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Incremental Project Grant (RSF-IPG)

Overview

The objective of the IPG stream aligns with the RSF’s objective to reinforce the federal research investment by helping Canadian postsecondary institutions ensure their federally funded research projects are conducted in world-class facilities with the best equipment and administrative support available. By directing funds to specific investments and annual or multi-year projects initiated by institutions, the IPG will facilitate tracking and reporting, to better demonstrate the impact of these investments.

This stream stems from additional funding for the RSF announced in Budget 2018, totaling $231.3 million over five years ($28.75 million in 2018-19) and $58.8 million per year after that. An additional top up was announced in Budget 2024, totaling $73.8 million in 2024-25, $89.25 million in 2025-26, $103.9 million in 2026-27, $160.33 in 2027-28, and $208.5 million in 2028-29, with $208.5 million per year ongoing thereafter.

The IPG will provide eligible institutions with additional support for projects that focus on a set of priorities that cut across the RSF’s five existing categories of eligible expenses. The initial four IPG priority areas are:

  • innovation and commercialization activities;
  • facilities renewal, including deferred maintenance;
  • information resources, including digital resources, open access and databases; and
  • equity, diversity and faculty renewal (in the context of equity, diversity and inclusion).

Most post-secondary Institutions in Canada receive a share of the pool of RSF funds based on their individual Institution’s three-year average of spent Tri-Council funding. Institutions that have a three-year average of Tri-Council Funding greater than $7M are eligible to share in the pool of funds available for the IPG.

McMaster’s Use of the Incremental Project Grants

Under the current budget model, the funds are distributed among McMaster’s six Faculties: Health Sciences, Science, Social Sciences, Business, Humanities and Engineering; as well as our affiliated hospitals (Hamilton Health Sciences and St. Joseph’s Healthcare). Each Faculty uses these resources to provide for step-down expenses such as hydro, research administration etc.

Please refer to the table below to see how McMaster has utilized the IPG (based on priority areas).  Note that the table below captures the ‘Proposal’ data for a fiscal year (current year and potentially 2nd most recent fiscal year) until the financial report is completed for that year.

Expandable List

IPG Priority Areas

 

Fiscal Year

  

Proposal / Actual

 Innovation and Commercialization activities Facilities Renewal, including deferred maintenance Information Resources, including digital resources, open access and databases Equity, Diversity and Faculty renewal (in the context of equity, diversity and inclusion)  

Total IPG Award
2026/27

Proposal

 $325,000 $4,019,472 $ – $ – $  4,344,472
2025/26

Actual

 $  361,165 $  3,082,927 $  287,581 $  3,731,673
2024/25

Actual

 $  359,806 $  2,813,305  $              –  $              – $  3,173,111
2023/24

Actual

 $  431,734 $  2,154,748 $              – $              – $  2,586,482
2022/23

Actual

 $  415,395 $  2,231,196 $              – $              – $  2,646,591
2021/22 Actual $  208,445  $  2,409,829 $              – $             – $  2,618,274
2020/21 Actual $  284,947  $  1,382,204 $  435,948 $             – $  2,103,099
2019/20 Actual $  410,533  $  1,339,570 $              – $             – $  1,750,103
2018/19 Actual $    43,007  $  1,294,360 $              – $             – $  1,337,367

Performance and Objectives by Fiscal Year

Expandable List

Project Title IPG Priority Area IPG ($) Performance Objective Performance Indicator Target Outcome Reported Outcome 
McMaster: Life Science Building Renewal Phase 2 Facilities Renewal $3,425,803 Complete renovations of North wing and South wing and parts of central core wing, on Levels 1 to 5 by July 2028 which will involve renovations of 30+ labs impacting researchers, graduate and undergraduate students.

 

 

 Upgrade all architectural, mechanical and electrical deferred maintenance items, interior and exterior.

Deferred maintenance upgrades including new HVAC, windows, roof, electrical of all labs, offices and support spaces.

Improve building efficiency with newer HVAC, windows

 

 Within the 2026/27 year, expect to complete decanting phase of the project to relocate people and infrastructure to start construction

Begin construction with demo stage, removing all the HVAC and electrical in all labs and other spaces.

Begin rebuild of the spaces.

This project will modernize this research building and enable the research activities of the research labs and teams to carry on without disruption of necessary air flow, electricity and water supply.
St. Joe’s:  Sustaining and Enhancing Research Infrastructure through Strategic Equipment upgrades, implementation of Electronic Card Access System Facilities Renewal $240,003 To uphold high standards, the Research Institute located at St. Joe’s Hamilton must maintain or upgrade existing equipment to meet evolving operational needs, provide open‑access software resources and implement an electronic card access system that ensures the integrity of research data as required by governing regulatory bodies.

 

 Successful acquisition and installation of:

– maintenance contract for Real Time PCR System

– installation of new compressor and condensing system for walk-in refrigerator

– computer and software upgrade for upright microscope used primarily for brightfield microscopy

– statistical software licence

– installation of electronic card access system

– salary support for Research Facilities Manager to oversee equipment upgrades and maintenance to improve efficiencies and ensure the research facilities are compliant with all applicable regulatory requirements.

 By procuring a service contract for the Applied Biosystems QuantStudio 3 Real Time PCR System and upgrading an existing light microscope, we enhance both the longevity and the continued relevance of 2 widely used pieces of equipment. Renewal of open-access software will continue to support the analysis of collected data, particularly longitudinal research studies. Implementation of an electronic card access system will ensure data integrity and meet the ICH E6 Good Practice Guidelines (GPC) that Health Canada has adopted.
HHS: Research & Innovation Commercialization Innovation and Commercial-ization activities $325,000 Strengthening HHS’ national profile as a leading research institution. R&I Communication team will deliver a comprehensive communication strategy, produce high impact content, enhance digital reach, support media relations & improve alignment with partners (ie. McMaster University & Industry) The success of this project will be measured by research reputation growth, increased partner confidence, increased funding competitiveness, & increased operational efficiency and risk mitigation The purpose of a dedicated R&I Communication team is to strengthen HHS’ national profile as a leading research institution.

This investment will drive reputation growth, partner confidence, funding competitiveness, operational efficiency, and risk mitigation, while relieving pressure on corporate communications and ensuring specialized focus on research priorities.
HHS: CVSRI Mechanical Building Maintenance Facilities Renewal $200,000 Ensure mechanical upgrades and repairs are kept current so that we ensure building safety for employees, patients, our research space and prevent future maintenance and/or replacement costs. The success of the above project will be measured by a reduction in deferred mechanical maintenance projects.

Examples of the mechanical upgrades and repairs to be completed, relate to:

– Lighting controls installation and associated drawings

– Elevator repairs

– HVAC recommissioning

– VFD Replacement

 Making the necessary mechanical repairs and upgrades to the CVSRI will ensure all space, including the research space, are safe and operational and reducing ongoing maintenance costs.
HHS: Plant Maintenance (Electrical and Mechanical) Facilities Renewal $153,666 Ensure electrical and mechanical maintenance is kept current so that we ensure building safety for employees, patients, our research space and prevent future maintenance and/or replacement costs. The success of the above project will be measured by a reduction in deferred mechanical maintenance projects. The many locations and facilities of Hamilton Health Sciences (excluding the David Braley Building) will be updated with appropriate electrical and mechanical maintenance so all buildings, including the research space, are safe and operational.
Project Title IPG Priority Areas Output (investment of IPG grant funds) Performance Objective Performance indicator Target Outcome Reported Outcome 
St. Joe’s-Laboratory Standards: Compliance of Regulatory Requirements (Larger Rat Cages, Autoclave, Safety Showers) and Open Access Software Support Facilities renewal, including deferred maintenance, and Information resources, including digital resources, open access and databases. $206,150 To maintain high laboratory standards, The Research Institute of St. Joe’s Hamilton must procure items that are required by regulatory bodies and provide open access software resources that ensures the integrity of research data.
  1. Procurement of larger rat cages and associated accessories to ensure compliance with Canadian Council on Animal Care (CCAC) guidelines for animal housing and welfare.
  2. Procurement and installation of an autoclave to support the sterilization of equipment and decontamination of biohazardous materials in accordance with Canadian Biosafety Standards and Guidelines.
  3. Procurement and installation of an ultra-low temperature (-80°C) freezer to ensure the secure storage and preservation of research samples, maintaining their integrity for current and future studies.
  4. Renewal of statistical software licenses (SPSS and GraphPad Prism) to support data analysis activities and maintain consistency in analytical methods across longitudinal research studies.
  5. Partial salary support for the Research Facilities Manager position to oversee equipment procurement, facility operations, regulatory compliance, and the efficient management of laboratory resources.
 With the purchase of the listed items, the laboratory will have safety features to mitigate serious injuries from exposure to biohazardous materials, thereby adhering to recommendations/ regulations of governing bodies, and maintain research integrity with software resources. ACHIEVED: 

-Three blowers for the rat cage were procured and installed. These units provide continuous intra-cage air exchange, remove stale air, and maintain either negative or positive pressure while minimizing vibrations and noise that could cause stress to the animals.

-An autoclave was procured and installed. Skilled trades professionals were engaged to connect the unit to the building’s existing plumbing and electrical systems. Carpentry work was also completed to securely position the autoclave within the wall enclosure. Prior to commissioning, operational training was provided to laboratory personnel to ensure safe and effective use of the equipment.

-An ultra-low temperature (-80°C) freezer was procured and installed in a central location accessible to all laboratory members for the storage of research samples.

-Software licenses were renewed as follows: 40 SPSS licenses and 52 GraphPad Prism licenses

-Salary support was provided for the Research Facilities Manager position.
HHS-Associate Chief Medical Information Officer (ACMIO) for Research in EPIC Role Information resources, including digital resources, open access and databases. $81,432 Associate Chief Medical Information Officer (ACMIO) for research provides training to researchers and ensures the research community is equipped to access and leverage EPIC’s rich clinical data in a responsible, efficient and impactful way. Integrated EPIC into HHS’s broader research and innovation agenda, measurable in terms of its goals to increase the number of research projects using EPIC features.

ACMIO for research in EPIC provides direct input into workflows, governance and user education. The role understands both the clinical and technical landscapes and can translated research needs into EPIC enabled solutions

 In terms of action, the ACMIO for Research in EPIC provides direct input into workflows, governance, and user education. In Progress:

HHS continued to leverage project funding to support the Associate Chief Medical Information Officer (ACMIO) for Research, a role filled by an HHS Clinical Scientist that serves as the critical liaison between the EPIC technical teams and the research community. The ACMIO has played a key role in integrating EPIC into HHS’s broader research and innovation strategy by translating research needs into scalable, EPIC-enabled solutions, providing governance input, and supporting researcher education and adoption of EPIC research capabilities.

Key outcomes achieved during the reporting period include:

-Successful implementation and continued expansion of the Explore Research – Permission to Contact model within EPIC, significantly enhancing HHS’s ability to identify and engage patients in research. This initiative would not have been feasible without the leadership and expertise provided through the ACMIO for Research role.

-Increased integration of EPIC functionality into research workflows, supporting more efficient and responsible use of clinical data for research purposes while strengthening institutional governance and data stewardship.

-Ongoing collaboration between research, clinical, and technical teams to optimize EPIC-enabled research processes and support investigator adoption of available research tools.

-Recognition of HHS as a leader in leveraging EPIC to support research and patient engagement, demonstrated by the invitation for the ACMIO for Research and the Executive Director of Research & Innovation to present at the EPIC conference on HHS’s innovative approach to patient engagement in research.

Continued advancement of HHS’s strategic objective of embedding research within clinical care through the effective use of digital infrastructure, strengthening the institution’s capacity to conduct high-quality, data-enabled clinical research.
McMaster-Tandem Accelerator Building-Mechanical Upgrades Facilities renewal, including deferred maintenance. $30,357 The mechanical equipment for the building, consisting of exhaust fans, pumps, actuators, piping and valves, control systems and panels have reached the end of its service life and must be replaced to ensure rooms within the building are appropriately heated and ventilated with appropriate controls. Successful replacement of exhaust fans, pumps, actuators, piping and valves, control systems and panels. Replace the noted items and ensure the replacement HVAC equipment complies with McMasters long term Energy and Sustainability plans. In Progress:

-Significant study of the existing spaces was required and completed

-Schematic Design considered options for retrofit or full replacement with temporary supply air

-Full Replacement with temporary supply air was chosen

Detailed Design has been submitted for Utilities and D&C review
McMaster-Transformer, switchgear and cabling replacement Facilities renewal, including deferred maintenance. $50,665 The objective is to replace two existing switchgears and transformers, which are currently combined as one piece of equipment, to maintain electrical infrastructure reliability for campus services including research labs. The new equipment will be split into individual units to aid in future modification/replacement if needed.

 

 Success will be achieved by replacing the equipment with minimal system impacts during the phasing and having improved system performance and control.
The new equipment installation will be done in a manner that utilizes the limited space available for the new equipment.		 Successful replacement of transformers and ensure current service of power is available to campus. In Progress:

The design was completed and tendered.  The project was awarded.  A separate campus wide electrical study was completed and determined that all the new switchgear will required a fault rating of 35 kA.  This change in fault rating has increased the equipment size, cost and extended the manufacturing timeline.  The project awarded contractors have ordered other auxiliary equipment and is preparing to install temporary services.  The design engineer is revising the equipment layout to accommodate the larger equipment and planning out the proposed path of equipment delivery through the building due to the larger equipment.
McMaster-Nuclear Reactor Heat Recovery Facilities renewal, including deferred maintenance. $118,515 McMaster is looking to capture the otherwise rejected heat produced by the Nuclear Reactor and use this heat for pre-heating in adjacent buildings. The proposed solution will install a series of piping systems, heat exchangers and pumps to capture the heat from the reactor to provide heating to ventilation systems. This project has the potential to significantly contribute to McMaster’s efforts to reduce its carbon footprint. Success will be measured by:
producing required heat for nearby buildings, reducing reliance on other heating sources. Reduction of greenhouse gas emissions measured in tCO2e.
The target is a total reduction of 2641 tCO2e		 Successful capture of heat from Nuclear Reactor and utilize it to pre-heat other buildings, reducing McMaster’s carbon emissions. Delayed:

An external company prepared a design brief based on the original feasibility study.  The design brief was reviewed by McMaster Facility Services and the Nuclear Reactor team.  The company then prepared the preliminary design package:

-Alternative pipe routing was reviewed in a effort to reduce construction costs

-A cost estimate was prepared and reviewed by the Facility Services team

The cost estimate was three times the designated project budget.  The cost savings measures were reviewed and it was determined that the project could not be completed with the current funding.
HHS-CVSRI Mechanical Building Maintenance Facilities renewal, including deferred maintenance. $140,341 Performance objectives are infrastructure improvements and facility maintenance and include; Data Centre Chiller Compressor replacement, camera replacement (including network cables), lighting controls, BAS upgrade, VFD Replacement and FM200 Panel Repair. Success for each indicator will be measured by the reduction in deferred maintenance projects resulting in enhanced building safety for employees and supporting ongoing operations while helping to prevent future maintenance on other areas of the building. The mechanical components of the building are vital to providing safety to its employees and help to prevent future maintenance on other areas of the building. In Progress: 

 Successfully completed several critical infrastructure and deferred maintenance projects, enhancing the safety, reliability, and long-term sustainability of the CVSRI research facility.

-Repaired and upgraded key building infrastructure, including safety railings, security cameras and network cabling, lighting controls, Building Automation System (BAS), Variable Frequency Drives (VFDs), FM200 fire suppression panel, and the Data Centre chiller compressor.

-Improved the safety and security of the research environment for staff, researchers, and visitors through enhanced physical infrastructure, security monitoring, and building systems.

-Strengthened the reliability of essential mechanical and environmental systems, reducing the risk of equipment failures and minimizing potential disruptions to research activities and critical research infrastructure.

Enhanced facility operations through modernization of building control systems and preventative maintenance initiatives, supporting operational efficiency while reducing future maintenance requirements and protecting valuable research assets.
HHS-Leveraging Large Language Models (LLMs) for Clinical Operational Workflows Commercialization Program Innovation and commercialization activities. $321,165 An overarching objective for CREATE is to determine how can Large Language Models be leveraged to improve system-to-system interoperability and/or streamline data exchange processes in healthcare applications.
  • Exploring the usage of LLMs (large language models) for clinical operational workflows
  • Clinical data extraction for retrospective study (CREATE aims to utilize LLMs to extract insights from historical clinical data for retrospective analysis, contributing to research and knowledge generation in healthcare)
  • Improving system-to-system interoperability and data exchange processes (overarching objective for CREATE is to leverage LLMs to exchange interoperability between different healthcare systems and streamline data exchange processes, ultimately improving communication and collaboration in healthcare)
  • CREATE seeks to identify and address important considerations, such as data privacy, model interpretability, and ethical use related to deployment of LLMs in healthcare setting.
 From clinical documentation and electronic health records (EHR) analysis to patient engagement and decision support systems, LLMs offer opportunities to extract actionable insights, streamline workflows, and enhance patient care delivery. By analyzing vast amounts of textual data with contextual understanding and semantic reasoning, LLMs can also assist healthcare professionals in everyday tasks such as discharge planning and prognosis prediction. In Progress:

During the reporting period, CREATE made significant progress in demonstrating the feasibility of leveraging Large Language Models (LLMs) to improve clinical data interoperability, support clinical research, and advance responsible AI adoption within healthcare.

Key outcomes achieved include:

-Successfully collected and de-identified a comprehensive clinical dataset from the Juravinski Cancer Centre (JCC), establishing a secure foundation for evaluating LLM applications in healthcare while maintaining privacy and regulatory requirements.

-Demonstrated the ability of LLMs to accurately extract, interpret, and structure information from unstructured clinical documentation, providing a scalable approach to improving clinical data interoperability and supporting retrospective research.

-Completed a comprehensive model selection process and identified the most suitable LLM for clinical data translation based on performance, efficiency, and alignment with FHIR interoperability standards.

-Successfully developed and deployed an end-to-end FHIR translation service capable of transforming free-text breast cancer clinical notes into structured, PS-CA-conformant datasets. The solution validated structured outputs against national interoperability standards and demonstrated the feasibility of integrating AI-enabled data transformation into clinical workflows.

-Established a proof-of-concept that has the potential to improve care coordination by enabling standardized, interoperable clinical information to be more readily shared across healthcare organizations, supporting clinicians, researchers, and referring institutions with improved access to structured clinical data.

-Advanced institutional understanding of the governance, privacy, ethical, and technical considerations associated with implementing LLMs in healthcare environments, helping inform future responsible AI adoption.

-Initiated post-project planning to expand the approach beyond oncology, identifying opportunities to scale the technology across additional clinical domains, including cancer registry abstraction, multidisciplinary tumour boards, and clinical trial matching, positioning HHS as a leader in AI-enabled clinical research and digital health innovation.
HHS-DRIVE (Dare. Research. Innovate. VenturE) Commercialization Program Innovation and commercialization activities. $40,000 Success of DRIVE is measured through translation of innovative ideas into ventures that advance healthcare by building a culture of entrepreneurship and collaboration. DRIVE team will provide mentorship, guidance, resources and selective funding to help innovate ideas develop into commercial ventures. Driving efforts through annual SPARK funding program. The success of the DRIVE initiative is measured through:

  • Engagement of HHS staff towards the initiative – SPARK applications & DRIVE reach outs
  • Sustainability of the DRIVE initiative, through other funding sources
  • Research/quality improvement projects launched with DRIVE venture solutions
  • Press and publications showing impact of knowledge translation
  • Increased number of IP disclosures associated with HHS
 HHS DRIVE accelerates the translation of innovative ideas into ventures that advance healthcare, by building a culture of entrepreneurship and collaboration. In Progress:

The DRIVE initiative continued to strengthen HHS’s culture of innovation and entrepreneurship by supporting staff in translating innovative ideas into commercially viable healthcare solutions. Through mentorship, education, strategic partnerships, and targeted funding, DRIVE has continued to build institutional capacity for innovation while accelerating knowledge translation and commercialization.

Key outcomes achieved during the reporting period include:

-Continued growth and sustainability of the DRIVE platform, providing structured mentorship, commercialization guidance, strategic partnerships, and funding opportunities to HHS innovators through the annual SPARK program.

-Demonstrated year-over-year growth in staff engagement and participation. Applications to the SPARK program increased from 21 in Year 1, to 17 in Year 2, to 41 expressions of interest in Year 3, reflecting a substantial increase in awareness and engagement across HHS.

-Successfully supported multiple innovation teams through commercialization pathways. Four ventures funded during the inaugural SPARK competition successfully incorporated as start-up companies and continue to advance their commercialization milestones through ongoing mentorship, funding opportunities, and industry connections facilitated by DRIVE.

-Enhanced the quality and readiness of innovation projects through the introduction of the Health Innovation Bootcamp, a six-week educational program delivered in partnership with McMaster University. The program strengthened participants’ commercialization knowledge, improved investment readiness, and resulted in higher-quality business pitches and stronger responses during the evaluation process.

-Awarded funding to three high-potential ventures during Year 2 and continued to provide mentorship and commercialization support to help achieve early-stage milestones.

-Continued to establish HHS as a leader in healthcare innovation by fostering a sustainable innovation ecosystem that supports intellectual property development, industry engagement, entrepreneurship, and the translation of research discoveries into solutions with the potential to improve patient care and health system performance.
McMaster-Electrode Boiler replacement Facilities renewal, including deferred maintenance $2,743,049 The objective is to install two electrode boilers in the central plant to reduce campus emissions and ensure ability to meet requried steam needs of the university, includings its research labs. Success will be measured by the ability to run the electrode boilers to offset the use of our gas-fired boilers when electricity rates are low.

 

 Target outcome is to purchase electrode boilers and prepare for installation with appropriate reviews, permits and pre-construction prior to installation. In Progress:

The electrode boilers have been pre-purchased by McMaster due to long manufacturing and approvals timelines.  The boilers are currently being manufactured.  Consultants are working on the detailed design based on the boilers that were pre-purchased.  The building permit was applied for and issued by the City of Hamilton.  Some pre-construction activities have been completed ahead of the equipment installation such as the steam header relocation and installation of a new steam meter

The water treatment system needs additional review and design to ensure there are no issues with chemical treatment between the electrode boilers and the gas-fired boilers operational requirements.
Project Title IPG Priority Areas Output (investment of IPG grant funds) Performance Objective Performance indicator Target Outcome Reported Outcome 
St. Joe’s-Lab Renewal Facilities renewal, including deferred maintenance $181,207 Comply with updated regulations, update existing microscope and provide software support to researchers Purchase/installation of safety features for the laboratory including drench hoses, oxygen monitors, and flammable cabinets. Purchase of larger rat cages and required accessories as mandated by CCAC (Canadian Council on Animal Care). Update an existing microscope to today’s standards by purchasing new components, and a computer system compatible with updated software in an effort to preserve its efficiency. Renewal of software license for SPSS/PRISM.

 

 Six drench hose units were purchased and installed by a professional plumber in 5 separate laboratories. All lab personnel have been trained on usage. All labs at the Research Institute of St. Joe’s have now been equipped with a means to spray an individual with copious amounts of water if exposed to spilled biohazards or chemicals. A stationary oxygen monitor was installed in T3343 where numerous liquid nitrogen tanks are stored. Additionally, we now have 3 portable units available to place in any room where we handle liquid nitrogen that could potentially spill causing oxygen depletion.

Two flammable cabinets were purchased for 2 separate labs

Additional rat cages and accessories for animal research were purchased to meet the new regulations that must be 100% in compliance by 2031. An existing microscope was upgraded with a new motorized platform for automated imaging application, an improved widefield epi-fluorescence light pathway , a new camera and a new computer system with current software. These upgrades have improved the functionality of the microscope vastly as we can now utilize the latest technologies. Software licenses for another year were renewed, allowing our researchers access to programs for statistical analysis and graphing of data.

 Achieved
McMaster-Cooling Tower Renewal Facilities renewal, including deferred maintenance. $1,942,149 Replace cooling towers to increase capacity needs and compliance requirements (reduce noise levels) Four cooling towers will be constructed and commissioned. In addition, the design of the acoustic barrier/louvres will commence The IPG funds has contributed to the replacement of McMaster’s ten (10) older cooling towers with eight (8) quieter, and more efficient, cooling towers which provide cooling and chilled water to the research community. These cooling towers have provided an increased capacity, more operational efficiency, with reduced overall maintenance/repair costs. Due to the increased efficiency of these newer towers, there are currently no plans for future cooling towers to be constructed and installed.

To ensure compliance with acceptable noise emissions, an acoustic barrier/louvre will be installed along the perimeter of the rooftop housing these Cooling Towers. This acoustic mitigation is required to ensure compliance with applicable noise regulations during the nighttime operation of these cooling towers which provide cooling and chilled water to the research community.

The project was executed in 2 phases; therefore, 4 were replaced in time for summer of 2023 and the remaining 6 were demolished and replaced with 4 towers during the summer of 2024.

 Achieved
HHS-Leveraging Large Language Models (LLMs) for Clinical Operational Workflows Commercialization Program Innovation and commercialization activities. $321,165 Exploring the usage of LLMs (large language models) for clinical operational workflows, clinical data extraction for retrospective study, and considerations for use. Development and pilot testing of LLM-enabled tools for clinical workflow optimization and data extraction. Demonstrated feasibility of using Large Language Models to automate portions of clinical data processing and improve interoperability between systems. Achieved
HHS-DRIVE (Dare, Research, Innovate, VenturE) Commercialization Program Innovation and commercialization activities $38,641  

Establish and scale the HHS DRIVE program as a commercialization and entrepreneurship platform that accelerates the translation of healthcare innovations into market-ready solutions.

 Number of HHS “intrapreneur-led” innovations supported through the DRIVE program (e.g., SPARK applications) and evidence of engagement and external recognition (press, awards, partnerships).  

Demonstrated institutional capacity to identify, mentor “intrapreneurs” growing external visibility of HHS as a hub for health innovation commercialization.

 Achieved
HHS-Cardiac, Vascular and Stroke Research Institute (CVSRI) Building Maintenance Facilities renewal, including deferred maintenance. $60,000 Completing essential mechanical system repairs and upgrades that sustain research operations and prevent future infrastructure failures. Reduction in deferred mechanical maintenance items and completion of key system upgrades (e.g., exhaust fans, dampers, fire standpipe) within planned timelines and budget. Demonstrated institutional capacity to identify, mentor “intrapreneurs” growing external visibility of HHS as a hub for health innovation commercialization. Achieved
McMaster-Water-Ampgard Replacement Facilities renewal, including deferred maintenance $500,073 Complete replacement of switchgears and load re-distributed to multiple switchgears to ensure Chilled Water demands of McMaster campus and research community is met. New Ampgard switchgear and T6 switchgear successfully installed. The existing T5 switchgear successfully refurbished.

 

 The T5 switchgear was refurbished and the T6 switchgear was successfully replaced and in operation as of August 2024. The T6 switchgear was then used to phase the shutdown Ampgard Switchgear and maintain chilled water supply for the campus. The Ampgard switchgear was successfully replaced and in operation as of April 2025. This work has provided the University with upgraded equipment which will maintain the campus Chilled Water supply ensuring that our research labs have the necessary chilled water supply when needed and the capacity to handle an increase in Chilled Water demand. By redistributing the electrical loads across the three switchgears we will extend the life expectancy of this major equipment and the stability of the Chilled Water System infrastructure to the campus and our research labs. Achieved
HHS-David Braley Research Institute – Load Bank Cabling and Junction Box Installation Facilities renewal, including deferred maintenance $108,132 Install new cabling and junction box at the David Braley Research Institute to enable safe, efficient mobile load bank testing for emergency power systems.  

 

Completion of cabling and junction box installation; successful generator load test using new configuration.

 Reliable and cost-effective emergency power testing aligned with HHS standards, reducing maintenance risk and ensuring operational continuity. Achieved
St.Joe’s-Safety Features for the Laboratory Upgrades to Eyewash Stations and Chairs Facilities renewal, including deferred maintenance $46,800 To maintain a safe environment in the laboratories by:

1)  upgrading the eyewash stations to newer models and

2) providing laboratory chairs that meet Canadian Biosafety Standard and Guidelines.

 Purchase and installation of  eyewash stations (updated model) that are more user friendly, allowing faster response time in an emergency situation.

Replace some of the older chairs in the laboratory with new ones that are biosafety compliant.

 Eyewash stations where you simply have to pull the arm down to activate copious of amount of  water (temperate in temperature) being sprayed upward, were purchased. In total, 11 stations were installed over 5 laboratories. With these type of eyewash stations in place now, the user can flush their eyes out without having to perform multiple steps. These are “one-step” units.

Lab chairs that are biosafety compliant: cleanable, non-porous and resistant to damage caused by decontamination products, were purchased, assembled and put into use.

 Achieved
Project Title IPG Priority Areas Output (investment of IPG grant funds) Performance Objective Performance indicator Target Outcome Reported Outcome 
McMaster-Cooling Tower Renewal Facilities renewal, including deferred maintenance $1,968,996 Replace cooling towers to increase capacity needs and compliance requirements (reduce noise levels) Successful replacement of cooling towers. 4 towers were replaced by March 2024, and replacing another 4 by August 2024. The original plan was to install a total of 12, but due to the increased efficiency of these towers, we do not need to intall all 12. During 2024-2025, the last outstanding item is the installation of the acoustic barrier/ louvre which is required to comply with applicable noise regulations. In Progress
HHS-Cardiac, Vascular and Stroke Research Institute Stone Cladding Repair Facilities renewal, including deferred maintenance $0 Replace stone cladding to make staircase safe for research events Replace stone cladding to allow use for research events Project has been achieved but utilized other funding (no RSF-IPG funding was used) Achieved
HHS-Ongoing Support for Innovation Department Innovation and commercialization activities $431,735 Establish a department to empowering patients, deploying solutions to support successful transitions to home and developing learning health systems, which integrate data analysis and clinical support Increase in business growth; Observed result: Revenues for this department increased vs. the prior year. Increased patient volumes by 191% to 9,972, increased press and publications by 141% totaling 70 for fiscal year 2023-24 and increased innovations by 35%. Achieved
HHS-DRIVE (Dare, Research, Innovate, VenturE) Commercialization Program Innovation and commercialization activities $0 HHS DRIVE will accelerate the translation of innovative ideas into ventures that advance healthcare, by building a culture of entrepreneurship and collaboration. Development of DRIVE team and launch of grant opportunities to HHS intrapreneurs. The program attracted applications from 21 different intrapreneurs at HHS, of which grants were awarded to 4 of them.  Of the 4 awardees, 3 of them moved towards incorporating a start-up company to progress their innovation activities. In Progress
St. Joe’s-Lab Renewal Facilities renewal, including deferred maintenance $185,752 To adhere to regulatory guidelines (eg. CACC, fume hood alarms) and perform equipment preventative maintenance. 1. Replace 33% of the rat cages and associated accessories required for full functionality.

2. Ensure all fume hoods have a functioning alarm

3. Set up 3yr service contract for PCR system

 1. Replaced 40% of rate cages at animal facility

2. Total 7 external alarms installed.  All fume hoods now have working alarm.

3. Service contract purchased with expiry February 23 2027.

 Achieved
Project Title IPG Priority Areas Output (investment of IPG grant funds) Performance Objective Performance indicator Target Outcome Reported Outcome 
HHS-VP Research Renovations Facilities Renewal, including deferred maintenance $0 Renovate existing space to accommodate the new VP of Research Evaluated by the number of new research projects the VP will generate Project has been funded by a different funding source. Cancelled
HHS-Research Building Upgrades Facilities Renewal, including deferred maintenance $0 Upgrade aging infrastructure in the building

 

 Decrease in deferred maintenance projects Delayed due to bidding process Delayed
HHS-David Bradley Cardiac, Vascular and Stroke Research Institute-Security System Replacement Facilities Renewal, including deferred maintenance $0 Upgrade aging Security System Decrease in deferred maintenance projects Cancelled as transferred to new Research Security funding program Cancelled
HHS-Creation of Innovation Dept Innovation and commercialization activities $415,395 Establish a new innovation department focused on empowering patients, deploying solutions to support successful transitions to home and developing learning health systems, which integrate data analysis and clinical decision support to enhance professional practice Increase in business growth; Observed result: Revenues for this department increased by 40% vs. the prior year. In its second year of operation the team implemented its first innovation project, which equates to approximately $190K in hospital savings as well as managed to receive grants to evaluate 4 new innovative technology projects. In progress
McMaster-Emergency Power Upgrade
 Facilities Renewal, including deferred maintenance $2,032,411 Install a new 2MW gas generator at ET Clarke Building to increase power needs for McMaster University Complete installation of gas generator The new gas generator will provide essential power for the mechanical equipment in central plant (eg. pumps and boilers) and this will free up approximately 1MW of emergency power from the existing generators for campus usage and research operation In progress
St Joes-Laboratory Air Safety
 Facilities Renewal, including deferred maintenance $195,785 To replace existing, obsolete biological safety cabinets (BSC) in the laboratory with newer versions with updated technologies. 1) Decontamination of old BSC by specialists to ensure that any biohazardous agents present are inactivated.
2) Disposal of decontaminated BSC.
3) Installation of new BSC.
4) Certification of newly installed BSC to ensure it is safe to use and running at expected regulatory standards.		 A total of 27 biological safety cabinets were installed in the wet laboratories over a 6 week period to minimize the disruptions to the workflow within the laboratories. All new BSCs are certified and in full use by all lab members. Achieved
Project Title IPG Priority Areas Output (investment of IPG grant funds) Performance Objective Performance indicator Target Outcome Reported Outcome 
Replacement of McMaster Faculty of Science Greenhouse Facilities Renewal, including deferred maintenance $2,045,738 Replace the existing Greenhouse with state-of-the-art research facility connected to the Life Science Building (LSB) Complete installation of required Generators and Boilers required to feed the Life Sciences/Greenhouse renovation. In order to replace the Greenhouse facility, the installation of new Generators and Boilers are required.  The new Generators and Boilers is also part of the University’s initiative for a carbon free campus (net zero); ‘heat pumps’ will feed into the Life Sciences Building/Greenhouse renovation. In progress
Hamilton Health Sciences (HHS) – Building the CREATE Brand, Research Building Upgrades, New Research Contracts Database. Innovation and Commercialization Activities, Facilities renewal, including deferred maintenance, Information Resources, including digital resources, open access and databases $376,286 Establish a Digital Health Department to support researchers and innovators by creating a hub of expertise in data science (data integration, natural language processingmachine learning), interoperability and application development,

AND

Upgrading the airflow system in the lab of the CVSRI Building to reduce annual maintenance costs

 

 Digital Health Department: Increase in business growth; Observed result-Revenues for this department have doubled from the prior year.

Airflow system: Reduction in deferred maintenance. Observed that maintenance costs have reduced by approximately 50%.

 Digital Health Department: In its 3rd year of operation, the team grew by an additional 3 employees from the prior year and helped to grow their business by obtaining larger contracts vs. the prior year. This new department is helping to build the reputation of HHS as an innovator and begin to attract further business where AI and Machine learning is involved.

Airflow system: The improved airflow system for the CVSRI labs reduces the annual maintenance costs, allowing for a reduction in overall operation costs. The staff are provided with stability in the lab usage as the new system has reduced the amount of times the labs need to be closed due to the former air flow system. This helps build the reputation of faculties operating out of the CVSRI Building.

 Digital Health Department:

In Progress

Airflow System:

Complete
St. Joe’s Renovations to set up a Molecular Laboratory for Diagnostic Research Facilities Renewal, including deferred maintenance $171,508 To set up a molecular laboratory for diagnostic research by the acquisition of basic equipment and doing a number of renovations to existing work areas to minimize the risk of contamination and to comply with regulations of lab licensing and biosafety governing bodies. 1) Removal of existing bench to create space for ducted BSC hood in the “clean” area of the laboratory,
2) ducting of the hood to an exhaust system for functionality,
3) purchase of addtional BSC hoods for other designated areas of the laboratory,
4) renovation of a room in terms of ventilation and electrical needs so that thermocyclers can be moved to the designated space to separate the “dirty” work in the laboratory,
5) widening of the laboratory entrance to enable larger pieces of equipment to be moved to the laboratory,
6) repair of the flooring to laboratory grade to comply with safety issues, and
7) running ethernet cables to neighbouring laboratories to set up a means to transferring large data files from one site to another.		 The widening of the door at the entrance of the laboratory has been completed. This enabled the hood that is for specific use of “clean” work to be moved in. This hood was been ducted to the exhaust system and is in full use. The laboratory has been set up so that “clean” work starts at one end of the room and “dirty” work is restricted to a newly renovated room that was adapted in terms of ventilation/electrical outlets and a secondary location. This separation of “clean” from “dirty” is a requirement by Accreditation Canada Diagnostics. BSC hoods have been purchased for various areas of the laboratory, each for specific use. Ethernet cables have been run from the main laboratory to the secondary location for additional “dirty” work. The flooring has been changed to expoxy grade which is safer and more durable from a biosafety standpoint. Achieved
St. Joe’s IRC Server replacement for the purposes of continuing to provide imaging data to a diverse group of researchers $24,742 Ensure business continuity by installing 25TBs of storage capacity, replacing obsolete equipment to facilitate ongoing and new research imaging projects. The server was successfully installed in June 2021. System configuration and testing of data archiving scripts occurred over the summer 2021. Data clean-up and migration from the old server also took place over the summer and fall, with final shutdown of the old server occurring in November 2021. The new 25TB server has allowed the Imaging Research Centre to continue to provide access to research data generated on the facilites’ MRI scanner. Custom automated software to archive MRI data was developed implemented to ensure daily backup of all data to the server. The server is configured as a RAID (redundant array of independent disks) system to allow for data recovery in the case of a drive failure. While not intended as a long-term storage server, this server does provide important data storage and protection over the medium term for the large number of users of the Imaging Research Centre MRI scanner. Data processing and transfer rates show marked improvement over the old server. The increase in total storage has also augmented data processing capabilities for our users (e.g. by being able to download large publicly available image datasets). System administration tasks are similarly improved as the new server will support the latest server administration software tools. The up-to-date hardware and software also allow for important software updates to be installed to ensure data and system security, which is vitally important as this server is connected to the hospital IT infrastructure. Achieved
Project Title IPG Priority Areas Output (investment of IPG grant funds) Performance Objective Performance indicator Target Outcome Reported Outcome 
Liquid Handling Robotics Upgrade Facilities Renewal, including deferred maintenance $158,462 To add component parts to robotic systems to develop protocols and workflow procedures that will allow increased testing capacity of specimens for the diagnostics of SARS CoV-2 (COVID-19) Indicator: Number of specimens tested via automation versus manual extraction/PCR testing. The addition of new components on the robotic systems, including heating/cooling plates and 96 well heads, have allowed the robotics to be programmed to both extract swab specimens for its nucleic acid and set up PCR testing to a performance level equivalent to manual testing. The simplified scripts developed on the robotics allows quicker turn-around times, enabling higher throughput with less labour required. To extract 100 specimens manually would take one individual 6 to 8 hours versus just over an hour via the robotics. The developed robotics protocols have been implemented in a 2 clinical diagnostics laboratories during the last year. Their testing capacity has increased from 800 to over 2000 per day. Achieved
Animal Research Ethics Board (AREB)/ Animal Use Protocol (AUP) Database Information resources, including digital resources, open access and databases $0 Replace McMaster Animal Research Ethics Board (AREB) 25 year old system where associated data is manual with storage of PDF documents in a cloud database. This system must be replaced. Improved efficiencies, less time to review, ability to generate reports and reduce errors. The purchase of the new system was delayed due to COVID and the process required to select the appropriate product and vendor.

The system to be purchased will allow us to:
1.  recreate all of our documents into an easily editable interface which thereby minimizes change.
2.  offer a unique search function that incorporates the use of key words which would allow access to specific information quickly
3.  synthesizes amendments to the original document, reducing the need to search through dozens of PDFs to make sense of how the protocol has changed over time
4.  advanced colour-based tracking of edits in the review process allows for easy comparison of versions over time and ensures requested revisions are properly made before approval.
5.  provides a training database within the program to identify users who have or lack training aspects required for their protocol and eliminates the need to cross-reference this information separately.
6.  Reports can be easily generated and configured to what will be required by the applicable regulatory bodies and are not limited to what the company offers as a default. This complements nicely with the ability to also track animal census information within the program rather than needing to use a separate one.

 Delayed
Central Animal Facility – CAF Bottle Washer Facilities Renewal, including deferred maintenance $200,548 Bottle washer: high throughput industrial washer to replace the aging unit required to process research equipment and meet current guidelines and standards Replace aging and inefficient bottle washer to efficiently  and effectively clean equipment required for animal care. The bottle washer was successfully replaced and is more effciently and effectively cleaning the equipment required to provide an optimal micro-environment for the animals, thus better quality research.
Animal Facility Ventilated Racks Facilities Renewal, including deferred maintenance $174,150 Vent racks: HEPA filtered rodent caging system that meets current guidelines and standards and replaces outdated cages Replace outdated conventional rodent caging system to meet current guidelines. Ventilated racks provide individual air flow to each cage thus creating an optimal micro-environment for the animals and better quality research. They also reduce the frequency of caging; therefore, are less labour-intensive and create less handling stress to the rodents. Achieved
Xray – EIGER2 R 500K Detector. Replacement detector for Co instrument. Facilities Renewal, including deferred maintenance $158,659  Purchase a new X-ray detector for the MAX Diffraction Core Facility. The facility supports the research of investigators from at least three Faculties and external clients. 1. Purchase and install new detector
2. Resume XRD characterizations for Academic and Commercial researchers
3. Show improvement in data quality
4. Enable new types of experiments not possible with the original detector
5. Software updates to improve quality and efficiency of analyses
6. Resume training of graduate and undergraduate students		 1.  The detector has made a huge difference in the operations of the Facility. High dynamic range and sensitivity, zero background noise, more precise alignment, and more efficient scanning algorithms allows us to now collect better quality data more efficiently.  There is an improvement in signal to noise and line shape.
2. New and improved experiments are now possible unavailable with the previous technology.
3. The new software bundled with the detector allows us to set up experiments with more precision. Other programs perform some analyses, such as the determination of texture and orientation distribution functions,  in a fraction of the time previously required.
4. As we begin to train students again, we are finding that the students are very excited about the capabilities of the ‘new’ instrument.		 Achieved
McMaster Research Services Forms Digitization Project Information resources, including digital resources, open access and databases $336,425 Digitize and centralize the current internal administrative approval processes that must accompany grant applications at McMaster.

Integrate the Funding Opportunities Database (FOD) with the centralized, digitized grant approval platform to streamline the internal administrative processes.

 Validate the technical / business requirements and digitize complex grant approval processes across Faculties.

Design the FOD dashboard as the first landing page of the grant approval platform that end users will see.

 Key stakeholders at different levels of the institution have been identified. All have participated in engagement activities to ensure that their requirements were incorporated into the design and implementation of the new platform. Business requirements were then iteratively validated with them to ensure their needs were properly captured.

The different administrative approval forms have been amalgamated into a single master form. This is currently being implemented in the new platform.

Design of the FOD dashboard is currently undergoing User Acceptance Testing

 In progress
MacLims-Research Facility Software Information resources, including digital resources, open access and databases $204,498 Target specific areas of enhancements and/or modifications on the MacLIMS platform to align with the unique needs of each research facility Continue development of additional feature additions, such as:

  • Dashboard enhancements
  • MacID integration
  • Invoice functions
  • API calls for financial systems integration
  • Data reporting capabilities
 Interface elements were enhanced regularly throughout the period as a result of feedback received from users within the facilities. Projects are ongoing to integrate MacLIMS with central campus systems for authentication, invoicing, information sharing, and reporting purposes. In progress
Lab Infrastructure Upgrades – O’Byrne Lab Renovation Facilities Renewal, including deferred maintenance $585,410 Renovate approximately 5000 square feet on the 3rd Floor of the Health Sciences  to bring wet and dry lab space up to current standards for HVAC and Health & Safety Requirements Completion of updated HVAC and renovation of 3rd Floor The completion of the renovated space has allowed our researchers to advance their research in asthma and respiratory illnesses allowing us to build and attract quality HQP and ensuring that we have safe and compliant facilities to enhance our world class researchers. Achieved
Hamilton Health Sciences (HHS) – Building the CREATE Brand, Research Building Upgrades, New Research Contracts Database. Innovation and Commercialization Activities $284,947 Establish a Digital Health department to support researchers and innovators by creating a hub of expertise in data science (data integration, natural language processing, machine learning), interoperability and application development. Increase in business growth;

Observed result: New service contracts entered into increased to 8 vs. 1 in the prior year.

 In its second year of operation the team grew by an additional 4 employees from the prior year and helped to grow their business by increasing the number of contracts they acquired by 7 over the year prior. This new department is helping to build the reputation of HHS as an innovator and begin to attract further business where AI and Machine learning is involved. In progress
2019/2020 Projects Project Status
Project ID
(RSF # – Year – project #)		 Project Name Objective(s) Indicator(s) Actual results/outcomes/impacts
(Or rationale for delay/cancellation)		 Achieved
 In progress Delayed Cancelled
0033-2020-01 Lab Infrastructure Upgrades – Controlled Environment Room Replacement Replace 18 walk in cold rooms with 18 new stainless steel controlled environment rooms. Replace 18 walk in cold rooms with 18 new stainless steel controlled environment rooms. The cold rooms were successfully replaced and have been well utilized in supporting many researchers in the Faculty of Health Sciences. X
0033-2020-02 Advanced Manufacturing Consortium (AMC) – Relocation of the McMaster Manufacturing Research Institute (MMRI) from the John Hodgins Engineering building (JI-IE) to McMaster Innovation Park (MIP) Relocate to expand MMRI Research Facilities. Access to newly renovated space at MIP. This project has started but things have not progressed as much as anticipated.  The following was achieved in 19/20:

  • Architectural Design finalized Jan 2020
  • Feb 2020 electrical plan prepared
  • in the process of applying for a build permit from the City of Hamilton
 X
0033-2020-03 The Clinic at St. Joe’s Create enablers of health entrepreneurship, innovation, and commercialization through working with students, researchers, health professionals, and the broader community to build a pipeline of socially and economically impactful health innovations. Indicator: Increased entrepreneurial education, mentoring, inter-professional collaboration, specialized resources, facilitating and expediting development of innovative projects relating to human health, and relevant connections. We have created the space (both virtual and physical) to be the learning hub for educational activities and entrepreneurial training and commercialization in health innovation. We focus on problem sourcing, needs assessment, and team creation to develop solutions specifically for healthcare. Clinic Coaches and Mentors work with teams to set the milestones needed to keep projects moving forward in the path towards commercialization. The clinic has enabled expansion of research and development capacity – in students, faculty and staff – in diverse fields including: rapid idea validation, innovation valuation, market research and sizing, developing user personas, strategic analysis and frameworks, patent searches, financial management and budgeting for health startups, commercialization plans, creating demand for innovation, strengths mixing and performance management, research ethics, legal agreements, incorporation, regulatory environments, customer acquisition, hospital procurement processes. X
0033-2020-04 Digital Health Department creation, Research building upgrades, New Research only A/P system Establish a Digital Health department to support researchers and innovators by creating a hub of expertise in data science (data integration, natural language processing, machine learning), interoperability and application development. Indicator: Acquisition of expertise and technology; Observed result: Hired seven professionals and acquired 1 GPU server. A seven person team was created and immediately began work on marketing their digital health expertise. Before the end of the year they had secured their first contract and had already submitted proposals for many more. The new department will only help build the reputation of HHS as an innovator and begin to attract further business where AI and Machine learning is involved. X
0033-2020-05 Renovations to the Animal Research Facility in the Life Science Building Create upgraded facilities for expanding animal research programs and create more sustainable tanks for fish with installation of recirculating water tanks. Complete Renovations  to bring aging facilities up to the regulatory requirements of OMAFRA and the CCAC.

There will also other expenses to meet OMAFRA and CCAC requirements as we complete the renovations.

 Fish tanks ordered and rooms prepared for installation. Enclosed ceiling for fish tanks installed and completed.  Work had begun on this project in F19 and have been finished in F21, hence the reason for reduced costs applied in F20. X
0033-2020-06 Replacement of McMaster Faculty of Science Greenhouse Replace the existing Greenhouse with state-of-the-art research facility (total project costs estimated $18M). Complete first year design consultations and scope description. Feasibility study for project completed. The project was then delayed because of the opportunity to adjoin the Greenhouse project with the renovations to the Entrance of the Life Sciences Building, a long needed improvement to an aging building that will reduce deferred maintenance projects.  The budget approvals have been received and work started on RFP for architect.  The expectation is that this project would have been further along, hence we have fewer costs as of the end of March 31, 2020. X
0033-2020-07 Collaborative research project: Extraction, standardization and digitization of unstructured medical record information Capitalize on existing digital resources and advances in digital technology to automate extraction and standardization of unstructured medical information; interface medical data with research databases; and, lead in the use of ‘big data’ to guide clinical and research directions through meaningful real-world evidence and lifesaving insights. Unstructured data sources are transformed into ‘row and column’ data sets that can be easily integrated and leveraged for multiple uses such as diagnosis analytics, quality improvement initiatives, clinical trials, research projects,  and predictive applications. The first phase of this work has identified and stratified the desired output for of the data. In the next phase we will work with our IT department to begin the transformation of the free-form data, before scrutinising the outputs for novel clinical insights. This work is ongoing. As expected, although COVID-19 has slowed progression somewhat. X
0033-2019-08 Infection Disease Research Project (previously reported in 18/19 as Project # 0001-2018-004) Create 5000 square feet of new wet and dry lab space to support research. Create 5000 square feet of new wet and dry lab space to support research. New lab space was created that included benching, collaborative trainee space, a new cryo-EM facility and X-ray lab, and a new cold room to support multiple researchers. X
2018/2019 Projects Project Status
Project ID
(RSF # – Year – project #)		 Project Name Objective(s) Indicator(s) Actual results/outcomes/impacts
(Or rationale for delay/cancellation)		 Achieved
 In progress Delayed Cancelled
0001-2018-001 Renewal of project laboratories and work spaces for mechanical engineering student and postdoctoral research Reconfiguration of machinery layout and Redesigned Graduate Student Space. Safe Work Environment for machinery and support larger cohort of graduate students. Safe Work Environment for machinery and support larger cohort of graduate students. X
0001-2018-002 West 5th Wet Lab Expand our ability to conduct biological research in clinical neuroscience and establish a centre to conduct such. The retention and increase of faculty members and increased publications, collaborations, and research activity. Observed result: retention of prominent faculty member, increased research activity, and forged international collaboration. The center was established and allowed for closer collaboration with the Pasteur Institute in Europe.

https://research.stjoes.ca/news-events/news/~1668-Bienvenue-St-Joe-s-Neuroscience-Researchers-Hosting-International-Symposium-including-French-Delegation

 X
0001-2018-003 Charlton Wet Laboratory Service and Maintenance Maintenance and service of existing laboratory equipment extending its useful life and ensuring safety and compliance. Indicator – Shared equipment lifespan, purchasing new equipment. Providing improved facility quality to our research community, including microtome, FACS Canto, allowing new avenues of state of the art research. X
0001-2018-004 Infection Disease Research Project Create 5000 square feet of new wet and dry lab space to support research. Create 5000 square feet of new wet and dry lab space to support research. New lab space is being created that included benching, collaborative trainee space, a new cryo-EM facility and X-ray lab, and a new cold room to support multiple researchers. X
0001-2018-005 Maintenance of information resources and expansion of digital security Maintain our digital security above minimum standards for the housing, processing and presentation of clinical research. Equipment is within warranty and meets/exceeds minimum security standards for research data allowing compliance with the law now and into the future. Purchased 3 new servers and installed them to house data in a secure manner compliant with digital security measures. We brought in-house a number of functions that we previously had outsourced including graphic design. X
0001-2018-006 Clinical Research Laboratory and Biobank (CRLB) Renovation Reconfigure and upgrade the Biobank’s lab space to be a safer environment and allow room for expansion into the future. Indicator: Reduction in operating costs; Observed result: Reduced space occupied by 38% after the renovation/ reconfiguration resulting in a 38% savings in occupancy costs. The reconfiguration in the Biobank lab area resulted in a significant savings in operating costs for the area. It also allowed the nitrogen and fire suppression system to be upgraded, this upgrade provided reassurance to the employees that safety is top priority. The reconfiguration also allowed for the expansion of futures tanks to increase the capacity of samples to be stored should the need be required. X