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Summer/Été
2010
Measuring
PM #40065075
building
performance
QUALITY AND PRODUCTIVITY AWARDS
PRIX de la QUALITÉ et de la PRODUCTIVITÉ
When attempting to
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serve. We believe the campus bookstore should reflect the
distinct values, mission and identity of each institution. So we
operate as a transparent partner, promoting your identity, not
our own.
For more information on how to partner with Follett, please
contact Joe Skaggs, Vice President, at 800.323.4506, ext. 7029
or [email protected].
After nearly 140 years, we've learned a lot about managing
college bookstores. And even more about the institutions
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©2010. A BNY Mellon and CIBC joint venture company. CIBC Mellon is a licensed user of the CIBC trade-mark and certain BNY Mellon trade-marks.
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Editor
Craig Kelman
Art Production
Tracy Toutant
16
Advertising Sales
Al Whalen
Features
Articles
Advertising Coordinator
Lauren Campbell
VOLUME 18 • NUMBER 3
Publications Mail Agreement #40065075
Return undeliverable Canadian addresses to:
email: [email protected]
Published four times a year on behalf of
the Canadian Association of University
Business Officers (CAUBO) by
Publié quatre fois par année pour
l’Association canadienne du personnel
administratif universitaire (ACPAU) par
Third Floor - 2020 Portage Avenue
Winnipeg, Manitoba R3J 0K4
Tel: 866-985-9780
Fax: 866-985-9799
www.kelman.ca
[email protected]
VOLUME 18 • NUMÉRO 3
21
58
21 QUALITY and
Productivity awards
&
QP
Prix de
33 prix de la qualité
Awards
et de la productivité
Canadian Association of University
Business Officers
Association canadienne du personnel
administratif universitaire
320 – 350 rue Albert Street
Ottawa, Ontario K1R 1B1
Tel./Tél.: (613) 230-6760
Fax/Téléc.: (613) 563-7739
[email protected]/[email protected]
Executive Director/Directrice générale
Carole Workman
Editorial Board/Comité de rédaction
Chair/Présidente: Lucie Mercier-Gauthier,
University of Ottawa
Members/Membres:
Sharon Cochran,
University of Northern BC
Pat Hibbitts,
Simon Fraser University
Kevin McCormick,
Huntington University
Joe Weinberg,
University of Toronto
The views expressed in this publication are the responsibility
of the publisher and do not necessarily reflect the views
of the officers or members of the Canadian Association
of University Business Officers.
Les opinions exorimées dans cette publication sont la
responsabilité de l’éditeur et ne reflètent pas nécessairement
celles des dirigeants ou des membres de l’Association
canadienne du personnel administratif universitaire.
© 2010 Craig Kelman & Associates Ltd. All rights reserved. The contents
of this publication may not be reproduced by any means, in whole or in
part, without the prior written consent of the publisher.
© Craig Kelman & Associates Ltd., 2008. Tous droits réservés. Cette
publication ne peut être reproduite, en tout ou en partie, par quelque
moyen que ce soit, sans autorisation écrite préalable de l’éditeur. 
47 The importance
of assessing building performance
Departments
Chroniques
7 Executive Director’s
Message
• Message de la directrice générale
9 People Moves
• En movement
16 Campus Profiles
• Profils Campus
55 Legally Speaking
58 Procurement
60 Green Notes
12 Meet our Volunteers
• Rencontrez nos bénévoles
The CAUBO web site / Le site internet de l'ACPAU
www.caubo.ca
www.acpau.ca
In keeping with our goal of promoting green initiatives and sustainability, University Manager is now printed entirely
on a lighter stock of paper. This substantially reduces the amount of paper used in each issue. When you are finished
reading this issue, please do your part for the environment – reuse and recycle.
Executive Director’s Message
Message de la directrice générale
Dear colleagues
Chers collègues, chères collègues,
As I approach my last few months at CAUBO, I take this opporÉtant donné qu’il ne me reste que quelques mois avant mon
tunity to look back on my five years and contemplate the future
départ de l’ACPAU, j’ai marqué un temps d’arrêt pour faire le
of the association.
bilan des cinq années de mon mandat et pour songer à l’avenir
CAUBO is an amazing organization. It has been in place and
de l’Association.
served university administrators for 73 years. Through those years,
L’ACPAU est une organisation formidable. Elle sert les
it has mirrored the changes experienced in universities. In its early
administrateurs universitaires depuis maintenant 73 ans. Au fil
years, it operated only with volunteers. Today, it has eight fulldu temps, elle a toujours reflété les changements survenus dans
time employees. Initially, CAUBO focused solely
les universités. Au début, elle reposait entièrement
on finance and tax matters. Today, it serves the
sur des bénévoles; aujourd’hui, elle compte huit
broader community of university administrators
employés à temps plein. À l’origine, l’ACPAU
including human resources, facilities manages’intéressait exclusivement aux questions liées
ment, procurement, finance, environmental health
aux finances et à la fiscalité. De nos jours, elle sert
and safety, taxes, and treasury and investments, in
l’ensemble de la communauté des administrateurs
central services and in academic or service units.
universitaires, notamment dans les ressources
It has become much more interdisciplinary.
humaines, la gestion des installations, l’approThe issues facing Canadian universities and
visionnement, les finances, l’environnement et
their administrators are many and have become
la santé-sécurité, les taxes et impôts, ainsi que la
increasingly complex over the last 20 years. Issues
trésorerie et les placements, et ce, tant dans les
such as climate change, security concerns, panservices centralisés que dans les unités d’enseignedemic threats, demand for greater accountability,
ment, de recherche ou de service. Sa vocation est
internationalization of education, and changing
devenue beaucoup plus interdisciplinaire.
Carole Workman
demographics have contributed to a need for
Les difficultés auxquelles font face les universibroader knowledge, greater cross-disciplinary collaboration, and
tés canadiennes et leurs administrateurs sont nombreuses et, au
integrated planning approaches.
cours des 20 dernières années, elles sont devenues de plus en plus
Over the last five years, CAUBO and its committees have
complexes. Changement climatique, préoccupations liées à la sécuincreased their capacity to better support university administrarité, risque de pandémie, obligation accrue de rendre des comptes,
tors across Canada in the form of more benchmarking, improved
internationalisation de l’éducation, évolution de la démographie,
quality in reporting, more training, and more interdisciplinary
voilà autant de dossiers qui ont contribué à la nécessité d’élargir
workshops. The annual conference alone has grown by 64% and
les connaissances, de stimuler la collaboration interdisciplinaire
pre-conference seminars by 67% since 2000. These results reflect
et d’adopter des approches de planification intégrée.
both the need for university-focused information and developAu cours des cinq dernières années, l’ACPAU et ses comités
ment opportunities and CAUBO’s responsiveness to its members.
ont augmenté leur capacité de mieux soutenir les administrateurs
In my five years as executive director, I have visited a number of
universitaires de tout le Canada en offrant plus d’analyses comparatives, des rapports de meilleure qualité, davantage d’activités
de formation et des ateliers plus interdisciplinaires. À lui seul,
le congrès annuel a connu une croissance de 64 % depuis 2000;
les séminaires précongrès, une croissance de 67 %. Ces résultats
reflètent tant le besoin d’information et de formations axées spécifiquement sur les universités que la réponse positive de l’ACPAU
devant les besoins de ses membres.
Au cours des cinq années passées à la direction générale, j’ai
campuses and met administrators from institutions of all sizes across
the country. I was impressed by the unique character of each institution, by the similarity across jurisdictions and with the readiness of
individuals to share between themselves and across regions. I found
a wealth and richness of information and experience available, if one
just looks beyond our traditional boundaries. In all the years that I
worked in Ontario universities, I seldom interacted with colleagues
from other provinces, partly because I thought that universities are
ultimately all the same, but mostly because I was too busy to make
visité bon nombre de campus et rencontré des administrateurs
the effort. I now know that I was wrong on the first count and that
d’établissements de toutes tailles, un peu partout au pays. J’ai été
the investment in time would have paid off in significant returns.
frappée par le caractère unique de chaque établissement, par les
There is so much that we can learn from each other!
similitudes entre certaines provinces et par la volonté des gens
Few organizations unite Canadian institutions in the way that
désireux d’échanger entre eux et d’une région à l’autre. J’ai décou-
“Few organizations
unite Canadian institutions in the
way that CAUBO does.”
« Peu d’organisations
rallient les établissements
canadiens comme le fait l’ACPAU. »
Continued on page 8.
Click HERE to return to TABLE OF CONTENTS
Suite à la page 8.
UNIVERSITY MANAGER • Summer 2010
7
Executive Director’s Message
Message de la directrice générale
continued from page 7.
Suite de la page 7.
CAUBO does; through our national committees and national
conferences and events, and through our new online community,
CAUBO contributes informally to a national strategy and to the
overall success of Canadian universities and colleges at home
and abroad.
I am confident that CAUBO will continue to evolve along
vert une abondante richesse : de l’information et de l’expérience
prêtes à partager. Pendant toutes ces années où j’ai travaillé auprès
d’universités ontariennes, je n’ai guère interagi avec mes collègues
d’autres provinces, en partie parce que je croyais que les universités
se ressemblent toutes en définitive, mais surtout parce que j’étais
trop occupée pour faire cet effort. Je sais maintenant que mon
hypothèse était fausse et que le temps qu’il aurait fallu investir se
serait avéré très rentable. On peut tant apprendre les uns des autres!
Peu d’organisations rallient les établissements canadiens
comme le fait l’ACPAU. Grâce aux comités nationaux, aux congrès
nationaux et aux multiples activités, et maintenant à la nouvelle
CyberCommunauté, l’ACPAU contribue de façon informelle à
une stratégie nationale et à la réussite globale des universités et
collèges canadiens, au pays comme à l’étranger.
Je suis persuadée que l’ACPAU continuera d’évoluer au rythme
des changements qui surviennent dans le milieu universitaire
canadien. Grâce à la participation des administrateurs universitaires à sa gouvernance et à ses divers comités, l’ACPAU continuera
de progresser, de vous fournir le soutien, l’information et les occasions de réseautage dont vous, votre personnel et votre secteur
d’activité avez besoin pour réussir. En retour, je vous encourage à
soutenir l’ACPAU par tous les moyens possibles, à faire du bénévolat et à encourager le bénévolat auprès de l’ACPAU, à participer
aux sondages nationaux et aux diverses activités, à faire part de
l’expérience et des projets propres à votre université.
L’ACPAU continuera de persister longtemps après que bon
d’entre nous auront quitté l’organisation. Je remercie le personnel
et les nombreux bénévoles qui ont fait en sorte que mon mandat
à l’ACPAU soit une expérience si satisfaisante et qui ont travaillé
avec tant de diligence, avec moi et entre eux, pour poursuivre
la tradition de partage et d’excellence qui caractérise l’ACPAU.
Vous me manquerez tous. Que mes meilleurs vœux vous accompagnent.
“CAUBO will continue to thrive,
and provide you with the support,
information, and networking that
you, your staff and the sector
require to be successful.”
with the changing context of Canadian universities. With the
participation of university administrators in its governance and
its national committees, CAUBO will continue to thrive, and
provide you with the support, information, and networking that
you, your staff and the sector require to be successful. In turn, I
encourage you to support CAUBO in whatever way you can, to
volunteer and encourage volunteerism in CAUBO, to participate
in national surveys and events and, finally, to share of your university’s experiences and projects.
CAUBO will continue long after many of us have served the
organization. I thank the staff and many volunteers who made
my term at CAUBO such a satisfying experience and who worked
so diligently with me and among themselves to continue the long
CAUBO tradition of sharing and of excellence. I will miss all of
you and wish you well.
Board of Directors ~ 2009-2010 Conseil d’administration
Patricia Hibbitts
President/Présidente
Vice-President, Finance and
Administration
(604) 291-3381
Fax/Téléc : (604) 291-4009
[email protected]
Nathalie Laporte
Secretary Treasurer/
Secrétaire-trésorièr
Controller, Financial Services
Concordia University
(514) 848-2424, x4937
Fax/Téléc : (514) 848-2626
[email protected]
Gary Brewer
Past President/Président sortant
Vice-President (Finance and
Administration)
York University
(416) 736-5160
Fax/Téléc : (416) 736-5421
[email protected]
Sheila Brown
CFO, University of Toronto
(416) 978-2065
Fax/Téléc : (416) 978-5572
[email protected]
Gary Bradshaw
Vice-President/Vice-Président
Vice-President, Finance & Facilities
University of Prince Edward Island
(902) 566-0350
Fax/Téléc : (902) 566-0742
[email protected]
8
Ken Burt
Administration
Dalhousie University
(902) 494-3862
Fax/Téléc : (902) 494-2022
[email protected]
Dave Button
Vice-President (Administration)
University of Regina
(306) 585-4386
Fax/Téléc : (306) 585-5255
[email protected]
Lisa Castle
Associate Vice-President, Human
Resources
The University of British Columbia
(604) 822-4141
Fax/Téléc : (604) 822-0922
[email protected]
Kent Decker
Vice-President, Administration and
Finance
Memorial University of
Newfoundland
(709) 737-8217
Fax/Téléc : (709) 737-8028
[email protected]
Lucie Mercier-Gauthier
Associate Vice-Rector, Financial
Resources
(613) 562-5740
Fax/Téléc : (613) 562-5107
[email protected]
Alain Webster
Vice-recteur au développement
durable et aux relations
gouvernementales
Université de Sherbrooke
(819) 821-8281
Fax/Téléc : (819) 821-8291
[email protected]
Carole Workman
Executive Director/Directrice
générale
(613) 563-3961, x268
Fax/Téléc : (613) 563-7739
[email protected]
People Moves
En mouvement
Jonathan Barrett, CHRP has been
appointed Director, Human Resources at
Northern Ontario School of Medicine.
Neil Carruthers is the new Chief Administrative Officer at Huron University College.
Caroline Martel a été nommée la Directrice
des finances à l’École national d’administration publique le 15 mars 2010.
Doug Tuomi has been appointed Operational Audit Specialist at the University of
Saskatchewan. Appointments
Donald Dart has been appointed Senior
Vice-President of Finance and Corporate
Services at Alberta College of Art + Design.
Derek Atkins is the new Manager of
Energy Services in the Physical Plant at
Carleton University.
HighEdJobs.ca
The number one resource for jobs
at Canadian universities and colleges!
People Moves
In every issue of University
Manager, we announce changes in
the administrative positions of
CAUBO members.
Please send information regarding
appointments, retirements, etc.
to the CAUBO office.
En mouvement
Dans chaque numéro de la revue
Gestion Universitaire nous annoncerons
les changements aux fonctions
administratives des membres
de l’ACPAU.
Veuillez faire parvenir toute
information sur les nominations, les
retraites, etc. au bureau de l’ACPAU.
EmploisEnsSup.ca
La source par excellence à consulter pour les
postes dans les universités et collèges canadiens!
Summer 2010
été 2010
CAUBO will be refreshing HighEdJobs.ca with
a brand new look along with enhanced features.
Stay tuned for these new developments!
L’ACPAU modifiera le site EmploisEnsSup.ca en lui donnantune
nouvelle allure et y ajoutant des fonctions améliorées.
Allez voir régulièrement pour découvrir ces nouveautés!
HighEdJobs.ca to:
Post Jobs; Search Résumés;
Apply to Jobs; Post Résumés!
Visit us today!
EmploisEnsSup.ca pour…
afficher des postes, chercher des CV, poser sa
candidature à des postes et afficher des CV!
Visitez notre site dès aujourd’hui!
9
Get connected in 2010!
Branchez-vous en 2010!
New CAUBO website
and CAUBO
CyberCommunity unveiled!
Dévoilement du nouveau
site Web de l’ACPAU et de la
CyberCommunauté de l’ACPAU!
Our new website and CAUBO CyberCommunity were
officially unveiled at the CAUBO 2010 Conference in
St. John’s, Newfoundland and Labrador.
Notre nouveau site Web et la CyberCommunauté de l’ACPAU
ont été dévoilés à l’occasion du congrès ACPAU 2010, à St.
John’s, Terre-Neuve-et-Labrador.
CAUBO is pleased to launch the CAUBO CyberCommunity
for Canadian higher education administrators. The CAUBO
CyberCommunity will allow you to:
· Broaden your professional network
· Collaborate with colleagues
· Create and join groups
· Create polls and events
· Share your ideas, thoughts, resources and best practices
· And much more in a secure environment!
L’ACPAU est heureuse de lancer la CyberCommunauté de l’ACPAU,
qui s’adresse aux administrateurs de l’enseignement supérieur
canadien. La CyberCommunauté de l’ACPAU vous permettra :
· d’élargir votre réseau professionnel,
· de collaborer avec des collègues,
· de créer des groupes, de vous affilier à des groupes,
· de créer des sondages et des activités,
· de mettre en commun des idées, des réflexions, des
ressources et des pratiques exemplaires,
· et beaucoup plus, le tout dans un environnement sûr!
On your own time and from the convenience of
your institution or home, we hope that the CAUBO
CyberCommunity will broaden your network of colleagues
well beyond regional and provincial boundaries and
encourage the collaboration and the sharing of best
practices by higher education professionals across Canada.
We encourage all of you to explore this new tool.
The launch of the new website will take place in the
summer of 2010.
Get connected!
www.caubo.ca
Nous espérons que la CyberCommunauté de l’ACPAU vous permettra – au moment et au rythme qui vous conviendront, dans
le confort de votre établissement ou de votre maison – d’élargir
votre réseau de collègues bien au-delà de votre région et de
votre province, et qu’elle favorisera la collaboration ainsi que la
mise en commun de pratiques exemplaires parmi les professionnels de l’enseignement supérieur, partout au Canada.
Nous vous encourageons tous à explorer ce nouvel outil. Le
lancement du nouveau site Web aura lieu à l’été 2010.
Branchez-vous!
www.acpau.ca
Meet our Volunteers
David H. Davidson
CEO of Interuniversity Services Inc. (ISI)
Member of the CAUBO National Procurement Committee
Chef de la direction, Interuniversity Services Inc. (ISI)
Membre du Comité national des approvisionnements de l’ACPAU
I
“
t is an interesting time for university procurement,” says
Dave Davidson, CEO of Interuniversity Services Inc. (ISI).
“As financial issues become more challenging for CAUBO
members, finding value through the acceptance of group
purchasing and strategic sourcing on campus becomes
increasingly critical.” In this, he sees both ISI and CAUBO
as having an important role to play.
Davidson became a member of CAUBO’s National Procurement Committee two years ago when he joined ISI. A
not-for-profit company owned by universities and colleges
in Atlantic Canada, ISI is responsible for group purchasing
and other joint administrative back-office ventures for its
membership. With more than two decades of experience in purchasing, Davidson came up through the ranks of health care
purchasing management and materials logistics, before
assuming his current position. Presently, he plays an active
role in contract administration for employee benefits, an
area that ISI and its members highlighted at CAUBO’s
2010 conference. Recently, ISI started working on better management of
drug costs related to employee benefits as well as strategic
management of the natural gas supply chain and cost
structure for members in Nova Scotia and New Brunswick. Since joining ISI, Davidson has found that CAUBO provides the company with significant value in terms of professional development and networking. “That information
sharing is critical to the ongoing development and success
of our members,” he explains, adding that ISI also uses the
CAUBO customs guide and a number of national contracts
on an ongoing basis. Good strategic sourcing, he continues, involves several
levels of contracts: department-specific, university-wide,
regionally-based and national. Recently, ISI assumed responsibility for the coordination of the CAUBO national contracts
which are administered by a number of universities on
behalf of CAUBO’s National Procurement Committee. As a
committee member, Davidson was also actively involved in
the standardization of CAUBO’s RFP terms and conditions.
He adds that group purchasing is advantageous to institutions of all sizes, on both sides of the border. At a recent
conference for the National Association of Educational
Procurement in the US, it was apparent that large institutions such as Arizona State and the University of Michigan
are seeing value in group purchasing. At the same time,
Davidson is pleased that groups such as CAUBO are playing
an instrumental role in encouraging universities to extend
group purchasing and strategic sourcing to new areas, such
as research and employee benefits.
12
C
«
’est une période intéressante pour l’approvisionnement des
universités, affirme Dave Davidson, chef de la direction
d’Interuniversity Services Inc. (ISI). Au moment où les questions financières posent un plus grand défi aux membres de l’ACPAU,
il devient de plus en plus essentiel de tirer parti, sur les campus, des
avantages qu’offrent les achats groupés et l’approvisionnement stratégique. » À son avis, ISI et l’ACPAU ont tous deux un rôle important
à jouer en cette matière.
Dave Davidson est devenu membre du Comité national des approvisionnements de l’ACPAU il y a deux ans quand il s’est joint à ISI.
Cette entreprise à but non lucratif, dont sont propriétaires des universités et collèges du Canada atlantique, est responsable des achats
groupés et d’autres initiatives de soutien administratif à l’intention
de ses membres. M. Davidson, qui compte plus de 20 ans d’expérience dans les
achats, s’est occupé de gestion des achats et de logistique entourant
les fournitures dans le secteur de la santé avant d’assumer son poste
actuel. À l’heure actuelle, il participe activement à l’administration des
contrats régissant les avantages sociaux des employés, sujet abordé
par ISI et ses membres au congrès de 2010 de l’ACPAU. Récemment, ISI a commencé à se pencher sur l’amélioration de la
gestion des coûts des médicaments associés aux programmes d’avantages sociaux des employés ainsi que sur la gestion stratégique de la
chaîne d’approvisionnement et de la structure de coûts du gaz naturel
pour ses membres en Nouvelle-Écosse et au Nouveau-Brunswick. Depuis qu’il s’est joint à ISI, M. Davidson a constaté que l’ACPAU
offre à l’entreprise un apport important en matière de perfectionnement professionnel et de réseautage. « Ce partage d’information est
essentiel à l’évolution constante et à la réussite de nos membres »,
explique-t-il; il ajoute qu’ISI utilise aussi régulièrement le Guide sur
la douane de l’ACPAU et un certain nombre de contrats nationaux. Un bon approvisionnement stratégique, poursuit-il, exige des
contrats à plusieurs niveaux : propres aux départements, applicables
à toute l’université, ou encore à l’échelle régionale ou nationale.
Récemment, ISI a assumé la coordination des contrats nationaux de
l’ACPAU, qui sont administrés par un certain nombre d’universités
au nom du Comité national des approvisionnements de l’ACPAU. À
titre de membre du comité, M. Davidson a participé de près à l’uniformisation des modalités régissant les appels d’offres de l’ACPAU.
M. Davidson ajoute que les achats groupés sont avantageux pour
les établissements de toute taille, des deux côtés de la frontière. À un
récent congrès de la National Association of Educational Procurement
aux États-Unis, on a bien vu que de vastes établissements comme
l’Arizona State University et la Michigan University se rendent
compte de la valeur que représentent les achats groupés. Par ailleurs,
M. Davidson est heureux que des groupes comme l’ACPAU participent
aux efforts visant à inciter les universités à étendre les achats groupés
et l’approvisionnement stratégique à de nouveaux secteurs, tels que
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Dan Langham
Director of EH&S, Queen’s University
Member of the CAUBO Environmental, Health and Safety Committee (EH&S)
Directeur de l’environnement et de la santé-sécurité au travail, Queen’s University
Membre du Comité de l’environnement et de la santé-sécurité au travail
D
an Langham has been the Ontario university
representative on CAUBO’s EH&S Committee
since its inception two years ago. He is pleased
to see the committee successfully raising the profile of
EH&S on campuses across the country, making sure that
related information is being transmitted, not only to
EH&S professionals, but also to senior administration.
“We want to demonstrate that EH&S is a key player at
a university and that the information we bring to the
table is in support of the overall academic and research
mission,” he explains.
The committee has been involved in tracking federal
EH&S legislation – such as the recent Human Pathogen &
Toxins Act – assisting with lobbying efforts for changes
and informing the national university community of
the prospective impact. “We are more powerful as a
cohesive national voice than as individual universities,”
says Langham.
Since being involved with CAUBO, he has witnessed
increased interaction among universities around EH&S
issues. The volume of activity on the CAUBO list-serve
in the advent of H1N1 attests to the benefits of this
information-sharing. “We found that it was a great
forum,” he recalls. “Information from the list-serve and
the 2007 CAUBO Pandemic Planning Workshop helped
us flesh out some of our plans.”
Langham was active in preparing pre-conference and
track sessions on a number of diverse EH&S issues for
the CAUBO conference. The diversity of the work – from
radiation, biohazard and fire safety to environmental
compliance – is what attracted him to the university
sector 10 ½ years ago, after a lengthy career in EH&S
auditing and management for the oil and gas sector,
both domestically and internationally. He spent 2 ½
years working at Queen’s in industrial hygiene and
policy creation, before assuming his current position.
“We have done a lot to position EH&S at Queen’s to
be very consultative,” he notes. “Our role is now seen
not so much as policing, but as a resource.”
Langham’s other professional activities include serving as Vice-Chair of the Council of Environmental
Health and Safety Officers for Ontario Universities,
a group affiliated with the Council of Senior Administrative Officers through the Council of Ontario Universities. He is also a member of the local Kingston
area Emergency Management Committee as well as
the local EH&S Professional Networking Group that
includes municipalities and industrial stakeholders in
the community.
D
an Langham est représentant des universités de l’Ontario auprès
du Comité de l’environnement et de la santé-sécurité au travail
depuis la création de ce dernier il y a deux ans. Il est heureux de
voir que le Comité réussit à faire avancer le dossier de l’environnement
et de la santé-sécurité au travail sur les campus de tout le pays, tout en
s’assurant que l’information pertinente est transmise non seulement
aux professionnels du domaine, mais aussi à la haute direction. « Nous
voulons démontrer que le secteur de l’environnement et de la santésécurité est un élément clé dans une université et que l’information que
nous véhiculons soutient la mission globale de l’établissement quant à
l’enseignement et à la recherche », explique-t-il.
Le Comité a suivi de près la législation fédérale en matière
d’environnement et de santé-sécurité au travail, notamment le projet de
modification de la Loi sur les agents pathogènes humains et les toxines; il a
participé au lobbying à ce sujet et a renseigné l’ensemble des établissements
universitaires du pays sur l’impact que cette loi pourrait avoir. « Une seule
et même voix qui se fait entendre à l’échelle nationale a plus de résonnance
que celle d’une université seule », affirme M. Langham.
Depuis qu’il participe aux activités de l’ACPAU, Dan Langham a été
témoin d’un accroissement des interactions parmi les universités sur les
questions qui touchent l’environnement et la santé-sécurité au travail. Le
volume des communications par le truchement des listes de diffusion de
l’ACPAU concernant l’éventualité d’une pandémie de H1N1 témoigne des
avantages du partage de l’information. « Nous avons constaté que c’était
un formidable lieu d’échanges, rappelle-t-il. L’information acheminée au
moyen des listes de diffusion et l’atelier de l’ACPAU tenu en 2007 sur les
pandémies et les situations d’urgence nous a aidés à développer quelquesuns de nos plans d’action. »
Dan Langham a participé à la préparation de séances sur divers sujets
touchant l’environnement et la santé-sécurité au travail dans le cadre de
séminaires précongrès et du congrès proprement dit. C’est la diversité de la
tâche – rayonnement, biorisque, sécurité-incendie, etc. – qui l’a attiré dans
le secteur universitaire il y a dix ans et demi, après une longue carrière de
vérificateur et de gestionnaire en environnement et santé-sécurité au travail
pour l’industrie du pétrole et du gaz naturel, au pays et à l’étranger. Il a
travaillé deux ans et demi à Queen’s dans le domaine de l’hygiène industrielle et de l’élaboration de politiques avant d’occuper son poste actuel.
« Nous avons fait beaucoup pour qu’on n’hésite pas à consulter le
secteur de l’environnement et de la santé-sécurité au travail à Queen’s,
souligne M. Langham. Nous sommes maintenant perçus plutôt comme
une ressource que comme un agent de réglementation. »
Parmi les autres activités professionnelles de Dan Langham, mentionnons la vice-présidence du Council of Environmental Health and Safety
Officers for Ontario Universities, groupe affilié au Council of Senior
Administrative Officers par l’intermédiaire du Conseil des universités de
l’Ontario. M. Langham fait aussi partie du comité de gestion des urgences
pour la région de Kingston, ainsi que du groupe local de réseautage professionnel en environnement et santé-sécurité au travail, qui comprend des
représentants des municipalités et des industries locales.
13
Members who
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CAUBO National Agreements
Contrats nationaux de l’ACPAU
CAUBO’s National Procurement Committee (NPC)
coordinates and administers material and service
agreements on behalf of its member institutions. The NPC
is able to negotiate these discounts based on the combined
buying power of Canada’s higher education sector.
Agreements are currently in place with suppliers who offer
services in the following areas:
• Car Rentals
• Courier Services
• Customs Clearance
• Hotels
• Moving and Relocation Services
• Tattle Tapes
For more information regarding these agreements,
please visit the supplier agreements section at
www.caubo.ca.
14
Le Comité national des approvisionnements de l’ACPAU
coordonne et gère des contrats de biens et de services au
nom des établissements membres. Ce comité est en mesure
de négocier des rabais en s’appuyant sur le pouvoir d’achat
combiné des établissements d’enseignement supérieur
canadiens.
À l’heure actuelle, des contrats sont en vigueur avec des
fournisseurs qui proposent leurs services dans les domaines
suivants :
• Location de voitures
• Services de messagerie
• Dédouanement
• Hôtels
• Services de déménagement et de relogement
• Bandes de détection (Tattle Tapes)
Pour obtenir plus d’information sur ces contrats, allez
à la section du Comité consacrée aux contrats, à
www.acpau.ca.
Campus Profiles
Location: Hamilton, Ontario
Lieu : Hamilton, Ontario
Student population: 25,955
Population étudiante : 25 955
Number of faculty: 1306 FT
Nombre de professeurs : 1 306 (temps plein)
Number of staff (FTEs): 6508
Nombre d’autres membres du personnel (ETP) : 6 508
Approximate size of campus (hectares): 196
Superficie approximative du campus (hectares) : 196
Total revenue budget: $732 million
Budget total de revenus : 732 millions de dollars
Senior administrator: Roger Couldrey, Vice-President
(Administration)
Administrateur principal : Roger Couldrey, vice-recteur à
l’administration
What sets your institution apart
from other institutions in your region?
Internationally renowned as the pioneer of problem-based
learning, McMaster uses its research-intensive program to
actively integrate research as a student-centred teaching tool.
For a mid-size institution, the university has a particularly
high level of multi-disciplinary collaboration among colleagues. This approach to research and academics extends
beyond campus to include close ties with the college community (most notably Mohawk College), especially in the
health and technology fields. McMaster is also the only North
American host site of a United Nations university and participates in more than 40 international exchange agreements
around the globe.
Qu’est-ce qui distingue votre
établissement des autres de votre région?
Reconnue à l’échelle internationale comme étant la pionnière de
l’apprentissage par problèmes, McMaster s’appuie sur son profil
d’université fortement axée sur la recherche pour intégrer activement la
recherche à titre d’outil centré sur l’étudiant. Pour un établissement de
taille moyenne, la collaboration multidisciplinaire parmi les collègues est
particulièrement forte. Cette approche de la recherche et de l’enseignement
déborde du cadre universitaire pour inclure des collèges (notamment le
Mohawk College), particulièrement dans les domaines de la santé et de la
technologie. Autres caractéristiques : McMaster est le seul centre rattaché
à l’Université des Nations unies en Amérique du Nord et participe à plus
de 40 ententes d’échanges internationaux partout dans le monde.
Name one major achievement in the last year.
In 2009, McMaster met its target for growing its graduate
student population, with 3,600 enrolled in graduate programs.
During the same period, the university ranked second in the
country for research intensity, received $374 million in provin-
“McMaster is also the only North
American host site of a United Nations
university and participates in more
than 40 international exchange
agreements around the globe.“
16
Décrivez un exploit accompli au cours des 12 derniers mois.
En 2009, McMaster a atteint son objectif de croissance de l’effectif
étudiant aux cycles supérieurs, portant à 3 600 le nombre d’étudiants
inscrits à de tels programmes. La même année, l’Université s’est classée deuxième au pays pour ce qui est de l’intensité de la recherche. En
effet, elle a reçu 374 millions de dollars en subventions de recherche du
gouvernement provincial et d’autres sources. Elle a aussi bénéficié de
deux octrois en vertu du Programme d’infrastructure du savoir pour
des projets d’immobilisations.
Citez un fait saillant des activités de votre
établissement en matière de développement durable.
Des ambassadeurs bénévoles de McMaster défenseurs du développement durable ont mobilisé toute la communauté universitaire afin
Profils Campus
cial and other research grants, and was awarded two Knowledge Infrastructure Program Awards for capital projects.
Name one highlight
of your institution’s sustainability initiatives.
McMaster’s volunteer sustainability ambassadors engaged
the entire university community in eliminating plastic bags
on campus. As well, negotiating reduced packaging for office
supplies and reducing the frequency of deliveries diverted
10,000 cardboard boxes and tonnes of material from the waste
stream, in an agreement expected to save the university $2.5
million over the next five years.
What can we look for in the
coming year from your institution?
This fall, the McMaster Innovation Park – a 38-acre initiative
for commercialization of research – will unveil the $65 million
CANMET - Materials Technology Laboratory. Planning is also
underway on a Primary Care Centre incorporating education,
research and health services. In addition, the university will
open a new Burlington campus to deliver its MBA and executive development program. These developments come at the
same time as the university installs its new president, Dr.
Patrick Deane, and concludes a $400 million capital campaign.
d’abolir l’usage des sacs de plastique sur le campus. Dans un
autre ordre d’idée, des négociations en vue de réduire la quantité
d’emballage des fournitures de bureau achetées et la fréquence
des livraisons ont permis d’éviter la mise au rebut de 10 000
boîtes de carton et de tonnes de matériaux tout en permettant
à l’Université de faire des économies évaluées à 2,5 millions de
dollars sur cinq ans.
Quels sont les projets de votre
établissement pour la prochaine année?
Cet automne, au parc d’innovation de McMaster – occupant
38 acres et visant la commercialisation de la recherche – on
dévoilera le Laboratoire de la technologie des matériaux de
CANMET, au coût de 65 millions de dollars. Des démarches
de planification sont également en cours au sujet d’un centre
de soins primaires qui intégrerait des services d’éducation, de
recherche et de santé. En outre, l’Université ouvrira un nouveau
campus à Burlington afin d’y offrir son programme de MBA et
de perfectionnement des cadres. Ces améliorations coïncident
avec l’arrivée d’un nouveau recteur, Dr Patrick Deane, et la fin
d’une campagne de capitalisation qui a permis de recueillir
400 millions de dollars.
Location: Peterborough, Ontario
Lieu : Peterborough, Ontario
Student population: 6200 FT and 1400 PT
Population étudiante : 6 200 à temps plein et 1 400 à temps partiel
Number of faculty: 325 FT and 200 PT
Nombre de professeurs : 325 à temps plein et 200 à temps partiel
Number of staff (FTEs): 400
Nombre d’autres membres du personnel (ETP) : 400
Approximate size of campus (hectares): 586
Superficie approximative du campus (hectares) : 586
Total revenue budget: $135 million
Budget total de revenus : 135 millions de dollars
Senior administrator: Don O’Leary, Vice-President,
Administration
Administrateur principal : Don O’Leary, vice-recteur à
l’administration
17
Campus Profiles
“The largest recipient of research funding for a university its size, Trent was named Research University of the Year in Canada three years in a row.“
« Première récipiendaire de subventions de recherche parmi les universités de sa taille, Trent a été nommée université de recherche de
l’année au Canada trois années de suite. »
What sets your institution apart
from other institutions in your region?
A traditional liberal arts and science institution with a very low
student to faculty ratio, Trent offers a unique interdisciplinary
approach with many cross-listed programs. This collaboration
extends to marrying innovation and fundraising with faculty
and their research. The largest recipient of research funding
for a university its size, Trent was named Research University
of the Year in Canada three years in a row. The university
is also the country’s top provider of student bursaries and
scholarships.
Qu’est-ce qui distingue votre
établissement des autres de votre région?
Établissement traditionnel offrant des programmes de sciences
humaines et sociales ainsi que de sciences où le ratio étudiants par professeur est très faible, Trent propose une approche
interdisciplinaire unique dans ses nombreux programmes
de formation croisée. Cette collaboration va jusqu’à allier
l’innovation et la collecte de fonds, d’une part, et les membres
corps professoral et leurs travaux de recherche, d’autre part.
Première récipiendaire de subventions de recherche parmi
les universités de sa taille, Trent a été nommée université
de recherche de l’année au Canada trois années de suite.
L’Université est également la première au pays pour ce qui
est des bourses d’études et de perfectionnement qu’elle offre.
Name one major achievement in the last year.
The official openings of new state-of-the-art labs, including
the Trent Biomaterials Research Program and the Microenvironment Laboratory, marked the launch of the Centre of
Knowledge in the Environment, the first of four virtual centres
encompassed within the University’s Centre of Knowledge
Initiative. Name one highlight of
your institution’s sustainability initiatives.
Last year, Trent diverted 80 tonnes of waste to an on-site
composting program, reduced water consumption by about
20%, and started exclusively using recycled paper on campus.
Meanwhile, construction at both the athletics facility and a
new research building has received LEED Silver certification.
What can we look for in the
coming year from your institution?
After renting space for the Oshawa campus for 30 years, Trent
will unveil a new $11.5 million facility in September 2010. On
its main campus, the university will open its renovated and
expanded Trent Community Sport and Recreation Centre,
the result of a $15 million investment. The coming year will
also see the unfolding of the remaining virtual Centres of
Knowledge focused on three interdisciplinary research areas:
health; humanity and culture; and people, communities and
institutions.
18
Décrivez un exploit accompli au cours des 12 derniers
mois.
L’ouverture officielle de nouveaux laboratoires ultramodernes,
dont celui du programme de recherche en biomatériaux et
celui qui est consacré au microenvironnement, a constitué le
coup d’envoi du centre de connaissances en environnement,
premier de quatre centres virtuels constituant l’initiative de
l’Université axée sur les centres de connaissances.
Citez un fait saillant des activités de votre
établissement en matière de développement durable.
L’année dernière, Trent a réduit de 80 tonnes le volume de
déchets grâce à un programme de compostage sur place, réduit
la consommation d’eau d’environ 20 % et commencé à utiliser
exclusivement du papier recyclé. Par ailleurs, des travaux de
construction au centre de sport et un nouveau bâtiment de
recherche ont reçu la certification LEED argent.
Quels sont les projets de votre
établissement pour la prochaine année?
Après avoir loué de l’espace pour le campus d’Oshawa
pendant plus de 30 ans, Trent dévoilera en septembre 2010
des installations de 11,5 millions de dollars. Sur son campus
principal, l’Université ouvrira son centre communautaire de
sports et de loisirs rénové et agrandi, grâce à un investissement
de 15 millions de dollars. Au cours de la prochaine année, les
autres centres de connaissances verront le jour; leur vocation
porte sur trois domaines de recherche interdisciplinaires :
santé; humanité et culture; populations, collectivités et institutions
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A Distant First.
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Quality Assured@Memorial
1st Canadian ISO 9001:2008 Distance Education Unit.
Congratulations to the team at Memorial’s Distance Education and Learning Technologies
for being the first Canadian distance education unit with a quality management system
certified to ISO 9001:2008. Great job everyone, even CAUBO thinks so! www.distance.mun.ca
Memorial’s Distance Education and Learning Technologies: 2009 Quality and Productivity Awards
Canadian Association of University Business Officers (CAUBO), 2nd place National winner.
QP
Prix de
2010
&
Awards
QUALITY and
Productivity
awards
prix de la
qualité et de la
productivité
Sponsored by / Sous les auspices de :
2010 QUALITY AND PRODUCTIVITY AWARDS
T
he aim of the Quality and Productivity Awards program is to promote excellence and innovation
in higher education. Like seeds on
the wind, good ideas spread quickly
among universities and take root
elsewhere. Depending on the specific environment in which they
Patricia Hibbitts
land, they may be further modified
Chair
and improved.
Q&P Committee
The practices and solutions
described in this year’s submissions were at times
imported from other sectors and applied in unique
ways to the university environment, as is the case
with University of Saskatchewan’s simulation exercise. Although the impetus for the project at U of Saskatchewan was a looming financial crisis, the impetus
for change in other cases can be an institution’s
particular challenge or an ongoing commitment
to improvement. The latter was the case at McGill
University with its holistic approach to HR services
and with McMaster University’s winning strategy
relative to leadership and management training.
Regardless of the source of the idea or the impetus
for innovation or change in a particular university,
the sharing of innovative practices with the broader
community allows others to take an idea or practice,
tailor it to their own environment and, in that process,
add to the learning and specialization that occurs in
higher education administration. We are grateful for
all who take the time to apply to the Q&P program
and, in so doing, share so generously of their experience with the broader community.
Thirty-three submissions were received this year,
ranging from highly complex to very simple, but all
of them interesting and leading practices in their own
rights. The submissions have been added to CAUBO’s
electronic database of past submissions for easy search
and access by all CAUBO members. I encourage all of
you to take a moment to explore the wealth of information available at your fingertips by clicking on http://
www.caubo.ca/best_practices/index_e.cfm.
The Q&P Awards Committee would like to thank
Budget Rent a Car and Macquarie Equipment Finance
Ltd, the sponsors of this program, for their participation and financial support.
“I encourage all of you to take a
moment to explore the wealth of
information available at your fingertips.”
QUALITY AND
PRODUCTIVITY AWARDS
PROGRAM SELECTION COMMITTEE
Gary Bradshaw
Facilities, University of Prince Edward Island
Gary Brewer
Vice-President (Finance and Administration), York University
Patricia Hibbitts
Vice-President, Finance
and Administration, Simon Fraser University
Nathalie Laporte
Controller,
Financial Services, Concordia University
Chantal Tourangeau Regional Travel Manager –
Eastern Canada, Budget Car Rental
JD Christman
Account Manager, Macquarie
Equipment Finance Ltd.
Carole Workman
Executive Director, CAUBO
Q&P 2010 | UNIVERSITY MANAGER • Summer 2010 23
NATIONAL FIRST PRIZE
McMaster University
Certificate in Advanced
Leadership & Management (CALM)
McMaster University wanted to prepare its managers to
skillfully manage the unexpected and strengthen the skills
of individuals who might become future leaders at the institution. The solution had to provide existing managers with
a challenging skill development opportunity emphasizing
performance coaching, teambuilding, creativity, innovation, and strategic thinking. The university wanted the
program to be viewed as prestigious, while demonstrating
tangible short- and long-term value back to McMaster.
With a longstanding relationship as the university’s
preferred training provider, the Centre for Continuing
Education (CCE) was contracted by the Human Resources
department to design and deliver an advanced leadership
and management program. Through a needs assessment
that included focus groups and review of best practices and
current research, CCE designed a cohort-based program
integrating classroom learning with unique real-world
projects. Projects were identified by senior leaders to ensure
their strategic importance to the university.
The CALM program incorporates action learning as
a key instructional method. Participants work in small
groups to solve a real-world problem. The teams apply
learning from the program directly to their project to
develop innovations and efficiencies for the university.
A facilitator with a PhD in Educational Psychology
mentors the participants throughout their experience, and
a variety of guest speakers share their expertise through
activities such as case studies, role plays and panel discussions. Participants explore their individual development
through reflective activities both independently and in
groups. Each participant is allocated executive coaching
support to navigate challenges back in the workplace.
Participants complete readings and assignments between
classroom modules.
The classroom portion of the program consisted of nine
full-day modules and spanned eight months. The project
team work continued for an additional four months before
culminating in presentations with stakeholders and senior
leaders.
(L-R) Jason Cole, Tracey Taylor O’Reilly,
Nancy Buschert and Dr. Linda Pickard.
For further information on this project, please contact:
Nancy Buschert, CCE Program Manager
(905) 525-9140 x24236
[email protected]
NATIONAL SECOND PRIZE
University of Saskatchewan (U of S)
Economic scenario analysis
In December 2008, in view of the world’s economic climate,
the U of S Board of Governors requested that university
administration examine the potential impacts the global
market downturn may have on the university’s finances.
With this mandate in mind, the U of S embarked on what
we have termed ‘scenario analysis.’ Four potential scenarios
of the global and Saskatchewan economies were defined
and the impact of each scenario on seven key operational
areas was rigorously evaluated. This process was guided
by the vision of the university president “to emerge comparatively stronger and position the institution to be at the
forefront of all areas, while using resources more effectively
and efficiently.”
Through the scenario analysis process, the university
was able to identify the areas of greatest risk and opportunity, to establish teams to address these areas, and to quickly
implement action plans. The largest and most immediate
risks were pensions and operating budgets, therefore, the
analysis brought these issues into focus, thus illustrating
the need to develop an overall pension strategy and be
prepared for budget adjustments should the provincial
economy weaken. This analysis also signaled significant
opportunities, particularly in capital construction. By identifying these potential benefits, the university was able to
prepare for government stimulus efforts such as the Government of Canada’s Knowledge Infrastructure Program.
Another benefit resulting from this process was the open
dialogue it created with the entire university community.
This generated awareness, provided opportunity for feedback, and demonstrated transparency of the university’s
financial initiatives. Overall, this form of future planning
ensures the institution can maintain long-term financial
stability, continue to provide support for priorities, stay on
the course set out by its Integrated Plan, and, as an entire
institution, weather uncertain storms.
Richard Florizone, Vice-President,
Finance and Resources
(306) 966-6631
[email protected]
(L-R) Patty Martin, Jim Traves, Marion Van Impe,
Martin Gonzalez, Laura Kennedy, Richard Florizone,
Brett Fairbairn, Piya Sen, Ginger Appel, Peggy
Schmeiser, Lori Auchstaetter and Colin Tennent.
26
UNIVERSITY MANAGER • Summer 2010 | Q&P 2010
NATIONAL THIRD PRIZE
McGill University
A holistic approach to service
McGill’s HR department developed and executed a project
that resulted in the delivery of a superior level of professional
support to the university. A central component of this initiative
was a transformation of the client service and transactional
role performed by HR.
As part of the restructuring, a Shared Services Unit (SSU)
was formed to amalgamate all transactional processing and
client service functions previously performed by the benefits,
pensions, and payroll and records areas. The SSU mandate was
to redefine service delivery so that end-users or clients had the
autonomy to access services in a variety of efficient methods and
to select a preferred method(s). This involved creating a Service
Centre to handle telephone queries and related processing. The
Service Centre is supported by the new technologies of call centre
application, ticketing, and web-based KnowledgeBase. It also
encompasses an expansion of the Minerva online self-service
module, an improved physical environment, and the ability to
process email, fax and mail requests.
Service Centre employees were recruited from specialized
areas such as benefits and were trained to transition from HR
specialists to HR generalists. Including sessions in client service
and etiquette, technical instruction and processing, the training
emphasized viewing the big picture instead of individual processes. Processes have been accordingly modified to increase
efficacy and productivity.
The reception area provides a quiet space with computer
access and a phone where clients can conduct business. It also
allows Service Centre representatives to meet with clients
privately to discuss HR issues. In addition, the SSU provides
systems support and training, user documentation, ID cards,
scanning, mail and reception services. Finally, SSU payroll
specialists perform all day-to-day payroll operations.
The transformation of HR Services has increased productivity and the quality of services with virtually no cost or
additional staff. For further information on this project, please contact:
Alison Verkade, Director, Shared Services
(514) 398-8491
[email protected]
The team from McGill’s HR Shared Services Unit.
WESTERN REGIONAL WINNER
Simon Fraser University (SFU)
Continuous optimization – a cost
effective approach to energy retrofits
In 2008, SFU entered two science buildings in a BC Hydro
program that audits existing buildings to identify low cost
operational and maintenance measures with paybacks
of less than two years. When implemented, the program
would also include smart meters to provide the ability to
monitor and track ongoing performance. In return, SFU
would commit to implement all energy conservation measures that met the criteria.
The Applied Science Building and the South Sciences
Building had a combined annual energy cost of approximately $700,000. The audit indicated that energy consumption could be reduced by 15% and 30%, respectively, by
implementing all measures with a two-year payback. As
a result, SFU funded and implemented these measures in
both buildings, with ongoing verification of the performance by BC Hydro via real-time energy monitoring to
ensure compliance and verify success.
For the Applied Sciences Building, the measures identified include optimizing HVAC scheduling and demandcontrolled ventilation using CO2 sensors, as well as the
installation of new motor speed drives on fans and pumps
and the optimization of existing speed drives. To date, 90%
of the identified projects have been implemented and ASB
is verified to be on track to meet its projected energy savings. The cost of implementing the measures was $50,000
and the estimated annual savings is $31,000, or a payback
of just 1.6 years.
Energy savings in the South Sciences Building required
major optimization of the building’s ventilation and fume
hood exhaust systems. The cost of this project was $250,000
and projected annual savings are $130,500 for a payback
of 1.9 years.
The continuous optimization program has proven its
value in uncovering opportunities for energy retrofits that
require low capital investment while delivering significant
energy savings (15-30%) within a short time frame (under
two years).
(L-R) Wendy Lee, Candace Le Roy, Ron Sue,
Sam Dahabieh, Ron Mastromonaco and Wanda Tai.
Sam Dahabieh, Director of Operations,
Facilities Services
(778) 782-5176
[email protected]
28
ONTARIO REGIONAL WINNER
McMaster University
Sustainable solutions to trash
In 2008, McMaster launched the Certificate in Advanced
Leadership & Management (CALM) program. A significant
component of the program was the completion of a major
project as selected by the university’s senior management team. CALM members were divided into teams and
projects were selected. One of the teams selected a project
that was aimed at increasing the recyclability of waste
products on campus. Following extensive research of current waste practices
on campus, the scope of the project shifted from increasing
recyclables to reducing waste. Two factors precipitated this
change – the current economic climate, which decreased
the value of recyclable materials to third party purchasers;
and the necessity to emphasize sustainability rather than
recyclability. Focusing on sustainability required taking a
holistic view of the larger issue at hand and re-evaluating
current purchasing processes at their source.
Previous waste audits highlighted the volume of cardboard disposed of on campus. This cardboard was found
to be the result of supplier packaging. The CALM team
partnered with Purchasing Resources, Media Production
Services and the Office of Sustainability to develop a
sustainability-centric Request for Proposal (RFP) for office
supplies and paper.
The goals were to significantly reduce cardboard boxes,
to reduce the number of deliveries, to realize monetary
savings to campus units, and to promote the purchase of
eco-friendly office supplies.
The RFP was issued in June 2009. A thorough review
process ultimately led to the awarding of the contracts to
Grand & Toy (office supplies) and Buntin & Reid (paper).
This effort has led to a total savings of $2,300,000 over the
combined five-year contracts. Cardboard delivery boxes
have been replaced by reusable bags and truck deliveries
have been reduced from an ‘on demand’ schedule of 3,200
per year to approximately 100 per year.
(Front L-R) Don Leyland, Todd Murray and Angelo DiLettera.
(Back L-R) Glynis De Silveira, Suzanne Moorcroft, Susan Rankin,
Susan Jack, Teresa Basilio, Cynthia Shanahan and Kate Whalen.
Cynthia Shanahan, Director, Purchasing Resources
(905) 525-9140 x24633
[email protected]
QUÉBEC REGIONAL WINNER
École Polytechnique de Montréal
Evacuation procedures video
The École Polytechnique de Montréal community is
made up of 5,500 students, 220 professors and 800
employees, for a total of approximately 6,500 people
who use the school’s three buildings during the day
or evening. These buildings contain large quantities of
hazardous materials, one nuclear reactor, one thermal
power station, and other equipment that make it a
high-risk institution. The awareness campaigns and
evacuation drills carried out by the university have
clearly shown the lack of knowledge of the Polytechnique community on basic evacuation procedures. This
includes knowing where emergency exits are located
and using them during an evacuation, knowing the
existence and purpose of assembly points, and knowing
what actions to take.
In May 2008, Polytechnique’s Security Service began
looking for an information tool whose goal would be
to reach, inform and raise awareness among students
on evacuation procedures. Five interested and enthusiastic students agreed to take part in the project. They
were convinced that their peers needed to be informed
and suggested the production of a video because this
medium seemed the most likely to appeal to students.
The video presents the evacuation procedures in
effect at Polytechnique. It shows where the assembly
points are and what to do during an evacuation. It seeks
to promote safety during evacuations by informing,
equipping and preparing students. Some 374 hours of
work were devoted to making this video (130 hours
from the five students, 60 hours from Security Service,
and eight hours from each of the 23 volunteer student
actors who took part in filming at Polytechnique’s buildings). The video concerns everyone and has a significant
and positive impact on people’s behaviour during an
evacuation.
(Top L-R) Gilles Drolet, Hélène Dallaire and William Pinel.
(Bottom L-R) Géraldine Guichardet, Jean-Yves Pairet and Steven Pochet.
Gilles Drolet, directeur de la sûreté ou
Mme Hélène Dallaire
(514) 340-5298 x3134
[email protected]
30
ATLANTIC REGIONAL WINNER
Saint Mary’s University
Emergency public
announcement system
Following the Dawson College and Virginia Tech shootings, the Emergency Management Team and Working
Group at Saint Mary’s reviewed different communication
levels required during an emergency and during a shooting incident.
Because it is critical to provide clear direction during
the first seven minutes of a shooting incident to limit
injury or loss of life, the committee considered the need
to quickly communicate to people in the immediate area
of the incident, within the same building, on campus, and
approaching campus. Text messaging was considered, but,
since there are limitations such as the speed the message
can be transmitted, the take-up rate by students to enlist in
the system, and the fact that most faculty require phones to
be shut off during classes, the committee selected a public
announcement system and the use of a bull horn that could
be heard inside buildings and on campus grounds.
In 2001, the university began phasing in a campuswide fire alarm system which incorporated a full speaker
system. This provided a public announcement system for
each building from the fire alarm panel at the building
entrance. Working with the fire alarm supplier, the university was able to develop a centralized public announcement
system with pre-recorded messages that could be selected
depending on the incident and delivered from a touch
screen to one or all selected buildings. The pre-recorded
message provides a clear, predetermined message during
an extremely stressful time for both the people in the area
and the security dispatcher.
This system was easily installed using existing infrastructure at a fraction of the cost of a campus-wide public
announcement system. The standards of the fire alarm
construction and maintenance ensure that the system is
well maintained and always operational. In addition, the
public announcement system is easily expandable.
(L-R) Mike McCann, Don Poulter, Barry McNeil,
Gary Schmeisser and Gabrielle Morrison.
Gary Schmeisser, Director, Facilities Management
(902) 420-5570
[email protected]
Honourable Mentions
University of Alberta (U of A) Cleaning for a Healthy U
More than purchasing environmentally-friendly cleaning
chemicals and equipment, Cleaning for a Healthy U involves
a holistic approach to providing healthy, high-performance
cleaning services. The objective is to lessen the impact on the
immediate environment, the 13.9 million square feet of U of A
buildings, and the global environment.
This program focuses attention on all aspects of services
provided by the Buildings and Grounds Services Division with
12 guidelines covering cleaning practices, chemicals, equipment,
storage, matting systems, carpet and floor care, staff training and
occupant awareness, low environmental impact pest control,
and recycling. It has been successful in reducing the amount
of volatile organic compounds going into the air, and trapping
and removing airborne particulates from the air. Reductions in
these air pollutants have been accomplished through the introduction of green cleaning chemicals and equipment, micro-fiber
cloths, entrance matting systems and sustainable cleaning practices.
Significant strides have also been made in enhancing productivity, proving that sustainable cleaning practices can be both
high-performance and cost-effective. Productivity gains have been
achieved by introducing new methods and technologies for hallway
cleaning, carpet cleaning, floor refinishing, and entrance matting.
The success of Cleaning for a Healthy U is due to the acceptance and participation of cleaning staff who attend training and
orientation sessions on sustainable cleaning, and who test all new
products and procedures.
Ray Dumouchel, Associate Director,
Buildings and Grounds Services
(780) 492-4047 [email protected]
York University The Custodial Workload Initiative (CWI)
The CWI at York was conceived to address the community’s
expectations for custodial service in the environment of financial constraint; Campus Service & Business Operations’ fiscal
responsibility for the cost of servicing space across university
buildings; and a longstanding labour relations tension – management’s concern about employees’ accountability for the
quality and quantity of work performed and custodial workers’
concerns about their health, safety and balanced workloads.
Project components included mapping and categorizing
cleanable spaces within campus buildings; specifying custodial
tasks and frequencies according to an accepted standard level;
applying tasks and frequencies to the space mapping data;
and designating specific assignments to individual workers.
Benefits include improved community information regarding cleaning tasks and frequencies; a clear understanding for
community members of the standard level to be expected in all
workplace spaces; custodial employees empowered to manage their
own assignments on a daily basis; creation of an acceptable and
consistent workload for every employee, which will lead to reduced
injuries and worker fatigue; meeting objectives of zero-based
budgeting and justification for resource allocation, including exact
costing to the institution of moving higher or lower from one service
level to another; and allowing for worker performance standards to
be monitored and maintained at an acceptable level. Further positive outcomes include improvement in staff morale, consistency in
service delivery, and improved employee productivity.
Robert Smith, Director, Custodial Grounds and Glendon
Facilities Services, Campus Services & Business Operations
(416) 736-2100 x22373 [email protected]
McMaster University A ‘PAY NOW’ option for improved student service
In 2006, McMaster surveyed students to learn what students
wanted in the soon-to-be implemented ‘student portal.’ The third
highest identified priority was the desire to make online electronic
payments to their student accounts, i.e., a ‘PAY NOW’ capability.
In 2007, McMaster negotiated with a national payment processor for a university-wide contract for electronic debit and
credit card services. This allowed for a viable ‘per transaction’
processing fee for I-debit payments through Interac Online. In
addition, a three-way partnership with the registrar’s office,
financial services and university technology services funded
changes to the student accounts system that allowed immediate
viewing of the confirmed payment.
To offer an efficient one-stop area, it is important that the
majority of students are able to access their services online.
Electronic funds transfer payments take three to five business
days to reach the student account. Not only can the immediate confirmation provided by Interac Online be viewed by
32
both the student and the administrative staff, it also provides the
opportunity for staff to perform additional student services they
would previously have had to wait for, including the release of
marks/transcripts and registering for the next session.
In the program’s first seven months, McMaster processed
$7.5 million in I-debit payments, which represented over 7,500
individual transactions. This resulted in a corresponding decrease
in other forms of payment, such as personal cheques, which are
labour intensive for staff. McMaster now has increased bank
interest revenue, decreased part-time staff costs, and expects to
have reduced bad debts.
Theresa Cooke, Manager,
Student Accounts and Cashiers
PRIX de la QUALITÉ et de la PRODUCTIVITÉ
L
’objectif du programme des prix
de la qualité et de la productivité
est de promouvoir l’excellence
et l’innovation dans le milieu de
l’enseignement supérieur. Comme les
graines transportées par le vent, les
bonnes idées se répandent rapidement
parmi les universités et prennent racine
Patricia Hibbitts
ailleurs. Selon l’environnement spéciPrésidente
fique où elles atterrissent, ces idées sont
Comité des prix
de la qualité et de
parfois modifiées et améliorées.
la productivité
Les pratiques et solutions décrites
cette année étaient parfois importées
d’autres secteurs d’activité et appliquées au milieu universitaire de façon originale, comme c’est le cas avec l’exercice
de simulation de l’Université de la Saskatchewan. L’élément
déclencheur du projet de l’U de la Saskatchewan était la
perspective d’une crise financière; parfois, l’incitation au
changement provient d’un obstacle particulier ou d’un souci
d’amélioration constante. C’est le cas à l’Université McGill,
qui a adopté une approche globale en matière de services de
RH, et à Université McMaster, qui a élaboré une stratégie
gagnante pour la formation en leadership et en gestion.
Quelle que soit la source de l’idée ou la motivation du
changement dans une université donnée, faire connaître des
pratiques novatrices à l’ensemble de la communauté permet
à d’autres de prendre cette idée ou pratique, de l’adapter
à leur propre environnement et, ainsi, de contribuer à
l’apprentissage et à la spécialisation qui caractérisent le
milieu de l’administration de l’enseignement supérieur.
Merci à tous ceux qui prennent le temps de présenter leur
candidature et, ce faisant, de généreusement partager leur
expérience avec l’ensemble de la communauté.
Cette année, le Comité a reçu 33 dossiers de candidature
décrivant des projets parfois fort complexes, parfois très
simples, mais il s’agissait toujours de pratiques intéressantes
et avant-gardistes. Tous les dossiers ont été versés dans la
base de données électronique de l’ACPAU, à laquelle tous
les membres de l’ACPAU ont accès et qui comporte des
fonctions de recherche. Je vous encourage tous à prendre le
temps d’explorer cette mine d’information à portée de clic,
http://www.caubo.ca/best_practices/index_f.cfm.
Le Comité des prix de la qualité et de la productivité
souhaite remercier Location d’autos Budget et Macquarie
Equipment Finance Ltd, les commanditaires de ce programme, pour leur participation et leur appui financier.
« Je vous encourage tous à
prendre le temps d’explorer cette
mine d’information à portée de clic. »
PROGRAMME DE PRIX DE LA
QUALITÉ ET DE LA PRODUCTIVITÉ
COMITÉ DE SÉLECTION 2009
Gary Bradshaw
Vice-Président, Finance and
Facilities, University of Prince Edward Island
Gary Brewer
Vice-Président (Finance & Administration), York University
Patricia Hibbitts
Vice-Présidente, Finance
& Administration, Simon Fraser University
Nathalie Laporte
Controller, Financial Services,
Chantal Tourangeau
Chef régional des ventes
industrie du tourisme – Est du Canada, Budget Car Rental
JD Christman
Directeur de compte,
Macquarie Equipment Finance Ltd.
Carole Workman
Directrice général, CAUBO
PREMIER PRIX NATIONAL
McMaster University
Formation avancée
en leadership et en gestion
L’Université McMaster souhaitait préparer ses gestionnaires à régler adroitement les imprévus et renforcer les
compétences de personnes qui pourraient éventuellement
devenir des leaders au sein de l’établissement. La solution
devait fournir aux gestionnaires en place une activité de
perfectionnement stimulante axée sur le mentorat, le renforcement du travail d’équipe, la créativité, l’innovation
et la réflexion stratégique. L’Université tenait à ce que
le programme soit considéré comme prestigieux et qu’il
présente aussi des avantages tangibles pour McMaster à
court et à long termes.
L’Université entretient des relations de longue date
avec son fournisseur d’activités de formation de prédilection, le Centre de formation continue. Le service des
ressources humaines lui a confié le mandat de concevoir et
de donner un programme de formation avancée en leadership et en gestion (Certificate in Advanced Leadership &
Management, CALM). Après une évaluation des besoins
qui s’est appuyée sur des groupes de discussion ainsi
que sur l’analyse de pratiques exemplaires et de travaux
de recherche, le centre a conçu un programme fondé sur
des cohortes qui allie formation en salle et apprentissage
à partir de projets concrets et uniques. Les projets ont
été choisis par des membres de la haute direction pour
veiller à ce qu’ils revêtent de l’importance stratégique
pour l’Université.
L’apprentissage par l’action est une méthode
d’enseignement clé du programme CALM. Les participants
travaillent par petits groupes pour résoudre un problème
réel. Les équipes appliquent directement à leur projet les
connaissances acquises dans le programme, afin de proposer à l’Université des solutions novatrices et efficaces.
Un animateur, titulaire d’un doctorat en psychopédagogie, agit comme mentor auprès des participants tout
au long de leur expérience et divers conférenciers invités
font part de leur expertise au cours d’activités comme des
études de cas, des jeux de rôle et des panels. Les participants explorent leur propre perfectionnement au moyen
d’activités de réflexion individuels et en groupe. Chaque
participant est jumelé à un gestionnaire-accompagnateur
qui pourra le soutenir en cas de difficulté au retour dans
son milieu de travail. Les participants ont des lectures et
des exercices à faire entre les modules donnés en salle.
La formation en salle consiste en neuf modules d’une
journée complète répartis sur huit mois. L’équipe responsable du projet a poursuivi ses travaux pendant quatre
autres mois pour ensuite clore avec des présentations aux
parties prenantes et aux cadres supérieurs.
34
(G-D) Jason Cole, Tracey Taylor O’Reilly,
Nancy Buschert et Dr. Linda Pickard.
Pour obtenir plus d’information sur ce projet, communiquez avec :
(905) 525-9140 x24236
[email protected]
DEUXIÈME PRIX NATIONAL
University of Saskatchewan
Analyse de scénarios économiques
En décembre 2008, dans le contexte du climat économique mondial,
le conseil des gouverneurs de l’Université de la Saskatchewan (U de
la S) a demandé aux administrateurs universitaires d’examiner les
répercussions possibles du ralentissement économique mondial sur
les finances de l’établissement. Pour remplir ce mandat, l’U de la S
a entrepris ce que l’on a appelé une « analyse de scénarios ». On a
déterminé quatre scénarios possibles de l’évolution de l’économie
mondiale et de l’économie de la Saskatchewan, puis on a rigoureusement évalué les répercussions de chaque scénario sur sept secteurs
fonctionnels clés. Ce processus découlait de la vision du recteur, à
savoir que l’Université « en ressorte plus forte et se hisse à la tête du
peloton, dans tous les secteurs, tout en employant les ressources avec
plus d’efficacité et d’efficience. »
Grâce au processus d’analyse de scénarios, l’Université a pu cerner
les secteurs qui présentent le plus de risques et ceux qui offrent le plus
de possibilités, constituer des équipes afin de s’attaquer à ces secteurs,
et rapidement mettre en œuvre des plans d’action. Les risques les plus
grands et les plus immédiats étaient liés aux caisses de retraite et aux
budgets de fonctionnement. Par conséquent, l’analyse a mis ces obstacles en relief, illustrant la nécessité d’élaborer une stratégie globale en
matière de retraite et de se préparer à des ajustements budgétaires si
l’économie de la province reculait. L’analyse a également suggéré des
avenues très intéressantes, particulièrement pour ce qui est des immobilisations. En misant sur ces avantages possibles, l’Université a pu se
préparer et tirer profit d’initiatives gouvernementales de stimulation,
telles que le Programme d’infrastructure du savoir du gouvernement
du Canada. L’un des avantages connexes de ce processus a été le
dialogue entamé avec l’ensemble de la communauté universitaire. La
démarche a suscité une prise de conscience, constitué une occasion
de recueillir des commentaires et témoigné de la transparence des
initiatives financières de l’Université. Dans l’ensemble, cette forme
de planification fait en sorte que l’établissement puisse maintenir
sa stabilité financière à long terme, continuer de donner suite aux
priorités, maintenir le cap établi par le Plan intégré et, globalement,
traverser cette période d’incertitude économique.
Richard Florizone, Vice-President,
Finance and Resources
(306) 966-6631
[email protected]
(G-D) Patty Martin, Jim Traves, Marion Van Impe,
Martin Gonzalez, Laura Kennedy, Richard Florizone,
Brett Fairbairn, Piya Sen, Ginger Appel, Peggy
Schmeiser, Lori Auchstaetter et Colin Tennent.
TROISIÈME PRIX NATIONAL
Université McGill
Une approche globale pour les services
Le service des RH de McGill a élaboré et concrétisé un projet
qui s’est traduit par la prestation de services professionnels
hors pair à la communauté universitaire. La transformation
du double rôle des RH, à savoir le service à la clientèle et le
traitement de multiples transactions, se trouvait au cœur de
cette initiative.
Dans le cadre de la restructuration, l’Unité de services
partagés (Shared Services Unit, SSU) a été formée pour amalgamer toutes les fonctions de traitement transactionnel et de
service à la clientèle qui étaient auparavant exécutées par les
secteurs des avantages sociaux, de la retraite, de la paie et
des dossiers du personnel. Le mandat de l’Unité consistait à
redéfinir la prestation de services de sorte que les utilisateurs
finaux ou les clients puissent accéder à des services en toute
autonomie par un éventail de méthodes efficaces et choisir la
méthode de leur choix. Cela supposait la création d’un Centre
de service afin de traiter les demandes téléphoniques et les
opérations connexes. Le Centre de service intègre les nouvelles technologies de centre d’appels, de billetterie et de base
de connaissances Web. Le projet inclut également l’extension
du module libre-service en ligne Minerva, un environnement
physique amélioré, de même que la capacité de traiter les
demandes par courriel, par télécopie et par la poste.
Les employés du Centre de service ont été recrutés parmi
des secteurs spécialisés tels que celui des avantages sociaux,
puis formés pour passer de spécialistes RH à généralistes RH.
La formation, qui comportait des séances sur le service à la
clientèle et l’étiquette, ainsi que sur les connaissances techniques et les transactions, mettait l’accent sur une approche
globale plutôt que des processus individuels. Les processus
ont été modifiés en conséquence afin d’augmenter l’efficacité
et la productivité.
La réception comprend une aire tranquille, avec ordinateur et téléphone, où les clients peuvent s’installer pour
leurs démarches. À cet endroit, les représentants du Centre
de service peuvent rencontrer les clients en privé pour
discuter de questions liées aux RH. De plus, l’Unité de
services partagés fournit l’assistance informatique et la
formation, la documentation destinée aux utilisateurs, les
cartes d’identité ainsi que les services de numérisation,
d’expédition et de réception. Enfin, les spécialistes de la
paie de cette unité s’occupent des transactions courantes
liées à la paie.
La transformation des services de RH a augmenté la
productivité et la qualité des services, et ce, à peu près sans
frais ni personnel supplémentaire.
Alison Verkade, Director, Shared Services
(514) 398-8491
[email protected]
Le service des RH de McGill.
36
PRIX RÉGIONAL DE L’OUEST
Simon Fraser University (SFU)
Optimisation continue – une approche
rentable à l’amélioration énergétique
En 2008, SFU a inscrit deux pavillons de sciences à un programme
de BC Hydro dans le cadre duquel on vérifie des bâtiments
existants afin de cerner des mesures peu coûteuses liées au
fonctionnement et à l’entretien dont les coûts sont récupérés
en moins de deux ans. Après la mise en œuvre des mesures, le
programme prévoit l’installation de compteurs intelligents qui
permettent d’observer le rendement. En retour, SFU s’engage à
mettre en œuvre toutes les mesures de conservation d’énergie
conformes aux critères établis.
Les coûts énergétiques combinés du pavillon des sciences
appliquées et du pavillon des sciences sud s’élevaient à environ
700 000 $. La vérification a fait ressortir la possibilité de réduire
la consommation énergétique de 15 % et 30 % respectivement, si
l’on mettait en œuvre toutes les mesures suggérées, et a permis
de constater que le coût de celles-ci serait récupéré en deux ans.
Résultat : SFU a financé et mis en œuvre les mesures en question
dans les deux pavillons. BC Hydro a procédé à la vérification
continue du rendement énergétique grâce à la surveillance en
temps réel afin de voir à ce que tout soit conforme et que le
projet réussisse.
Dans le cas du pavillon des sciences appliquées, les mesures
consistaient d’abord à optimiser la programmation du chauffage,
de la ventilation et de la climatisation ainsi que de la ventilation
sur demande grâce à des capteurs de CO2. Ensuite, il s’agissait
d’installer de nouvelles commandes de vitesse sur des moteurs
de ventilateurs et de pompes et d’optimiser des commandes de
vitesse existantes. À ce jour, 90 % des mesures ont été mises en
œuvre et on veille à tenir le cap pour respecter les projections
d’économie d’énergie. La mise en œuvre des mesures a coûté
50 000 $ et les prévisions d’économies annuelles sont de 31 000 $,
ce qui représente une période de recouvrement d’à peine 1,6 an.
Les économies d’énergie du pavillon des sciences sud supposaient des travaux d’optimisation d’envergure sur les systèmes
de ventilation et de hottes de laboratoire. Le projet se chiffrait à
250 000 $ et les projections d’économies annuelles, à 130 500 $, ce
qui se traduit par une période de récupération de 1,9 an.
Le programme d’optimisation continue s’est avéré rentable,
puisqu’il a permis de découvrir des possibilités d’amélioration
énergétiques qui n’exigeaient que de faibles investissements
contre des économies d’énergie substantielles (de 15 à 30 %) en
peu de temps (moins de deux ans).
(G-D) Wendy Lee, Candace Le Roy, Ron Sue,
Sam Dahabieh, Ron Mastromonaco et Wanda Tai.
Sam Dahabieh, Director of Operations,
Facilities Services
(778) 782-5176
[email protected]
PRIX RÉGIONAL DE L’ONTARIO
McMaster University
Solutions durables pour les déchets
En 2008, McMaster a lancé son programme de formation avancée en leadership et en gestion (Certificate in
Advanced Leadership & Management, CALM). L’un des
volets importants de ce programme reposait sur la concrétisation d’un vaste projet, choisi parmi des idées suggérées
par la haute direction de l’Université. Les participants au
programme CALM ont été répartis en équipes, qui ont
ensuite choisi un projet. L’une des équipes a opté pour
un projet visant à augmenter la recyclabilité des déchets
produits sur le campus.
Après des recherches poussées sur les pratiques relatives aux déchets en usage sur le campus, on a ajusté le tir.
On chercherait non plus à augmenter la recyclabilité, mais
plutôt à réduire les déchets. Deux facteurs ont contribué à
ce changement : la conjoncture économique (diminution
de la valeur des matières recyclables vendues à des tiers)
et la nécessité de miser davantage sur le développement
durable que sur la recyclabilité. Le fait de viser le développement durable exigeait d’étudier le tout selon une
optique plus vaste et de réexaminer les processus d’achat
à la source.
D’autres analyses antérieures avaient mis en lumière
le fort volume de carton mis au rebut sur le campus. Or,
ce carton provenait en grande partie des emballages des
fournisseurs. L’équipe CALM a créé un partenariat avec
le Service des achats, les Services de production média et
le Bureau de la durabilité pour rédiger un appel d’offres
axé sur le développement durable pour les fournitures de
bureau et le papier.
Les objectifs consistaient à réduire considérablement
le nombre de boîtes de carton, à réduire le nombre de
livraisons, à permettre aux unités de faire des économies
ainsi qu’à promouvoir l’achat de fournitures de bureau
écologiques.
L’appel d’offres a été lancé en juin 2009. Après un processus d’examen rigoureux, des contrats ont été octroyés
à Grand & Toy (fournitures de bureau) et Buntin & Reid
(papier). Cette démarche a entraîné des économies totales
de 2 300 000 $ pour les deux contrats de cinq ans. Les boîtes
de carton ont été remplacées par des sacs réutilisables et les
livraisons par camion ont été réduites; d’un service « sur
demande » pouvant représenter 3 200 livraisons par année,
on est passé à environ 100 livraisons par année.
(G-D En avant) Don Leyland, Todd Murray and Angelo DiLettera.
(G-D En arrière) Glynis De Silveira, Suzanne Moorcroft, Susan Rankin,
Susan Jack, Teresa Basilio, Cynthia Shanahan et Kate Whalen.
Cynthia Shanahan, Director, Purchasing Resources
(905) 525-9140 x24633
[email protected]
38
PRIX RÉGIONAL DU QUÉBEC
École Polytechnique de Montréal
Vidéo sur les
consignes d’évacuation
La communauté de l’École Polytechnique de Montréal
compte 5 500 étudiants, 220 professeurs et 800 employés,
donc près de 6 500 personnes qui fréquentent les trois
pavillons de jour et de soir. Ces bâtiments renferment des quantités importantes de matières dangereuses, un réacteur nucléaire, une centrale thermique et
d’autres installations qui en font un établissement à
haut risque. Les campagnes de sensibilisation et les
exercices d’évacuation organisés auprès de la communauté polytechnicienne ont clairement démontré la
méconnaissance des notions de base en évacuation, par
exemple : savoir où sont situées les sorties d’urgence
à emprunter en cas d’évacuation, connaître l’existence
et la raison d’être des lieux de rassemblement et savoir
quels gestes poser.
En mai 2008, le Service de la sûreté a commencé à
chercher un outil d’information visant à sensibiliser
et à informer les étudiants au sujet des consignes
d’évacuation. Cinq étudiants ont accepté avec intérêt
et enthousiasme de participer à ce projet. Ils étaient
convaincus de la nécessité d’informer leurs condisciples. Ils ont proposé de réaliser une vidéo parce que
ce média leur semblait le plus approprié pour joindre
les étudiants.
La vidéo présente les consignes d’évacuation en
vigueur à Polytechnique. Elle présente les lieux de rassemblement et les gestes à poser en cas d’évacuation.
Elle a pour objectif d’optimiser la sécurité pendant
d’éventuelles évacuations en informant, outillant
et préparant les étudiants. Quelque 374 heures de
travail ont été consacrées à la réalisation de cette
vidéo (130 heures par les 5 étudiants, 60 heures par
le Service de la sûreté, 8 heures/étudiant pour les
23 acteurs bénévoles qui ont participé au tournage
dans les pavillons de Polytechnique). Elle ne laisse
personne indifférent et exerce une influence positive
et significative sur les comportements des gens lors
d’une évacuation.
(G-D longitudinal) Gilles Drolet, Hélène Dallaire, William Pinel,
Géraldine Guichardet, Jean-Yves Pairet et Steven Pochet.
Gilles Drolet, directeur de la sûreté ou
Mme Hélène Dallaire
(514) 340-5298 x3134
[email protected]
PRIX RÉGIONAL DE L’ATLANTIQUE
Système d’alerte
publique en cas d’urgence
Après les fusillades survenues au Collège Dawson et à Virginia Tech, l’équipe de gestion des urgences et un groupe de
travail de Saint Mary’s ont analysé les divers types de communication nécessaires en cas d’urgence et en cas de fusillade.
Étant donné qu’il est crucial de fournir des directives
très claires dans les sept premières minutes après une
fusillade afin de limiter les blessures et les décès, le comité
a déterminé qu’il faut communiquer rapidement avec les
personnes se trouvant dans la zone immédiate où l’incident
s’est produit, dans le même immeuble, ailleurs sur le
campus et avec celles qui se dirigent vers le campus. On
a envisagé d’utiliser la messagerie texte, mais étant donné
que cette technologie comporte des contraintes telles que
la vitesse de transmission, que les étudiants doivent payer
pour s’abonner à un tel système et que la plupart des professeurs exigent que les cellulaires soient éteints pendant les
cours, le comité a opté pour un système d’alerte publique et
un avertisseur sonore qu’on peut entendre à l’intérieur des
bâtiments tout comme sur les terrains du campus.
En 2001, l’Université a entrepris l’instauration graduelle d’un système d’alerte incendie à l’échelle du campus
intégrant de multiples haut-parleurs. Un système d’alerte
publique a pu être installé dans chaque bâtiment, à même le
panneau du système d’alerte incendie situé dans l’entrée du
bâtiment. De concert avec le fournisseur du système d’alerte
incendie, l’Université a pu concevoir un système d’alerte
publique centralisé comportant des messages préenregistrés
que l’on peut choisir en fonction de l’incident et diffuser à un
ou à plusieurs bâtiments à l’aide d’un écran tactile. Les messages préenregistrés permettent de transmettre un message
clair et ordonné dans une situation extrêmement stressante,
tant pour les personnes se trouvant dans la zone de danger
que pour les répartiteurs responsables de la sécurité.
On a pu greffer facilement le système à l’infrastructure
existante en ne déboursant qu’une fraction de ce qu’aurait
coûté un système d’alerte publique couvrant l’ensemble du
campus. Étant donné les normes relatives à la construction
et à l’entretien des systèmes d’alerte incendie, le système est
bien entretenu et toujours fonctionnel. En outre, le système
d’alerte publique actuel peut facilement être enrichi.
(G-D) Mike McCann, Don Poulter, Barry McNeil,
Gary Schmeisser et Gabrielle Morrison.
Gary Schmeisser, Director, Facilities Management
(902) 420-5570
[email protected]
40
MENTIONS HONORABLES
University of Alberta (U of A) Nettoyer – c’est bon pour la santé
Ce programme, qui va au-delà de l’achat de produits et
d’équipement de nettoyage écologiques, repose sur une
approche globale afin de donner des services de nettoyage
sains et très performants. L’objectif est de réduire les effets
sur l’environnement immédiat, les bâtiments de l’U de l’A, et
l’environnement de manière plus générale.
Le programme couvre tous les aspects des services fournis
par la division Bâtiments et terrains par l’entremise de 12 lignes
directrices portant sur les pratiques de nettoyage, les produits
chimiques, l’équipement, l’entreposage, les systèmes de tapis,
l’entretien des moquettes et autres recouvrements de plancher,
la formation du personnel et la sensibilisation des occupants,
la lutte antiparasitaire écologique et le recyclage. On a ainsi
réussi à réduire la quantité de composés organiques volatils
qui s’échappent dans l’air et à éliminer des poussières en suspension dans l’air. La réduction est attribuable à l’introduction
d’équipement et de produits chimiques écologiques, de chiffons en microfibres, de systèmes de tapis à l’entrée des bâti-
ments et à l’adoption de pratiques de nettoyage durables.
On a également fait des progrès considérables dans l’amélioration
de la productivité, ce qui prouve que les pratiques de nettoyage
durables peuvent être à la fois performantes et rentables. Les gains
de productivité ont été obtenus par l’introduction de nouvelles
méthodes et technologies s’appliquant au nettoyage des corridors
et des moquettes, à la revitalisation des planchers et à l’entretien
des tapis d’entrée.
La réussite de ce programme repose sur l’acceptation et la
participation des membres du personnel des services de nettoyage, qui assistent à des séances de formation sur le nettoyage et
qui testent tous les nouveaux produits et nouvelles procédures.
Ray Dumouchel, Associate Director,
Buildings and Grounds Services
(780) 492-4047 [email protected]
York University Initiative relative à la charge de travail d’entretien ménager
L’initiative relative à la charge de travail d’entretien ménager
(Custodial Workload Initiative, CWI) était conçue de manière
à tenir compte de diverses réalités : attentes de la communauté
universitaire en matière de services de nettoyage dans un
contexte de restriction budgétaire, responsabilité fiscale de la
division des services campus et des opérations quant au coût
de la prestation de services dans l’ensemble des bâtiments,
tensions continues dans les relations du travail.
Le projet comportait plusieurs composantes, à savoir définir
les espaces à nettoyer dans les bâtiments du campus et les
classer par catégories; déterminer les tâches et fréquences en
fonction de la norme acceptée; établir une correspondance
entre ces tâches et fréquences, d’une part, et les divers espaces,
d’autre part; répartir les tâches entre les travailleurs.
Parmi les avantages découlant de ce projet, citons les suivants : la communauté universitaire est mieux renseignée sur
les tâches de nettoyage et leur fréquence; les membres de la
communauté comprennent clairement la norme à laquelle on
doit s’attendre dans les divers espaces de travail; les employés de
l’entretien ménager gèrent leurs propres tâches au jour le jour; on a
déterminé une charge de travail acceptable et équitable pour chaque
employé, qui aura pour effet de réduire les blessures et la fatigue;
on atteint les objectifs fixés tant dans le budget base zéro que dans
l’allocation des ressources, y compris le calcul de ce qu’il en coûterait
à l’établissement pour passer à un niveau de service supérieur
ou inférieur; enfin, il est possible d’observer et de maintenir des
normes de rendement des travailleurs à un niveau acceptable.
Comme autres résultats positifs, signalons l’amélioration du moral
du personnel, l’uniformité du service et une productivité accrue.
Robert Smith, Director, Custodial Grounds
and Glendon Facilities Services, Campus Services & Business Operations (416) 736-2100 x22373 [email protected]
McMaster University Option « PAYER MAINTENANT » - service aux étudiants bonifié
En 2006, McMaster a mené un sondage auprès des étudiants
afin de recenser ce que ces derniers souhaitaient trouver sur
le « portail des étudiants » qui allait bientôt voir le jour. La
possibilité d’effectuer des paiements électroniques sur un
compte d’étudiant, c’est-à-dire une fonction « PAYER MAINTENANT », arrivait en troisième place.
En 2007, McMaster a négocié avec un fournisseur national
de services de paiement afin de signer un contrat de services
électroniques de carte de débit et de crédit. Cela a permis de
fixer des frais « par transaction » acceptables pour les paiements
par débit passant par le système Interac en ligne. Par ailleurs,
un partenariat tripartite – Bureau du registraire, Services des
finances et Services des TI – a financé des modifications apportées au système de comptes d’étudiants qui font en sorte qu’il est
possible de voir immédiatement une confirmation du paiement.
Il importe que la majorité des étudiants aient accès en ligne
aux services qui les concernent. Les systèmes de transfert
électronique de fonds mettent de trois à cinq jours ouvrables
à accéder au compte de l’étudiant. Non seulement la fonction de
confirmation immédiate transmise par Interac en ligne permet à
l’étudiant et au personnel administratif de voir le résultat, mais
elle permet également au personnel d’exécuter d’autres services
qui exigeaient auparavant des délais, comme l’envoi de relevés de
notes ou l’inscription à la session suivante.
Au cours des sept premiers mois, McMaster a traité 7,5 millions de dollars en paiements par débit, ce qui représente plus de
7 500 transactions. Cela a entraîné une réduction correspondante
d’autres formes de paiement, qui demandent beaucoup de temps
de la part du personnel. McMaster a ainsi augmenté ses revenus
d’intérêts bancaires, réduit ses coûts de main-d’œuvre à temps
partiel et elle estime avoir réduit ses mauvaises créances.
Theresa Cooke, Manager, Student Accounts and Cashiers
List of submissions / LISTE DES SOUMISSIONS
Institution/
Établissement
Title of Proposal/
Titre de la proposition
Contact Person/
Personne Ressource
Telephone/Email
Téléphhone/Adel
University of Alberta
Cleaning For A Healthy U – The
University of Alberta’s Sustainable
Cleaning Program
Ray Dumouchel, Associate Director, Buildings
and Grounds Services
(780) 492-4047
[email protected]
The University of British
Columbia
UBC Renew: Is the greenest building
the one that is already standing?
Suzanne Poohkay, Director Facilities Planning,
Infrastructure Development
(604) 822-0486
[email protected]
Family Fair Day
Valerie Roseman, Alumni
Officer, Affinity Chapters,
Advancement and Alumni
Relations
(514) 848-2424 x5647
valerie.roseman@
concordia.ca
École Polytechnique de
Montréal
Vidéo sur les consignes d’évacuation
de l’École Polytechnique de Montréal
Gilles Drolet, directeur de la
sûreté ou Mme Hélène Dallaire
(514) 340-5298 x3134
[email protected]
University of Guelph
Risk-Based Hazardous Waste
Management System
Chris White, Director, Environmental Health and Safety
(519) 824-4120 x53101
[email protected]
Université de Hearst
Le Mode 5, une formule pédagogique
qui concilie les avantages de
l’enseignement en face à face et à
distance
Sophie Dallaire, Vice-rectrice
(705) 372-1781
[email protected]
Université Laval
Ariane 2.0 : Le Web sémantique à la
portée de l’utilisateur
Guy Teasdale, Directeur de la
bibliothèque numérique et des
technologies de l’information,
Bibliothèque
(418) 656-2131 x3918
[email protected]
University of Lethbridge
The University of Lethbridge “Be Fluless Not Clueless” H1N1 Registry
Lori Weber, Manager, Health
Centre
(403) 329-2484
[email protected]
McGill University
Transformation of the McGill Library’s Diane Koen, Director of Libraries (Interim)
Walter Hitschfeld Geographic Information Centre: Enhancing Student
Life and Learning
McGill University
Web-Based Application for
Distribution of Committee Meeting
Documents: Utilizing WebCT Vista to
a new level
Julie Armenti, Administrative
(514) 398-6040
Assistant, Office of Investments [email protected]
McGill University
Transforming Human Resources: A Holistic Approach to Service
Alison Verkade, Director,
Shared Services
(514) 398-8491
[email protected]
McGill University
McGill Arts Graduate Student Travel
Awards (Arts GSTs): A travel grant
program with great returns
Gwendolyn Owens, Liaison
Officer, Faculty of Arts
(514) 398-1466
[email protected]
McMaster University
McMaster University Quits Talking
Trash: Sustainable Solutions
Cynthia Shanahan, Director,
Purchasing Resources
(905) 525-9140 x24633
[email protected]
McMaster University
Certificate in Advanced Leadership & Management (CALM)
(905) 525-9140 x24236
[email protected]
McMaster University
Interac Online: an affordable ‘PAY
NOW’ option for improved student
service
Theresa Cooke, Manager,
Student Accounts and Cashiers
(905) 525-9140 x24332
[email protected]
McMaster University
Sustainability Annual Report
Kate Whalen, Manager of
University Sustainability
(905) 525-9140 x21575
[email protected]
Memorial University of
Newfoundland
MUNet-mobility
Graham Mowbray,
Director, Computing and
Communications
(709) 737-8329
[email protected]
42
(514) 398-4677
[email protected]
Mount Allison
University
Flexible Occupancy Loads
Michelle Strain, Director,
Administrative Services
(506) 364-2249
[email protected]
Eco-Energy Retrofit at the University
of Ottawa Law building
Pierre De Gagné, Director of
Engineering and Sustainable
Developemt, Physical
Resources Service
(613) 562-5800 x6019
[email protected]
Programme d’orientation pour le
nouveau personnel de l’Université
d’Ottawa : L’accueil en 3D du nouveau personnel
www.rh.uOttawa.ca/accueil
François Labrecque,
Centre d’apprentissage
et de développement
organisationnel, Service des
ressources humaines
(613) 562-5800 x1542
[email protected]
Use E-Productivity… to strengthen
your accountability!
Patrick Foré, Director, Material
Management Services
(613) 562-5800 x6552
[email protected]
Focused and Integrated Training Program (the FIT Program) http://www.hr.uottawa.ca/training/fit
Carole Bourque, Project
Manager, Centre for
Organizational Development
and Learning (CODL)
(613) 562-5800 x1815
[email protected]
H1N1: uOttawa’s innovative response to a different flu season
Michael Histed, Director, Office
of Risk Management (ORM)
(613) 562-5982
[email protected]
Access uOttawa: an Initiative to
Create Workplace Diversity
Nathalie Morin, Director Staffing and Employment Equity,
Human Resources Service
(613) 562-5800 x2315
[email protected]
Emergency Public Announcement
System
Gary Schmeisser, Director,
Facilities Management
(902) 420-5570
[email protected]
Technology Leasing Quality Assurance Process Implementation
Kathleen Jay-Powell, Manager,
Desktop Technologies
(902) 420-5484
[email protected]
The University of
Saskatchewan
Scenario Analysis – Managing in Uncertainty at the University of Saskatchewan
Richard Florizone, VicePresident, Finance and
Resources
(306) 966-6631
[email protected]
Continuous Optimization - a cost
effective approach to energy retrofits
Sam Dahabieh, Director of
Operations, Facilities Services
(778) 782-5176
[email protected]
Vancouver Island University
Nanaimo Campus Master Plan and
the Integrated Planning Process
Ric Kelm, Executive Director,
Facilities Services and Campus
Development
(250) 740-6505
[email protected]
York University
Custodial Workload Initiative
Robert Smith, Director, Custodial Grounds and Glendon
Facilities Services, Campus
Services & Business Operations
(416) 736-2100 x22373
[email protected]
York University
On line Key Request System and Key
Management Program
Paul Mayol, Project Manager,
Office of the Vice-President
Finance and Administration
(416) 736-5282
[email protected]
York University
“Res Race to Zero”, a month long
challenge to the student residents of
8 undergraduate housing buildings
to reduce energy consumptions and
compete for weekly, as well as an
overall prize, and winner of the ‘Race”.
(416) 736-5798
Helen Psathas, Senior Manager, Environmental [email protected]
Design & Sustainability,
Campus Services & Business
Operations
York University
Campus wide, Emergency Messaging
System on Digital Display Screens
Helen Psathas, Senior Manager, (416) 736-5798
[email protected]
Environmental Design & Sustainability, Campus Services &
Business Operations
Learn more online
Plus de détails en ligne
300 great ideas
at your fingertips…
The Q&P program has grown over the
years to become a very important source
of best practices among Canadian higher
education administrators. All Q&P submissions from 2004 onwards can be accessed
via a searchable database on our website.
You can now search more than 300 great
ideas for innovative practices that can be
applied to your institution today. Simply
visit our website at www.caubo.ca and
click Best Practices.
44
300 idées géniales au bout des doigts…
Le programme des prix de la qualité et de la productivité a pris
de l’ampleur ces dernières années et est devenu une source très
importante de dissémination des pratiques d’excellence parmi les
administrateurs du milieu de l’enseignement supérieur au Canada.
Tous les dossiers soumis dans le cadre de ce programme depuis
2004 ont été versés dans une base de données pourvue d’un
moteur de recherche, accessible à partir du site Web de l’ACPAU.
Vous pouvez maintenant effectuer des recherches sur plus de
300 idées géniales pour y trouver des pratiques novatrices pouvant
s’appliquer à votre établissement dès aujourd’hui. Il suffit de visiter
notre site Web, à l’adresse www.acpau.ca, puis de cliquer sur
« Meilleures pratiques ».
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The importance of
assessing building performance
In these times of fiscal
constraint and global climate
change, it is more important
than ever for universities
and colleges to maximize
efficiencies and reduce the
environmental footprint of
their physical structures and
operations while ensuring
that buildings continue to
effectively support their
missions and core functions.
To realize these goals, institutions must
first identify where potential efficiencies
reside and what constitutes appropriate
targets.
“Previously our focus was on renewal,
the notion that buildings are getting old
and many elements need replacement,”
notes Steve Dantzer, Associate Vice-President, Facilities Development, University
of Calgary (U of C). “Now, we realize we
must redesign our buildings to perform
much better than they did originally.”
He explains that, in the past, engineers
would often design a measure of overcapacity into building systems to ensure
adequate performance. “As a result, many
building systems are overdesigned and
less efficient than desirable,” says Dantzer.
“We are relooking at these older systems
and establishing more rigid performance
standards.”
Accordingly, U of C Facilities Management and Development is shifting focus
from renewal to a High Performance Building Initiative (HPBI), intended to provide
the institution with a planning framework
for achieving verified advancements in
energy, water and greenhouse gas performance of buildings.
Along with an improved indoor environment for students, faculty and staff,
the potential benefits of the HPBI include
reduced utility costs and the advancement
of U of C’s Institutional Sustainability Plan
and Climate Action commitments. “One
way of achieving this level of efficiency is
to look at the different systems within a
building,” says Dantzer. Accordingly, the
university has aligned portions of work
on HPBI with the Canada Green Building
47
Having the data to determine building performance and sources of underperformance helped the
University of Calgary make better facilities decisions such as replacing some of its chillers (L) and pumps.
“We must redesign our buildings to
perform much better than they did originally.”
Council’s (CaGBC) Green UP program.
Green UP provides tools to help
gather and organize building performance
data using a structured approach that
assesses different systems – ventilation,
plumbing, lighting, pumping systems, the
building envelope – as well as operational
criteria. As a pilot initiative for its HPBI,
the U of C initiated building performance
audits for two buildings it suspected were
high energy users on a per square foot
basis. “It was not entirely evident to us
why their usage was high,” says Dantzer.
“These tools allowed us to dig into the
various systems to understand which ones
were underperforming.” Using CaGBC’s Target Finder planning
tool, facilities management then compared
the energy use of each system to similar systems in 300 buildings from other completed
pilot programs in the CaGBC 2009 database.
CaGBC also offers tools to help identify
sector-specific performance standards and
best practices in building operations.
Together these tools enabled the U of
C to identify the source(s) of underperformance in each building. The Target
Finder tool also examined the conservation potential of the audited buildings
that could be achieved through retrofits or
operational and schedule improvements
to the systems.
Simon Fraser University (SFU) is
engaged in a similar exercise. The Director of Facilities Development, Larry
Waddell, describes the process as “the
assessment of a building’s actual utilities
consumption data against established
baselines and building metrics.”
At SFU, the collection of information
about the performance of various systems
– in terms of energy and water consumption as well as greenhouse gas (GHG)
emissions – is mostly automated, thanks
to a fully integrated direct digital control
(DDC) system (in place since the 1990s)
as well as sub-metering. Trend analysis of
the energy data is used to establish key
performance indicators (KPIs) for all the
main academic buildings. In 2009/10, in
partnership with BC Hydro’s Continuous
Optimization program, a detailed systems audit was done to identify energy
saving opportunities in two buildings.
Historical energy performance data
allowed the performance to be benchmarked against Energy Star standards.
Performance against this benchmark is
then monitored through an Enterprise
Energy Management software service
(North Write). The service also allows
for quantifying savings that would result
from making changes to specific systems.
This kind of building audit is the
first step in ‘retro-commissioning’ or ‘recommissioning’ a building. The next step
involves identifying and implementing
infrastructure, operational and maintenance changes that will reduce energy use
and greenhouse gas emissions.
Operational changes, explains Dantzer, can be a simple as assessing the
hours a building is actually required to
operate in order to fulfill campus space
utilization needs. “It involves looking at
when the lights, pumps and fans really
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“Data on building
performance can
also help assess
the value of regular
and preventative
maintenance.”
have to be on,” he notes, adding that in a
large institution such as the U of C, this
assessment can actually be very complex.
“Can we carefully plan in such a way that
we are meeting the needs of the community without operating equipment when it
does not need to be operated?”
Understanding space utilization is key
to the framework guiding Carleton University’s building performance assessment
process as well. “It goes back to judging where to invest money,” says Darryl
Boyce, Assistant Vice-President, Facilities
Management and Planning. “You have to
understand space utilization to understand
the best investment.”
Like other universities in Ontario,
Carleton is using a Capital Asset Management Tool from VFA, a leading provider
of integrated software and services for
facilities asset management and capital
planning. The system includes updates
related to codes and bylaws that might
impact the institution, as well as energy
standards such as ASHRAE 90.1, set by the
American Society of Heating, Refrigerating, and Air-Conditioning Engineers. VFA
provides professional audit services or will
train the university staff and/or consultants to perform the building audits.
Collecting information about the performance of various systems in terms of energy consumption, for example,
helped Simon Fraser University make decisions such as shutting down heat to the Library during off hours.
As part of the process, Carleton also
hired specialists to evaluate the condition
of components such as sewer and high
voltage electrical distribution systems. The
institution already benefits from extensive
automated data collection on the performance of its building systems. “We are in
the process of linking all of our facility
management data into the VFA system,
including the space utilization data,” notes
Boyce. The goal of centralizing all infor-
mation related to building condition and
management is to enable the university to
make better investment decisions in terms
of space utilization, preventative maintenance, energy use and sustainability, while
prioritizing those decisions in terms of the
institution’s overall strategic plan.
A complete assessment of all campus
buildings informs decisions such as
whether to build more classrooms or
renovate existing ones. For instance, says
49
As part of Simon Fraser’s performance assessment process,
facilities staff conduct daily checks on power supply equipment at the main heating plant.
“Detailed performance assessment
can also uncover areas where
preventative maintenance and proactive
action is a better choice than the more
reactive approach of regular maintenance.”
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50
Boyce, although there is a need for more
study space, the university would not want
to invest in creating a study area in a building that has poor indoor air quality.
Data on building performance can also
help assess the value of regular and preventative maintenance. “You need to make
the right decisions about how much preventative maintenance you do,” says Boyce.
He gives the example of an old building on
the Carleton campus. According to system
maintenance schedules, $500,000 of system
renewal was required. But tests revealed
that the building was performing well. By
monitoring the building on an ongoing
basis, Carleton can determine when issues
actually need to be addressed.
“It is about investing in the right location at the right time,” explains Boyce.
Like Carleton, SFU has also recently
implemented VFA as the facility condition
assessment system, having completed a
comprehensive building condition assessment of all its buildings in 2009/10. VFA
is used as the capital asset management
framework that allows SFU’s Facilities
Development and Operations groups
to develop strategic long-term plans for
deferred maintenance and capital renewal
needs as well as prioritize projects, based
on the facility condition assessments of all
their assets. The VFA high level assessment
– in combination with the project-oriented
detailed audit taken through the Continuous Optimization Program – is providing
SFU with the comprehensive approach
needed to ensure its buildings will perform
optimally.
Indeed, detailed performance assessment can also uncover areas where preventative maintenance and proactive
action is a better choice than the more
reactive approach of regular maintenance.
Explains Waddell: “Through the retro-commissioning process of the two buildings in
the continuous optimization program, we
uncovered areas for proactively correcting
energy ‘holes’ that were not discovered
through routine maintenance.”
For example, following the detailed
audit done through the retro-commissioning process, SFU decided to make an
investment of $50,000 in the Applied Science Building, an expenditure which is
projected to generate annual savings of
21% in heating and 11% in electricity, while
reducing GHG emissions by 50 tonnes a
year. With a projected annual cost saving
of $31,000, payback is estimated at a mere
1.6 years.
In fact, investing in a strategic manner
could involve choosing to implement
After
Before
As a result of its building performance assessments and accumulated data, Carleton
had information readily available on the energy use and condition of its chemistry labs which resulted in receiving government funding to upgrade the facilities.
building performance enhancements –
even small scale investments – that result
in cost savings with a return on investment
in a reasonable period of time. In other
words, the actions that result from assessing building performance could, at minimum be self-funding and, at best, result in
continuous cost savings to the institution.
Ensuring that these results actually come
to fruition requires ongoing monitoring.
Like the BC Hydro continuous optimization program adopted by Simon
Fraser, the HPBI has an ongoing energy
performance management component that
encompasses software, monthly diagnostics and building automation, among other
tools. The short-term goal is to measure the
impact of any changes made to building
infrastructure and operations, then monitor the results to ensure these new levels
of performance are maintained.
But, how much automated continuous
monitoring is enough and how much is
too much?
That is a question Boyce hopes to answer
by participating in the ASHRAE Building
Performance Monitoring Protocol pilot program and a similar project sponsored by
the National Research Council. Carleton’s
Assistant VP of Facilities Management and
Planning hopes to determine not only how
well campus buildings are performing but
which information collected on an ongoing
basis is most useful for evaluating their
performance and determining the source
of underperformance, if any.
Carleton is also participating in a Green
Globes Sustainability Rating Systems pilot
program which aims to adapt the system
to a campus environment. Green Globes
is an on-line design and operations rating
system similar to the CaGBC’s LEED
system.
The Sustainability Rating System collects data on each building, as well as on
the campus as a whole, for all aspects of
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51
“The goal is to equip
universities across
the country to assess
building performance
and address underperformance in a
strategic way.”
building operations that impact sustainability. By incorporating the system within
the capital asset system, Carleton will be
able to evaluate levels of water, electricity
and steam use as well as recycling and
carbon emissions. “From a performance
monitoring point of view, our plan is
to include that in our regular review of
each building along with the sub-metered
energy use data, which will feed into the
rating system so that we have a continuous
monitoring tool,” says Boyce.
Carleton has just begun to formalize
its Office of Sustainability. For institutions
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52
sustainability ratings is more urgent. “The
BC government has imposed a universal
GHG reporting system that will establish
a standardized GHG performance standard measure,” explains Waddell, noting
that the student population is increasingly expecting universities to be models
for sustainable societal practice as well.
He adds that GHG reporting requires
involvement from across the university,
with reports presented to senior executives on a quarterly basis.
Increasingly, sustainability is becoming a part of every university’s strategic
plan and an integral feature in all facets
of operations. At the U of C, Facilities
Development, Facilities Management and
the Office of Sustainability share an integrated planning approach. In 2009, the
university undertook its first comprehensive GHG inventory. Aside from providing valuable information on the current
state of emissions, the results constitute
an important baseline against which
future performance will be evaluated. Measuring a building’s GHG emissions as well as the emissions resulting
from the choice of energy sources powering its systems is an important part
of assessing building performance from
a higher plane than simple renewal or
deferred maintenance. This data is critical
to the decisions involved in managing a
university’s capital assets.
A year and a half ago, the Ontario
government sent out a request for projects that would respond to improving
the energy efficiency and condition of
teaching facilities. Carleton had already
started designing the renewal of its undergraduate chemistry teaching laboratories.
As a result of the building performance
assessments, the institution had already
documented the laboratory’s high energy
use. Since data on the energy use and condition of the facility was readily available,
the project was able to qualify for funding.
“Thanks to accurate information, we
can take advantage of such opportunities
when they arise,” Boyce points out. “It is all
about wisely investing limited resources.
That is the big challenge right now.” As U of C’s Dantzer points out, in
some cases, achieving rigid performance targets would require a complete
removal and replacement of the mechanical system in older buildings. Having
the data to determine actual building
performance and the source of under
performance equips universities to make
better decisions about investing limited
resources.
“Assessing building
performance is
certain to be
an important
management tool,
as universities
continue to make
the efficient
and effective
functioning of their
capital assets an
increasing priority.”
By allowing data to be applied into
‘what if’ scenarios, tools such as those
developed by Green Globes and the
CaGBC enable facilities managers to
calculate potential cost savings based
on changes to the infrastructure and
operation of buildings. These tools are
invaluable when making a business
case for investing in building improvements.
They are tools that every university
needs. Accordingly, CAUBO’s Facilities
Management Committee is examining
what tools and programs are available
to assist institutions in evaluating the
sustainability of building and campus
operations. “If a university then finds
that a building is not sustainable, there
are tools that will point them in the
right direction to address those issues,”
notes Dantzer, the committee chair.
At the same time, the committee
has launched a data base of national
comparables. “From a Canadian point
of view, we are looking to create a
network of information,” explains
Boyce, who also sits on the Facilities
Management Committee, “so that one
institution with building that is similar
to other institutions knows how well
it is operating in comparison to others
in the same category.” Up to now, the
challenge for many universities has
been that there are few comparable
facilities in their geographic areas.
The goal is to equip universities
across the country to assess building
performance and address underperformance in a strategic way. The benefits
of such a process filter throughout all
aspects of the organization, from users
who eventually enjoy the improved interior space to senior managers who can
make more informed decisions based on
proven analyses. Given all these advantages, assessing building performance is
certain to be an important management
tool, as universities continue to make the
efficient and effective functioning of their
capital assets an increasing priority.
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Administration
Legally Speaking
What is the deal?
Understanding the basic
elements of a contract
By Harriet Lewis, MA, LLB, University Secretary and General Counsel, York University
W
ithin the university context, there
are an astonishing variety of documents drafted, negotiated and
executed by local areas, frequently with no
formal advice, which purport to bind (or
not to bind) the institution and the other
parties to often substantial commitments. The law of contracts is complicated
and filled with terms of art and meanings
created by the common law. Notwithstanding, the underpinnings of what makes a
contract binding are simple, and the structure of a contract, regardless of its infinite
varieties, is fairly standard. This column
is intended to provide an overview of the
essentials of contracts.
In order to have a binding agreement
(a contract), there has to be more than
one party and the parties must intend to
be bound to the obligations described by
the terms. That means that they need to
know and agree to those terms. To show
their intention, and make their agreement legally enforceable, there has to be
‘consideration.’ ‘Consideration’ refers to
something of value exchanged between
the parties such as money or obligations.
A contract takes effect when there has
been an offer, acceptance of the offer
and consideration has passed or been
exchanged.
Except for contracts purporting to give
an interest in real estate, which must be
in writing, a contract does not have to be
written. However, to reduce the chances
that there will be a disagreement as to the
nature and extent of what is being agreed
to, it is highly recommended that agreements be reduced to writing.
There are standard forms of certain
types of contracts, but regardless of the
subject matter, all agreements have certain
similar characteristics, and most agreements used in our institutions for academic
or administrative purposes follow a fairly
“The underpinnings of what makes a
contract binding are simple, and the structure
of a contract, regardless of its infinite
varieties, is fairly standard.”
55
Legally Speaking
standard pattern of organization designed
to make the substance easier to follow and
ensure that the intention of the parties in
respect to certain issues is addressed.
A well structured agreement will proceed in an ordered way, with ‘first things
first,’ and generally look something like
the following:
• Title of the agreement.
• Date of the agreement.
• A description of the parties and their
legal status.
• ‘Recitals’ or statements about the context and purpose of the agreement.
• A formal statement that there has been
consideration.
• The length or ‘term’ of the contract with
start and end dates.
• A series of numbered paragraphs setting out the obligations of one party,
followed by the obligations of the other
party or parties, including the things
they must do and the money or other
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• The circumstances under which the
contract can be terminated by any
party, along with the form and amount
of notice to be given for termination.
If early termination for a default is
provided for, the ‘events of default’
will be described. If there is a default,
there may also be a period given to the
defaulting party to correct it, failing
which, there will be a termination.
If there can be an early termination
without cause or by reason of acts outside the party’s control which make it
impossible to perform the obligations
(the latter is known as ‘force majeure’),
that should be specifically noted.
• Clauses dealing with liability for
breaches, indemnity and insurance.
• General standard provisions including
a notice provision listing the representatives of the parties and their contact
information.
• The proper signatories for the institution and the date of signing.
While this sounds simple, beware: the
devils are in the details. Here are a few
tips to keep some of those devils at bay: • In the lists of obligation, do not include
extraneous expressions of the aspirations of the parties for the success of
the deal. The body of the contract is for
obligations, not intentions, and you do
not want to confuse the two types of
statements. Aspirations belong in the
recitals, which are interpretive tools,
but are not substantive ‘covenants.’
• Put yourself in the place of a person
who does not know the parties and
does not know the deal, but has to
understand it and interpret the obligations. Keep the language straightforward and the deal terms, particularly
financial terms, easy to understand.
• If you are going to reference other
documents (RFPs, quotes or proposals), attach them as appendices, so that
what is being referred to is clear.
• If you intend the agreement to supercede any previous documentation,
such as RFPs or quotes or proposals,
specifically say that the agreement is
to be definitive.
In your business negotiations, you may
be perfectly able to agree on the business terms, but, as always, I recommend
that you get some legal help with the
documentation. Poorly drafted agreements make litigation lawyers happy,
but never help the parties accomplish
their goals. Click HERE to return to TABLE OF CONTENTS
Procurement
Liability clauses in RFPs
By Bruce Gorman, Internal Consultant, Office of the Vice-President (Administration and Finance), Memorial University of Newfoundland
M
any public procurement professionals in Canada were
looking to the much-anticipated Supreme Court of Canada decision in the case of Tercon Contractors
Ltd. vs. the British Columbia Ministry
of Transportation and Highways to provide some clarity on liability disclaimers. Unfortunately, clarity may not be
the outcome of the February 12, 2010
Supreme Court decision.
the BC government was liable for $3.3
million in damages. The Court decided that the BC government could not use the disclaimer
clause to prevent itself from being liable
for violating its own RFP rules and the
integrity of the bidding process.
This ruling was eventually overturned by the BC Court of Appeal,
which found that the liability clause
was en forceable and allowed the
government to avoid liability after
accepting the non-compliant bid.
The Supreme Court of Canada
agreed to hear an appeal of
the BC Court of Appeal decision and, on February 12, 2010,
issued its decision. It found, in a 5 to 4
split decision, that the original ruling by
the BC Supreme Court was the correct
ruling and that the BC government was
indeed liable for $3.3 million in damages. It found that the BC government
violated its own tender rules; however, it
also found that public agencies do have
a right to include broad liability disclaimer clauses in their RFP documents.
Contract A/Contract B
The tendering process in Canada
has been long governed by principles established in the 1981
landmark case of Ron Engineering vs. the Ontario government. The
‘Contract A/Contract B’ tendering
model sets out the initial RFP call and
responses to that RFP as formation of
‘Contract A.’ When a bid is accepted,
‘Contract B’ is formed based on the
terms and conditions of the tender and
bid documents.
To protect themselves from challenges and litigation arising from
issues under ‘Contract A,’ organizations have included liability disclaimers in their RFP documents. As an
example, the liability disclaimer in
a BC government 2000 RFP for road
construction read “Except as expressly
and specifically permitted in these Instructions to Proponents, no Proponent shall
have any claim for any compensation of
any kind whatsoever, as a result of participating in this RFP, and, by submitting a
proposal, each proponent shall be deemed
to have agreed that it shall have no claim.”
Such a clause is designed to form
an agreement under the ‘Contract A’
framework between the purchaser and
the bidder that the bidder has no right
to any claims.
58
Enforcing a
liability disclaimer
The Tercon challenge
The Tercon case arose from the aforementioned 2000 BC RFP to construct a
gravel road. Tercon Ltd. was an unsuccessful bidder in this RFP and sued the
BC government claiming that the RFP
had been awarded to a non-compliant
bidder. The tender call rules stated that
the contract could not be awarded to
a joint venture and the BC Supreme
Court found that it had indeed been
awarded to a joint venture and that
The Supreme Court judges agreed on a
new test to determine whether to enforce
a liability disclaimer, but, as evidenced
from the 5 to 4 split decision, they could
not agree on how to apply the test in this
particular case. The test has a series of
three questions:
Does the exclusion clause apply to
the case at hand?
Is the clause unconscionable and thus
cannot be enforced at the time the contract was made?
Should the court refuse to enforce
the clause because of some public policy
consideration?
Over the course of the three court cases,
a total of 13 judges were involved with
deliberating this legal action. In the end,
seven judges actually agreed that the disclaimer clause was enforceable.
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So, what does this court decision mean
for public procurement professionals?
Disclaimer clauses are seen as valid by
the court, but may not be valid in certain
circumstances. In the Tercon case, nine
Supreme Court judges could not reach
agreement on a clause’s validity. How is
the average university purchaser supposed
to figure it out?
Procurement professionals should
not feel secure that inclusion of a liability clause in their RFPs, however tightly
worded they may feel it is, will protect
them from all claims.
We should not be hiding behind such
clauses in the first place to cast doubt on
the integrity of the bidding process by
violating our own tendering rules. We
need to be consistent and objective in the
application of these rules. The tendering
rules themselves need to be clearly and
objectively drafted.
It has also been suggested by a number
of parties involved in construction tendering that we should not be looking to the
courts to solve such conflicts. As this case
history indicates, resolution may not be
consistent with many divided opinions.
Mediation is seen by some as a preferred
option to litigation. Addenda
Implications for
public procurement
146025
PubKelman&Ass
Representatives of the construction industry are concerned with the Tercon decision,
even though the plaintiff was successful in
being awarded damages. They still see the
disclaimer clause as a way for public agencies to violate their own tendering rules
and avoid liability. The judgment referred
to the disclaimer clause as a negotiation
between the participants, but construction industry representatives do not see
the public tendering process as a negotiation. Construction firms have to accept the
tender rules or choose not to participate.
Not participating may not be an option if
that is the business they are in.
20/08/08 Annie Poirier
Reaction from the
construction industry
59
Green Notes
Ryerson pledges to go bottled-water free
Ryerson University has signed a water declaration making it the
first bottled-water free campus in Ontario. Signed on Canada’s
first Bottled Water Free Day, in which over 60 university and college campuses participated, the declaration calls for increased
investment in water fountains while phasing out bottled water
provided and sold at Ryerson by 2013.
Queen’s to eliminate sale
of bottled water on campus
Queen’s University has committed to phasing out the sale of
bottled water at the institution. A plan will be established early
this fall for limiting and eventually ending the sale of bottled
water within five years, subject to contractual obligations with
the university’s beverage providers. As part of the plan, Queen’s
is considering enhancements to existing access for municipal
drinking water on campus.
Green is the new purple at Bishop’s
As part of its sustainable action plan, Bishop’s University has put in
place a composting program and improved recycling. Planning has
begun for an energy efficiency program which includes special geothermal heating systems for the entire campus and renovated and
expanded sports facilities which will be LEED certified. Students
have played a lead role in many of the improvements on campus
through a Sustainable Development Action Group, and the University Foundation funds a sustainable development student intern.
60
Algonquin launches
speaker series on sustainability
Algonquin College has launched the National Capital
Region’s first speaker series focused entirely on sustainability. Leaders from business, post-secondary education,
and government helped the college welcome Justin
Brown, Australian High Commissioner to Canada, to
the Champions of Sustainability Luncheon, where he
discussed the role of education and collaboration in
charting a sustainable future. This unique series of presentations will continue with industry leaders who have
adopted sustainable practices, witnessed new business
opportunities through the deployment of sustainability
initiatives, and tested strategies that have generated
unexpected business results.
York sets framework
For sustainable strategy
The President’s Sustainability Council at York University
has released its first annual Sustainability Report, which
provides a framework for building a sustainability
strategy and vision that responds to York’s unique
identity, history, challenges and strengths. The Council
presents 39 recommendations for moving forward
with sustainability, organized into key themes of
organizational structure, curriculum, social justice and
human rights, and campus operations and development. Click HERE to return to TABLE OF CONTENTS
Western renovates the old
The University of Western Ontario’s Physics and Astronomy Building is nearly a century old and will become one of the most
resource efficient facilities on campus. The university is currently
renovating one of two original buildings constructed in the early
1920s. While preserving its history, the building will be upgraded
to include modern energy efficiency technologies. The retrofits,
notably the revamped utility equipment and metering capability,
and high efficiency double-paned glass are major components
in achieving LEED silver certification. Leading energy efficient
technology will replace the building’s HVAC and electrical systems. Western’s Stevenson Hall and Lawson Hall will be the first
with LEED designation for a major renovation project on campus;
Physics and Astronomy will be the second with its $19 million
project to be completed in 2012. New constructions and major
renovations fall under the LEED-NC certification system which
is currently being used on campus. This system focuses on the
materials and technologies being incorporated in such constructions. LEED-EB, recently changed to LEED-EBOM, is focused
on the building’s actual running performance and operations
measures (like recycling). If you would like your institutions ‘green’ projects to be
featured in an upcoming issue of University Manager,
please send your information to Green Notes at
[email protected].
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