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Master Plan

Section 3 Master Plan Policies, Principles and Procedures

Policy Statements

The Campus Master Plan is a framework for University decision-making to support the goals and objectives of Vision 2015. The Plan does not consist of absolute laws, but rather policies and design principles. In order to be effective the Master Plan must be implemented, enforced and when necessary, modified overtime. This requires an ongoing process, because no plan can be prescriptive enough to anticipate future events in detail.

The following Policy Statements set forth the guidelines of the Campus Master Plan, in particular the framework for continuity of vision and planning well into the 21st Century.

Policy # 1: The planning and design process will focus on concepts and standards that reduce the life-cycle costs of operation, maintenance and housekeeping.

Policy # 2: The University will develop facilities that are less costly to modify over the lifetime of the building.

Policy # 3: Serious consideration should be given to maintaining and preserving buildings that contribute to the overall quality of the campus. Conversely, equally serious consideration should be given to replacing buildings that do not make a positive contribution.

Policy # 4: The University will focus on reducing deferred maintenance to near “Zero” by the year 2010.

Policy # 5: The landscaping and open spaces of the campus are essential assets that should be enhanced and extended. The University will preserve existing open areas of significance on the campus by designation as Green Reserves. (The mall south of Morrison, and the area south and east of Biological Sciences, as examples.) Landscaping should be designed and maintained not just as a focal point of the campus but also as a part of the larger civic structure of Bryan County.

Policy # 6: The University will establish criteria for ranking capital projects in order of importance.

Policy # 7: The University will develop a space management plan that includes appropriate space standards and protocol for the assignment of space.

Design Principles

The following Design Principles are intended to assist in creating quality building and site improvements that contribute to the quality of life and convey a certain ideal of campus form that is distinctively Southeastern.

Principle # 1: Buildings should have a compositional relationship to one another, particularly around “the Loop”. The rust colored brick and almond trim of the Administration Building, Library and Mathematics Building define the architecture of the campus and should be considered landmark buildings that reflect the special character of the Southeastern campus. This does not demand rigid architectural design. Compatible contemporary buildings can relate to, and even refresh, traditional environments.

Principle # 2: Building entrances and courtyards should be defined by exceptional architectural design and landscaping. Design Principles, continued

Principle # 3: In the design of academic buildings and associated outdoor spaces, opportunities should be sought to express the academic activities within the building with site sculpture, graphics and other media.

Project Review Procedures

In order to ensure development and construction to the highest standards and the expectations reflected by the Master Plan Policies and Procedures, the President shall appoint a Project Review Committee for each project that affects or changes the public spaces of the University, The Review Committees are advisory to the President and are not policy makers or designers. The charge to the Committees is to review projects on behalf of the University with two primary goals.

  1. To review the project to insure design compliance with the intent of the Master Plan Policies and Design Principles and to recommend modifications to the proposed project when appropriate. Serious deliberation should be given to any deviation or any modifications of the Policies and Principles.
  2. To evaluate projects to insure that they meet the highest qualitative standards. Special care must be taken, however, so that the Committee does not lapse into “designing the building or site,” and that the architects, landscape architects, and other project representatives are given clear instructions after any review. All major campus plans, landscape projects, and buildings will be reviewed. Smaller projects will also be considered for review, although an abbreviated administrative process may be employed.

The Committee will hold meetings as required with set procedures and agenda.

The sequence of actions/reviews will include, but not be limited to the following:

  1. Provide each prospective design team with a complete copy of the Master Plan and pre-design projects as defined below.
  2. Require an initial meeting with the architect or designer to clarify the University’s intent.
  3. Require intermediate reviews of all design phases.
  4. Require a review near the end of the design development phase, and, if there are significant changes, there should be equivalent reviews for construction documents.
  5. Conduct a post-construction project assessment with stakeholders in order to gain helpful knowledge for future project.

A determination may be made at the outset of the review process that fewer review steps may be undertaken if the scale or impact of the project is clearly not so significant as to require extensive review.

The success of the Project Review Committee and the design review process is predicated on the careful integration of the Project Review Committee into the existing University planning process, especially as it relates to campus development. The entire development process involves many different individuals and departments, whose contributions will be more significant with clear delineation of responsibilities and interrelationships. It is expected that the University will define the specific roles and relations in the administration of the design review process.

Special care must be taken to select the right architect, or other design professional, for a particular project. Not all programs and areas of the campus are the same; thus, an architect may not be qualified for all projects.

Prior to an architect/engineer becoming involved the Physical Plant Department will conduct a Pre-design Project Analysis.

The primary objective of the Pre-design Project Analysis is to produce a clearly defined, feasible concept that describes and prescribes all aspects of the project so that all that remains is the formal process of project design.

Pre-design Project Analysis

The Pre-design Project Analysis will include the following:

Site Analysis

  1. (a) Determine the exact size and shape of space available for the project
  2. (b) Determine both the maximum and optimum size, configuration and location on the site of the building pad, including such elements as setback requirements, heights of adjacent structures, existing elements that cannot be relocated, large valuable trees, etc.
  3. (c) Determine location of all utilities; determine the adequacy or inadequacy of required utilities and any obstacle to bringing required services to the project.

Building Space Analysis

  1. (a) In collaboration with representatives from all stakeholder groups, determine the requirements of the project – i.e. activities associated with the project, space requirements, adjacencies, any special construction, accessibility, parking, outdoor spaces, storage, landscape, furnishings, etc.
  2. (b) Determine the size and configuration requirements for each space and determine total square foot requirements of the project.
  3. (c) Develop a layered schematic of the project to determine the probability of the project viability within the site constraints.
  4. (d) Develop a schematic of possible building profile – what might such a building look like.
  5. (e) Develop a cost estimate of the total project based on recent costs of similar projects around the country.

Summary Analysis and Presentation

  1. (a) Present the project in brief with graphs, charts, summary information and recommendation to the appropriate group.
  2. (b) Revise, investigate further or respond as appropriate.