Sheridan Journey: A Vision for Sheridan


Over our 50 year history, Sheridan has continued to evolve and grow to meet the changing needs of Ontario's post-secondary students. Continuing with this evolution, we have a Vision for Sheridan that will build on our current diploma and degree programs with the goal of evolving into a unique undergraduate university.

Sheridan Journey

Mission

To recommend policy development and strategies for infrastructure planning and implementation for the new Sheridan University.

Objectives

  • Review frameworks for infrastructure planning
  • Sheridan’s infrastructure planning should include a shared long-term principles component of guiding facilities stewardship, and a separate project-specific component that is responsive to departmental needs
  • Establish a process by which the Sheridan Executive can receive carefully thought-out requests, prioritize those requests, approve plans, and implement an infrastructure project to its completion
  • Development of an organizational structure for the oversight of infrastructure projects of all sizes that can more effectively implement the Sheridan Vision

Recommendations

  • Infrastructure planning must be aligned with the long-term strategic plans
    • Accommodate 10,000 degree student spaces by 2020
    • Support all Sheridan programming to serve the community and Sheridan Mission
  • Proposed guiding principles for infrastructure planning include:
    • Stewardship, not ownership, of space
    • Link activities of Facilities Management with Academic Innovation Strategy
    • Sustainability focus
    • Fairness, equity and transparency
    • Integrate with marketing strategies
    • Community engagement
    • Alternative funding models
  • Implement a new organizational structure:
    • Separate groups are proposed for i) new buildings, ii) small projects and iii) capital renewal; each campus will act as subgroups for small projects and capital renewal projects
    • The VICE (Vision Infrastructure Capital and Equipment) group will oversee new buildings
  • Develop policy establishing a process where Executive would receive/prioritize requests, approve plans, and implement projects. Process should be inclusive of: transportation; energy planning; water/wastewater management; solid waste management; human resources; capital equipment; security; indoor facilities; outdoor facilities; information technology
  • Link activities of Facilities Management with Academic Innovation Strategy
  • All departments to complete a capacity survey to identify existing infrastructure relating to existing user load
  • Establish a needs analysis process to identify needs; submit requests for development and be able to delineate between new/renovation/ renewal or small project
  • Conduct a Gap analysis with focus on cost estimation to be submitted to Infrastructure Planning Group as part of needs analysis request
  • Operational recommendations have been proposed for transportation, IT, Scheduling, communications, use of space (outdoor and indoor)
    • Departments responsible for the day-to-day infrastructure operations will consider the observations and recommendations related to their respective jurisdictions

Engagement Teams