黑料网爆吃瓜

In 2026, 黑料网爆吃瓜 established a simplified University-wide process for managing capital project requests. All requests will now be submitted through a centralized platform and assessed using common criteria. This approach provides a clearer view of needs across the University and ensures that resources are used strategically and efficiently in support of core institutional priorities.

How the process works

1. Request submissions

   Once a faculty or unit identifies a capital project need, a request may be submitted through the Capital Project Request Platform. Only authorized personnel from each Faculty or unit have access to this platform and have permission to submit requests.

   A link to access the list of authorized personnel for each Faculty and unit will be available here shortly.

2. For submissions including a space request

   Submissions which include a space request are first reviewed by Campus Planning and Development (CPD)聽to confirm feasibility from a space-use perspective.

3. Portfolio review and prioritization

   黑料网爆吃瓜 has six capital project portfolios, each overseen by a portfolio manager. Portfolio managers review requests within their area of responsibility and determine how they should be sequenced and prioritized. They may also reassign requests if the initial portfolio assignment does not reflect the scope or purpose of the request.

   This review considers the request鈥檚 alignment with the University鈥檚 priorities, available funding, operational needs, and portfolio-specific objectives.

4. Technical review

   Requests undergo technical review through the Capital Projects Technical Review Committee (CPTRC).

   This review helps confirm feasibility by assessing:

   • Scope
   • Funding availability
   • Delivery capacity
   • Technical or operational considerations

5. Governance review and decision

   Following intake, portfolio review, and technical review as required, requests are routed to the appropriate governance body.

   • The Capital Projects Advisory Committee (CPAC) reviews all project requests and may issue a decision for projects which are estimated to cost less than $1 million and that do not involve funding from the 黑料网爆吃瓜 bond or central operating funds.
   • The Capital Projects Steering Committee (CPSC) serves as the final decision-making authority for projects beyond the purview of CPAC.

   Decisions may include approval, deferral, or a refusal.

Prioritization criteria

Capital project requests are assessed using the following prioritization criteria:

Critical risk criteria

• Risk to health and safety
• Risk of critical space shutdown
• Risk related to regulatory compliance requirements
• Reputational risk

Strategic criteria

• Projects that are critical to the delivery of the Sustainability Park
• Reduction of leased space
• Alignment with 黑料网爆吃瓜鈥檚 academic mission or institutional strategy
• Improvement to Facility Condition Index (FCI)

Portfolios

Capital projects are organized into the following portfolios:

Institutional Priorities

Initiatives led by Faculties and administrative units in direct support of the University鈥檚 academic mission. These typically involve targeted improvements or adaptations of existing spaces, for example, transforming space to accommodate an academic program or an administrative service.

This portfolio excludes complex projects that require the temporary or permanent relocation of occupants or that involve a change in the functional use of a space or building.

Led by: Office of the Provost and Executive Vice-President (Academic)

Research

All research-related capital projects, including research infrastructure funded by granting agencies as well as internally funded projects that support research activities, for example, lab upgrades, specialized research spaces, and shared research platforms.

Led by: Office of the Vice-President (Research and Innovation)

Student Life and Learning

Initiatives that improve, enhance, or transform spaces and services that support student life, teaching, and learning. Examples include projects initiated by Teaching and Academic Programs, Student Housing and Hospitality Services, and Athletics and Recreation.

Co-led by: Office of the Deputy Provost (Student Life and Learning) and Office of the Associate Provost (Teaching and Academic Programs)

Physical Infrastructure

Projects focused on maintaining, repairing, or rehabilitating the University鈥檚 physical assets, including buildings, grounds, and utility systems, to support all functional areas of the institution. Examples include fa莽ade restoration, roof replacement, window renewal, HVAC upgrades, and building envelope repairs.

Led by: Facilities Management and Ancillary Services (FMAS)

Information Technology

Capital projects that enhance or modernize information technology services across the University. This portfolio includes both core IT infrastructure and projects relating to audio-visual services not otherwise included in the Student Life and Learning portfolio.

Led by: IT Services

Campus Development

Campus development initiatives and complex projects with institution-wide implications. This portfolio includes new buildings, expansions and major renovations; projects related to lease commissioning and decommissioning as well as the acquisition or disposal of properties; and projects supporting strategic institutional initiatives, including but not limited to those funded through sustainability-related funds.

Led by: Facilities Management and Ancillary Services (FMAS)