1991 Campus Master Plan
2000 Supplemental Progress Report

Prepared for the Iowa State Board of Regents

 

Contents

 

Foreword

The university is pleased to present this progress report on the implementation and further development of the Campus Master Plan of Iowa State University, originally presented to the Board of Regents in 1991 and updated in 1995. The master plan was carefully crafted to maintain the traditions of the campus while establishing the principles behind land use, facilities accommodation, circulation and parking, and open space, in relation to the university's strategic plan. These principles have continued to serve as the basic premises for continued campus physical planning. The progress to date reflects a close relationship to the guidelines established in the master plan and the most recently completed five-year strategic plan (1990-1995) to become the best land-grant university. Where the university has chosen to deviate from the plan, the actions have been based on subsequent examination of options and feasibility implications. We also have reviewed our actions with the master plan consultants from time to time concerning the implementation of the plan.

The progress report that follows summarizes a historical perspective of the 1991 to 1999 campus master planning progress in the areas of new construction, remodeling/reallocation, site improvements, study of the use and productivity of space, campus planning studies, and particularly, relationship to the strategic plan and the five-year capital plan. We believe the university's facility development strategies and activities have been well served by the Campus Master Plan. As we embark upon our strategic plan for 2000-2005, the principles and guidelines established in the Campus Master Plan will continue to be kept in perspective and adjusted, as needed, to effectively support Iowa State University's aspiration to become the nation's best land-grant university.

Richard C. Seagrave
Interim President
October 2000

Historical Perspective

The 1991 Campus Master Plan is intended to guide general and physical growth of the campus during the next twenty-five years. The plan accommodates approximately 2.9 million square feet of new space for instruction, research and support. This represents an increase of approximately 40 percent over existing non-residential space. The realization of the plan depends upon actual program development and growth, and a partnership in funding including state and external non-state funds to support expanded space needs. The plan establishes the long-term facilities capacity and spatial organization of the campus core area south of the railroad and provides a diagram for eventual growth to the north. The plan also reaffirms a 130-year-old philosophy to "create an extensive natural landscape on the College grounds".

The plan cannot be, and was not intended to be, implemented all at once. Outlining and directing the future growth of the campus is an ongoing process. The plan anticipates the expansion and improvement of the campus environment by defining future building locations, circulation systems, parking areas, open space structure and landscape character. The Master Plan provides guidance from which the university will extract the larger patterns of use, movement and form that will bring lasting coherence and beauty to the campus.

Goal of the Plan
The goal of the Master Plan is to accommodate the projected growth within the established physical fabric of the campus in a way that reinforces and improves existing patterns of land use, circulation, parking and open spaces while making wise use of limited land resources.

The 1991 Master Plan was developed over a nine-month period and included a comprehensive inventory of the physical setting, development of a space program, development of alternative approaches to the plan, and refinement of the preferred approach to develop the Master Plan. The process was characterized by broad based participation, with regular review of work by the Master Plan Advisory Committee and periodic reviews by select committees, administrators and the university community at large. The final plan was accepted on campus and presented to the Regents in June 1991.

Master Plan Recommendations
The plan seeks to establish a physical structure that is both flexible in its ability to accommodate planned and future growth and compelling in its clarity and form. These recommendations continue to provide the planning principles by which on-going campus development decisions are made.

  1. Use Organization and Facilities Accommodation
    The Master Plan recommends that the historic pattern of land uses which located the College of Liberal Arts and Science in the center of campus, the College of Agriculture to the east and northeast and the College of Engineering to the west be retained and built upon. Colleges of Business, Design, Education and Family and Consumer Sciences are predominately housed in consolidated or single building facilities surrounding the main campus. The College of Veterinary Medicine is located south of the main campus. The continued general clustering of expansion by major college units recognizes that the adjacencies and proximities are required among instructional facilities. The plan recommends that new research facilities be located at the perimeter of the core area. Long-range projects auxiliary to the central functions of the university, including the possibility of student apartments, new administration, support and storage facilities are also recommended for north of the railroad.
  2. Circulation and Parking
    The Master plan recommends that the existing pattern of streets and pedestrian paths be maintained, with several modifications to enhance pedestrian movement and safety. Proposed modifications include the clarification of Welch Avenue and Knoll Road as primary paths of arrival for visitors to the university. The maintenance of the majority of the existing street corridors allows for required access to buildings and minimum conflict between major utility corridors and new facilities. 
    The plan recommends that parking be located at the perimeter of the core campus and not create a barrier between instructional and research facilities. To meet the long-range parking demand in the core area, the plan recommends sites for three new parking garages. In the event garages prove to be cost prohibitive, the plan recommends that the demand for core area parking be reduced by enhancing Cy-ride bus service to make it time-competitive with the commuting car.
  3. Open Space
    The Master Plan recommends that the Central Lawn area generally bounded by Beardshear Hall, MacKay Hall, Curtiss Hall and Memorial Union be maintained as a park-like open space, and that it be linked to surrounding campus areas by a series of pedestrian corridors planted with trees and shrubs to emphasize the major connecting paths of the campus. A new pedestrian corridor is proposed to extend north from Morrill Road and serve as the dominant north-south link between campus expansion north of Osborn Drive and the Central Lawn area. The plan proposes new quadrangles and courtyards as part of the development of new building clusters.

1995 Supplemental Progress Report
In 1995 Iowa State University presented a supplemental progress report on the Master Plan to the Board of Regents. The report listed significant new construction and remodeling projects, site improvement projects, planning studies, building closures, the five-year capital plan and relationship to the university strategic plan. The completed projects accounted for 437,700 GSF new construction and 164,900 GSF remodeled or renovated space. Many of the new construction projects completed between 1991 and 1995 were integral to the 1991 Master Plan.

2000 Supplemental Progress Report
The 2000 Supplemental Progress Report is similar in presentation format and contains an update of significant new construction and remodeling projects, site improvement projects, planning studies, building closures, the five-year capital plan and relationship to the university strategic plan. A brief discussion of land transactions has been included. The completed projects account for 901,200 GSF new construction and 263,800 GSF remodeled or renovated space.

There are several observations worthy of brief discussion:

  1. The 1991 Campus Master Plan has continued to serve as a guide for the physical growth of campus for decision makers. Several new buildings were sited during the past five years that were not specifically a part of the 1991 plan. The goals and objectives, land use, circulation and open space guidelines provided the structure for addressing these needs in the context of the Master Plan.
  2. The Department of Residence developed a facility plan for housing Iowa State University students in the future. The Campus Master Plan was reviewed and confirmed with the development of programmatic and physical needs of the Department of Residence Master Plan that focuses on a diversity of housing types and dining alternatives. The updated Campus Master Plan reflects these needs and changes. The significant accomplishments are in the reaffirmation of providing quality freshman housing near the campus core, introducing university owned student apartments and informal dining services for upper class undergraduates and planning for suite style housing and community center based living/learning environments to meet student social, dining and recreational needs at the south west side of campus.
  3. The Engineering Teaching and Research Complex has given form to the open space development of the west side of campus, reinforcing the value of open space and connectivity to the campus core.
  4. The development of the land north of the railroad for administrative offices and library storage has enabled the university to backfill precious core campus space with student service functions. Several significant remodeling projects have been completed or are underway to respond to the focus on undergraduate learning and services.
  5. The planning for the development of the north quadrangle includes siting future building projects that respond to new research initiatives. The opportunity to develop this land area in a manner sympathetic to the core campus is unique to most campus environments; the campus master plan provides the vision for implementation.
  6. The development that has occurred in the past five years has to a certain extent occurred on land that supported buildings that have been removed due to condition, efficiency and function. The Campus Master Plan has served to guide these decisions with the basis of understanding future needs and land use priorities.
  7. The expansion of campus buildings has resulted in expansion of campus infrastructure including utilities, plantings, social places such as seating areas, gardens and lake area, pedestrian walkways and lighting improvements, recreation/athletic facilities and multi-model transportation needs. The quality of the overall campus environment is the sum of the whole experience and the university has continued to make strides in these areas to support the programs that function within the buildings.

Map of Existing Buildings and Proposed Sites (entire campus)

Map of Existing Buildings and Proposed Sites (central campus)

Progress Since 1995

New Construction and Remodeling/Reallocation

Facility changes since the 1995 Supplemental Progress Report and 1991 Campus Master Plan include a number of new construction and improvement projects. The new construction projects have had both a direct and indirect impact on facilities to support the university's programs - direct impact to the programs occupying the space and indirect when vacated space is then available for remodeling and reassignment to another program. The following list identifies projects that create additional or improved space to address the requirements of university and college strategic plans. This list does not include all university initiatives of the past five years.

1996 to 2000 Completed Projects (by year)

1996

New Construction

Remodel/Reallocation

1997

New Construction

Remodel/Reallocation

1998

New Construction

Remodel/Reallocation

1999

New Construction

Remodel/Reallocation

2000

New Construction

Remodel/Reallocation

2000 Progress

New Construction in Progress

Remodeling in Progress

2000 Planning

New Construction or Remodeling in Planning or Design

Map of Completed Projects

Map of Projects in Planning/Design

Master Plan Related Site Improvements

The university continues to implement non-building improvement projects to support strategic initiatives. These projects have had both a direct and indirect impact on university programs - direct when individual programs have facilities for their use, indirect when utility or landscape infrastructure improves services to the university community. The following list identifies the improvements completed in since 1995 by category.

 

Building Closures

In 1992 the university completed a study to increase the effective use of space, reduce obsolete space and save operating costs for ineffective space. The study made recommendations for specific building closures or improvements upon more detailed study of individual buildings. Many of the buildings recommended for closure were judged to be of poor quality and required extensive repairs and maintenance. The actual closure is tempered by the need to find relocation space for the occupants and activities housed within. The list has been beneficial because these buildings no longer compete for repair/maintenance funding with higher priority needs. The building closures accomplished since 1995 have provided the university with the opportunity to use the vacated land for new facilities integral to the strategic plan. A total of 424,900 GSF was closed and razed during this period.

Accomplished since 1995

Possible Future Building Closure and Razing

Map of Building Closures

Property Management Activities

Acquisitions

Disposals

Relationship to Strategic Plan and Five-Year Capital Plan

Strategic Plan

The university strategic plan provides the impetus for initiating and prioritizing capital improvements to support the university's physical facility priorities and respond to university programmatic needs. During the past five years the improvements initiated and completed have been planned and implemented in the context of the strategic plan. The Campus Master Plan provides the framework for the synergistic relationship between the university strategic plan and campus physical facilities development. The principles of the Campus Master Plan have continued to serve the institutional strategic plan priorities.

Strategic Plan Concept: The Engaged Institution

In its strategic plan (April 1998), the Board of Regents, State of Iowa, identified four Key Result Areas:

Consistent with these expectations, and commensurate with Iowa State's core values and culture, we will strive to realize our aspiration by embracing the concept of: A responsible Engaged Institution characterized by:

As Iowa's Engaged land-grant university, the central theme of our new plan concept is the intersecting and integrative relationships involving:

Learning

Iowa State believes that learning is at the heart of our University. It occurs in many contexts, and by all members of the University community. As a land-grant institution, Iowa State University is among world leaders in providing post-secondary access. However, access to success through Iowa State University will mark our commitment to enhancing learning, and it will be accomplished by providing exceptional learner-centered teaching, services, and enrichment opportunities; and by paying attention to lifelong learning needs of a learning society.

Discovery

As a Carnegie Foundation Research I university with the tradition of Science with Practice, Iowa State believes that discovery and innovation characterized by preeminent scholarship-encompassing research, creative activities, teaching/learning, and extension/professional practice-will mark our commitment to discovery, thereby enhancing our national and international distinction. Institutional agility and interdisciplinary collaboration will allow Iowa State to undertake bold visionary initiatives with special attention to ethical and social, economic, and environmental responsibility.

Engagement

As Iowa's Engaged land-grant university, Iowa State will synergistically devote its knowledge and expertise toward increased responsive and productive involvement in improving Iowa's communities and the larger society, at home and abroad. This will be marked by our commitment to sharing-to enrich and to learn, two-way partnerships with internal and external constituencies to achieve shared goals, and demonstrate the public purposes of Iowa State University.

 

Five Year Capital Plan

Capital planning at Iowa State University is directed towards acquiring and maintaining facilities to support the institution's existing programs and to respond to the new initiatives in the 2000-2005 Strategic Plan. All Regent institutions prepare annual and five-year capital plans for approval by the Board of Regents. Regent recommendations are submitted to the Governor and the General Assembly at the beginning of each legislative session. In addition to capital requests for state appropriations, the Five Year Capital Plan often has projects for which there is support from external funding sources including private organizations and federal agencies.

The Capital Plan has four project categories: Fire and Environmental Safety, Deferred Maintenance, New Construction and Remodeling/Renovation. Projects included in the plan are proposed by colleges and/or administrative units. The President, Provost, Vice Presidents and Facilities Planning and Management staff review the project requests with attention given to the demonstrated need for space. Project feasibility, scope and cost studies are prepared. With the approval of the President, a recommended capital plan is forwarded to the Board of Regents for review and action. The Board of Regents Five Year Capital Plan is a single plan incorporating elements of each of the Regent Institutions.

 

The current Regent approved Five Year Capital Program for ISU of $109,150 includes the following requests:

New Construction

Remodeling

Five Year Capital Plan Map

 

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