Mission
   Goals
   Core Values

   General
   Land Use
   Circulation

   Land Use
   Circulation
   Open Space


   Pedestrian-oriented Campus
   Vehicle System
   Parking Standards
   Drop-Off/Short Term Parking
   CAMBUS
   Open Space System
   Pedestrian/Vehicle Conflicts
   Campus Entrances
   Visual Corridors
   Overlooks
   Potential Building Sites
   Design Guidelines/
      Pre-Design Checklist
   Replace Floor Area Ratio
   Preserve and Protect National
      Register of Historic Places
         Buildings, and Sites
   Identify, Preserve & Protect
      Other Historic Buildings & Sites
   Maintenance Plan
   Campus Statistics
   Hawkins Drive Improvement
   West Campus Loop Road
   Functional Area Recommendations
      Old Capitol
      University Services
      East Residence Halls
      Iowa Center for the Arts and
         the International Center
      Health Sciences/Hospital
      West Residence Halls
      South Melrose
      Sports
      Far West
      Oakdale Campus
   East, West, & Far West Campus
      Development

   The Role of the Campus Planning
      Framework
   The Role of the Campus Planning
      Committee in the Planning
      Process
   The Process For Updating the
      Framework Plan
   The Proposal or Project Review
      Process
   Project Implementation
   Conclusion

   Campus Boundries
   Roads, Streets, & Highways
   Open Space & Green Space
   Parking
   CAMBUS
   Topography
   Slopes
   Drainage
   Soils




   UI Payroll Report - Sept. 1997
   Lot/Ramp Space Inventory-
      Oct. 1997
   Meter Inventory - Oct. 1997
   Service Vehicle Zones -
      East Campus
   Service Vehicle Zones -
      West Campus
   Original Plat of Iowa City
   Workshops - Scheduled by
      Functional Area or
         Participants
   Workshops - Summary of
      Responses By Workshop
   Workshops - Summary of
      Responses
 

The Planning Process

The Role of The Campus Planning Framework
The University of Iowa campus, as well as most other campuses, must serve the needs of continually changing conditions. To properly manage these changes, physical development planning can be neither static nor reactionary, but must instead be a flexible, on-going process that anticipates and plans for future needs.

Campus planning, in its proper sense, is a process that manages change to accomplish the mission, goals and strategic plan of the University in the most efficient and effective way possible. It analyzes where the University has been in the past, where it is today and charts the course for desirable future outcomes. At the same time, it provides the mechanism to efficiently use chronically limited financial resources to realize the set goals. Through the entire planning process it must be kept in mind that planning is not an end in itself. It is a methodology to guide physical development of the campus in a way that will meet the needs, desires, and expectations of the campus community. Planning is for people. To be successful, it must therefore closely involve them in the planning process.

Traditionally, campus planning has been condensed to a campus development map. This type of specific physical development plan too frequently became the planning goal itself. Such plans, because of their static nature, soon became outdated as the conditions upon which they were developed changed. Furthermore, a fixed campus development map is not flexible enough to be easily adapted to unanticipated development needs which often do not fit into the scheme of the map. Thus, little guidance is provided as to how the new situation should be addressed. The alternatives were either expensive and time consuming revision of the plan or a patchwork update that did not integrate the change into the overall campus scheme.

In contrast, the University's Campus Planning Framework has as its nucleus a mixture of goals, objectives and policies, called planning principles. Implementation Strategies and Development Guidelines further prescribe the campus development process. In this manner, the plan is stated in a general way to accommodate unanticipated changes and development needs. At the same time, it serves as a specific decision framework to guide day-to-day planning decisions.

The Campus Planning Framework Summary Map expresses on-the-ground development implications of the principles, strategies and guidelines. Accordingly, recommendations can be made for appropriate changes in the framework plan. The process also incorporates a mechanism for periodically reviewing and updating the plan. The Campus Planning Committee and the University Planning Office, working together, are charged with updating the plan.

The previous Campus Planning Framework, prepared in 1990, is the basis for this update. The update is intended to make the analysis and recommendations of the plan responsive to the changes that have occurred since the previous plan was completed. It prescribes campus development that is more in tune with today's vision of future needs. There has also been a conscientious effort to broaden the coverage of the plan without diminishing the ease of application to day-to-day planning situations. An effort has been made to seek involvement and input from the campus community as well. The connection to the University's Strategic Plan has been strengthened to assure that the University's mission, goals and objectives are supported by campus development. The update also separates implementation strategies into those that guide campus-wide systems--which apply to the campus as a whole, such as vehicular circulation and open space--and those which apply specifically to each of the ten functional planning areas. The ten functional areas divide the campus into smaller more manageable planning units based upon similar building uses or functions.

The Role of The Campus Planning Committee In The Planning Process
The Campus Planning Committee has been assigned the responsibility of overseeing the planning process for the campus on behalf of the campus community and advising the Central Administration on planning issues and initiatives. The Committee has been structured to represent a cross section of members of the campus community. It is comprised of three students representing the University of Iowa Student Government, five members representing the Faculty Senate and three members representing Staff Council. Support for the committee is provided by the Director Facilities Services Group and the Campus Planning Office.

  1. Committee Responsibilities:
    1. The Campus Planning Committee is a charter committee established to advise the University's President and Central Administration. The committee is charged with evaluation of ideas and proposals for change and improvement to the physical campus, including policies on space allocation and utilization, giving particular attention to aesthetic and ecological considerations.
    2. The Committee should be involved throughout the duration of the planning process, serving in many capacities, including evaluative, analytical, judgmental, and guiding activities.
    3. To perform these tasks, it is imperative that the Committee use the adopted Campus Planning Framework and other available planning documents as the basis for evaluation. In addition, the larger or more complex projects should have specific criteria developed by the Committee and Campus Planning Office for reviewing the project proposals. The criteria are to be based on the Campus Planning Framework. The Committee places special emphasis on one of its primary tasks of assuring that projects or proposals will conform to the Campus Planning Framework. Generally, only proposals or projects which have a significant impact on campus as a whole or on a functional area of campus are considered by the Committee. All other proposals or projects are managed by the Facilities Services Group.
    4. For the Campus Planning Framework to be an effective tool to guide development, it must be kept up-to-date. This is a responsibility of the Campus Planning Committee, in conjunction with the Campus Planning Office, as part of its normal activities.
    5. Every five years, each of the elements of the Campus Planning Framework is to be reviewed at public forums where the campus community may introduce additions or modifications. The Campus Planning Committee and the Campus Planning Office will then evaluate and modify the plan as changes are proposed and adopted. Proposed changes should be incorporated only after adequate evaluation and study has determined the proposal to be in the best interests of the campus. Changes in the Plan are to be well documented.
Process For Updating The Framework Plan
The following planning process provides an organized approach to decision making, allows for the development of planning policies, encourages user involvement, and responds to change by establishing a mechanism for updating the Campus Planning Framework. The overall process is a fairly simple, but structured procedure, involving participation by several campus groups.
  1. Generators of ideas and potential projects.
    1. As with any other campus, there are constituencies who have particular interests along with their concern for the University as a whole. Each of these groups may have particular points of view which can and should have an influence on the direction of the campus physical growth. It is important that planning for these groups consider their needs and desires. The following campus groups have been identified as having an important perspective, but there will likely be other groups depending on the particular subject being considered:
        Alumni
        Campus Planning Committee
        Campus Planning Office
        Central Administration
        Deans, Directors and Department Officers
        Facilities Services Group Personnel
        Faculty
        Staff
        Students
    2. Any process developed for the campus must account for the perspective of these groups.
    3. A basic premise of the process is that any group or any individual who has an idea that represents a change to the University campus may initiate a proposal or project and will have an opportunity to submit the proposal to the Campus Planning Office for review. The planning office will give the idea serious consideration and direction. Ideas that are determined to have sufficient merit and support will be presented to the Campus Planning Committee for review and consideration.
    4. Proposals or projects can be submitted as a draft or as a formal proposal. The proposals should include information such as description of the project, expected source of funds, documentation of project need, when project is needed and other pertinent information to explain the request. The Campus Planning Office will review conformity or nonconformity to the adopted Campus Planning Framework and determine what additional information will be needed to clarify and explain the request. Assistance in providing information to document and explain the request may be provided by the Campus Planning Office or Design and Construction Services as appropriate, depending on the merits and feasibility of the proposal or project.
The Proposal Or Project Review Process
Proposals or projects of sufficient merit and feasibility will be submitted to the Campus Planning Committee by the Campus Planning Office and will proceed through the following review process.
  1. Evaluation by the Campus Planning Committee--Committee Decision Options:
    1. Reject the Proposal or Project -- After weighing the proposal and finding it not to be in the best interest of the campus, the Committee may recommend rejection. It is particularly important that established criteria or documented reasons be provided by the Committee to justify its decision.
      1. If a proposal or project is recommended to be rejected, supporters have two options:
        1. Allow the proposal to die, taking no further action.
        2. Refine their proposal to incorporate the comments and judgment of the Committee and then resubmit their proposal.
  2. Endorse the Proposal or Project--At this point, the Campus Planning Committee forwards its recommendation to Central Administration or to the Director, Facilities Services Group, depending on the scope and nature of the proposal. The recommendation can by forwarded by way of meeting minutes, or by memorandum if circumstances warrant it.
  3. Review by Central Administration and Facilities Services Group:
    1. Proposals or projects referred by the Campus Planning Committee to the Central Administration will receive review as appropriate for the proposal.
      1. The Central Administration has the authority to:
        1. Reject the proposal or project.
        2. Return it to the Campus Planning Committee for restudy or refinement.
        3. Accept the idea of the proposal or project and forward it to the Director Facilities Services Group for implementation.
        4. Request a program development or feasibility study from the Director Facilities Services Group if appropriate. The Director may assign preparation of the study to the Campus Planning Office or Design and Construction Services.
        5. Recommend other action as might be appropriate.
      2. Proposals/projects forwarded to the Director Facilities Services Group may receive further study to verify feasibility.
      3. Determine Funding--If at this point funding is necessary to implement the proposal or project, it is directed into one of two possible funding routes:
        1. Request funding from the Board of Regents and State Legislature by channeling it into capital budget funding process.
          Major capital items such as new buildings require application for funding through the Central Administration and the Board of Regents to the State Legislature. Funding, when granted, will be channeled back through that system and will be applied to the specific project. Often, when a University college is proposing the project, a campaign to solicit funds from private sources will be initiated to supplement the State funding. In some cases, private funding for the entire project may be solicited. Capitol funding requests from the State are not only prioritized according the UI needs, but are prioritized in conjunction with the other Regents' institutions by the Board of Regents. Depending on how the projects ranks in priority, it might be several years before it is actually funded, or perhaps it might receive no funding at all. The University must then reevaluate priorities and either seek funding from other sources, accept the funding delay or drop the project.
        2. Identify or designate an internal funding, grant, gift or other source(s):
          If the project is funded internally or by grant, gift, etc., it will be prioritized with other University funding needs. It might be several years before the project rises to a priority that it is funded or it might die due to other higher funding priorities.
Project Implementation
After funding has been identified, the proposal or project becomes a project for implementation and is forwarded to the Director Facilities Services Group to begin the detailed planning, design and construction process:
  1. Project Design--depending on the nature of the project, the Director will assign it to the Campus Planning Office or Design and Construction Services for implementation. Generally, projects of a planning nature will be assigned to the Campus Planning Office and projects involving construction will be assigned to Design and Construction Services to begin the implementation process:
    1. Large projects might require, a preliminary planning or feasibility study to determine the need for the project and provide data for its evaluation and establishing a more accurate project cost. A simple statement of need and estimated cost might be adequate for small projects in lieu of a feasibility study. Projects of intermediate scope might require appropriate additional documentation, but not an actual study.
    2. A design team, including the user group, may be formed to assist in development of the project, depending on the scope. A user group to assist with the planning and design will be formed for large projects. For small projects, it may simply be a matter of keeping stakeholders informed. When a user group is formed, it should include all stakeholders in the project, including faculty, staff and students who will occupy the structure or facility, as well as appropriate staff who maintain and service the facility. The group will actively participate in determining the form that the new facility takes by working together at one or more workshop sessions, developing design criteria, interrelationships of spaces and similar types of input. These sessions can be carefully planned to maximize the use of participants' time and energies.
    3. The user group or stakeholders, as the case might be, will continue to be involved in the design process in a review capacity. Periodic review of design and construction plans by the user group will be a part of the process.
  2. Project Construction--the final step in the implementation process:
    1. During the construction phase of the project the role of the designer will decrease. As construction documents are developed, responsibility for construction will shift to a construction manager to manage the project during construction.
    2. The user group may elect to remain intact to monitor progress of plans and construction. Recommendations of the user group should be reported to the Campus Planning Committee and any new design or planning knowledge may be incorporated into the Campus Planning framework. Updates might be incorporated as new principles and guidelines and/or as changes in the mapped recommendations.
Conclusion
The process above is intended to provide a framework in which logical, orderly planning for future development of the campus may occur. It involves University-wide participation and allows various campus groups to feel they are a part of the place they inhabit. It requires the periodic review and update of the Campus Planning Framework as the basis for recommendations for future change to the campus. The process also provides a framework for comprehensive recommendations, allows for policies relating to the future to be established, and responds to incremental changes in conditions in an effective way.

Last Updated: Thursday, January 28, 1999
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