 |
  |
   |
  |
b. Capital improvements are developed in accordance with procedures of the Board of Regents, State of Iowa, and are accomplished by University administration in consultation with existing committees and the users of the facility.
c. Major capital improvements, those with budgets exceeding $250,000, are developed and accomplished through an approval process by the Board of Regents based upon recommendations from the University. Capital improvement recommendations are presented for consideration and action by the Board of Regents through the Register of Capital Improvements which is included in the monthly Business Docket of the University.
d. The responsibility for accomplishing capital improvements for projects with budgets less than $250,000 has been delegated by the Board of Regents to the University.
e. The University has assigned to the University Business Manager responsibility for coordinating the preparation for the University Business Docket including the Register of Capital Improvements. The University has further assigned to the University Business Manager the responsibility for approval of all contractual and other documents for capital improvement or to recommend approval of those documents reserved for approval for the Executive Director of the Board of Regents.
f. The University has assigned to Facilities Management the responsibility for campus planning including specific planning for project development. The planning responsibility is either shared or further delegated in certain units or services of specialization including University of Iowa Hospitals and Clinics, Utility Systems, Parking System, and institutional roads. The University Campus Planning Committee reviews, considers and advises the University administration on capital improvement activity that has an impact on the campus.
[top]
34.2 STEPS IN PLANNING AND CONSTRUCTING IMPROVEMENT PROJECTS.
The following is a description of the major steps in planning and constructing improvement projects.
b. Retain professional design assistance. This is accomplished by administrative support persons. For projects exceeding one million dollars, the approval of the Board of Regents is required to initiate this process. The process for selection of architects is established by the Regents as well. The selection of architects for recommendation to the President and the Regents is the responsibility of the Architects Selection Committee. University architects and/or engineers may be assigned direct responsibility for the project in addition to or in lieu of consultant architects.
c. Prepare preliminary plans and project budget. Preliminary plans are prepared by the consultant or University architect in consultation with the users of the facility and appropriate administrative personnel. The plans are reviewed and approved by appropriate administrative personnel. Alterations to the campus under the review authority of the Campus Planning Committee are referred to that committee for advice and comment. This includes project site selection and use of the site. The site selection, preliminary plans, project budget and source of funds, and other details as appropriate are submitted to the Regents for approval or revision.
d. Construction Documents. Upon receipt of administrative and Regent approval of the preliminary plans and budget, the architect is authorized to proceed with the further development of the plans and specifications. A second review of plans may be required by the Regents at the design development stage of planning. Otherwise, planning is authorized to proceed through the preparation of final plans and specifications for the project. The final plans and specifications become part of the contract between the project contractor and University and describe what the contractor is to build for the University. The review and approval of other agencies, such as the state building code commissioner, are also obtained as required.
e. Advertisement for Bids. The project is advertised by the Board of Regents for the University and bids are received from contractors according to Regent policy and state law. Bids are opened and an award recommendation is made to the Regents at this point. The Board of Regents awards the construction contract.
f. Construction. Design and Construction Services of the University, or the Hospital Environmental Services, or their representative, oversees the construction of the project by the contractor(s). At the completion of construction, the project is accepted by the University, reported to the Board of Regents and the user occupies the facility.
The entire process is managed by Facilities Management, or the UIHC, to assure conformance to Board of Regents and state requirements and to provide design and construction quality assurance. Assistance in beginning the process can be obtained by contacting Facilities Management or the UIHC assistant director for planning.
[top]
34.3 TOTAL-COST-OF-OWNERSHIP DECISION FRAMEWORK.
(11/07; 2/08)
The University of Iowa employs a broad project decision-making framework based on the total-cost-of-ownership. The total-cost-of-ownership is a composite of financial obligations consisting of the costs for the initial capital design and construction; operations and maintenance; utilities and energy; renewal; and decommissioning or demolition. To take future costs into consideration and aid decision making during the design and construction phases, the University has established the following design standards, policies, and procedures.
b. Utilities capacity and infrastructure growth funding. All capital project budgets requiring approval of the Board of Regents, State of Iowa, shall include contributions to a utilities infrastructure growth fund for central plants, where connection to central systems is available. Central plants provide the most cost-efficient production of utilities due to economies of scale. The offset amount apportioned to a capital project will be no more than the estimated cost to install gas-fired boilers and electric-powered chillers in the building, sized to meet building capacity, including 50 percent redundancies, which is the minimum redundancy for a stand-alone system. This offset contribution is to cover the cost of increased capacity in the central plants necessary to meet the demand created by the new and renovated facilities on campus.
c. Life cycle cost investments. All new construction and major renovations of facilities that are heated or cooled by a mechanical or electrical system shall implement the recommendations of a life cycle cost analysis. Project budgets for new construction and major renovations must support meeting the best overall life cycle investment. Minor renovation projects must invest in conservation improvements up to a seven-year payback level. The provisions of this section may be appealed through the Capital Projects Review Committee.
d. Energy rebates. For General Education Fund (GEF)-supported facilities, the energy rebates offered on individual projects will be placed in a University energy conservation account and will be reinvested to further other campus conservation efforts that will help offset the demand created by the new project. For non-GEF facilities, rebates shall be managed by the auxiliary or by University of Iowa Hospitals and Clinics, and must be used to reinvest in energy conservation opportunities.
e. Emergency Power. All capital projects requiring emergency power shall include the design and installation of an emergency generator, ancillary support equipment, and connections in the scope and budget of the project. Where effective emergency power is available from a central plant, emergency power shall be furnished by the central plant and the project shall include budgeted, capital contributions to the utility enterprise for that emergency power service. The offset amount apportioned to a capital project will be no more than the estimated cost to install an emergency power generator at the building site.
[top]