enhance both interdisciplinary research and space use efficiency. 5) Additional Support Facilities – Will provide space for child care and other services necessary to

support new faculty.


B: Operational Performance and Risk Mitigation – What is the relative importance & return on investment provided in these areas? Health & Safety Contribution to mitigating health and safety risks to UBC students, faculty, staff and community members. Examples: seismic upgrades to campus buildings, exterior lighting improvements, Blue Phone installation.

Health & Safety Criteria Score 1) Improves seismic safety and resilience 2) Improves workplace health & safety for faculty, staff and student workers 3) Improves personal health & safety for students, faculty, staff, community and visitors

0 - None is true 3 - One is true 6 - Two are true 10 - All are true

Performance & Reliability Contribution to improving reducing deferred maintenance or replacing aging systems to improve facility condition and system performance and reliability. Examples: building system renewals, major software system upgrades or replacements, energy retrofits.

Performance & Reliability Criteria Score 1) Significantly improves condition and performance of facility or system 0 - None is true


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2) Prevents major disruption including loss of function, power or data 3) Improves sustainability and/or resiliency performance 4) Improves accessibility for individuals with disabilities

3 - One is true 6 - Two are true 8 - Three are true 10 - All are true

Legal/Regulatory/Reputation Contribution to meeting legislated requirements or addressing issues that may have an impact on University reputation. Examples: software upgrades to address personal information security, infrastructure upgrades to meet building code requirements or sustainability performance targets, accessibility upgrades to improve campus access for individuals with disabilities.

Legal / Regulatory / Reputation Criteria Score 1) Will the University be adversely affected if the project is not undertaken? 0 – No adverse effect

3 – Minimal adverse effect 6 – Some adverse effect 10 – Major adverse effect

(i.e. legal/regulatory compliance)

Business Case Contribution to increasing revenue opportunities, reducing operating costs and/or improving services and operations. Examples: infrastructure required to expand international student enrolment, energy retrofits to reduce utility costs.

Business Case Criteria Score 1) Generates financial payback through net new revenue or cost savings 2) Affects core or foundational programs or services or strategic initiatives 3) Other programs or services depend on it 4) Will contribute to administrative or operational excellence

0 - None is true 3 - One is true 6 - Two are true 8 - Three are true 10 - All are true

C: Other Factors (considered separately by the UBC Executive) Examples: alignment with government priorities, funding opportunities, impact on global rankings, biggest return per dollar invested.

Template revised: November 1, 2019

Supplemental Materials 4 – Capital Prioritization Model

Project Name Faculty / Dept

Contribution to University Strategic Plan (Themes, Core Areas, Strategies) - Relative importance and return on investment (ROI)? Total

Weighted Strategic Score

(out of 10)

Contribution to Operational Risk Mitigation and Performance - Relative importance and ROI?

Total Weighted

Operational Score

(out of 10)People & Places

Research Excellence

Transformative Learning

Local & Global Engagement

Health & Safety(e.g. seismic)

Operation Performance/Reliability e.g.

facility condition

Legal/Regulatory/Reputation

Business Case (on-going

revenue/savings opportunity)

Weighting 15% 35% 35% 15% 25% 25% 25% 25%

Capital Project/Investment (listed alphabetically)Raw Score(out of 10)

Raw Score(out of 10)



Total(out of 10)





Total(out of 10)

Academic Projects

Academic Building Expansion - UBCO UBCO Multi-Faculty 6 6 6 6 6.00 0 3 0 3 1.50

Applied One Applied Science 6 6 5 4 5.35 6 8 3 3 5.00

Asian Centre Arts/Library 8 6 6 5 6.15 6 8 3 3 5.00

Belkin Expansion Arts 4 3 1 3 2.45 0 0 0 3 0.75

Biodiversity Expansion Science 4 8 6 3 5.95 0 0 0 3 0.75

Bridging Projects - UBCO UBC Multi-Faculty 6 6 4 0 4.40 0 3 3 6 3.00

Centre for Interactive Researcg on Children's Learning Environments (CIRCLE)

Medicine/Applied Science 6 8 2 4 5.00 0 0 0 6 1.50

Chemistry Lab Complex Science 6 8 8 2 6.80 10 10 4 7 7.75

Classroom Facility Provost 10 0 10 0 5.00 3 6 6 6 5.25

Nursing & Kinesiology Building (Gateway Building) Kin?Nursing/UBC Health 8 8 6 4 6.70 6 8 6 6 6.50

Computer Science Expansion Science 4 8 6 3 5.95 0 0 0 6 1.50

Digital Learning Factory - UBCO UBCO/Applied Science 4 10 8 4 7.50 0 3 0 3 1.50

Downtown Presence VP External 8 5 5 6 5.60 3 8 3 6 5.00

Forestry Expansion Forestry 4 4 4 4 4.00 0 0 0 3 0.75

Future Academic Building - UBCO UBCO Multi-Faculty 6 6 6 6 6.00 0 3 0 3 1.50

Geography Building Arta 5 6 6 2 5.25 10 8 0 0 4.50

Hotel + Academic Conference Centre SHHS/St' John's College 4 2 0 2 1.60 0 0 0 6 1.50

Innovation Hub VP Research 8 10 8 6 8.40 0 0 0 10 2.50

Interdisciplinary Collaboration & Innovation Bldg - UBCO UBCO Multi-Faculty 8 8 8 6 7.70 0 3 0 6 2.25

JB MacDonald Building Expansion (Dentistry) Dentistry 4 6 6 2 5.10 6 8 3 3 5.00

Learning Exchange VP External 8 4 6 8 5.90 6 8 0 3 4.25

Mathematics Building Science 5 6 6 2 5.25 10 8 3 6 6.75

Medicine One Medicine 5 9 6 4 6.60 0 6 0 6 3.00

Music Replacement + Expansion Arts 6 3 6 4 4.65 10 8 3 0 5.25

Sauder Graduate School Expansion Sauder 6 6 6 4 5.70 0 0 0 6 1.50

School of Biomedical Engineering Applied Science/Medicine 4 8 9 4 7.15 5 6 0 6 4.25

School of Public Policy & Global Affairs Arts 6 9 6 6 7.05 0 0 0 3 0.75

Seismic Upgrade Projects 5 Campus-wide 6 0 0 0 0.90 10 10 10 6 9.00

The Hive @ UBC Farm Land + Food Systems 6 4 5 6 4.95 0 5 2 0 1.75


Supplemental Materials 5 – Capital Prioritization Matrix

Un

ive

rsit

y S

tra

teg

icP

rio

rity

High Strategic & Low Operational High Strategic & High Operational

Low Strategic & Low Operational Low Strategic & High Operational

Operational Priority

• Learning Exchange

• School of Biomedical Engineering

• Asian Centre • Nursing & Kinesiology (Gatew ay) Building

• Innovation Hub

• Applied One• Dow ntown Presence

• Chemistry Lab Complex

• Mathematics Building

• UBCO ICI Building

• School of Public Policy

• Seismic Upgrades

• The Hive @ UBC Farm

• UBCO DLF

Projects highlighted in pink in included in current UBC Five-Year Capital Plan.

• Classroom Facility• Music

• Sauder Expansion

• Medicine One


Supplemental Materials 6 – Capital Planning Working Group

• Jennifer Burns, Chief Information Officer

• Helen Burt, Associate Vice-President, Research

• Michael Coughtrie, Dean, Pharmaceutical Sciences

• Adriaan De Jager, Executive Director, Government & Corporate Relations

• Rob Einarson, Associate Vice-President, Finance & Operations, UBCO

• Hillary Gosselin, Associate Vice-President, Development

• Karamjeet Heer, Comptroller (new member for 2020; was Stuart MacKenzie, Acting Comptroller, in 2019)

• Michael Isaacson, Chair, Senate Academic Building Needs Committee

• Yale Loh, Treasurer (new member for 2020)

• John Metras, Associate Vice-President, Facilities

• Jennifer Sanguinetti, Managing Director, Infrastructure Development

• Suzanne Poohkay, Director, Capital Planning, Infrastructure Development

• Pam Ratner, Vice Provost and AVP, Enrolment and Academic Facilities

• David Shorthouse, Director, Academic Initiatives, Provost’s Office

• Peter Smailes, VP Finance & Operations

• Kavie Toor, Facilities & Business Development, Athletics & Recreation

• Paul van Donkelaar, Professor, Health & Exercise Sciences, UBCO

• Michael White, AVP, Campus & Community Planning


Supplemental Materials 7 – Seismic Resilience Plan – Notional Timeline

Capital Planning & Prioritization ProcessBoard of Governors Property CommitteeFebruary 2020

John Metras, Associate Vice-President Facilities

2

Capital planning objectives

• Ensure up-to-date assessment of UBC capital priorities for internal planning and potential allocation of internal funding (e.g. Academic Capital Fund).

• Provide annual short-list of top priority projects for Five-Year Capital Plan submission to Ministry of Advanced Education, Skills & Training (AEST) for potential government funding.

3

Capital project prioritization processEvaluation criteria & weighting (updated in 2019):1. University Strategic Priorities (100%)

• People & Places – 15% weighting• Research Excellence – 35%• Transformative Learning – 35%• Local & Global Engagement – 15%

2. Operational Performance & Risk Mitigation (100%)• Health & Safety (e.g. seismic risk) – 25%• Performance & Reliability (e.g. deferred maintenance) – 25%• Legal / Regulatory / Reputation – 25%• Business Case – 25%

4

Proposed criteria changes for 2020Evaluation criteria & weighting for 2020:1. University Strategic Priorities (100%)

• People & Places – % weighting• Research Excellence – % • Transformative Learning – %• Local & Global Engagement – %• Support for Academic Renewal – %

2. Operational Performance & Risk Mitigation (100%)• Health & Safety (e.g. seismic risk) – 25%• Performance & Reliability (e.g. deferred maintenance) – 25%• Legal / Regulatory / Reputation – 25%• Business Case – 25%

Plan to add “Support for Academic Renewal” criterion. Weightings for the criteria are to be determined.

5

Prioritization scoring exampleSchool of Biomedical Engineering (SBME)

• SBME established in 2017. Partnership between Faculty of Applied Science and Faculty of Medicine.

• New undergraduate program to grow to 500 FTE by 2024/25, including 355 domestic student FTEs supported with new funding from the Provincial government.

• Currently almost 50% of undergraduate cohort are female, already the most diverse engineering program at UBC.

• Graduate student FTEs expected to grow from 90 to over 200 by 2024/25.

• 12 -15 new faculty members expected by 2024/25 (9-12 professors and 3 teaching faculty).

• Top ranked program in Canada.

• New facility is essential in order to accommodate funded undergraduate program growth.

• New facility will allow needed renovations and upgrades to existing Biomedical Research Centre where SBME is currently located.

6

Prioritization scoring example - SBME

Project Name

Contribution to University Strategic Plan (Themes, Core Areas, Strategies) - Relative importance and return on

investment (ROI)?Total

Weighted Strategic

Score(out of 10)

Contribution to Operational Risk Mitigation and Performance -Relative importance and ROI? Total Weighted

Operational Score

(out of 10)People &

PlacesResearch

ExcellenceTransformative

LearningLocal & Global Engagement

Health & Safety

(e.g. seismic)

Operation Performance/

Reliability (e.g. facility condition)




15% 35% 35% 15% 25% 25% 25% 25%





Total(out of 10)





Total(out of 10)

School of Biomedical Engineering 4 8 9 4 7.15 5 6 0 6 4.25

7

Prioritization scoring key – SBME exampleResearch Excellence (Core Area & Strategies)Contribution to creating and mobilizing knowledge for meaningful impact. Examples: Centre for Drug Research & Development, Djavad Mowafaghian Centre for Brain Health, Sequencing & Bioinformatics Consortium.

Research Excellence Criteria Score1) Collaborative Clusters - Enables interdisciplinary clusters of research excellence in pursuit of societal impact.2) Research Support - Strengthens shared infrastructure and resources to support research excellence.3) Student Research - Broadens student access to, and enhances, student research experiences.4) Knowledge Exchange - Improves ecosystem that supports translation of research into action.5) Research Culture - Fosters a strong and diverse research culture that embraces the highest standards of

integrity, collegiality and service.

0 - None is true2 - One is true4 - Two are true6 - Three are true8 - Four are true10 - All are true

These are the specific Research Excellence core area strategies from the UBC Strategic Plan

8

Prioritization scoring key – SBME exampleTransformative Learning (Core Area & Strategies)Contribution to enabling learning through evidence-based teaching, mentorship and enriched experiences. Examples: Arts One, Faculty of Education flip classrooms in Ponderosa Commons, Learning Exchange.

Transformative Learning Criteria Score1) Education Renewal – Facilitates sustained program renewal and improvements in teaching

effectiveness.2) Program Redesign - Reframes undergraduate academic program design in terms of learning

outcomes and competencies. (only in part)3) Practical Learning - Expand experiential, work-integrated and extended learning

opportunities for students, faculty, staff and alumni.4) Interdisciplinary Education - Facilitates the development of interdisciplinary, problem-

focused learning.5) Student Experience - Strengthens undergraduate and graduate student communities and

experience.

0 - None is true2 - One is true4 - Two are true6 - Three are true8 - Four are true10 - All are trueScore 9

These are the specific Transformative Learning core area strategies from the UBC Strategic Plan

9

Prioritization scoring key – SBME examplePerformance & ReliabilityContribution to improving reducing deferred maintenance or replacing aging systems to improve facility condition and system performance and reliability. Examples: building system renewals, major software system upgrades or replacements, energy retrofits.

Performance & Reliability Criteria Score1) Significantly improves condition and performance of facility or system2) Prevents major disruption including loss of function, power or data3) Improves sustainability and/or resiliency performance4) Improves accessibility for individuals with disabilities

0 - None is true3 - One is true6 - Two are true8 - Three are true10 - All are true

10

Prioritization scoring – Academic projectsProject Name Faculty / Dept

Contribution to University Strategic Plan (Themes, Core Areas, Strategies) - Relative importance and return on investment (ROI)? Total

Weighted Strategic Score

(out of 10)

Contribution to Operational Risk Mitigation and Performance - Relative importance and ROI? Total Weighted

Operational Score

(out of 10)People & Places Research Excellence

Transformative Learning

Local & Global Engagement

Health & Safety(e.g. seismic)

Operation Performance/Reliability e.g.

facility condition




Weighting 15% 35% 35% 15% 25% 25% 25% 25%

Capital Project/Investment (listed alphabetically) Raw Score(out of 10)




Total(out of 10)





Total(out of 10)

Academic Projects

Academic Building Expansion - UBCO UBCO Multi-Faculty 6 6 6 6 6.00 0 3 0 3 1.50

Applied One Applied Science 6 6 5 4 5.35 6 8 3 3 5.00

Asian Centre Arts/Library 8 6 6 5 6.15 6 8 3 3 5.00

Belkin Expansion Arts 4 3 1 3 2.45 0 0 0 3 0.75

Biodiversity Expansion Science 4 8 6 3 5.95 0 0 0 3 0.75

Bridging Projects - UBCO UBC Multi-Faculty 6 6 4 0 4.40 0 3 3 6 3.00 Centre for Interactive Researcg on Children's Learning Environments (CIRCLE) Medicine/Applied Science 6 8 2 4 5.00 0 0 0 6 1.50

Chemistry Lab Complex Science 6 8 8 2 6.80 10 10 4 7 7.75

Classroom Facility Provost 10 0 10 0 5.00 3 6 6 6 5.25

Nursing & Kinesiology Building (Gateway Building) Kin?Nursing/UBC Health 8 8 6 4 6.70 6 8 6 6 6.50

Computer Science Expansion Science 4 8 6 3 5.95 0 0 0 6 1.50

Digital Learning Factory - UBCO UBCO/Applied Science 4 10 8 4 7.50 0 3 0 3 1.50

Downtown Presence VP External 8 5 5 6 5.60 3 8 3 6 5.00

Forestry Expansion Forestry 4 4 4 4 4.00 0 0 0 3 0.75

Future Academic Building - UBCO UBCO Multi-Faculty 6 6 6 6 6.00 0 3 0 3 1.50

Geography Building Arta 5 6 6 2 5.25 10 8 0 0 4.50

Hotel + Academic Conference Centre SHHS/St' John's College 4 2 0 2 1.60 0 0 0 6 1.50 Innovation Hub VP Research 8 10 8 6 8.40 0 0 0 10 2.50 Interdisciplinary Collaboration & Innovation Bldg - UBCO UBCO Multi-Faculty 8 8 8 6 7.70 0 3 0 6 2.25

JB MacDonald Building Expansion (Dentistry) Dentistry 4 6 6 2 5.10 6 8 3 3 5.00

Learning Exchange VP External 8 4 6 8 5.90 6 8 0 3 4.25

Mathematics Building Science 5 6 6 2 5.25 10 8 3 6 6.75

Medicine One Medicine 5 9 6 4 6.60 0 6 0 6 3.00

Music Replacement + Expansion Arts 6 3 6 4 4.65 10 8 3 0 5.25

Sauder Graduate School Expansion Sauder 6 6 6 4 5.70 0 0 0 6 1.50

School of Biomedical Engineering Applied Science/Medicine 4 8 9 4 7.15 5 6 0 6 4.25

School of Public Policy & Global Affairs Arts 6 9 6 6 7.05 0 0 0 3 0.75

Seismic Upgrade Projects 5 Campus-wide 6 0 0 0 0.90 10 10 10 6 9.00

The Hive @ UBC Farm Land + Food Systems 6 4 5 6 4.95 0 5 2 0 1.75

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Uni

vers

ity S

trat

egic

Prio

rity

High Strategic & Low Operational High Strategic & High Operational

Low Strategic & Low Operational Low Strategic & High Operational

Operational Priority

Prioritization matrix

• Learning Exchange

• School of Biomedical Engineering• Asian Centre • Nursing & Kinesiology (Gateway) Building

• Innovation Hub

• Applied One• Downtown Presence

• Chemistry Lab Complex

• Mathematics Building

• UBCO ICI Building• School of Public Policy

• Seismic Upgrades

• The Hive @ UBC Farm

• UBCO DLF

Projects highlighted in pink included in current UBC Five-Year Capital Plan.

• Classroom Facility• Music

• Sauder Expansion• Medicine One

12

Capital plan consultationInput on capital priorities & planning process from:• Committee of Deans/Deans’ Council (Vancouver and Okanagan)• Property & Planning Advisory Committee• Senate Academic Building Needs Committee• Vancouver Subcommittee of the Council of Senates Budget Committee • Building Operations and Energy & Water Services / UBCO Campus Operations• Alma Mater Society / UBC Student’s Union Okanagan• Alumni Association• Graduate Student Society• UBC Properties Trust (for information)

13

Executive review for Five-Year Capital Plan• Project scoring is undertaken by the Capital Planning Working

Group which is composed of academic and operational leaders.• The prioritization scoring model is “needs-based”. Funding potential

is therefore not a criterion.• The prioritization model is used as a tool by the UBC Executive, who

make the final selection of projects for the Five-Year Capital Plan. • Other Factors Considered in Addition to Prioritization Scoring:

• Alignment with government priorities (health, indigenous relations)

• Other funding potential (donors, research grants)• Impact on University rankings (what will move the bar farthest)

• Impact per dollar invested (biggest bang for the buck)

14

Five-Year Capital Plan 2020/21 to 2024/25UBC

Campus Project Delivery1 Cost in $Ms2 Request to AEST in $Ms

VancouverSchool of Biomedical Engineering Building

Sep-23 $138 $38

VancouverNursing & Kinesiology (Gateway) Building

Sep-24 $190 $67

Vancouver Chemistry Laboratory Complex Sep-24 $224 $112

OkanaganInterdisciplinary Collaboration & Innovation Building

Sep-24 $130 $90

Vancouver Mathematics Building Sep-24 $118 $59

Total $800 $3661 – These target completion dates assume project funding approval by March 31, 2020.2 – Project capital costs reflect latest estimates as of January 2020..

15

10-year history of major capital facilities investment

0

200000

400000

600000

800000

1000000

1200000

1400000

1600000

1800000

VancouverCampus

Academic StudentExperience

CampusOperations

TotalVancouver

Campus

OkanaganCampus

Academic StudentExperience

CampusOperations

TotalOkanaganCampus

Capi

tal I

nves

tmen

t $00

0's

Facility Type and Location

Major Capital Investment in UBC Facilities by Project Type and Location 2010 - 2019

Student Housing $429,589 Student

Housing $98,109

Chart1


Vancouver CampusAcademicStudent ExperienceCampus OperationsTotal Vancouver CampusOkanagan CampusAcademicStudent ExperienceCampus OperationsTotal Okanagan Campus872831.82700000005639180.51759711687983.3271768041021696494285467


Capital Investment $000's

Categories - Vancouver

UBC Major Facilities Projects Completed since January 1, 2010 or Currently In-Construction - Vancouver Campus

As of February 2019

Dollar figures are all in $000's

The target UBC Funding Allocation ratio (70% academic, 20% student experience, 10% campus community) is the best current estimate of the appropriate allocation to support learning and research priorities, meet student needs and provide necessary community infrastructure.

Vancouver Campus Capital Projects 2010-2019Capital Cost$000'sFunding $000'sFinancing $000's

Prov GovFed GovUBCV CentralFaculty or UnitSelf-Funding or Land DevDonor FundraisingUBC Central DebtSelf Funded DebtFaculty/Unit DebtTotal Debt

UBC Renew Phase 1 - Old Auditorium$20,141$0$0$13,450$2,249$0$4,442$12,200$0$0$12,200

UBC Renew Phase 1 - Buchanan A$12,147$12,147$0$0$0$0$0$0$0$0$0

School of Population & Public Health$7,819$0$0$0$300$7,519$0$0$0$0$0

UBC Renew Phase 2A BioSciences West & South$61,900$31,356$30,544$0$0$0$0$0$0$0$0

Norman B. Keevil Institute of Mining Engineering$4,027$2,014$0$0$0$0$2,013$0$0$0$0

Wayne & William White Engineering Design Centre$8,326$0$0$1,500$3,800$0$3,026$0$0$0$0

Centre for Integrated Research in Sustainability (CIRS)$36,781$4,477$8,386$14,809$0$0$9,109$10,809$0$0$10,809

Faculty of Law - Allard Hall$55,901$0$0$21,341$1,000$0$33,560$16,176$0$0$16,176

Centre for Comparative Medicine$37,030$0$0$33,250$3,780$0$0$33,250$0$3,780$37,030

Sauder School of Business Building Project$69,934$0$0$7,862$14,275$0$47,797$7,862$0$25,256$33,118

Earth Science Building (ESB)$74,700$37,500$1,000$0$11,300$0$24,900$0$0$11,300$11,300

Pharmaceutical Sciences/CDRD + Modified Barrier Facility & University Data Centre$150,903$86,400$4,389$17,720$4,680$14,150$23,564$17,720$0$40,894$58,614

Ponderosa Commons (Phase 1) Academic Component for Faculty of Arts$17,602$203$203$1,268$0$10,734$5,194$0$10,734$0$10,734

Djavad Mowafaghian Centre for Brain Health$69,757$22,764$19,716$924$0$0$26,353$0$0$0$0

Library PARC$11,140$0$0$6,170$4,970$0$0$4,970$0$0$4,970

Dairy Education & Research Centre - Researcher Housing (Agassiz)$3,500$0$0$0$3,024$400$76$0$0$152$152

Bentley Family Dining Hall at Loon Lake$3,000$0$0$0$542$0$2,458$0$0$0$0

Iona Building Acquisition - Vancouver School of Economics$33,500$0$0$15,000$5,100$2,300$11,100$15,000$2,300$16,200$33,500

Ponderosa Commons (Phase 2) Academic Component for Faculty of Education$18,789$0$0$5,827$10,464$2,498$0$5,827$2,498$4,464$12,789

Orchard Commons Academic Component for Vantage College$25,557$0$0$871$24,686$0$0$0$0$24,686$24,686

Henry Angus Seismic Upgrade$4,162$1,544$0$2,618$0$0$0$0$0$0$0

Quantum Matter Institute$30,269$0$5,068$11,000$0$0$14,201$11,000$0$0$11,000

MOA Masterworks Gallery$4,100$0$1,500$0$0$0$2,600$0$0$0$0

Indian Residential School History & Dialogue Centre$5,500$0$0$0$0$0$5,500$0$0$0$0

Sports Medicine Chan Gunn Pavilion$11,640$0$4,731$0$909$0$6,000$0$0$716$716

Undergraduate Life Sciences Teaching Labs$88,000$11,838$32,528$43,634$0$0$0$43,634$0$0$43,634

Graduate Research Commons - Koerner Library$6,707$0$0$6,209$0$0$498$3,209$0$0$3,209

Academic$872,832$0$210,243$108,065$203,453$91,079$37,601$222,391$181,657$15,532$127,448$324,637

T-bird Stadium Turf Field and Grass Rugby Fields$2,661$0$0$0$1,511$0$1,150$0$0$0$0

Tennis Facility$9,345$0$1,000$868$7,477$0$0$0$0$4,200$4,200

Totem In-Fill Student Housing Project$38,255$0$0$0$0$38,255$0$0$38,255$0$38,255

Childcare Expansion - Phase 1$3,543$0$0$3,543$0$0$0$3,543$0$0$3,543

Gerald McGavin UBC Rugby Centre$2,500$0$0$200$500$0$1,800$0$0$0$0

Leon & Thea Koerner University Centre$6,038$0$0$4,538$0$1,500$0$0$0$0$0

Ponderosa Commons (Phase 1)$69,612$0$0$0$0$69,612$0$0$69,612$0$69,612

New Student Union Building$108,760$0$0$25,000$0$83,760$0$25,000$68,000$0$93,000

Engineering Student Centre$5,740$0$0$770$783$2,560$1,627$0$1,271$0$1,271

Baseball Training Facility$3,861$0$0$0$361$0$3,500$0$0$0$0

Ponderosa Commons (Phase 2)$56,607$0$0$0$0$56,607$0$0$56,607$0$56,607

Orchard Commons, Mixed-Use Student Housing$106,417$0$0$1,429$0$104,988$0$0$103,988$0$103,988

Aquatic Centre$39,900$0$0$0$0$28,500$11,400$0$0$11,400$11,400

National Soccer Development Centre$27,244$11,006$0$1,750$0$3,300$11,188$0$0$0$0

Brock Commons Tallwood House$51,525$1,652$2,800$0$0$47,073$0$0$47,073$0$47,073

Totem Park Residence In-Fill Phase 2$30,200$0$0$0$0$30,200$0$0$30,200$0$30,200

Exchange Residence$76,973$0$0$0$0$76,973$0$0$76,973$0$76,973

Student Experience$639,181$0$12,658$3,800$38,098$10,632$543,328$30,665$28,543$491,979$15,600$536,122

Bioenergy Research & Demonstration Project$27,400$7,000$11,700$8,150$0$0$550$8,150$0$0$8,150

Bookstore Renovation & Expansion$6,608$0$0$515$0$6,093$0$0$5,300$0$5,300

Robert H. Lee Alumni Centre$19,478$0$0$1,000$0$0$18,478$0$18,478$0$18,478

UBC Vancouver District Energy System$88,300$0$0$78,300$0$10,000$0$78,300$0$0$78,300

UBC Bus Exchange$21,750$8,840$0$0$0$12,910$0$0$0$0$0

MacInnes Field Underground Parkade$12,435$0$0$0$0$12,435$0$0$12,435$0$12,435

Campus Operations$175,971$0$15,840$11,700$87,965$0$41,438$19,028$86,450$36,213$0$122,663

Total Vancouver Campus$1,687,983$0$238,741$123,565$329,516$101,711$622,367$272,084$296,650$543,724$143,048$983,422

14.1%7.3%19.5%6.0%16.1%

Categories - Okanagan

UBC Capital Projects Completed since January 1, 2010 - Okanagan Campus

As of February 2019

Dollar figures are all in $000's

The target UBC Funding Allocation ratio (70% academic, 20% student experience, 10% campus community) is the best current estimate of the appropriate allocation to support learning and research priorities, meet student needs and provide necessary community infrastructure.

Okanagan Campus Capital Projects 2010-2019Capital Cost$000'sFunding $000'sFinancing $000's

Prov GovFed GovUBCO CentralFaculty or UnitSelf-Funding or Land DevDonor FundraisingUBC Central DebtSelf Funded DebtFaculty/Unit DebtTotal Debt

UBCO Arts & Science Building 2$41,543$28,158$0$8,385$0$0$5,000$4,870$0$0$4,870

UBCO Reichwald Health Sciences Centre$30,650$30,650$0$0$0$0$0$0$0$0$0

UBCO Engineering Management Building$69,611$38,132$0$9,000$0$0$22,479$9,000$0$0$9,000

Teaching & Learning Centre (The Commons)$35,000$10,616$14,564$443$0$0$9,820$9,820$0$0$9,820

Academic$176,804$0$107,556$14,564$17,828$0$0$37,299$23,690$0$0$23,690

UBCO Student Housing Phase 3B$8,120$0$0$0$0$8,120$0$0$8,120$0$8,120

UBCO Student Housing Phase 4$14,058$0$0$0$14,058$0$14,058$0$14,058

UBCO Fitness / Wellness Centre$4,060$0$0$0$530$0$3,530$0$0$0$0

Nechako Residence & Commons Block$50,950$0$0$1,957$2,359$46,634$0$0$46,634$0$46,634

Skeena Residence$24,981$0$0$0$2,169$22,812$0$0$22,812$0$22,812

Student Experience$102,169$0$0$0$1,957$5,058$91,624$3,530$0$91,624$0$91,624

UBCO Geoexchange Phase 3$6,494$0$0$6,494$0$0$0$0$0$0$0

Campus Operations$6,494$0$0$0$6,494$0$0$0$0$0$0$0

Total Okanagan Campus$285,467$0$107,556$14,564$26,279$5,058$91,624$40,829$23,690$91,624$0$115,314

37.7%5.1%9.2%1.8%14.3%

Combined Totals

Facilities Investments 2010-2019Capital Cost$000'sFunding $000'sFinancing $000's

Prov GovFed GovUBCV CentralFaculty or UnitSelf-Funding or Land DevDonor FundraisingUBC Central DebtSelf Funded DebtFaculty/Unit DebtTotal Debt

Vancouver Campus

Academic$872,832$0$210,243$108,065$203,453$91,079$37,601$222,391$181,657$15,532$127,448$324,637

Student Experience$639,181$0$12,658$3,800$38,098$10,632$543,328$30,665$28,543$491,979$15,600$536,122

Campus Operations$175,971$0$15,840$11,700$87,965$0$41,438$19,028$86,450$36,213$0$122,663

Total Vancouver Campus$1,687,983$0$238,741$123,565$329,516$101,711$622,367$272,084$296,650$543,724$143,048$983,422

Okanagan Campus

Academic$176,804$0$107,556$14,564$17,828$0$0$37,299$23,690$0$0$23,690

Student Experience$102,169$0$0$0$1,957$5,058$91,624$3,530$0$91,624$0$91,624

Campus Operations$6,494$0$0$0$6,494$0$0$0$0$0$0$0

Total Okanagan Campus$285,467$0$107,556$14,564$26,279$5,058$91,624$40,829$23,690$91,624$0$115,314

Total UBC

Total Academic$1,049,636$317,799$122,629$221,281$91,079$37,601$259,690$205,347$15,532$127,448$348,327

Total Student Experience$741,350$12,658$3,800$40,055$15,690$634,952$34,195$28,543$583,603$15,600$627,746

Total Campus Operations$182,465$15,840$11,700$94,459$0$41,438$19,028$86,450$36,213$0$122,663

Total Facilities Investment - Both Campuses$1,973,450$346,297$138,129$355,795$106,769$713,991$312,913$320,340$635,348$143,048$1,098,736


Vancouver CampusAcademicStudent ExperienceCampus OperationsTotal Vancouver CampusOkanagan CampusAcademicStudent ExperienceCampus OperationsTotal Okanagan Campus872831.82700000005639180.51759711687983.3271768041021696494285467


Capital Investment $000's

16

10-year history of major capital facilities investment

UBCV Academic Project Investment $883,472

Funding Sources

UBCO Academic Project Investment$176,804

Funding Sources

Prov Gov$210,243

24%

Fed Gov$108,065

12%

UBCV Central$206,453

24%

Faculty or Unit$98,719

11%

Self-Funding or Land Dev$37,601

4%

Donor Fundraising$222,391

25%

Prov Gov$107,556

61%Fed Gov$14,564

8%

UBCO Central$17,385

10%

Donor Fundraising$37,299

21%

17

Seismic plan projects – notional timeline

18

SEISMIC PLAN PROJECTS

subject capital planning & p rioritization process€¦ · the prioritization scoring and matrix...

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