Policy on Capital Planning and Capital Projects
Planning and Budget Committee
Recommends to Academic Board approval in principle of projects (i.e. site,
space plan, overall cost estimate and sources of funds) as defined in the
Project Planning Report
Business Board
Approves the establishment of appropriations for individual projects and
authorizes their execution within the approximate costs. This can coincide with
the endorsement of the Project Planning Report when partial funds are
recommended to retain consultants, or approval of the financial package
identified within the Project Implementation Report
Capital Plan
The outcome of the academic planning process specifying a number of Capital
Projects to be developed in a defined time frame
Capital Project
A new building, major alterations to an existing building, or a campus open
space project
Design Review Committee
The advisory body which assesses the external design features and public areas
of new Capital Projects and their suitable integration into the functioning
campus
Infrastructure Renewal Plan
A comprehensive plan detailing the renewal of campus infrastructure and
building systems
Project Committee
The committee which brings together the user interests, the facilities planning
personnel and the project management elements for the duration of the
development of a Capital Project
Project Planning Report
The report of the Project Committee addressing the user needs, which is
considered by the Planning & Budget Committee as the first step in
governance approval prior to the commencement of the detailed design of the
Capital Project
Project Implementation Report
The report detailing all aspects of a Capital Project which is to be approved
by the Business Board prior to full implementation
Project Status Report
The report on the progress of each project at timely intervals to keep members
of the Business Board informed
Project Conclusion Report
The report prepared on completion of the project to provide feedback on the
procedures and the costs, and reviewed by the PVP Campus Planning and Projects
PVP, Campus Planning & Projects
A senior group comprising the President, Provost, Vice-Presidents,
Vice-Provosts [Budget & Planning and Space & Facilities Planning] and
AVP Operations & Services.
Master Plan
A comprehensive outline of all elements, present and future (open spaces,
roads, buildings) that are to be constructed on the campus
University Affairs Board
Considers policy of a non-academic nature concerning the university community
and for monitoring matters within its area of responsibility. Its
responsibility includes campus & student services such as residences,
athletics & recreation and parking. The UAB advises Governing Council on
implications of capital projects in areas of its responsibility
The continuing development of a modern university campus is
no easy challenge. For the University of Toronto, which possesses an
extraordinary variety of architectural styles, this challenge is certainly
amplified and requires careful attention.
A campus expresses (architecturally) something about
the quality of its academic life, as well as its role as a citizen of the
community in which it is located. The campus also represents many different
things to various groups of people who live, learn, teach or visit there. It
plays the role of home, museum, place of employment, social center, park, arena
for dissent, and forum for the search for truth. All these functions must be
designed not only for today but also for the future [Richard Dober, Campus
Architecture, New York: McGraw-Hill, 1996].
Given the interest of prospective faculty and student
recruits in working, studying, and dreaming in an inspiring and creative
physical environment, the University's commitment to inspirational design must
be consistent with (and indeed, a core component of) its highest academic
aspirations. It is essential that the University of Toronto, as Canada's leading research intensive university, and as an institution firmly determined to
stand among the top publicly funded research intensive universities in the world,
integrates this commitment to excellence into each and every dimension of
planning and design related activities. The standards for design excellence
should be no less exacting than those that are set in the academic sphere; as
campus design has a profound impact on the character and quality of human
interactions within the university community.
For the St. George Campus of the University of Toronto the
challenge is to effectively integrate the new with the existing structures to
achieve an interconnectivity with intelligent green landscaping, to be
cognizant of the cultural landscape that exists and to ensure that new landmark
buildings incorporate quality designs and materials that systematically will
serve to strengthen and enrich this campus interconnectivity. For the newer University of Toronto at Mississauga and Scarborough campuses the challenges and opportunities
are distinctly different, appropriately; environments consistent with the
highest academic aspirations must be created.
At the University of Toronto the intent is to lead as well
as listen when moving forward, ever mindful of the magnitude of the challenge.
Within this framework, the President's authority to plan and implement capital
projects shall be exercised in consultation with the project committees and
advisory committees established through this Policy and, as individual projects
require, other advisory bodies. The President's authority may be delegated, in
whole or part, to other senior administrative officers of the University as
conveyed in this Policy.
The University's development of its physical assets should
be guided by a best practices approach to physical planning, design and
construction. Accordingly, this Policy enunciates the norms for carrying out
such an approach, specifies the framework within which individual projects can
evolve, and establishes the approval and reporting requirements.
This Policy must be viewed as a living document to be
updated at regular intervals to change and or refine procedures as appropriate.
A companion document entitled Details on Implementation Guidelines of Policy on
Capital Planning and Capital Projects will also be prepared to provide the
necessary detail on implementation specifics. This Policy supercedes the Steps
in the Approval of Capital Projects (June, 1989), Steps in the Execution of
Capital Projects (June, 1989), the Physical Planning and Design Advisory
Committee Terms of Reference (April, 1997), the General Principles to Guide the
Development of University Property (April, 1983) and the University of Toronto
Campus Master Plan: Planning Principles for the St. George Campus (June, 1990).
The planning approach is to invest in the development of
comprehensive Master Plans for each campus and to systematically establish
Capital Plans with specific Capital Projects that can be adequately supported
by the appropriate Infrastructure Renewal Plans.
A. Master Plans
The Governing Council shall adopt, from time to time, Master
Plans for the University's St. George, Mississauga and Scarborough campuses as
well as the Sunnybrook campus, Joker's Hill and other properties as required.
Master Plans may designate certain sites as priority locations for specific
University units, activities or projects; such plans normally address the type
and quality of the public spaces on each campus and parameters for individual
buildings. Master Plans should normally be reviewed every five years.
B. Capital Plans
The Governing Council shall adopt, from time to time,
Capital Plans. These Capital Plans, which are the outcome of the University's
academic planning process, set out the major Capital Projects
to which the University has assigned priority for a specified period of time.
Such plans are normally adopted for multi-year periods and are updated, as
required, to reflect progress made and new or altered priorities. Capital Plans
include all capital projects (above a specified cost), which are expected to be
in planning and or implementation stage during the period of the Capital Plan.
A Capital Plan provides provisional estimates of overall costs and sources of
funds.
C. Infrastructure Renewal Plans
The Governing Council shall adopt, from time to time,
Infrastructure Renewal Plans for the renewal costs of building systems and
other infrastructure. Each year, a number of projects will be undertaken that
are identified within the Infrastructure Renewal Plan. Such plans express the
University's priorities for a multi-year period and are updated, at appropriate
intervals, to reflect the progress made and new or altered priorities.
In addition to these more routine projects on maintenance
and infrastructure requirements, which are integral to the Infrastructure
Renewal Plans, the Governing Council shall adopt, as the need arises, special
projects which address extraordinary and or urgent needs to support the
infrastructure of the University. Such plans will normally include major and or
innovative types of utility infrastructure, and will normally include a
business case for the repayment of the required investment.
Master Plans, Capital Plans, as well as Infrastructure
Renewal Plans should be developed and implemented in the context of principles
that express the University's commitment to the orderly and responsible
development and use of its assets. Such principles extend to the development of
individual projects that are integral to the academic mission of the
University, and which should provide examples of high quality design that
incorporate the appropriate functionality and environmental responsibility.
Furthermore, each individual project should be satisfactorily integrated into
the comprehensive Master Plan of the University. The Planning Principles, as
set out in Appendix A, constitute the enduring interests of the University, and
are to be taken into account in all detailed planning.
Operating within the framework of the Master Plans as
outlined, it will be necessary at various times to strike Working Groups with
the specific objective to explore the independent needs and interactions
between faculties, divisions and units in advance of establishing Project
Committees for new Capital Projects. Working Groups will be established by the
Provost (or designate) in consultation with the divisions [Faculties, Colleges
etc.] and will report to the Provost (or designate). The results of these
Working Groups will serve to more sharply define the terms of reference that
are formally established with the formation of the Project Committee for each
new Capital Project. Working Groups will also be struck, as needed, to identify
the collective space requirements in support of academic programs of Faculties.
The use of Working Groups is intended to facilitate the planning process and
provides the opportunity for divisions to investigate greater integration and
the sharing of facilities with academic collaborators across the University.
Residences and all other major user facilities of a
non-academic nature including students services, athletics and recreation,
child-care, multi-faith facilities, parking etc., will conform to the identical
procedural requirements outlined below for Capital Projects that are initiated
in support of the academic program requirements of the University. The
essential differences being the governance approval process that requires
approval by the University Affairs Board [UAB], and the particular financial
arrangements to address the building costs, i.e. a long-term mortgage normally
carried by the College in the case of new residential construction.
A brief summary of the process is provided to clarify the
elements of the Policy on Capital Planning and Capital Projects which are
outlined in sections 4 and 5. This is illustrated in Figure 1 where both the
sequence of reporting requirements and the approval processes within the
university governance structure are identified.
Project Committees are established to oversee the full life
cycle of a Capital Project or Infrastructural Renewal Project starting from a
definition of the user needs to the completion of the physical structure. At a
point in time of the life of the Project Committee a Project Planning Report is
produced which clearly outlines the user needs, the choice of site, the first
comprehensive cost estimate of the project and sources of funding. This
document is to be approved by the Planning and Budget Committee, Academic Board
and finally Governing Council. Once approved by Governing Council, the Business
Board would normally approve partial funding to fully develop the architectural
design elements to advance the project towards full implementation. The
selection of consultants [architect, landscape architect, planners, other] is
the responsibility of the Vice-President Business. All capital projects in
excess of the $2 million limit will require a selection process. Projects less
than $2 million in value may be undertaken internally unless specialized
services are required. Throughout this continuing process, independent advice
on the design elements of the project and its integration into the campus
environment is sought from the Design Review Committee. Finally, the Project
Implementation Report is assembled by the Project Committee for approval by the
Business Board, to permit the project to proceed at the tendered price.
In the event that the costs have increased from the
approved/ tendered price to beyond the lesser of $2,000,000 or 10% of the
project cost, the project is required to be resubmitted for Business Board
approval and, with respect to sources of funding, Governing Council approval
through the Planning and Budget Committee and the Academic Board. Irrespective
of cost issues, a re-submission to Governing Council is required to secure
approval when significant changes to a space program have been introduced.
Individual Projects can originate through Capital Plans,
Infrastructure Renewal Plans, or as a result of a new initiative brought
forward with the approval of the PVP on Campus Planning and Projects.
A. Capital Projects
The authority to plan and implement all Capital Projects is
delegated to the President or designate, subject to:
A.1 Governing Council
approval of Project Planning Reports
for individual Capital Projects with a projected cost of greater
than $2 million.
A.1.1 All
major Project Planning Reports are to be reviewed prior to the
approval of the Planning and Budget Committee by the PVP on Campus
Planning and Projects. Major projects will be presented in detail to
the PVP on Campus Planning & Projects by the Vice-Provost [Space &
Facilities Planning] and the AVP Operations & Services.
A.1.2 All
completed Capital Projects between $50,000 and $2M shall be
reported annually to Governing Council through the Planning and Budget
Committee. Projects less than $2 million in value will require project planning
reports as defined by the Accommodations and Facilities Directorate.
A.2 For each project identified by an approved Project
Planning Report, Business Board approval of the companion Project
Implementation Report
is required before implementation (subject to Section 5.G.2 below).
A.3 The President's establishment of administrative
mechanisms dealing with the exercise of this authority, including means for:
A.3.1 Ensuring
that the interests of the University and of individual project users are taken
into account in all projects.
A.3.2 Tracking
of the developing project with respect to the general principles set out in
Appendix A and specific parameters approved for the individual project.
A.3.3 Resolving
in a timely fashion any discrepancies that arise between the project as planned
and the project as proposed for implementation.
A.3.4 Reporting
on significant developments in the evolution of projects. Such mechanisms
should ensure review by the PVP on Campus Planning and Projects of key issues
that significantly affect the University's ability to plan or implement current
or future projects or that may significantly affect relations among divisions
or with the community at large.
B. Infrastructure Renewal Projects
Each year, a listing of all Infrastructure Renewal Projects
requiring attention shall be forwarded through the Planning & Budget
Committee and Academic Board to Governing Council for information.
All funded Infrastructure Renewal Projects, approved by the
Accommodations and Facilities Directorate between $50,000 and $2 million shall
be reported annually through Planning and Budget and to Governing Council.
Projects less than $2 million in value will require project planning reports as
defined by the Accommodations and Facilities Directorate.
For Infrastructure Renewal Projects with a projected cost
greater than $2 million, Governing Council approval of a Project Planning
Report, consistent with the approval process for Capital Projects, is required.
Similarly, Business Board approval is required to proceed with the
implementation of the project. For Infrastructure Renewal Projects the Project
Planning Report and the Project Implementation Report will be substantially
reduced from that required for Capital Projects, see Appendices B and D.
A. Project Committee
For each project significant enough to require individual
Governing Council approval, the Provost shall establish a Project Committee.
The Project Committee, which is advisory to the President, shall be formed at
the outset of project planning and continue to exist until the completion of
the project. Functional continuity of the project development is essential and
important throughout the life of the project so that the Project Committee will
contain a core membership representative of the interests of the project users,
the staff responsible for space and facilities planning, and the staff
responsible for liaison with design consultants and contractors. The membership
of the Project Committee must comprise the senior representative(s) of the
user(s), normally the Dean(s), Chair(s) or equivalent (or delegates) with recognition
of multi-unit participation, i.e. Faculty and or Department, the University
officer responsible for campus and space planning (or delegate) and the
University officer responsible for project implementation (or delegate). A
representative from each of these constituencies will constitute a working
executive committee; the chair of the Project Committee
will be identified from within the executive committee and the chair may be
changed during the life of the project.
The membership of the Project Committee will be assembled by
the Provost (or delegate) with input from the Dean(s), Principal(s) of the
relevant academic divisions and or sectors that the project addresses. All
Project Committees will include faculty, staff and student representation.
In cases of large, complex or sensitive projects additional
core members may be designated by the President, including a Project
Coordinator, whose role will be to ensure that the project moves forward and
that the differing responsibilities of core members of the group are
harmonized. Each core member may propose additional members of the Project
Committee, either for the duration of the project or for specific stages of its
work. The total membership of the Project Committee, its terms of reference and
the designation of its chair are subject to the President's approval and shall
be reported for information to the Planning and Budget Committee.
B. Project Planning Report
Project Planning Reports are prepared for all individual
Capital Projects and Infrastructure Renewal Projects for which Project
Committees are established.
The Project Planning Report typically will address the types
of matters listed in Appendix B hereto and all other matters which require
administrative attention or Governing Council approval prior to a project
moving into an implementation phase. The Project Planning Report constitutes,
in the first instance, advice to the President, who is responsible for
conveying it to the appropriate bodies of Governing Council together with a report
on any modifications made to the Report and on the project's conformity with
the University's overall physical planning interests as expressed by the
principles set out in Appendix A. Furthermore, some concise reference to the
quality standards anticipated for the particular project with respect to
existing and or equivalent facilities should be included in the Report, to
facilitate and clarify the objectives of the Project, e.g. exceptionally
durable materials, architecturally significant exterior components, unique
landscaping elements, etc. may be required in certain projects and this should
be identified for costing purposes.
The Project Planning Report must include provisional
estimates
of the cost of the project, the potential sources of revenue, cost escalation,
the details of a projected cash flow analysis with respect to both revenues and
expenditures, and the operating costs.
The Project Planning Report and its administrative
memorandum of transmittal,
as approved by Governing Council, constitute the parameters within which
further planning and implementation of the project shall take place.
It is important that the documents approved in connection
with the Project Planning Report specify all desired functional requirements
and/or special facilities consistent with the academic priorities and
requirements. Such provisions should not normally be introduced after the
Project Planning Report has received formal approval. Significant changes to
the approved Report or to other key elements of the project (site, space
program, overall project cost, and sources of funding) will be returned to the
Governing Council for further consideration if such changes are beyond the
authority of the President to approve, see G3 below.
Since the estimated costs of the complete project are
identified in the Project Planning Report, the initial acceptance and approval
of the project by Governing Council and the Business Board should include a
specific recommendation for initial funding to commence the architectural and
related design work necessary to advance the project. The magnitude of the
funding requested will depend on the scope of the project. Approval for the
full funding of the project requires a Project Implementation Report which will
normally only be secured once the detailed contractual documents have been
completed and tenders have been received for consideration. On occasion, as a
result of schedules, Business Board approval of the Project Implementation
Report will be sought without the receipt of tenders. In such cases, approval
will be given on the condition that tenders come in as projected.
In cases where the total project budget is less than $5
million and when time is of the essence, final approval may be sought from the
Business Board based on the Project Planning Report.
At this point, selection of the consultant [architect,
landscape architect, planners, other] will commence and the executive of the
Project Committee will formalize the content of the proposal call.
Projects can also be approved in principle by Governing
Council, but will normally require that the complete funding envelope of the
revenues be defined, or supported through the University budget, prior to
seeking approval from the Business Board.
C. Project Implementation Report
Project Implementation Reports are required for all
individual Capital Projects and Infrastructural Renewal Projects to proceed to
the implementation stage.
The responsible administrative officer prepares a Project
Implementation Report for review by Business Board and requests the Board's
authorization to proceed with construction. This occurs when the design has
proceeded to a point where a project can be tendered and a total project cost
fixed after consultation with the Project Committee and the Design Review
Committee. The Project Implementation Report shall include comments on any
changes in essential elements previously approved in the Project Planning
Report, on conformity with the overall planning principles in Appendix A, any
variances with advice rendered by the Design Review Committee, any other
approvals that remain, the proposed total project cost, the sources of revenue
funding, the timing of projected expenditures, the projected cash flow and the
required financing and escalation costs. A representative template of the
Project Implementation Report is listed in Appendix D. In considering approval
of the project for implementation, the Business Board will assess the extent to
which the project is within its approved parameters, its cost effectiveness,
the extent to which full funding is committed or obtainable, and whether there
are any significant outstanding and unresolved issues with respect to the
project.
D. Project Status Report
Project Status Reports will be provided to PVP on Campus
Planning & Projects and Business Board at the appropriate milestones of all
Capital Projects, and Infrastructure Renewal Projects.
E. Project Conclusion Report
At the completion of a Capital Project or Infrastructure
Renewal Project a Project Conclusion Report is required. The purpose of the
report is to bring closure to the project and to provide useful feedback on all
procedures as well as the cost of the project. All Project Conclusion Reports
are to be reviewed by PVP on Campus Planning and Projects. A summary of
Project Conclusion Reports will be provided annually to Governing Council for
information.
F. Design Review Committee
The terms of reference of the Design Review Committee (DRC)
are attached hereto as Appendix C. It is in the University's interest that each
project significant enough to require individual Governing Council approval,
and which has an exterior design component or public area, be reviewed from a
design perspective by a committee established for this purpose. In making this
provision, the University seeks to obtain a level of advice commensurate with
its desire to build in ways which provide outstanding examples of the work
which the design profession can contribute to a university environment.
G. Project Implementation
Project implementation is the responsibility of an officer
designated by the President, subject to the parameters established through the
approval of the Project Planning Report and in consultation with the Project
Committee, the Design Review Committee, and other relevant bodies. The
following additional provisions apply:
G.1 Project Consultants
Project consultants can be retained under each of the
following scenarios:
Planners, architects, landscape architects and other
consultants may be retained, and site preparation work authorized for any
project approved as part of a Capital Plan. The cost of this activity is to be
included as part of the project cost. Such consultants may also be retained for
projects not approved as part of a Capital Plan, but only with the approval of
the Vice-President, Business or designate or the Vice-President & Provost
or designate, irrespective of the source of funds, and with funding only up to
$250,000, from a source of guaranteed funding. Greater expenditures for such
projects require the approval of the Business Board.
For projects with approved Project Planning Reports,
authority to appoint architects and other consultants is delegated to the
Vice-President, Business or designate, acting after receiving advice from the
Design Review Committee and the Project Committee. In the case of projects not
requiring Project Planning Reports, authority to appoint architects and other
consultants is delegated to the Vice-President, Business or designate, subject
to confirmation of project funding.
G.2 Business Board
Except as outlined in G.1 above, no contract for the
implementation of a project, for which a Project Planning Report is required,
may be signed before approval of the project by the Business Board. This
approval of the Business Board normally will be given on the basis of a Project
Implementation Report, outlined in C above. The Business Board can recommend an
expenditure of partial funding to hire the appropriate consultants and
architects to advance the project to the implementation stage. Final approval
of the project by the Business Board will normally only be given when the
Project Implementation Report is available and the tendered prices are known.
Occasionally, situations will develop where the tender process are not
immediately available; approval can then be sought on the condition that
tenders come in as projected.
Repeat requests for partial funding can be made to the
Business Board and must be accompanied with a detailed report of all
expenditures authorized by previous allocations to advance the project to the
implementation stage.
If, when the Project Implementation Report is submitted to
the Business Board for approval, the cost exceeds that identified in G.3, see
below, then the project is required to be approved by Governing Council.
G.3 Project Cost Increases
Increases in the cost of projects with approved Project
Planning Reports may be authorized by the President, up to a total of the
lesser of $2,000,000 or 10% of the total project cost. In the event that the
costs have increased from the approved/ tendered price to beyond the lesser of
$2,000,000 or 10% of the project cost, the project is required to be
resubmitted for Business Board approval and, with respect to sources of
funding, Governing Council approval through the Planning and Budget Committee
and the Academic Board. Irrespective of cost issues, a re-submission to
Governing Council is required to secure approval when significant changes to a
space program has been introduced.
G.4 Changes In Scope
Irrespective of cost issues, a re-submission to Governing
Council is required to secure approval when significant changes to a space
program has been introduced.
May 25, 2001
Appendix A: Campus Planning
Principles
To ensure excellence in campus planning and design,
directives that guide the University towards a systematic and comprehensive
approach for evaluating design alternatives for buildings and grounds are
necessary.
The general planning principles relating to campus planning,
building design, site planning and landscaped open space to assist the
University in various development proposals are loosely categorized below. This
listing incorporates the principles established in 1990 which were based on the
principles approved in 1975 and 1983 and do address accessibility, safety and
environmental issues. In addition it is important to refer to all Master Plans
for each campus to specifically delineate those issues that are campus
specific, notably parking etc.
A. Campus Planning
A1 It should be recognized that the University is set
within an established urban environment and that campus development must fall
within the parameters of the existing context and the planning of the Cities of
Toronto and Mississauga and the broader GTA.
A2. The development capacity of University of Toronto property should be fully realized, while respecting the integrity of the campus to
support the University's academic endeavours.
A3. The use of transit should be encouraged while
co-operating with the Cities of Toronto and Mississauga in new endeavours to
examine and rationalize parking.
A4. The architectural and visual coherence of the campus
should be sustained and enhanced by campus development.
A5. Structures and outdoor spaces of historical,
architectural, or environmental significance should be preserved.
A6. The University's heritage and tradition should be
enhanced and emphasized.
A7. Unified academic communities should be planned with a
fundamental framework of social and environmental amenities (e.g. child care,
food services, recycling facilities etc.).
A8. The expansion of campus-wide service networks, such as
utilities and communications, should be integral to campus planning.
A9. The University campus and global environment as set out
in the Environmental Protection Policy should be maintained and enhanced.
B. Site Planning
B1. Structures, open space, and areas of historic
significance should be preserved and enhanced and an appropriate integration of
new development, renovations, or additions must be ensured.
B2. A system of continuous pedestrian routes throughout the
campus should be established which provide safe and convenient access to all
University facilities, including convenient access for the physically disabled.
B3. The grouping of buildings with related use and technical
support facilities should be encouraged.
B4. Aesthetic aspects of public areas should be enhanced.
B5. Personal safety considerations must be paramount in
building and landscape design.
C. Landscaped Outdoor Open Space
C1. Designated funding for landscape improvements are
required to be included within the total building project budgets in accordance
with the University's budget guidelines.
C2. Priority should be given to landscape improvements on the
St. George Campus identified in the open space master plan "Investing in
the Landscape" and on the Mississauga and Scarborough Campuses identified
in their respective master plans.
C3. Existing University open space, gardens and treed areas
of significance should be respected and enhanced when planning new development,
renovations and additions to adjacent buildings.
C4. Optimal microclimatic conditions should be promoted
through site and building design. Specifically, design must take into account
that peak use of the campus occurs in fall and winter.
C5. Streetscapes should be identifiable through distinctive
paving, lighting, signage, and outdoor furnishings.
D. Property And Land Use
D1. The use of physical resources of all kinds should aim to
promote the University's academic goals. All University lands should be
regarded as resources to serve the University's overall mission.
D2. No buildings or campus areas should be irrevocably
assigned to or controlled by a particular division or department.
D3. Capital improvements and the use of existing space should
be coordinated to ensure the most effective use of all resources. The secondary
ramifications of every major capital project should be identified as part of
the planning for the project.
D4. Building renovation and adaptation should be given equal
consideration with building replacement in order to maximize use of the
existing space inventory and to preserve sites for development.
D5. Where possible and desirable, the University should plan
multiple use facilities.
D6. The periphery of the campus should be planned in a
consultative fashion so as to reflect the plans of both adjacent communities
and the University.
D7. Faculties and departments that have close functional or
disciplinary relationships should be grouped whenever possible.
D8. The University should vacate leased space funded by the
operating budget whenever cost effective alternatives are presented to do so.
D9. Surface parking should be replaced wherever possible by
parking structures
D10. The university should retain oversight of design when
leasing land to a third party.
E. Considerations For Building Design
E1. All buildings should be identifiable as University
facilities and contribute to the quality and coherence of the campus.
E2. On the perimeter of the campus, the buildings should
convey the identity of the University as well as ensuring appropriate
integration with the adjacent communities.
E3. Each building project should be developed as part of an
integrated whole, consisting of built space, open space, and functional
inter-relationships.
E4. The gross area of each building should be minimized to
reduce capital and operating costs while fulfilling program requirements
according to a system of objective space standards.
E5. Building design should make efficient use of each building
site taking into account the limited availability of undeveloped campus lands.
E6. Building design should take into account impact on
micro-climatic conditions.
E7. Facilities that do not require surface locations should
be built below grade when possible.
E8. lnfill should be considered to capitalize on unused
space or where it can preserve and reinforce the historical, aesthetic, or
functional attributes of existing buildings.
E9. Accessibility for the disabled must be taken into
account in building design.
E10. Building design should provide flexibility to facilitate
changes in use and improvements in technical support facilities.
E11. All building projects should take into account the
principles described above in order to improve adjacent existing facilities
whenever possible.
E12. When making decisions about designs, processes and
products that influence resource use and other environmental impact,
alternative methods that result in good environmental practices should be
considered.
E13. All buildings are to be designed according to principles
of green building in order to minimize energy and materials demand, and to
minimize interior pollution.