Strategic context
The university is poised for significant growth, with enrolment expected to reach 18,000 students in the medium term. To support this growth, we will strengthen our existing program offerings and introduce new, innovative delivery models. Strategic planning for campus development is essential to support academic changes. An important component for planning is this Asset Management Plan, a five-year rolling approach that guides infrastructure decisions in step with institutional priorities and the Integrated Academic-Research Plan (IARP).
With more than 1.1 million gross square feet (GSF) of space across 24 buildings (19 in north Oshawa, 5 downtown), we continue to evolve to meet institutional demands. Recent efforts have significantly reduced our reliance on leased and temporary space. In 2022, 30 per cent of our building space was temporary (e.g. portables) or leased, compared to 2 per cent across the Ontario university sector. By 2024, we reduced this to 3 per cent. Looking ahead, we plan to replace all temporary spaces with permanent facilities. This includes transitioning the U5 building, the Pavilion and one leased location in downtown Oshawa, totaling 36,500 gross square feet, into permanent spaces.
We continue to optimize space utilization and create efficient teaching, learning, and work environments. The two most recent academic buildings, the Software Information Research Centre (2017) and Shawenjigewining Hall (2021) have significantly expanded our permanent space. Additionally, our shift toward a flexible workspace program has prompted us to rethink how we use our facilities while continuing to support our academic and administrative functions.
Our expansion relies on essential frameworks, including the Capital Projects Policy and the Campus Master Plan. Together, they guide infrastructure development to reflect the university’s goals. The Capital Projects Policy outlines a transparent, institutionally integrated process to plan, design and deliver infrastructure initiatives. It defines how the university evaluates and prioritizes proposals, weighing value, risk, regulatory requirements and connection to institutional goals. Senior leadership provides oversight, and all major undertakings follow a consistent review and approval pathway. Projects that address legislative obligations, health and safety concerns or operational risks are assessed as mandatory needs and factored accordingly into planning.
Reviewed every five years, our Campus Master Plan (CMP) sets out the long-term principles for campus growth and development. It guides how and where physical expansion occurs, reinforcing sustainability and collaboration. At our north Oshawa location, we collaborate with Durham College on shared real estate and facilities to optimize resources and serve both institutions’ needs. While the CMP informs planning, individual project approvals and budgeting follow separate processes.