2012-2013 Operating & Capital - Division of Planning & Budget

2012-2013

Operating & CapitalBUDGET PLAN

MAY 2012

PUBLISHED BYThe Division of Planning and BudgetCornell University

CONTACT440 Day HallIthaca, New York 14853607-255-0155dpb.cornell.edu

DESIGNZanzinato

PHOTOGRAPHYColleen Anderson, Robert Barker/CU, Lindsay France/CU, Jason Koski/CU, University Photography

May 2012

Copyright © 2012 Cornell University. All rights reserved.

Additional copies of this document are available at:dpb.cornell.edu/FP_Current_Pubs.htm

Cornell University is an equal-opportunity,affirmative-action employer and educator.

2012–13

OPERATING AND CAPITALBUDGET PLAN2012–13

Contents

FROM THE VICE PRESIDENT................................

OPERATING BUDGET – HIGHLIGHTS ....................

Composite Operating Budget ........................................

Operating Budget Details................................................

Ithaca Campus Summary ...............................................

Ithaca Campus Detail.......................................................

Ithaca Campus College Plans.........................................

Weill Cornell Medical College Plan Detail ....................

CORNELLNYC TECH CAMPUS ..............................

BALANCING THE BUDGET AND THE CHANGING EDUCATIONAL COST AT CORNELL .....................

IMPLEMENTING ADMINISTRATIVE EFFICIENCIES

THE NEW BUDGET MODEL...................................

INSTITUTIONAL INTELLIGENCE...........................

CORNELL IN THE RANKINGS ................................

SPACE PLANNING – GUIDANCE AND UTILIZATION STUDY.................

CAPITAL PLAN – 2012-13 ......................................

Approved Capital Activity ...............................................

Sources and Uses of Capital Expenditures .................

Summary of External Debt Financing...........................

Debt Service by Operating Unit .....................................

Current Lease Commitmentsand Lease Extensions ......................................................

APPENDICES .............................................................

A Academic Year Tuitions............................................

B Student Fees and Other Tuition Rates...................

C Enrollment Assumptions..........................................

D Profile: Class of 2015.................................................

E Undergraduate Tuition and Fees, Room and

Board – Ivy League, Peer, and Common

Acceptance Institutions ...........................................

F Undergraduate Tuition and Fees – Selected

Public and Land-Grant Institutions.........................

Tuition and Fees – Selected Medical Colleges.....

G Average Nine-Month Faculty Salaries – Selected

Research Institutions ................................................

H Undergraduate Financial Aid ...................................

I New York State Appropriations...............................

J Facilities and Administrative Costs and Employee

Benefits Billing Rates ................................................

K Investment Assets, Returns, and Payouts ...........

L Endowment Market Value for Selected

Institutions ..................................................................

M Gifts/Contributions – Through March 31, 2012 ...

N Cornell Now Campaign – Through March 31, 2012

O Projected Maintenance Funding – Ithaca Campus

P Work Force - Ithaca Campus ...................................

Q Room and Board Rates – Ithaca Campus..............

R Ithaca Campus Faculty Peers by College..............

S Capital Project Spending Guidelines......................

T Guidelines for Space Needs Studies ......................

U Procedure for the Reallocation of Space ..............

V Space Management Principles................................

W Division Directory.......................................................

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Figure 1. FY 2012-13 Revenues

Figure 2. FY 2012-13 Expenditures

From the Vice President

TO THE CORNELL UNIVERSITYBOARD OF TRUSTEES

The Cornell University 2012-13 operating and capitalbudget plan contains detailed budgets for the two operating divisions of the university and a summarycapital plan. For the first time, the 2012-13 operatingbudget includes activity for the new CornellNYC Techcampus, shown within the Ithaca campus. While thenew campus will take shape over a few decades, initialplans for degree offerings are well underway.

Operating revenue is expected to increase by 3.2 percent for the Ithaca campus in 2012-13 and increaseby 7.9 percent for the Joan and Sanford I. Weill MedicalCollege and Graduate School of Medical Sciences (including the Weill Cornell Medical College in Qatar).Across the university, revenues are planned to increase5.1 percent from the current-year forecast, to $3.4 billion,and operating expenditures are expected to increase 3.3percent, to $3.4 billion. This growth reflects activityfor the faculty renewal program, the Qatar BiomedicalResearch Agreement, and new clinical offices in Manhattan. Figures 1 and 2 on the facing page providea functional overview of revenues and expenses.

After several difficult years of staff and expense reductions, the Ithaca campus structural budget willbe balanced by the end of 2012-13. We have collectivelyidentified predictable, recurring revenue to cover allpredictable, recurring expenses. In order to balancethe budget by year-end, the Ithaca campus is incor-porating an additional $16.1 million of expenditure reductions and reallocations in its fiscal 2012-13 budget.Units will continue to use operating fund balances tobridge and initiate important academic and adminis-trative priorities, including funding for capital projects.This budget contains over $53 million in fund balancetransfers.

Along with a balanced structural budget, the devel-opment of a coherent and transparent budget model,accurate and well managed information, and sound

guidance documents are all critical for the long-termhealth of the institution. To this end, important initiatives are underway in each of these three areas.

The new budget model and its underlying principleswill bring transparency and greater mutual under-standing to the Ithaca campus. This summer, the Division of Planning & Budget will work with deansand administrators across campus to recreate the2012-13 budget under the new budget model. This mockbudget will serve as a foundation for comparisons,discussion, and adjustments. Implementation of thenew model is planned for 2013-14.

In its mission to provide central, official, accurate,and unbiased information and analysis, InstitutionalResearch and Planning (IRP) has revamped its websiteto support planning, decision-making, and reportingobligations for the entire Ithaca campus. Recent re-ports and surveys include enrollment and graduationrate reports and the 2012 senior survey. One reporthighlighted on the new website “Profile: Class of2015” is also included in Appendix D.

Managing space is instrumental to optimizing the useof resources and advancing the priorities of the uni-versity. With this understanding, three new spaceguidance documents have been developed to defineprinciples of space management and provide guidanceon the reallocation of space. A campus-wide spaceutilization study will document the current use of non-residential space on campus to inform future decisions.

We are grateful for the commitment from our alumni,trustees, advisors, friends, faculty, staff and studentsbecause their support keeps us on the cutting edgeand makes these plans possible.

Elmira Mangum, PhD

Vice President for Planning and Budget

OVERVIEW

3

From the Vice P

resident

COMPOSITE OPERATING BUDGET

Cornell’s composite operating plan for 2012-13 is

based on the plans of its two main divisions: the

Ithaca campus and the Weill Medical College (with

campuses in New York City and Doha, Qatar). The

schedule on the facing page shows the overall univer-

sity plan, with summary and detail plans for each

campus immediately following.

ResourcesRevenues are projected at $3.4 billion, an increase of

5.1 percent from the 2011-12 forecast.

• Tuition and fee revenues are planned to increase 4.9percent, based on approved tuition rate increases.

• The net increase in investment/endowment distri-bution is expected to be 4.8 percent, primarily due

to the planned 4.5 percent increase in the Long

Term Investment Pool (LTIP) payout, from $2.20

to $2.30 per share.

• The combination of unrestricted and restrictedgifts for general operations is expected to increasefrom the 2011-12 forecast with the Ithaca campus

planning increases from the Cornell Now campaign

and faculty renewal which are partially offset by a

slight decline at Weill.

• Direct costs of grants and contracts for sponsoredprograms are expected to decrease 6.2 percent

and recoveries of facilities and administrativecosts related to those programs are projected to

decrease 3.4 percent. Qatar sponsored revenues is

planned to increase by 36.9 percent, reflecting

program support of the Qatar Biomedical Research

Agreement. Sponsored direct and facilities and

administrative recovery is planned in total at

$582.1 million.

• State appropriations are planned at $133.8 million.

This projection is considered to be final based on

projections provided by the State University of

New York (SUNY) and the New York State Execu-

tive Budget (See Appendix I for additional details

on state appropriations).

• Revenues from the Physician Organization are

projected to increase $67 million over the 2011-12

forecast due to the opening of new clinical offices in

Manhattan and the expansion of network physicians.

• Enterprise sales and services are projected to increase 5.5 percent, reflecting rate increases for

student housing and dining services.

Uses of Resources Expenditures are planned at $3.4 billion, an increase

of 3.3 percent from the forecast for 2011-12.

• Salaries, wages, and benefits are projected to increase $83.8 million or 4.7 percent, due to

compensation increases and new hires under

the faculty renewal program.

• Undergraduate financial aid is expected to

increase by $9.3 million or 4.1 percent over the

2011-12 forecast.

• Graduate and professional financial aid is pro-

jected to decrease by $6.1 million or 3.9 percent

from the 2011-12 forecast. This decrease is largely

the result of the decline in sponsored awards.

• General expenses are projected to decrease $11.6million or 1.4 percent from the forecast for 2011-12.

• Qatar expenses in support of the academic pro-

gram and research are expected to increase $29.0

million due to academic programs in Qatar and

the Biomedical Research Agreement.

• Other expenses, including capitalized equipment

and books, are projected to decrease $6.7 million

or 13.8 percent.

• Internal debt service is projected to increase $9.4million due to interest payments for the Belfer

Research Building.

Transfers To/From Fund BalancesNet transfers from operating funds are planned to

total $62.5 million, with $4.3 million transferred in

from funds functioning as endowment to support

operations, $120 million transferred to plant funds to

support non-debt financed capital project expendi-

tures and equipment renewal and replacement, and

$53.2 million transferred in from unit reserves to

support one-time expenditures.

4

Operating Budget — Highlights

Operating Budget - Highlights

5

Operating Budget —

Highligh

ts

Table 1: Composite Operating Budget (dollars in thousands)

Resources1. Tuition & Fees 786,781 821,047 836,453 877,316 40,863 4.9%

2. Investment/Endowment Distribution 288,707 282,712 287,437 301,130 13,693 4.8%

3. Unrestricted Gifts 60,422 52,732 52,565 69,348 16,783 31.9%

4. Restricted Gifts 126,634 103,784 104,831 117,892 13,061 12.5%

5. Sponsored Programs (Direct) 466,522 435,188 431,961 405,070 (26,891) -6.2%

6. Sponsored Programs (F&A) 144,855 136,622 136,789 132,095 (4,694) -3.4%

7. Sponsored Programs (Qatar) 25,379 54,247 32,779 44,889 12,110 36.9%

8. Institutional Allowances 33,432 36,330 34,063 37,389 3,326 9.8%

9. State Appropriations 145,999 132,652 132,652 133,774 1,122 0.8%

10. Federal Appropriations 18,014 19,367 19,367 19,409 42 0.2%

11. Physician Organization (PO) 577,512 648,007 663,909 730,865 66,956 10.1%

12. NYPH (Purchased Services) 99,267 98,391 99,615 100,359 744 0.7%

13. Enterprise Sales & Services 169,836 159,013 175,307 184,941 9,634 5.5%

14. Qatar Foundation 70,496 83,622 68,285 85,018 16,733 24.5%

15. Educational Activities and Other Sources 225,152 173,789 183,946 185,854 1,909 1.0%

16. Subtotal In-Year Revenues 3,239,008 3,237,503 3,259,959 3,425,349 165,390 5.1%

Uses of Resources17. Salaries & Wages (Including Benefits) 1,727,012 1,767,493 1,792,368 1,876,158 83,789 4.7%

18. Undergraduate Financial Aid 206,576 224,502 224,502 233,755 9,253 4.1%

19. Graduate Financial Aid 154,519 153,636 154,147 148,088 (6,059) -3.9%

20. General Expense 773,236 783,488 809,163 797,560 (11,603) -1.4%

21. Qatar 94,777 137,069 100,164 129,207 29,043 29.0%

22. Other Expenses 51,009 48,468 48,468 41,784 (6,684) -13.8%

23. University Cost Redistributions 0 0 0 0 0

24. Subtotal Expenditures 3,007,129 3,114,656 3,128,812 3,226,551 97,739 3.1%

25. Internal Expense on Taxable Debt 25,927 24,651 26,000 24,500 (1,500) -5.8%

26. Debt Service 110,200 98,540 99,022 109,966 10,944 11.1%

27. Subtotal Debt Repayment 136,127 123,191 125,022 134,466 9,444 7.6%

28. Net Before Transfers 95,752 (344) 6,125 64,332 58,208

Transfers (to)/from Fund Balances29. Endowment (11,830) 6,868 15,775 4,291 (11,484)

30. Plant/Project Support (56,915) (68,753) (66,153) (119,997) (53,844)

31. Reserves 0 64,145 64,145 53,216 (10,929)

32. Subtotal Transfers (68,745) 2,260 13,767 (62,491) (76,258)

33. Net from Operations 27,007 1,916 19,892 1,841 (18,051)

10-11Actual

11-12Budget

11-12Forecast

12-13Plan Dollars Percent

Change from Forecast to Plan

6

Operating Budget — Highlights

Table 2: Composite Operating Budget - by Division (dollars in thousands)







7. Sponsored Programs (Qatar) 0 44,889 44,889 32,779 12,110 36.9%

8. Institutional Allowances 0 37,389 37,389 34,063 3,326 9.8%

9. State Appropriations 133,650 124 133,774 132,652 1,122 0.8%

10. Federal Appropriations 19,409 0 19,409 19,367 42 0.2%

11. Physician Organization (PO) 0 730,865 730,865 663,909 66,956 10.1%

12. NYPH (Purchased Services) 0 100,359 100,359 99,615 744 0.7%


14. Qatar Foundation 0 85,018 85,018 68,285 16,733 24.5%



Uses of Resources17. Salaries & Wages (Including Benefits) 1,088,650 787,508 1,876,158 1,792,368 83,789 4.7%

18. Undergraduate Financial Aid 233,755 0 233,755 224,502 9,253 4.1%


20. General Expense 379,449 418,111 797,560 809,163 (11,603) -1.4%

21. Qatar 0 129,207 129,207 100,164 29,043 29.0%

22. Other Expenses 41,784 0 41,784 48,468 (6,684) -13.8%

23. University Cost Redistributions (2,016) 2,016 0 0 0


25. Internal Expense on Taxable Debt 24,500 0 24,500 26,000 (1,500) -5.8%

26. Debt Service 76,524 33,442 109,966 99,022 10,944 11.1%

27. Subtotal Debt Repayment 101,024 33,442 134,466 125,022 9,444 7.6%

28. Net Before Transfers 61,235 3,098 64,332 6,125 58,208

Transfers (to)/from Fund Balances29. Endowment 4,291 0 4,291 15,775 (11,484)


31. Reserves 53,216 0 53,216 64,145 (10,929)

32. Subtotal Transfers (60,991) (1,500) (62,491) 13,767 (76,258)

33. Net from Operations 244 1,598 1,841 19,892 (18,051)

Ithaca Campus

Medical College

12-13 Plan

11-12 Forecast Dollars Percent


7

Operating

Plan —

Highlig

hts

“We are grateful for the commitment fromour alumni, trustees, advisors, friends, faculty, staff and students because theirsupport keeps us on the cutting edge andmakes these plans possible.”

8

Operating Budget — Details

ITHACA CAMPUS

ResourcesRevenues are planned at $2.0 billion, an increase of

3.2 percent from the 2011-12 forecast.

• Tuition and fee revenues are planned to increase

$40.4 million, or 5.0 percent, from the 2011-12

forecast based on increases in tuition rates for the

Ithaca campus (see Appendix A).

• Investment resources are projected to increase$11.1 million from the 2011-12 forecast. Distributions

from the Long Term Investment Pool payout will

increase by 4.5 percent (to $2.30 per unit share in

2012-13). Other planned investment activity in-

cludes a continued withdrawal of $35 million for

undergraduate financial aid and the retirement

of taxable debt.

• Unrestricted and restricted gifts to current

operations are anticipated to increase over 2011-12

projections, totaling $135.2 million, due to the

Cornell Now Campaign and continuation of the

faculty renewal program and other campus

initiatives.

• Sponsored program direct and facilities and administrative costs are projected to total $366.6million in 2012-13, a decrease of 7.0 percent from

the 2011-12 forecast. This decrease is attributable

in large part to a reduction in sponsored activity

in Arts & Sciences, Human Ecology, Veterinary

Medicine, and the Research Centers.

• State appropriations, including special purposeappropriations are planned at $133.7 million, re-

flecting a net increase of 0.8 percent from the

2011-12 forecast. This estimate includes some

additional funds for Veterinary Medicine and

Cooperative Extension and is considered to be

final based on the projections provided by the

State University of New York (SUNY) and the

New York State Department of Budget (see

Appendix I ).

Use of ResourcesExpenditures are planned at $2.0 billion, a decrease of

0.4 percent from the forecast for 2011-12.

• Salaries, wages, and benefits are projected to increase $35.2 million or 3.3 percent. This increase

is attributable to a planned three percent salary

improvement program, a one percent increase in

the endowed fringe benefit rate, and new hiring

under the faculty renewal program.

• Undergraduate financial aid is planned to increase

by $9.3 million or 4.1 percent over the 2011-12 fore-

cast due to the growth in tuition and its corollary

effect on financial aid.

• Graduate and professional financial aid is projected

to decline by $6.1 million or 4.5 percent from the

2011-12 forecast mainly due to the decline in spon-

sored support of graduate financial aid.

• General expenses are planned at $379.4 million,

showing a decrease of $35.1 million or 8.5 percent

from the 2011-12 forecast . Significant components

of the total plan include $93 million for sponsored

research activities; $103.7 million for utilities, rent,

and taxes; and $59.0 million for planned repair

and maintenance costs.

• Other expenses are projected to decrease by $6.7million from 2011-12. This category includes capi-

talized equipment and books.

• Internal debt service is planned to remain compa-

rable to the 2011-12 forecast. Internal expense on

taxable debt is planned at $24.5 million in accor-

dance with the planned repayment schedule for

$500 million of taxable debt secured in 2008-09.

Transfers To/From Fund Balances• Net transfers from operating funds are planned to

total $61.0 million, with $4.3 million transferred in

from funds functioning as endowment to support

operations, $118.5 million transferred to plant funds

to support non-debt financed capital project ex-

penditures and capitalized equipment, and $53.2

million transferred in from unit reserves to support

one-time expenditures. Major project activities

include Gates Hall, the Humanities building, and

various maintenance and infrastructure projects.

Operating Budget - Details

9


Details

Table 3: Ithaca Campus - Summary (dollars in thousands)







8. State Appropriations 145,788 132,529 132,529 133,650 1,121 0.8%

9. Federal Appropriations 18,014 19,367 19,367 19,409 42 0.2%


11. Educational Activities and Other Sources 175,147 129,687 129,687 129,493 (194) -0.1%


Uses of Resources13. Salaries & Wages (Including Benefits) 1,022,788 1,053,428 1,053,428 1,088,650 35,221 3.3%

14. Undergraduate Financial Aid 206,576 224,502 224,502 233,755 9,253 4.1%


16. General Expense 409,451 397,314 414,575 379,449 (35,126) -8.5%

17. Other Expenses 51,009 48,468 48,468 41,784 (6,684) -13.8%

18. University Cost Redistributions (1,841) (1,896) (1,896) (2,016) (120) 6.3%

19. Subtotal Expenditures 1,822,103 1,856,669 1,873,930 1,870,366 (3,564) -0.2%

20. Internal Expense on Taxable Debt 25,927 24,651 26,000 24,500 (1,500) -5.8%

21. Debt Service 91,389 78,868 78,868 76,524 (2,344) -3.0%

22. Subtotal Debt Repayment 117,316 103,519 104,868 101,024 (3,844) -3.7%

23. Net before Transfers 82,564 (10,409) (9,927) 61,235 71,161

Transfers (to)/from Fund Balances24. Endowment (11,830) 4,892 15,775 4,291 (11,484)


26. Reserves 0 64,145 64,145 53,216 (10,929)

27. Subtotal Transfers (68,541) 2,884 13,767 (60,991) (74,758)

28. Net from Operations 14,023 (7,525) 3,840 244 (3,597)

10-11 Actual

11-12 Budget

11-12Forecast


Change fromForecast to Plan

Table 4: Ithaca Campus - Details (dollars in thousands)

Resources1. Tuition & Fees 414,491 137,985 6,043 285 24,628 44,446 55,518 35,645

2. Investment/Endowment Distribution 89,203 14,106 2,905 19,194 22,951 4,861 2,987 2,475

3. Unrestricted Gifts 14,006 8,955 690 5,846 3,208 1,865 1,181 1,751

4. Restricted Gifts 0 4,787 235 33,982 3,472 2,780 577 959

5. Sponsored Programs (Direct) 0 79,844 26 23,235 44,790 0 13,800 5,067

6. Sponsored Programs (F&A) 49,497 21,078 0 177 136 0 4,549 1,296

7. State Appropriations 14,658 47,021 0 0 0 100 6,065 8,129

8. Federal Appropriations 0 11,628 0 0 0 0 3,659 0

9. Enterprise Sales & Services 0 0 0 0 0 0 0 0

10. Educational Activities & Other Sources 4,604 17,311 1,455 1,783 697 18,429 1,644 9,129

11. Inter-Unit Transfers 36,371 (4,492) 710 (6,660) 359 (5,770) (2,106) (2,302)

12. General Purpose Allocations (821,802) 8,849 14,255 137,555 51,059 10 126 17

13. Total Resources (198,972) 347,072 26,320 215,396 151,300 66,720 88,000 62,166

Uses of Resources14. Salaries & Wages 0 152,021 13,379 111,533 74,324 26,667 39,286 28,965

15. Employee Benefits 0 11,838 3,892 33,168 20,964 8,918 2,911 1,512

16. Undergraduate Financial Aid 0 2,168 412 2,809 4,794 2,305 629 348

17. Graduate Financial Aid 0 13,873 2,742 20,024 18,112 264 9,629 2,831

18. General Expense 0 65,392 4,562 18,460 21,569 9,449 9,094 8,517

19. Purchased Services 0 1,535 1,072 1,401 833 1,832 1,845 2,186

20. Utilities, Rent & Taxes 0 3,949 263 45 57 1,239 543 128

21. Repairs & Maintenance 0 10,272 846 822 547 270 363 27

22. Capital Expense 0 4,367 0 2,504 3,137 1,192 204 493

23. Subtotal Expenditures 0 265,416 27,167 190,765 144,337 52,136 64,504 45,007

24. Accessory Instruction 1,416 3,566 0 0 0 (1,900) 1,469 712

25. Administrative & Support (CAM) (124,795) 49,668 0 0 0 8,253 12,331 9,595

26. Financial Aid (63,652) 36,949 0 0 0 6,143 12,202 8,307

27. Subtotal Cost Redistribution (187,031) 90,183 0 0 0 12,496 26,002 18,614

28. Internal Expense on Taxable Debt 24,500 0 0 0 0 0 0 0

29. Debt Service 0 451 809 0 0 2,063 317 202

30. Subtotal Debt Repayment 24,500 451 809 0 0 2,063 317 202

31. Net Expenditures (162,531) 356,049 27,976 190,765 144,337 66,695 90,823 63,824

32. Net Before Transfers (36,440) (8,977) (1,657) 24,632 6,964 25 (2,823) (1,657)

Transfers (to)/from Non-operating Support33. Endowment 0 (259) 0 310 77 0 0 0

34. Plant/Project Support 0 (32) (2,908) (33,000) (23,596) (3,000) 0 1,657

35. Reserves 0 9,268 4,565 8,058 16,556 2,975 2,823 0

36. Subtotal Transfers 0 8,977 1,657 (24,632) (6,964) (25) 2,823 1,657

37. Net from Operations (36,440) 0 0 0 0 0 0 0

10


GeneralPurposeBudget

Agriculture& Life

Sciences

ArchitectureArt &

PlanningArts &

Sciences Engineering Hotel AdminHumanEcology

Industrial& LaborRelations

11


Details

55,300 37,397 17,070 0 19,215 0 0 0 0 400 0 848,422

5,481 5,005 7,268 1,867 14,648 52,584 1,662 5,748 2,427 0 0 255,372

3,932 2,080 2,500 5 4,100 0 581 0 0 7,000 9,500 67,198

2,862 487 2,577 1,085 8,351 1,500 1,704 622 2,016 0 0 67,995

0 166 23,999 74,185 11,189 4,000 0 80 0 0 0 280,381

0 4 9,503 21 (47) 0 18 0 0 0 0 86,233

120 60 25,558 0 4,220 0 0 351 27,368 0 0 133,650

0 0 390 0 3,712 0 0 20 0 0 0 19,409

0 0 0 0 334 0 108,852 26,715 8,570 0 0 144,472

1,427 796 26,151 4,674 20,781 0 9,437 3,713 5,938 24 1,500 129,493

(6,407) (5,654) (4,405) 1,132 (25,912) (2,032) (13,730) 24,145 16,414 340 0 0

122 81 3,008 21,893 99,021 196,931 24,929 141,017 122,929 0 0 0

62,836 40,420 113,620 104,862 159,612 252,982 133,452 202,411 185,663 7,764 11,000 2,032,625

28,476 17,356 65,412 42,687 75,497 0 44,553 107,843 52,398 2,979 (6,800) 876,575

8,968 5,983 3,807 14,071 21,185 0 15,042 45,352 16,479 434 (2,448) 212,075

0 0 0 0 94 219,745 421 30 0 0 0 233,755

7,249 6,272 5,208 577 7,811 33,237 108 779 0 30 0 128,745

13,213 4,677 19,515 36,212 22,907 0 23,197 30,877 (93,187) 1,858 (16,436) 179,876

1,992 732 1,357 303 11,579 0 4,365 1,800 3,490 500 0 36,823

2,351 682 1,175 1,254 771 0 9,822 4,767 76,684 0 0 103,729

316 461 1,601 1,167 1,683 0 7,952 5,575 26,620 500 0 59,022

250 10 1,431 12,276 14,579 0 8 93 1,240 0 0 41,784

62,815 36,172 99,504 108,547 156,106 252,982 105,469 197,114 83,724 6,301 (25,684) 1,872,382

(4,806) (456) 0 0 0 0 0 0 0 0 0 0

6,470 4,826 14,401 0 47 0 7,284 2,653 7,251 0 0 (2,016)

0 0 50 0 0 0 0 0 0 0 0 0

1,664 4,370 14,451 0 47 0 7,284 2,653 7,251 0 0 (2,016)

0 0 0 0 0 0 0 0 0 0 0 24,500

612 0 1,629 0 935 0 18,485 1,289 49,733 0 0 76,524

612 0 1,629 0 935 0 18,485 1,289 49,733 0 0 101,024

65,091 40,542 115,584 108,547 157,088 252,982 131,237 201,056 140,709 6,301 (25,684) 1,971,390

(2,255) (121) (1,964) (3,686) 2,524 0 2,214 1,355 44,955 1,463 36,684 61,235

3,102 0 422 0 (510) 0 1,150 0 0 0 0 4,291

(1,000) (13) (565) (294) (2,729) 0 (3,584) (511) (47,799) (1,123) 0 (118,497)

153 134 2,108 3,980 715 0 220 (844) 2,844 (340) 0 53,216

2,255 121 1,964 3,686 (2,524) 0 (2,214) (1,355) (44,955) (1,463) 0 (60,991)

0 0 0 0 0 0 0 0 0 0 36,684 244

JohnsonSchool

Law School

VeterinaryMedicine

ResearchCenters

Other AcademicPrograms

Centrally Recorded

Financial AidStudent Services

Admin &Support

PhysicalPlant

CornellNYCTech

IthacaAll Other

TotalIthaca

Campus

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

26.

27.

28.

29.

30.

31.

32.

33.

34.

35.

36.

37.

ITHACA CAMPUS COLLEGE PLANS

College of Agriculture and Life SciencesThe College of Agriculture and Life Sciences (CALS)

exists as an international leader in diverse fields due

to the excellent research, extension, and education

work being done by our faculty, staff, and students.

Thanks to their combined efforts we are able to:

• Advance knowledge of the unity and diversity

of life;

• Impart to our students a world-class education

and passion for life-long learning and discovery;

• Promote wise stewardship of the environment

and natural resources and create economical,

sustainable energy strategies;

• Develop agricultural systems to establish and

maintain safe, nutritious food supplies for current

and future generations, and;

• Foster economic vitality and individual and

community health and well-being.

CALS initiatives strive to establish sustainable soci-

eties in order to meet the demands presented by a

changing climate and rapidly shifting social landscape.

Leveraging the expertise available in CALS we are

able to provide technological, political, economic,

and social insights into creative solutions for the

challenges facing current and future generations the

world over.

These aims are supported with our broad curriculum

and research opportunities, opportunities that are in-

formed by the college’s commitment to advancing the

land grant mission. The synergistic integration of social

and life sciences, combined with fundamental and

applied disciplines, has created in CALS an institution

able to effect real change in the global community.

CALS unique curriculum and opportunities for applied

learning foster in our students a sense of global, civic

responsibility and teach valuable leadership skills.

Through CALS extension and outreach programs our

students directly engage with the public at a local and

global scale, allowing them to directly experience the

benefits of the research to which they contribute.

Through this commitment to creating the leaders of

the future, CALS continues to promote our core val-

ues in a way that ensures they will be cherished and

upheld by future generations of scholars.

CALS continues to invest in the future through large

scale building projects, like the Food Science Stocking

Hall renovation, and by providing relevant courses of

study. The newly christened Charles H. Dyson School

of Applied Economics and Management, as well as

the Marine Biology concentration and Viticulture

and Enology program, demonstrate the emphasis

being made by the college to offer exciting and

unique opportunities for faculty and students alike.

Programs like the CALS Faculty Renewal Initiative

demonstrate our commitment to maintaining a

proper strategic alignment between our extension,

instruction, and research priorities, and to upholding

the progressive mission of the college. As we continue

to engage stakeholders about how best to continue our

mission of providing excellent education, research,

and extension services we do so while looking to the

future while engaging with the present and honoring

the past.

Architecture, Art and PlanningThe faculty of the College of Architecture, Art, and

Planning (AAP) teach and practice architecture, fine

arts, and city and regional planning as creative and

powerful forces in a rapidly urbanized world. Students

are prepared to address the complex problems of the

twenty-first century through the application of the

art and science of design. The college is focused on

building synergies among departments and courting

partnerships with cognate units to advance a more

coherent, design-centric identity.

In FY12, the college welcomed three outstanding new

faculty, including the first Richard Meier assistant

professor. Five ongoing searches will bring additional

talent to AAP in FY13. Current searches include the

newly endowed Tafel Professor.

FY12 marks the first year of operation of Milstein

Hall. The college is energized, and the effect is trans-

12


formative. The college is now focused on expansion

of its analog and digital fabrication facilities and on

the refurbishment of the Fine Arts Library.

Arts & SciencesThe College of Arts and Sciences (CAS) remains

dedicated to providing an undergraduate education

characterized by breadth and depth of study with the

latitude to shape an individualized curriculum. We

also strive to prepare future leaders in intellectual

disciplines through high quality graduate education.

Among faculty and students alike, we promote re-

search and artistic endeavors that advance our un-

derstanding of the natural, physical, social and

cultural worlds. We offer 42 majors to 4,100 under-

graduate students, and we mentor 1,500 students

pursuing graduate degrees.

Faculty renewal will continue as our highest priority,

and the FY13 budget continues to focus new resources,

anticipating generous donor commitments totaling

between $2 and $3 million, to assist in hiring new fac-

ulty. In FY13, the college’s goal is to hire up to 35 new

faculty members, 28 of which reflect normal CAS

annual hiring goals, with plans to recruit another five

to seven in advance of future vacancies. Increased

faculty hiring brings added pressures on our facilities,

and we are pleased that design work is progressing for

the new Humanities building – a much needed facility

for our humanities departments funded completely

with philanthropic funds. The estimated $61 million

have all been pledged and construction is slated to

begin during the summer of 2013.

EngineeringThe College of Engineering, ranked among the top ten

for decades, has the aspiration to be widely recog-

nized as one of the top five engineering colleges by

impacting major challenges facing the world, and

through producing leaders who will take the world

in new directions, solve problems, and create new

opportunities. Currently, a college-wide strategic

planning process is examining all aspects of the

research and education missions of the college. The

goal is to bring together department and college plans

so that faculty hiring aligns with the college-wide

goals. Additionally, the plan will take into account

the CornellNYC Tech campus.

The College enrolls almost 3,000 undergraduate and

1,600 graduate students. Enrollment in the Masters

of Engineering (M.Eng) program has significantly

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increased in the past three years, offsetting budget

reductions in areas such as university support and

investment income. M.Eng enrollment in 2012-13 will

be comparable to 2011-12 levels.

In 2012-13, Engineering plans to conduct approximately

14 searches for tenure-track faculty simply to maintain

the current faculty size. Faculty renewal is one of the

critical challenges/opportunities facing the college

due to the stiff, and growing competition from other

institutions that are increasingly recovering from

the economic downturn. Furthermore, competitive

startup packages continue to grow, putting pressure on

budgets; the Faculty Renewal Fund has been essential

for allowing us to hire aggressively at this time. On

the other hand, hiring enables us to renew the faculty

while shifting the focus of the college towards strategic

areas in which Cornell brings unique capabilities to

impact the world.

The CornellNYC Tech campus is a game changer for

the college, university, and for the New York City

economy. Well in advance of the competition, Engi-

neering identified increasing commercialization of

Cornell technology as a strategic goal for the college.

The Tech campus will dramatically increase the

scale and scope of these activities. Faculty hired to

staff the CornellNYC Tech campus, with their added

focus on commercialization, will add to the prestige

of the college and the university.

In order to continue to provide critical services, the

college continues development of existing service

centers and the completion of the IT Service Group.

Engineering continues to partner with the Faculty of

Computing and Information Science (CIS) to properly

scale the delivery of efficient and excellent services

while meeting budget targets. In addition, the college

has invested in staff support for the strategically

important areas of research administration and

communication.

Due to the construction pause, the college’s compre-

hensive master plan is on hold until resources are in

hand to complete the needed facility expansion. A

college-wide space study was completed to identify

less costly renovation options to make more effective

use of current space. Based on this plan we are be-

ginning significant renovations aligned with strategic

priorities. Planned college surplus and existing re-

serves have been earmarked for significant facilities

project renovations based on results of the space

study and new faculty startup needs.

Hotel AdministrationOver the past four years, the School of Hotel

Administration (SHA) has experienced dramatically

increased giving from alumni and industry partners.

SHA continues to serve as the preeminent program

in hospitality education. The school has continued to

expand the knowledge base of hospitality research

and our graduates continue to take on positions of

senior leadership around the globe. The school has

continued to hire research faculty from top business

schools and attract the best and brightest students

from around the globe who are passionate about

hospitality leadership.

To broaden the academic disciplines available to our

students, the school continues to strengthen its ties

to other schools and colleges on the Ithaca campus.

Beginning July 1, 2012, Cornell’s Program in Real Es-

tate will be lead by the Deans of the School of Hotel

Administration and the College of Architecture Art

and Planning. Combining the academic expertise in

City and Regional Planning with SHA’s faculty in

Real Estate and Finance will provide greater support

for this already outstanding program. The school’s

minor in Real Estate continues to grow and has over

170 students enrolled from all seven undergraduate

colleges. Our partnership with the School of Industrial

and Labor Relations (ILR) continues to deepen as we

now have a joint professorship in Hospitality Human

Resources thanks to a gift from John and Melissa

Ceriale. The schools are working together to develop

a new institute in hospitality labor law. Our partner-

ship with the Sloan Program, focusing on Senior

Living, continues to thrive.

Adapting to the changes in library science and the

ever increasing use of portable technologies, the

school will complete the renovation of its original

14


library and student lounge. Funded, in part, by a $3

million gift from the Marriott Foundation, the school

will create the new Marriott Student Learning Center.

This renovation, which will be completed in the

summer of 2012, will see the school’s book collection

relocated to the Catherwood Library as part of our

three school library consolidation, with the ILR and

Johnson schools. The reclaimed space will provide a

number of new group meeting spaces, as well as

quiet study space. The library staff that will remain

in the learning center will focus on assisting students

and faculty with access to digital resources.

Tremendous support from SHA alumni and industry

partners has made it possible for the school to con-

tinue to grow and evolve during these difficult finan-

cial times. The 2012 fiscal year will mark a new

milestone in our fundraising efforts with alumni and

corporate giving exceeding $17 million.

Donor support and continued cost controls in both

the school and the Statler Hotel will be needed as we

continue to work through the development of the

university’s new budget model. We are hopeful that

through greater collaboration and transparency both

the school and the university will benefit from these

new financial models.

College of Human EcologyThe College of Human Ecology (CHE) continues to

invest in faculty renewal and strategic programming.

Academic year 2012 saw the arrival of a number of new

faculty hires in fields of economics, sociology, psy-

chology, nutrition, and fiber science. These faculty

will fill vacancies created through retirement and at-

trition and renew our threefold academic mission of

education, research and outreach. The opening of the

new Human Ecology Building, the inauguration of

the Bronfenbrenner Translational Research Center,

and the establishment of the Institute for Health Eco-

nomics, Health Behaviors and Disparities Institute

are all examples of historic program investments and

achievements of the college over the last year.

In the coming year the college will continue faculty

renewal efforts in design, policy and nutritional

sciences. The college will also continue with the

planned phases of the comprehensive renovation of

the MVR ’33 building which will include the con-

struction and commissioning of an MRI research fa-

cility in support of college neuroscience programming

and broader university imaging needs. Additionally,

the college is planning to engage in programming for

the CornellNYC Tech campus with our expertise in

the built environment, healthy living, and integration

of CHE NYC extension office programs with the

broader university presence in the city.

In this environment of investment and renewal, the

college will continue to prioritize program needs and

carefully review the impact of the proposed budget

models.

Industrial & Labor RelationsOver the past several years, the ILR School has par-

ticipated actively in cross-college initiatives. Specifi-

cally, ILR is helping to lead the convergence of the

University Economics Department, it is hosting the

Institute for Social Sciences within Ives Hall, and it

is hosting the three-school library consolidation that

includes Johnson, Hotel, and ILR. Furthermore, it has

led the consolidation of the Financial Transaction

Centers, and it was the first school to share an HR

Director with another school.

The School’s future financial strength is based on

continuing to grow executive education, sponsored

research, fundraising, and the successful launch of

the executive Master of Professional Studies (MPS)

degree, which will be based on a blended learning

platform in conjunction with eCornell.

Law SchoolCornell Law School is one of the top law schools in the

country, combining inspiring theoretical, doctrinal,

and experiential teaching with cutting-edge scholar-

ship in a supportive, intellectually rich community.

The Law School’s graduates achieve excellence in all

facets of the legal profession.

Cornell Law School is consistently recognized for the

quality of its faculty, both in scholarly productivity

15


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and influence. Faculty renewal and growth continue

to be a priority. In 2011-12, the Law School welcomed

three new faculty members and currently employs 52

full time professorial positions.

Cornell Law School is intentionally among the small-

est of the elite law schools, and this remains a defin-

ing feature. In 2011-12, the school maintained an

enrollment of 593 professional degree students and

86 graduate students, as well as 25 exchange students.

In 2012-13, enrollment is expected to remain consistent

with recent years.

The Law School continues to build on its core

strength in International and Comparative Law. In

2011-12, the school welcomed an endowed chair in

Chinese Law and the ten year anniversary of the

Clarke Program in East Asian Law and Culture,

which also launched Meridian 180 – an innovative

think tank for Trans-Pacific relations. Cornell Law

established relationships with prominent law schools

in Chile, China, India, and Norway, expanding ex-

change opportunities to 22 schools worldwide. The

Law School anticipates further expansion of interna-

tional exchange opportunities and plans to add more

foreign law visitors, as well as international and

comparative law scholars to the permanent faculty.

The Law School is expanding its business law offer-

ings through the Clarke Business Law Institute (BLI),

as well as the dual J.D./M.B.A. program with the

Johnson School. The Law School recently appointed

the first endowed professorship of the BLI and

continues plans for growth.

Cornell’s Legal Information Institute (LII), the

preeminent conveyor of web-based legal information

in the world, and consistently the most visited site

within all of Cornell University’s Web properties,

will celebrate its twentieth anniversary in 2012. In

October, the Law School will host the Law Via the

Internet Conference, an international conference

being held for the first time in the U.S. that is expected

to attract more than 500 registrants from other LIIs

around the globe.

Under the direction of Professor John Blume, the

Law School is expanding clinical, advocacy, and skills

programs, and welcomed the new LGBT Clinic in

2012. The Law School expects to see continued en-

hancement and coordination of clinics and other

skills initiatives.

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Cornell Law School will break ground in the summer

of 2012 on Phase 1 of a three-phased, multi-year

building and renovation project. This initial phase

will add more classrooms, refocus the use of the

Purcell Courtyard, and add an accessible entrance to

the College Avenue side of Myron Taylor Hall. The

new wing will be built under the lawn panel between

Anabel Taylor Hall and Myron Taylor Hall off the

east side of Purcell Courtyard. It will house a lobby

and three state-of-the-art classrooms. The new en-

trance on College Avenue will serve as a clearly rec-

ognizable main entry point to Myron Taylor Hall and

also “reach out” to the rest of the university.

Samuel Curtis Johnson Graduate Schoolof ManagementThe Samuel Curtis Johnson Graduate School of

Management’s mission is to develop business leaders

who create, transform and sustain successful organiza-

tions around the world, generate research and scholar-

ship that shape the future practice of management, and

train the next generation of business scholars.

Beginning July 1, 2012, Soumitra Dutta will begin

leadership of the Johnson School. Professor Dutta

was the Roland Berger Chaired Professor in Business

and Technology and founder and faculty director of a

new media and technology innovation lab at INSEAD

in Fontainebleau, France. He will be the School’s

eleventh dean.

In FY13, the Johnson School will continue to make

critical investments in faculty and programs to

further globalize the school, strengthen our centers

and institutes, deepen our connections to business,

and recruit the faculty of the future.

We also expect to make additional investments in

new strategic initiatives, including the launching of

the Accelerated (one-year) MBA program on the

CornellNYC Tech campus and growing the executive

education business.

Veterinary MedicineThe College of Veterinary Medicine remains the top

ranked veterinary school in the nation. This ranking

reflects the college’s outstanding faculty, outstanding

research base, and innovative “hands on” teaching

programs.

The college has begun a class expansion initiative to

increase enrollment and to gain some financial sta-

bility. The entering class size was modestly expanded

to 102 students beginning in the fall of 2011. The long-

term enrollment target is an entering class size of 120.

A facility design effort is beginning later this spring

to accommodate this growth.

Significant progress has been made in the develop-

ment of a genomic center based on whole genome

association mapping. This is an important collabora-

tion between the Veterinary College and the Cornell

Center for Comparative and Population Genomics.

Collaborative efforts between College and Weill Cor-

nell Medical College faculty are being pursued in

cancer biology, vascular biology, and infectious dis-

ease/immunology, including plans for joint scientific

retreats and training grants.

The College is expanding its impact globally. The

Cornell China Dairy Institute is a successful 4 week

collaborative program between the college and a pri-

vate dairy near Beijing. Revenue from this program

supports an Ithaca based Summer Dairy Institute, a

food animal medical externship, and a feedlot health

rotation for DVM students. The College is continu-

ing its collaboration with the City University of Hong

Kong to assist in the establishment of a proposed

School of Veterinary Medicine at City University.

Construction of a new teaching dairy will be com-

pleted in the summer of 2012. This facility will replace

facilities demolished during the construction of the

new NYS Veterinary Diagnostic Laboratory.

A for-profit clinical operation (CUVS) was opened in

Stamford, Connecticut in 2011. The first year of oper-

ation has been very encouraging as the operation is

nearing a stable break-even status. The college is op-

timistic that this operation will generate unrestricted

revenue for the college in the future.

18


WEILL CORNELL MEDICAL COLLEGE

Resources Resources for the Weill Cornell Medical College and

Weill Cornell Graduate School of Medical Sciences

for 2012-13 are projected to reach $1,392.7 million, an

increase of 7.9 percent or $101.6 million over the

forecast for 2011-12.

• Tuition and fees are budgeted at $28.9 million, an

increase of $0.4 million, or 1.5 percent, from the

forecast. Tuition at the Medical School will in-

crease by 2.5 percent to $47,150. Graduate School

tuition will increase by 3 percent to $30,160.

• Restricted gifts are expected to total $49.9 million,

a decrease of 1.0 percent or $0.5 million from the

2011-12 year forecast. The plan includes anticipated

gifts to be received to support strategic plan

operating programs.

• Direct costs of sponsored programs are planned

to decrease 1.4 percent, or $1.8 million from the

2011-12 forecast, to $124.7 million. The plan includes a

2.0 percent growth in current NIH support offset by

the completion of funding from the American Re-

covery and Reinvestment Act of 2009. Recoveries

for facilities and administrative costs (F&A) from

sponsored programs are also expected to decline

in conjunction with the direct costs. The federal

indirect cost recovery rate will stay at 69 percent.

• Sponsored programs (Qatar) will increase $12.1

million or 36.9 percent, reflecting program support

of the Qatar Biomedical Research Agreement.

• Revenues from the Physician Organization (PO)

are planned at $730.9 million, a $67.0 million or

10.1 percent increase from the 2011-12 forecast. This

plan includes the opening of clinical offices in the

Upper West Side of Manhattan and the planned

expansion of the college’s network physicians.

• Revenues for services purchased by the New York

Presbyterian Hospital (NYPH) are expected to

total $100.4 million, $0.7 million greater than the

forecast. These services include professional

costs related to hospital services and supervision

and training of NYPH residents.

• Funding from the Qatar Foundation reflects support

of $85.0 million to operate the academic program

in the Weill Medical School in Qatar.

Use of ResourcesFor the fiscal 2012-13 plan, expenditures are expected

to total $1,389.6 million, an increase of 9.0 percent, or

$114.6 million over the 2011-12 forecast. Highlights

include: (a) $65.7 million increase in clinical programs

covering the Physician Organization and services

provided to New York Presbyterian, (b) decline of

$1.6 million in research expenditures due to the

completion of ARRA funding, and (c) $29.0 million

increase in funding for the Qatar Academic and

Research Programs.

• Plan expenditures for salaries and wages including

benefits are expected to grow 6.6 percent or $48.6

million from the forecast. The majority of the

growth is due to increases in compensation pay-

ments to faculty resulting from clinical activities.

The plan also includes a 3 percent increase in the

merit award program for faculty and staff.

• Graduate financial aid costs totaling $19.3 million

include financial aid support for the Medical

School, Tri-Institutional MD/PhD, and Graduate

School programs.

• General expenses totaling $418.1 million are pro-

jected to increase $23.5 million, or 6.0 percent from

2011-12. These costs include rent, facility costs,

insurance, and laboratory supplies as well as

routine operating supplies.

• Qatar expenses include two components: expenses

related to the academic program in Qatar and the

research expenses of the Biomedical Research

Agreement. The plan is expected to increase 29

percent or $29.0 million to $129.2 million.

• Annual debt service payments totaling $33.4 mil-

lion are budgeted to increase by $13.3 million as a

result of interest payments on the bond issuance

for the Belfer Research Building.

Transfers To/From Fund BalancesTransfers to plant funds totaling $1.5 million are pro-

jected for capital acquisitions and renovations by the

Physician Organization.

Net from OperationsThe fiscal 2012-13 budget for the Medical College will

result in a net from operations of $1.6 million.

19


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Table 5: Medical College (dollars in thousands)

Resources1. Tuition & Fees 28,866 28,865 28,453 28,894 441 1.5%


3. Unrestricted Gifts 3,514 2,310 2,143 2,150 7 0.3%

4. Restricted Gifts 59,142 49,406 50,380 49,897 (483) -1.0%



7. Sponsored Programs (Qatar) 25,379 54,247 32,779 44,889 12,110 36.9%

8. Institutional Allowances 33,432 36,330 34,063 37,389 3,326 9.8%

9. State Appropriations 211 123 123 124 1 0.8%

10. Physician Organization (PO) 577,512 648,007 663,909 730,865 66,956 10.1%

11. NYPH (Purchased Services) 99,267 98,391 99,615 100,359 744 0.7%

12. Enterprise Sales & Services 37,180 23,275 39,569 40,469 900 2.3%

13. Qatar Foundation 70,496 83,622 68,285 85,018 16,733 24.5%



Uses of Resources16. Salaries & Wages (Including Benefits) 704,224 714,065 738,940 787,508 48,568 6.6%

17. Graduate Financial Aid 20,399 18,783 19,294 19,343 49 0.3%

18. General Expense 363,785 386,174 394,588 418,111 23,523 6.0%

19. Qatar 94,777 137,069 100,164 129,207 29,043 29.0%

20. University Cost Redistributions 1,841 1,896 1,896 2,016 120 6.3%


22. Debt Repayment 18,811 19,672 20,154 33,442 13,288 65.9%

23. Net Before Transfers 13,188 10,065 16,052 3,098 (12,954) -80.7%

Transfers (to)/from Fund Balances24. Endowment 0 1,976 0 0 0

25. Plant/Project Support (204) (2,600) 0 (1,500) (1,500)

26. Subtotal Transfers (204) (624) 0 (1,500) (1,500)

27. Net from Operations 12,984 9,441 16,052 1,598 (14,454)

10-11 Actual

11-12 Budget

11-12Forecast



20

CornellNYC Tech Campus

In December 2011, Cornell won an intensely fought

competition to build an applied sciences and engi-

neering campus in New York City. As winners of the

competition, Cornell will receive over 10 acres of

land on Roosevelt Island in Manhattan as well as

$100 million in financial support to create a world-

class campus in the heart of New York City. In addi-

tion to support from the city, Cornell received its

largest single gift ever - $350 million - from The At-

lantic Philanthropies and its founding chairman,

Chuck Feeney '56. This extraordinary support will

fund the initial phase of campus development and

will support the first several years of programming.

CornellNYC Tech, which pairs Cornell with its

partner, Technion-Israel Institute of Technology, will

have an economic development and entrepreneurship-

oriented curriculum aimed at turning the best ideas

of faculty and graduate students into new technologies

and commercial applications. Combining two of the

world's top institutions in science, engineering, and

technology, CornellNYC Tech will increase New

York City's capacity for applied sciences and help

transform the city's economy.

CAMPUS PLANNINGWhile the Roosevelt Island campus is being designed

and built, program activities will take place in tem-

porary space. This space will be home to teaching

and research activities from 2012-2017. The faculty,

staff, and student populations will grow over time, so

by the time the Roosevelt Island campus opens in 2017,

there will be several hundred students, faculty, and

staff involved with the campus. Those populations

will grow to several thousand by 2043.

CornellNYC Tech Campus

21

CornellN

YC Tech Campus

The physical campus will be built out over a period

of approximately 25 years. Phase 1, which includes a

150,000 square foot academic building and a partner

research and development building of the same size,

will open in 2017. A residence unit and academic con-

ference center/hotel are also slated for construction

between 2017 and 2024. When construction is complete

in 2037, there will be approximately 2 million square

feet built out on the campus.

The plan specifies that Cornell will develop the aca-

demic buildings, but that third-party developers will

build the remaining structures on campus. Cornell is

demonstrating its commitment to sustainability by

pledging that the overall campus will achieve a mini-

mum LEED silver rating and is additionally striving to

make the iconic Phase 1 academic building “net-zero.”

ACADEMIC PROGRAMSStudents will learn and companies will grow in an

environment that breaks with the traditional structure

of academic departments and schools. Organized

around multi-disciplinary research “hubs,” CornellNYC

Tech will bring together technologists, designers, social

scientists, and humanists, and encourage collabora-

tion among academics and leading creators and users

of technology in the commercial, educational, and

cultural realms. The three initial hubs will focus on

Connective Media, Healthier Life, and the Built Envi-

ronment – areas that are particularly well suited to

tie in with departments in Ithaca and with the tech

sector in New York City.

The faculty at CornellNYC Tech will be a mix of

professorial faculty, primarily in technical disci-

plines, and non-professorial faculty who have distin-

guished themselves in the development and use of

technology in the commercial sector or for the bet-

terment of society. Tenure-track Cornell faculty at

the campus will be hired through searches conducted

with the departments on the Ithaca or Weill Cornell

Medical College campuses, and each faculty member’s

tenure will rest with that home department.

CornellNYC Tech will offer graduate degrees in

technology and related business programs, broadened

by requirements for students to take courses outside

of their disciplines to complement and contextualize

the core material. Each student will have an industry

mentor (in addition to a faculty advisor) who will

provide advice on the student's project work.

Initial plans for degree offerings are focused on one-

year professional masters programs, including an

MEng in Computer Science, MEng in Electrical and

Computer Engineering, MPS in Information Science,

and MEng in Operations Research and Information

Engineering. An accelerated MBA for students with

technical backgrounds will be offered partly in Ithaca

and partly at CornellNYC Tech. All of these degree

programs will be offered by current graduate fields,

schools, and departments. The overall degree re-

quirements for these initial degree programs are

generally the same as for the existing programs in

Ithaca, although there will be some constraints on

electives, and the masters projects will be required

to have industry relevance.

A new two-year masters program offering a dual

degree with the Technion is also planned. This pro-

gram will combine technical depth with breadth in

one of the interdisciplinary hubs, including a sub-

stantive project that allows the students to apply their

technical knowledge to a domain-specific problem.

This novel curriculum and approach will address a key

limitation of current masters programs in technology

fields, where graduates are well trained in the tech-

nology itself but lack the ability to apply it in a

particular domain.

Like many peer universities across the country that

are encountering challenges resulting from the eco-

nomic crisis, Cornell engaged in a multi-year strat-

egy to eliminate its deficit. Academic and

administrative units tapped nonrecurring sources to

bridge operations and smooth the impacts during

this period. The planning that followed has resulted

in a renewed focus on administrative cost reductions

and a change in service models. Figures 3 and 4

highlight the leadership decisions that were taken

during this period and how these decisions were im-

plemented across the three major organizational

strata (colleges, academic support units, and admin-

istration). The prime objectives were to protect

instruction and the research mission and enhance

global public engagement while delivering quality

services. These decisions reflect the forces shaping

the decade ahead – technology and communications,

inclusion and diversity, and the funding/budget model.

With the actions planned for FY2012-13, the struc-

tural budget will be balanced by June 30, 2013. That

is, we have identified predictable, recurring revenue

to cover all predictable, recurring expenses. Overall,

the annual operating budget at Ithaca is relatively flat

compared to four years ago. The budget plan was $1.9

billion in 2008-09 before the economic recession and

current plans indicate an operating budget of $2.0

billion in 2012-13. The $172.5 million sweep of fund

balances and the $201.2 million reduction in existing

operations ($45.8 million by New York State) have re-

sulted in a leaner administrative organization. Equally

important have been the increases in revenue gained

through alumni support in the annual giving program,

the recovery of the endowment, and increases to

tuition and fees each year.

The consolidated operating budget is realigned to

ensure that resources are being directed to address

22

Ba

lan

cin

g th

e B

ud

get

Balancing the Budget and the Changing Educational Cost at Cornell

Figure 3. Non-Recurring Reductions to Unit Fund Balances(dollars in millions)

2009 $15.4 $5.9 $53.7

2010 23.5 23.0 51.0

Total $38.9 $28.9 $104.7 $172.5

CollegesAcademic

Support Units Administration Total

23

Ba

lan

cing th

e Bu

dget

Figure 4. Total Recurring Reductions by Year(dollars in millions)

2009 $10.7 - $1.0 $11.7

2010 31.3 13.7 15.1 60.1

2011 25.1 10.6 47.0 82.7

2012 16.1 3.3 11.2 30.6

2013 7.9 5.5 2.7 16.1

Total $91.1 $33.1 $77.0 $201.2

CollegesAcademic

Support Units TotalAdministrationReductions by Year and Organization Strata

the strategic priorities. Several strategic initiatives to

manage behavior through policy development and

implementation also contributed to this outcome.

The strategies included a staff retirement incentive

program, layoffs, hiring freezes, a reduction in unit

reserves to pay off long-term debt, a moratorium on

new debt, reduced central commitments, and discre-

tionary base budget reductions that include ongoing

assessments to enterprise units.

The current budget reflects major changes to the

financial aid program, continued investment in re-

search compliance, administrative system upgrades,

debt restructuring, organizational restructuring,

early retirement incentive programs, a reduction in

major construction activity, and changes to federal

and state funding.

During this period of budget realignment, the issues

of access and quality remained a concern. Cornell

took aggressive actions to continue to increase access

to higher education and to maintain its need-blind

admissions. Student needs increased greatly and were

met with expanded grant and aid programs, including

reduced loans. Decisions to change service models,

downsize staff, initiate an aggressive faculty renewal

program and increase tuition were influenced by sev-

eral major forces: 1) little or no growth in state and

federal aid programs; 2) increased demand in need-

based aid; 3) volatile market conditions; 4) increased

compliance requirements; and 5) the desire to expand

programs internationally.

The operating principles of no new debt, and no

increased cost without increased revenue helped to

stabilize the consolidated operating budget while we

continue to engage the community in efforts to redesign

the budget and funding models. Table 6 below provides

a brief look at annual changes in major indicators.

Other major cost drivers include fluctuations in

energy prices, increases in security, and changes in

information technology. Health care on campus has

also become more complex and expensive as we try

to meet student needs.

24

Balancing the Budget

Table 6. Select Major Drivers of the Ithaca Campus Operating Budget(dollars in thousands)

RevenuesTuition and Fees 672,247 36.6% 715,038 757,915 808,000 848,422 41.7%

Endowment Payout 231,931 12.6% 257,669 247,120 244,322 255,372 12.6%

Unrestricted Annual Gifts 45,685 2.5% 56,759 56,908 50,422 67,198 3.3%

Sponsored Programs 397,990 21.7% 458,352 420,943 394,355 366,614 18.0%

State Appropriations 163,171 8.9% 158,297 145,788 132,529 133,650 6.6%

Enterprise Sales and Services 124,520 6.8% 128,041 132,656 135,738 144,472 7.1%

ExpensesSalaries, Wages & Benefits 1,099,381 58.2% 1,017,191 1,022,788 1,053,428 1,088,650 55.2%

Financial Aid - Undergraduate 152,025 8.0% 183,702 206,576 224,502 233,755 11.9%

Financial Aid - Graduate 115,437 6.1% 130,122 134,120 134,853 128,745 6.5%

General Expenses 401,077 21.2% 377,836 405,642 400,351 360,194 18.3%

Repairs & Maintenance 64,999 3.4% 50,972 52,977 60,796 59,022 3.0%

Debt Repayment 56,147 3.0% 128,896 117,316 104,868 101,024 5.1%

Note:• 2012-13 data are based on the FY13 Budget. 2011-12 data are based on the March 2012 forecast. All other years are actuals.

Dollars Percent2009-10Dollars

2010-2011Dollars

2011-2012Dollars Dollars Percent

2008-09 2012-13

25

Imp

lemen

ting A

dm

inistra

tive E

fficiencies

An essential component of balancing the budget has been the on-going pursuit of

efficiency improvements within major administrative support functions. The objective is the

realization of significant on-going cost reductions while ensuring that these support activi-

ties work effectively with fewer resources. Funds captured from these support activities

through fiscal year 2013 total $59.2 million as shown in the chart below.

During fiscal year 2012, Finance and University

Communications initiatives completed their imple-

mentation efforts. The service restructuring portion of

Facilities is complete and the team is continuing their

focus on energy conservation efforts. Spans & Layers

will be complete in fiscal year 2013. Procurement,

Information Technology, Human Resources, Student

& Academic Services, the Provost, and Centers and

Institutes are actively engaged in on-going imple-

mentation endeavors which will further add to the

efficiencies and cost-effectiveness attained to date.

The Administrative Streamlining Program office, under

the direction of the Division of Planning & Budget,

serves as the lead in coordinating and tracking the

execution of each initiative’s plans. The ASP office is

working in conjunction with each initiative team to

create a dashboard of accountability metrics that

monitor cost reductions and operating efficiencies in

order to attain full savings expectations while assuring

appropriate operating standards for service quality.

Efforts to reach the target by the end of fiscal year 2015

will continue. Notable among the continued efforts

include realization of savings in procurement, energy

conservation, and information technology.

Implementing Administrative Efficiencies

Figure 5. Administrative Streamlining Program Initiative Impact on Budget (in millions)

Replacing the three existing Ithaca campus budget

models with a single, coherent model remains a high

priority. The new model will be strongly rooted in

transparency and will encourage healthy engagement

across campus about resource allocations. The new

budget model is based on a series of underlying

principles:

• Distribute revenues consistently

• Expose costs

• Distribute costs with revenues

• Eliminate the “General Purpose” budget and

associated deficit

• Create two taxes to fund central expenses

and costs

This summer, the Division of Planning & Budget will

work with business officers across campus to recreate

the 2012-13 budget using the new budget model and

the draft decision points below. This mock budget

will enable comparisons with the existing budget,

stimulating campus-wide discussion and adjustments

as needed.

REVENUESUndergraduate Tuition – All academic year under-

graduate tuition revenue will be centrally pooled.

This pool will include a payment from the New York

State allocation to cover the tuition differential be-

tween contract college resident and non-resident

students. A tax on tuition will pay for central

academic priorities. The remaining tuition funds

will then be returned to the colleges in proportion to

their student enrollment and instruction provided.

Graduate Tuition – All graduate tuition will flow to

the colleges and schools. Tuition for research degrees

will not be subject to a tax, whereas tuition for

professional masters degrees will be subject to the

tuition tax.

New York State Allocation – The NYS allocation will

be used to cover the difference between contract col-

lege resident and non-resident tuition. Any remaining

NYS allocation funds will be distributed to the four

contract colleges based primarily on historic alloca-

tions. In future years, the annual percentage change

of the allocation plus net undergraduate tuition will

be applied equally across the four colleges. A cap will

ensure that growth in state funding for any individual

college does not exceed the growth in state funding

to the university.

Facilities & Administrative (F&A) Revenues – F&A

on contracts and grants will be primarily distributed

to the college or school expending the research dollars.

EXPENSESCentral Administrative Costs – Central costs will be

distributed to all units based on several key cost

drivers:

• Number of students, faculty, and staff

• Research expenditures

• New gifts and commitments

• Assigned square footage and actual utility billings

Central Academic Priorities – A discretionary pool

will be made available for various academic and

administrative initiatives by taxing undergraduate

and professional masters degree tuition.

Undergraduate Financial Aid – The financial aid

office will continue to package student aid based on

the need-blind methodology and using centrally held

endowments and grants to reduce the amount billed

to the colleges. The remaining unmet need will be

pooled and distributed across all colleges based on

their proportionate share of the undergraduate

student workload used to distribute tuition. Colleges

will pay their bills using their endowment payout for

grant aid and all other available resources.

Facilities and Utilities – Operations and maintenance

expenses will be distributed to all units that have

assigned space. Unique spaces including barns and

residential spaces will be charged different rates, and

public facilities costs (e.g. Bailey Hall) will be

distributed to all units. Utilities costs will be paid

directly by the units based on usage.

26

The New Budget Model

The New Budget Model

27

Institu

tional Intelligen

ce (I2)

Similar to many other world-class organizations,

understanding how to transform our data into infor-

mation and, ultimately, into university knowledge is

critical to Cornell’s success. Many effective organiza-

tions have adopted business intelligence strategies to

ensure that their data and information assets are

accurate, secure, and constructive in providing support

for decisions made at every level of the organization,

and Cornell has launched its own solution for deci-

sion-support, Institutional Intelligence, or I2. This

initiative aims to support the on-going analytical

needs of the colleges and administrative units by

providing a central resource for accurate data, infor-

mation management, and reporting analysis. I2 can be

understood as a functional support program for the

institution’s key decision makers.

Planning processes and decision-making have become

increasingly dependent on timely, accurate and relevant

cross-functional information. It is imperative that

colleges and units across campus operate in a cam-

pus-wide environment that functions with consistent

data management practices and governance. I2 will

help to facilitate this environment, fulfilling the

needs of the end user while working to eliminate an-

tiquated, individually-administered shadow data

management systems. Ultimately, the I2 vision promotes

one structure, one process, and one platform for strategic

metric-driven analysis across the university community.

The goal of I2 is to continually assess the university’s

analytical needs and then to work collaboratively

with the colleges and units across campus to help

plan, develop, and implement strategies to effectively

convert data into valuable information and knowledge

so that every key stakeholder can make the right de-

cision, at the right time, in the right delivery media.

On a broader scale, we are confident that the I2 solution

will support better-informed, timelier decisions that

will lead to increased productivity and lower costs

across campus.

Currently, the I2 team is evaluating needs across

campus so that, in collaboration with senior leaders,

an information management system comprised of

updated tools, clear governance, and informative re-

porting will facilitate a consistent, cross-functional

information culture for the Cornell community. The

team will be actively involved with current university

IT applications and will help bridge any potential

gaps between the IT developers and the functional

end users.

These are the first steps toward what I2 expects to

accomplish in its quest for a university-wide and

centrally administered data and information manage-

ment platform.

Institutional Intelligence (I2)

Technology, Data, and Decisions: Implementing I2 at Cornell

28

Cornell in the Rankings

There are a large number of rankings enterprises

that seek to identify top institutions by determining

what metrics should be counted and to what extent.

Some rankings emphasize the impact of faculty re-

search, tallying publications, citations, and prestigious

prizes. Others seek to quantify elements of the under-

graduate experience but do not consider faculty qual-

ity. Across rankings enterprises, Cornell is typically

among the top-twenty, a true testament to the diver-

sity of our strengths.

US News & World Report is probably the most well-

known ranking effort. Their “Best Colleges” issue is

released each fall, and US News has ranked Cornell

15th in each of the last three editions. Although Cor-

nell provides US News with over 600 different data

elements in responding to their annual survey, only

fifteen of these are accounted for in the final calcula-

tion of rankings. Here are the results from the most

recent publication:

Peer Assessment (22.5%) Cornell ranked 6th

1. Based on the results of an annual survey sent to college and university presidents, provosts, and the heads of admissions, aswell as to high school counselors

Faculty Resources (20%) Cornell ranked 19th

2. Average faculty pay, plus benefits, adjusted for regional differences in cost of living (7%)

3. Percentage of faculty with highest degrees in their fields (3%)

4. Percentage of faculty who are full time (1%)

5. Student-faculty ratio (1%)

6. Proportion of classes with fewer than 20 students (6%)

7. Proportion of classes with 50 or more students (2%)

Retention (20%) Cornell ranked 16th

8. Six-year graduation rate (16%)

9. Freshman-to-sophomore retention rate (4%)

Student Selectivity (15%) Cornell ranked 15th

10. Acceptance rate (1.5%)

11. Proportion of the entering class ranking among the top 10% of their high school class (6%)

12. 25th – 75th percentile SAT scores (7.5%)

Financial Resources (10%) Cornell ranked 17th

13. Average spending per student on instruction, research, student services, and related costs

Alumni Giving (5%) Cornell ranked 18th

14. The percentage of alumni who give to their school

Graduation Rate Performance (7.5%) Cornell “over-performs”

15. The difference between the actual six-year graduation rate and the predicted graduation rate generated by USN&WR

Cornell in the Rankings

What does it mean to be considered a “top-ten research university”? The answer is not straightforward.

29

Cornell in

the R

ankings

These fifteen measures are reasonable gauges of in-

stitutional health, and it is valuable to consider them

on an annual basis. At the same time, this particular

handful of measures falls short of capturing the

priorities and goals of Cornell University.

This year, US News has asked colleges and universi-

ties for new information, including differential

graduation rates based on income and race, data

about the affordability of college, and information

about how we are using technology to connect with

students. We do not know whether these new metrics

will eventually be used in their overall ranking

formula, but they touch on issues we care about

and monitor.

We also made a change in how we responded to the

US News questionnaire this year. In past years, we

counted only assistant, associate, and full professors

as “faculty members.” This year, we have included

lecturers and instructors in our counts. Because of

this change in our reporting practice, Cornell will

move from a student-faculty ratio of 11:1 to one of 9:1

in a single year. (The 9:1 ratio should appear in the

printed publication issued early this fall.) This does

not imply that Cornell should advance in the overall

rankings; two other measures associated with fac-

ulty—percent full time and percent with the highest

degree in their field—decline when this larger pool

of faculty is considered. It does, however, bring us

into closer alignment with both how we report fac-

ulty counts elsewhere and the reporting practices

among many of our peers.

Rankings and the particular metrics from which they

are composed are informative and can help us con-

sider areas where we would like to improve. At the

same time, to prioritize US Newsmetrics over other

indicators of institutional health—including those

related to faculty quality—would detract from achieving

the important work articulated in Cornell’s Strategic

Plan.

Figure 6: Fifteen Data Elements Used by Us News in the Final Rankings Calculation

30

Space Planning

A goal of the university is to manage space in a

systematic, purposeful manner to optimize the use of

resources and to advance the mission and strategic

priorities of the university. Instrumental to this goal

is the creation of new space guidance documents and

a space utilization study for the Ithaca campus.

NEW GUIDANCE DOCUMENTSThree new documents define basic principles of

space management for the institution and provide

procedural guidance related to reallocation of space

and the conduct of space needs studies.

Guidelines for Space Needs StudiesIn September, the Capital Funding and Priorities

Committee (CF&PC) approved the Guidelines for

Space Needs Studies (Appendix T) to provide a stan-

dard process for assessing existing space utilization

and analyzing space needs. The process is recom-

mended in cases where a unit perceives a shortfall

of space or a unit projects a shortfall of space and

believes that new space (whether constructed or

annexed) is necessary to meet the shortfall. Space

needs studies are intended to create consistent and

clear expectations for units, project managers, con-

sultants, and those in review and approval roles.

Studies will be led by cross-functional working groups

that will include the Director of Space Planning

and a representative of the Office of the University

Architect. The studies will be developed using insti-

tutional data of record, integrating the programmatic

mission of the unit and incorporating current Cornell

policies.

Procedure for the Reallocation of SpaceThe Space Use Advisory Committee (SUAC) recently

initiated a Procedure for the Reallocation of Space in

order to provide a clear process for reassigning space

identified as excess to an occupying unit (Appendix

U). Proposals for available space will be solicited in

an open process. The SUAC will then rank proposals

on the basis of several criteria:

1. Need of the requesting unit;

2. Vision for the space that is practically achievable,

structurally appropriate, and able to achieve code

compliance;

3. Enhanced physical adjacencies for the requesting

unit; and

4. Financial feasibility of the plan.

This process takes into consideration the non-fungible

nature of New York State and contract college buildings.

Space Management PrinciplesIn April 2012, the CF&PC approved the Space

Management Principles that define an institutional

understanding of space ownership and space allocation

(Appendix V). The principles state that ownership of

space begins with the president and provost and is

delegated downward through organizational hierar-

chies. Accountability for space begins locally and

proceeds upward through these same hierarchies.

These principles represent the first step toward de-

veloping a more comprehensive space management

policy.

SPACE UTILIZATION STUDY FOR THEITHACA CAMPUSThe Division of Planning and Budget kicked off a

campus-wide space study in January 2012. The pur-

pose of the study is to review the current use of

non-residential space on the Ithaca campus, to quantify

the current space requirements, and to more fully

understand current space utilization. The overarching

goal is to inform space allocation, space reassignment,

Space Planning

31

Space P

lanning

decision-making for capital planning, and the

development of administrative structures for space

management. The scope includes five broad areas

of review:

1. Research space;

2. Office and other programmatic space in

academic and administrative units;

3. Instructional space, including informal and

formal study areas;

4. Student services space, including space for

graduate and professional student programs,

career services, events, and student support

functions; and

5. Space administration.

Notes:(1) In Figure 7, “Other” includes all buildings owned and occupied by Cornell outside of the main campus in Ithaca and not operated by

Weill Cornell Medical College. Other includes the major academic buildings at the New York State Agricultural Experiment Station inGeneva, buildings in Tompkins County beyond the main campus, many smaller buildings located at farms and field stations throughoutNew York State, and the Shoals Marine Laboratory.

(2) In Figure 8, “Other” includes all rooms occupied by Cornell units, independent of building ownership, outside of the main campus inIthaca and outside of the operational control of Weill Cornell Medical College. This category includes all of the space at the New YorkState Agricultural Experiment Station in Geneva, the farms and field stations in New York State, the Shoals Marine Laboratory, and allleased space occupied throughout New York State and the world.

Figure 7: Number of BuildingsOwned & Occupied

Figure 8: Net Square Feet (Annualized)

After moving to a 5-year planning horizon in fiscal

year 1994-95, the university’s total capital plan grew

at an average annual rate of 7.9 percent through fiscal

year 2008-09. Since that time, the university has

placed strict requirements on funding plans for capital

projects (see Capital Project Spending Guidelines in

Appendix S) and constrained the use of debt. As a

result, over the last four years, each capital plan has

been 18 to 37 percent smaller than the peak year, and

the share of the plan that is debt-financed has de-

creased from 44 percent to 14 percent over those four

years (see Figures 9 and 10).

The schedules on subsequent pages highlight plans

to address the university’s strategic initiatives and

program enhancements, as well as the maintenance,

renewal, and improvement of its buildings and cam-

pus infrastructure.

CAPITAL ACTIVITYThe projects in the approved capital plan (see Table

7) include those with budgets greater than $250,000

that have been approved for planning, design, or

construction; projects that represent academic or

programmatic priorities for use of unit resources;

necessary ongoing investments in maintenance and

infrastructure projects; or projects undertaken as

part of the 2009-13 State University Construction

Fund (SUCF) capital plan. All projects have com-

plete funding plans in place. Proposed projects that

are reliant on uncertain sources of funding (gifts to

be raised, future New York State capital plans, grant

proposals, etc.) or those that require new debt have

been deferred until a certain funding plan is in place.

Capital Plan HighlightsThe university has already authorized $1.19 billion

(64 percent) of capital activity on projects with an

estimated total ultimate budget of $1.86 billion. The

total planned activity over the next five years repre-

sents a 13 percent increase from the fiscal year 2011-12

capital plan.

Of the approved project costs, $674.9 million (36

percent) is estimated to be spent by the end of the

2011-12 fiscal year. Four major projects were completed

in FY2011-12: Milstein Hall, the Johnson Museum ex-

pansion, Olin Library fire safety improvements, and

the Rowing Center. If future projects proceed as

planned, the capital budget for expenditures during

2012-13 will total $499.5 million.

32

Capital Plan — 2012–13

Capital Plan – 2012-13

The university’s capital plan focuses on pursuing selected strategic priorities while

continuing the types of infrastructure, maintenance, systems, conservation, and functional

improvement and renovation projects required for a well-functioning campus. Elements in

the strategic decision processes include infrastructure needs; the inventory of deferred

maintenance needs; the efficient utilization of space; the aesthetics of design; fundraising

capacity and priorities; the availability of support from state, federal, and private resources;

debt capacity and repayment burden; and the cost of operating and maintaining the campus.

The university’s capital plan details the capital project activity anticipated over a 5-year

horizon and is a manifestation of Cornell’s priorities and initiatives.

33

Capita

l Plan —

2012–13

Projects that have been fully authorized and are un-

derway make up $1.06 billion (57 percent) of the total

capital plan. They include the Weill Cornell Medical

College’s Belfer Research Building, the renovation of

Stocking Hall and construction of a new Food Science

Building, the new Human Ecology Building and park-

ing garage, the phased renovations of Martha Van

Rensselaer, the construction of Gates Hall, and the

renovation of Warren Hall.

Major projects (project budgets greater than $10

million) and new construction planned for the Ithaca

campus represent $141.1 million (8 percent) of project

costs. This group of projects includes construction

of a new Humanities Building, renovation and new

space for the Law School, the first phase of facilities

work to allow the College of Veterinary Medicine to

expand the size of the incoming class, and means re-

striction on campus bridges. The first phase of con-

struction to create the CornellNYC Tech campus on

Roosevelt Island in New York City is also included in

the plan, with an estimated cost of $187.8 million (10

percent).

Ithaca campus facilities and infrastructure mainte-

nance and upgrades, energy conservation, adminis-

trative systems, and college and unit programmatic

renovations and improvements make up $422.7 million

(23 percent) of planned activity.

Finally, the Weill Cornell Medical College has plans

for clinical program improvements plus renovation

and maintenance needs which will require $51.8 mil-

lion in addition to the projects approved and already

underway.

FUNDING SOURCESMore than half of the funding for capital projects

depends directly on external resources (see Table 8).

Gift and grant funding, including grants from govern-

mental or private institutions, is projected at $751.4

million, or 40 percent of the total approved capital

activity. More than 90 percent of this funding is asso-

ciated with the Belfer Research Building, Gates Hall,

Humanities Building, and the CornellNYC Tech cam-

pus. The estimated value of gifts and grants in hand

or pledged for approved projects is $714.4 million,

leaving $37.0 million to be raised.

Figure 9: Total Five Year Capital Plan By Fiscal Year(dollars in millions)

New York State support is projected to fund $340.4

million (18 percent) of total project costs through the

SUNY Capital Plan. This current SUNY 5-year plan

extends to 2013. Projects to be funded from the next

SUNY capital plan are not included in the university’s

current capital plan. The process for determining

Cornell’s submission to the state is nearing comple-

tion, in anticipation of a summer request from the

state.

Funding from General Purpose resources amounts to

$429.1 million (23 percent) of approved capital activ-

ity. Half of this amount is the Weill Cornell Medical

College’s funding of the debt service for the Belfer

Research Building. Funding from unit resources and

enterprise operations represents $341.1 million (18

percent) of planned expenditures.

Based on an analysis of project expenditures and

funding availability, the university expects to finance

$259.9 million of approved project costs using debt.

$216.0 million of the debt financing is for the Belfer

Research Building, and nearly all of the rest is for en-

ergy conservation and the construction of the park-

ing garage below the new Human Ecology Building.

A funding plan for the estimated operating and main-

tenance costs of each capital project is required when

construction is authorized, and the resulting costs are

included in the responsible unit’s operating budget

plans. Projects included in the approved

5-year capital plan are expected to increase annual

operating and maintenance costs by $13.5 million at

Weill Cornell Medical College, principally due to the

new Belfer Research Building. For the Ithaca campus,

the estimated net impact of projects is an annual in-

crease of $1.4 million as the result of extensive energy

conservation work on the campus. These projects are

projected to add about 514,000 gross square feet (GSF)

of new space on the Ithaca campus; 521,000 GSF at

Weill Cornell Medical College; and 150,000 GSF at the

CornellNYC Tech campus. The work included in the

capital plan is also expected to address about $257 mil-

lion of the university’s deferred maintenance inventory.

Debt PlanProceeds from various debt issuances and borrowings

provide for the financing needs of the university’s

capital projects. Debt allows the university to

undertake capital projects when cash funding is not

available at the time capital expenditures are made,

34

Capital Plan —

2012–13

Figure 10: Debt Financing as a Percentage of Total Capital Plan By Fiscal Year

35

Capita

l Plan —

2012–13

and it also enables the university to spread the costs

related to a project over multiple fiscal years.

The need for short-term bridge financing and long-

term debt as indicated in the university’s 5-year capi-

tal plan is the basis for the university treasurer’s plan

for Cornell’s debt structure (defined as debt load,

timing, and type of borrowing instrument, among

other factors). In addition to an assessment of the

ability to repay borrowings by the relevant internal

university source of funding, there is regular monitor-

ing of the university’s external capacity to borrow

(measured by the impact that additional debt has on

financial ratios and debt ratings provided by independ-

ent rating agencies). The borrowing needs for the

capital plan and projected repayment of existing and

new debt are key inputs into the university’s 5-year fi-

nancial model.

The university’s external debt includes tax-exempt

and taxable borrowings but excludes debt issued by

New York State for contract college projects (see

Table 9). The latter is paid directly by the state and is

not recorded in the university’s budgets or financial

statements. Cornell is expected to have $1.9 billion

of external debt at the beginning of 2012-13. During

2012-13, estimated payments of $144.3 million in prin-

cipal and interest will be made on this outstanding debt.

In fiscal year 2012-13, the university plans to go forward

with capital projects for which financing has been

previously secured or those deemed critical to either

the mission of the university or the life and safety of the

campus community.

The schedule of debt by operating unit identifies

outstanding debt balances and budgeted debt service

by operating unit (see Table 10).

Space Lease CommitmentsThe schedule of lease commitments by operating

unit identifies the present value of payments on

leased space for the remaining lease term, the source

of funding for those costs, and the annual amount for

each of the next three fiscal years (see Table 11). The

present value of all current space lease commitments

is approximately $187.2 million, of which nearly three

quarters is space for the Weill Cornell Medical College.

In addition, for the first time the capital plan includes

the anticipated cost for new leases or lease exten-

sions with a present value greater than $250,000 to

be executed over the next three fiscal years, totaling

nearly $12 million in present value.

Figure 11. Funding Sources – FY 2012-13 Capital Expenditure Budget

* O & M = operations and maintenance; ~ GSF = gross square feet+ SUCF = State University Construction Fund • Note: Amounts include planned long-term debt and short-term bridge financing.

Table 7: Approved Capital Activity(current dollars in thousands)

Projects Approved/Under Way1. Medical Research Building 650,000 625,000 12,000 476

2. Stocking Hall Renovation 95,800 95,800 19,800 1,700 100

3. Human Ecology Building & Parking Structure 71,100 71,100 1,000 1,330 193

4. MVR 1933 and East Wing Rehab - Phases 0-2 61,000 61,000 30,000 100

5. Gates Hall 60,000 60,000 1,030 100

6. Warren Hall Renovations - Phases 1 & 2 51,000 51,000 8,215 35

7. Weill Cornell West Side Clinical Practices 25,000 25,000 1,500 30

8. Kuali Financial System Implementation 17,319 16,746

9. Fernow Hall Rehab and Roof Repairs Construction 12,288 12,288 3,900 40 5

10. Large Animal Teaching Complex/Teaching Dairy Barn 8,146 8,146 1,130 22 32

11. Nestle Library Student Lounge Renovation 6,845 6,845

12. Tower Road Utilities Upgrade 3,500 3,500

13. Fernow & Rice Hall Design 3,256 3,256 4,475 50 5

14. Energy Conservation Projects - Residential 2,805 2,805 1,500

15. Workday Implementation 2,578 2,717

16. Energy Conservation Projects - Geneva 2,520 2,520 (252)

17. Contract Colleges Facilities Master Plan 2,500 2,500

18. Energy Conservation Projects - Dining 2,000 1,995 1,000

19. Savage Hall 4th Floor Renovation & Mechanical Upgrades 1,595 1,595 600

20. VMC Small Animal Surgery HVAC 1,400 1,400 1,011

21. Contract Colleges Electrical Substations Upgrades Design 1,310 1,310

22. Kronos Replaces COLTS 1,239 1,239

23. Wolpe Center Kitchen 690 690

Projects Approved/Under Way Subtotal 1,083,891 1,058,452 72,631 17,555 941

Major Projects/New Construction24. Humanities Building 7,460 61,000 500 500 62

25. Law School Master Plan - Phase 1 2,649 23,800 225 14

26. CVM Class Expansion - Phase 1 300 22,440 13,000

27. Olin Library HVAC System Replacement 12,000 12,000

28. Bridge Means Restriction 1,935 10,000

29. Harford Teaching and Research Dairy Center 650 8,300

30. Big Red Marching Band Practice Facility 670 3,586

Major Projects/New Construction Subtotal 13,664 141,126 25,500 725 76

New York State Funded31. Energy Conservation Projects - Contract Colleges - Phase 1 2,043 22,842 450 (2,284)

32. Contract Colleges Misc. Rehab/Repair 14,894 20,989 20,989

33. Multiple Buildings Roof Repairs - Phase 1 2,300 4,025 5,000

34. Contract Colleges Network Connectivity - Phase 1 330 3,979

35. Conservatory Greenhouse Restoration 430 2,500 1,000

36. East Campus Storm Sewer Replacement 276 2,000

37. Contract Colleges Electric Service Entrance Upgrades-Phase 1 1,099 1,999

38. Barton Hall Police Evidence Room HVAC Upgrades 1,500

39. Geneva Campus Electrical Upgrades 150 815 650

New York State Funded Subtotal 21,522 60,649 28,089 (2,284)

36


AuthorizedBudget

EstimatedTotal

Budget

DeferredMaint

Addressed

EstimatedO&M CostImpact *

AdditionalSpaceGSF ~

37


409,000 216,000 216,000 310,000 200,000 115,000

1,800 94,000 33,884 24,450 37,466

29,000 42,100 19,500 68,194 2,906

2,361 56,639 2,000 52,895 8,105

48,330 11,670 11,766 30,234 18,000

1,000 50,000 16,807 12,220 21,973

16,000 9,000 12,000 13,000

16,746 15,568 1,178

250 12,038 6,160 6,128

344 802 7,000 688 6,763 1,383

1,200 5,645 3,220 3,625

100 3,400 3,170 330

144 3,112 2,816 440

2,805 1,155 1,150 500

2,717 2,602 114

2,319 201 2,244 1,299 1,106 115

2,500 1,206 1,294

1,995 1,495 500

1,595 1,236 359

26 1,374 1,172 228

1,310 980 330

1,239 1,068 1,226 13

690 410 280

458,530 248,717 66,531 273,474 11,201 239,499 556,025 309,373 193,053

59,240 1,760 4,160 3,300 53,540

23,800 2,930 10,970 9,900

440 22,000 480 5,697 16,263

12,000 12,000

10,000 1,941 8,059

8,300 500 150 7,650

3,500 86 1,231 2,355

62,740 22,000 34,386 22,000 11,242 30,531 99,353

10,936 2,778 9,128 10,936 9,007 10,204 3,631

20,989 13,910 4,236 2,843

40 3,985 2,278 210 1,537

50 3,929 1,035 934 2,010

50 2,450 1,638 862

100 1,900 376 1,625

1,174 825 1,624 375

975 525 75 975 450

15 800 205 610

11,911 4,207 44,531 10,936 30,148 20,029 10,471

Gifts/Investment

Income

GP/CentralFunds

Unit/Enterprise SUCF+

Other Gov’t./Institution

DebtFinancing(see note)

Through11-12

12-13Budget

13-14 to16-17

Beyond16-17

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

26.

27.

28.

29.

30.

31.

32.

33.

34.

35.

36.

37.

38.

39.

FUNDING SOURCES EXPENDITURE PATTERN

Table 7: Approved Capital Activity cont.(current dollars in thousands)

Maintenance, Infrastructure, Unit40. Planned Maintenance Projects 44,716 42,288

41. Extraordinary Maintenance Projects 1,062 19,745 12,270

42. General Purpose Maint. & Infrastructure Projects 2,657 13,950

43. Administrative Systems 8,288 21,105

44. CIT Projects 3,494 27,968

45. Transportation Projects 200 3,361 361

46. Real Estate Projects 204 3,372 (53)

47. Energy & Sustainability Projects 6,031 11,675 225 (1,135)

48. Utilities Projects 4,505 37,533 23,600

49. Campus Life Projects 5,432 59,953 21,400 26 3

50. Cornell Store Projects 375 1,565

51. Architecture, Art & Planning Projects 448 7,600 1,000

52. Arts & Sciences Projects 3,347 12,000

53. Engineering Projects 70 29,149 650

54. Hotel School Projects 4,500

55. Agriculture & Life Sciences Projects 2,839 27,505 12,500

56. Human Ecology Projects 2,650 1,000

57. Industrial & Labor Relations Projects 1,200

58. Veterinary Medicine Projects 1,364 9,392

59. Johnson School Projects 768 4,131

60. Computing & Information Sciences Projects 1,500

61. Library Projects 240 5,300 50

62. Cornell In Washington Projects 500

63. Research Centers Projects 170 650

64. Student & Academic Services Projects 100 8,290 5

65. Athletics Projects 2,700 300 12

Maintenance, Infrastructure, Unit Subtotal 41,593 362,009 115,594 (1,095) 3

CornellNYC Tech66. CornellNYC Tech Campus - Phase 1 23,536 187,838 150

CornellNYC Tech Subtotal 23,536 187,838 150

Weill Cornell Medical College Projects67. Medical Research Building - 4th Floor 15,000

68. Deferred Maintenance 2,755 12,800 12,800

69. Weill Cornell East Side Primary Care Practice Expansion 20 9,000 9

70. Replacement of EPIC Software System for Clinical Billing 4,800

71. Radiology Alzheimer's Practice 20 4,200 6

72. Molecular Chemistry for Imaging 20 3,000

73. GMP Facility Critical Maintenance 20 2,000 2,000

74. Pain Management Fluoroscopy 500

75. Library Conference Rooms, Reading Rooms & ITS Access 30 500

Weill Cornell Medical College Projects Subtotal 2,865 51,800 14,800 15

Total Capital Activity 1,187,070 1,861,874 256,614 14,901 1,185

* O&M = operations and maintenance~ GSF = gross square feet+ SUCF = State University Construction Fund• Note: Amounts include planned long-term debt and short-term bridge financing.

38


AuthorizedBudget

EstimatedTotal

Budget

DeferredMaint

Addressed

EstimatedO&M CostImpact *

AdditionalSpaceGSF ~

39


44,493 223 8,190 36,526

17,495 1,900 350 600 3,325 15,820

13,950 2,000 3,700 8,250

21,105 4,743 9,690 6,672

17,994 9,974 5,744 11,284 10,940

3,361 925 2,436

3,314 58 235 511 1,825 926 110

9,140 2,535 8,627 4,831 3,629 3,215

4,500 33,033 5,215 7,695 18,663 5,960

1,500 58,453 6,441 8,920 39,892 4,700

1,565 600 965

1,200 1,250 5,150 600 4,500 2,500

500 900 10,600 3,200 2,300 5,300 1,200

1,160 27,989 946 9,546 18,657

4,500 1,000 3,500

25,805 1,700 10,943 5,937 10,625

750 1,900 500 1,550 600

1,200 800 400

9,392 2,552 2,840 4,000

4,131 756 1,425 1,950

1,500 1,500

5,300 250 1,550 2,045 1,455

500 500

325 325 650 505 145

8,290 530 3,760 4,000

2,700 50 950 1,700

5,110 131,151 223,640 350 1,758 9,512 52,442 97,962 198,181 13,425

187,838 13,640 16,544 157,654

187,838 13,640 16,544 157,654

15,000 1,400 12,000 1,600

12,800 2,755 2,045 8,000

3,000 6,000 1,000 8,000

1,600 3,200 4,200 300 300

4,200 4,200

3,000 2,000 1,000

2,000 1,000 1,000

500 200 300

500 500

15,300 12,300 24,200 11,355 25,045 15,400

714,218 429,078 341,064 340,355 37,159 259,946 674,851 499,485 674,112 13,425

40.

41.

42.

43.

44.

45.

46.

47.

48.

49.

50.

51.

52.

53.

54.

55.

56.

57.

58.

59.

60.

61.

62.

63.

64.

65.

66.

67.

68.

69.

70.

71.

72.

73.

74.

75.

Gifts/Investment

Income

GP/CentralFunds

Unit/Enterprise SUCF+

Other Gov’t./Institution

DebtFinancing(see note)

Through11-12

12-13Budget

13-14 to16-17

Beyond16-17

FUNDING SOURCES EXPENDITURE PATTERN

Table 8: Sources and Uses of Capital Expenditures(dollars in thousands)

1. Ithaca General Purpose Funds (1) 32,960 46,486 41,979 21,473 21,536 12,045 176,479

2. WCMC General Purpose Funds (1) 2,755 3,545 3,000 2,000 2,000 2,000 15,300

3. Gifts In Hand 16,123 24,425 3,522 425 300 44,794

4. Gifts Pledged 14,038 23,387 43,038 48,804 60,640 61,920 251,827

5. Ithaca Gift Funds (2) 30,161 47,812 46,560 49,229 60,940 61,920 296,621

6. Gifts In Hand 134,000 128,000 37,000 299,000

7. Gifts Pledged 32,000 20,000 23,000 75,000

8. Gifts to be Raised 33,000 2,000 35,000

9. WCMC Gift Funds (2) 134,000 160,000 90,000 25,000 409,000

10. Investment Income (3) 8,597 8,597

11. Unit Funds (4) 48,663 59,962 44,178 18,807 11,745 10,170 2,765 196,290

12. Enterprise Funds (5) 11,328 15,914 20,921 13,347 11,320 10,337 10,660 93,827

13. WCMC Enterprise Funds (5) 11,500 12,300 4,500 28,300

14. SUCF Capital (6) 186,450 72,604 49,116 32,185 340,355

15. Other Gov't/Institution (7) 2,646 373 332 308 300 3,959

16. WCMC Other Gov't/Institution (7) 9,100 22,200 1,900 33,200

17. Ithaca Campus Debt 29,289 9,691 3,554 1,212 200 43,946

18. WCMC Medical Debt 176,000 40,000 216,000

19. Subtotal Debt Financing (8) 205,289 49,691 3,554 1,212 200 259,946

20. Total Capital Funding/Financing 674,851 499,485 306,039 163,560 108,041 96,472 13,425 1,861,874

1. Projects Approved/Under Way (incl. WCMC) 556,025 309,373 141,735 51,318 1,058,452

2. Major Projects/New Construction (incl. NYS) 11,242 30,531 52,305 26,408 20,640 141,126

3. New York State Funded 30,148 20,029 9,255 1,216 60,649

4. Maintenance, Infrastructure, and Unit 52,442 97,962 74,570 51,658 39,401 32,552 13,425 362,009

5. CornellNYC Tech 13,640 16,544 18,774 30,960 46,000 61,920 187,838

6. Medical College Projects 11,355 25,045 9,400 2,000 2,000 2,000 51,800

7. Total Capital Expenditures 674,851 499,485 306,039 163,560 108,041 96,472 13,425 1,861,874

Notes:(1) General Purpose funds are resources provided from the central university General Purpose or Medical College budgets. Project examples include Medical

Research Building, administrative systems, energy conservation, and maintenance.(2) Gifts are restricted gifts for capital projects. Gifts in hand are cash payments. Gifts Pledged are gift commitments with future payment. Gifts to be Raised are a

projection of future, to be identified gifts that can be raised for projects. Project examples include Humanities Building, Gates Hall, and Medical Research Building.(3) Investment Income is interest earned on gift funds in hand prior to expenditure on project costs. Project examples include Gates Hall.(4) Unit funds are resources provided by colleges or other units from their operations or reserves. Project examples include Law School, CIT, Utilities, college

projects, and contributions to State-funded projects.(5) Enterprise funds are resources provided by units run as enterprise and revenues generated by rates. Examples include Campus Life, Utilities, Transportation,

and WCMC clinical practices.(6) SUCF Capital is New York State funding provided to the SUNY campuses, administered by the State University Construction Fund. Project examples include the

new Human Ecology Building, Stocking Hall renovation/addition, MVR 1933/East rehabilitation, and Warren Hall renovation.(7) Other Government/Institution funds are resources provided by federal, state or local government agencies or private institutions. Project examples include the

fit-out of the 4th floor of the Medical Research Building.(8) Debt financing includes both long-term debt repaid by amortized debt service payments from operating budgets and short-term bridge financing repaid by

receipt of future gift payments. Project examples include the Human Ecology Building Parking Garage, Medical Research Building, and energy conservation.

40


To Date 12-13 13-14 14-15 15-16 16-17Beyond16-17 Total

Sources

To Date 12-13 13-14 14-15 15-16 16-17Beyond16-17 Total

Uses

Table 9: Summary of External Debt Financing(dollars in thousands)

Tax-Exempt Debt 1. Series 1990B 3.00 - 5.00% 2025 47,980 45,440 4,811 4,812 4,807

2. Series 1998 Commercial Paper 2.99% until 10/1/15 2037 59,000 57,540 3,195 3,186 3,201

3. Series 2000A 2.99% until 10/1/15 2029 51,090 49,100 3,543 3,561 3,581

4. Series 2000B 4.63% 2030 68,460 66,140 5,495 5,492 5,489

5. IDA Series 2002A 4.52% 2030 41,940 40,495 3,340 3,337 3,336

6. IDA Series 2002B 2.90% 2015 15,390 15,390 446 446 15,836

7. Series 2004 3.51% 2033 81,600 79,200 5,255 5,243 5,279

8. Series 2006 4.00 - 5.00% 2035 196,120 184,735 20,279 19,645 12,655

9. IDA Series 2008 2.00 - 5.25% 2037 68,630 67,170 4,711 4,742 4,720

10. Series 2008 3.00 - 5.00% 2037 125,420 122,980 8,634 8,634 8,638

11. Series 2009 3.00 - 5.00% 2039 305,000 299,470 20,280 20,282 20,284

12. Series 2010 4.00 - 5.00% 2040 285,000 285,000 14,088 14,088 14,088

13. Subtotal Tax-Exempt Debt 1,345,630 1,312,660 94,078 93,467 101,915

Taxable Debt 14. Series 1987B 11.11% 2012 3,080 725 806 - -

15. Series 2009 taxable 4.35 - 5.45% 2019 500,000 500,000 24,500 274,500 13,625

16. Commercial Paper Variable - 78,500 78,500 7,673 7,591 7,426

17. Urban Development Corp. 0.00% 2029 2,250 2,125 125 125 125

18. Other Various 2029 2,676 2,588 262 262 262

19. Subtotal Taxable Debt 586,506 583,938 33,366 282,478 21,438

Swap Interest 16,851 12,775 8,970

Total External Debt 1,932,136 1,896,598 144,294 388,719 132,322

Notes:• The total outstanding external debt and the sum of external debt service payments for 2012-2013 shown above are different from the corresponding

outstanding operating unit debt balances and debt service totals shown in Table 10 due to a combination of: (a) differences in timing of borrowingand repayment between the university and various operating units; (b) debt costs, including compounded interest, to be recovered from future interest payments on operating unit debt; and (c) proceeds of debt issues used to pay issuance costs, on deposit in construction funds, or deposited into reserves to pay future debt service or fund project maintenance.

• While Series 2000A, 2000B, 2002A, 2004 and a portion of the tax-exempt commercial paper were issued as variable-rate debt, they have beenswapped to fixed rates for various terms, which are reflected in the interest-rate information and projected debt service payments.

• Cornell maintains a pool of working capital and a line of credit that are used to meet the daily cash flow of disbursements.

41


ActualBalance6/30/11

ForecastBalance6/30/12 12-13 13-14 14-15Interest Rate

MaturityDate

Projected External Debt Service Payments

Table 10: Debt Service by Operating Unit(dollars in thousands)

Ithaca Campus

1. Agriculture & Life Sciences 2,851 2,718 451 451

2. Architecture, Art, and Planning 10,928 28,427 809 1,232 2,041

3. Arts & Sciences 92,893 97,173 7,258 7,258

4. Engineering 41,123 42,842 3,663 3,663

5. Hotel Administration 13,843 8,226 2,063 2,063

6. Human Ecology 761 600 317 317

7. Industrial & Labor Relations 1,320 1,180 202 202

8. Johnson School 3,415 2,372 612 612

9. Law School 2,265 1,785 584 584

10. Veterinary Medicine 19,108 22,647 1,629 852 2,481

11. Colleges Subtotal 188,507 207,970 6,083 13,589 19,672

12. Animal Facilities 54,844 52,778 4,744 4,744

13. Life Sciences 88,076 86,132 6,410 6,410

14. Theory Center 2,375 2,250 127 127

15. Research Centers Subtotal 145,295 141,160 11,281 11,281

16. Africana Center 1,831 1,529 388 388

17. Athletics & Physical Education 5,511 4,717 443 443

18. Cornell In Washington 2,704 2,618 262 262

19. Library 9,709 9,322 877 877

20. All Other 1,040 859 230 230

21. Other Academic Programs Subtotal 20,795 19,045 935 1,265 2,200

22. Campus Life 195,834 182,680 18,169 18,169

23. Dean of Students 158 140 26 26

24. Fraternities/Sororities 2,755 2,470 290 290

25. Gannett Health Services 1,824 1,548 363 363

26. Student Services Subtotal 200,571 186,838 18,485 363 18,848

27. Human Resources 6,624 6,354 694 694

28. Information Technologies 10,721 9,544 595 1,103 1,698

29. All Other 612 487 138 138

30. Administrative & Support Subtotal 17,957 16,385 1,289 1,241 2,530

31. Facilities & Campus Services 152,849 147,211 15,362 410 15,772

32. Real Estate 15,458 18,386 2,190 2,190

33. Transportation/Mail Service 24,997 23,964 2,314 2,314

34. Physical Plant Subtotal 193,304 189,561 19,866 410 20,276

35. Ithaca All Other 9,100 6,128 1,718 1,718

36. Ithaca Campus Total 775,529 767,087 46,658 29,866 76,524

Medical College

37. Research 138,849 269,412 25,663 25,663

38. Residences 74,627 71,964 6,434 6,434

39. Clinical Care 303 78

40. Infrastructure 14,648 13,908 1,345 1,345

41. Medical College Total 228,427 355,362 33,442 33,442

42. University Total 1,003,956 1,122,449 80,100 29,866 109,966

42


2/28/11 2/29/12Unit

BudgetCentralBudget Total

Outstanding Balance2012-2013 Debt Service

43


Table 11: Current Lease Commitments and Lease Extensions

Current Lease Commitments by Operating Unit(dollars in thousands)

1. Agriculture & Life Sciences 1,793 1,495 298 392 193 119 2. Architecture, Art & Planning 1,651 1,651 727 625 296 3. Computing & Information Science 282 282 282 4. Engineering 720 720 166 166 166 5. Human Ecology 2,871 1,808 1,063 599 620 497 6. Industrial & Labor Relations 8,903 8,903 1,442 1,558 1,669 7. Johnson School 86 86 45 30 15 8. Law School 10 10 10 9. Colleges Subtotal 16,317 282 14,674 1,361 3,664 3,191 2,762

10. Research 133 67 66 115 20 11. Other Academic 86 8 78 53 30 5 12. Academic Support Subtotal 219 75 78 66 168 50 5

13. Alumni Affairs & Development 10,842 10,087 755 1,520 1,415 1,056 14. Facilities Services 663 663 222 127 127 15. Financial Affairs 689 689 264 264 198 16. Government Affairs 180 180 100 73 12 17. Human Resources 55 55 25 25 6 18. Investment Office 354 354 102 102 102 19. Student & Academic Services 206 206 97 97 20 20. University Communications 463 463 193 194 97 21. Central University 8,753 8,753 1,083 840 817 22. Administration Subtotal 22,204 20,226 1,978 3,606 3,139 2,437

23. CornellNYC Tech Campus ¶ 7,300 7,300 1,400 1,400 1,400 24. Weill Cornell Medical College 138,282 75,573 59,448 3,260 19,205 18,161 17,487 25. Subsidiaries 2,845 2,845 385 395 405

26. University Total 187,166 96,156 83,478 7,532 28,428 26,336 24,496

Lease ExtensionsNet Present Value > $250K(dollars in thousands)

1. 130 E. Seneca St., Ithaca, NY JGSM 431 431 431 2. East Hill Plaza, Ithaca, NY † DFA 759 759 380 380 3. 30 Brown Rd., Ithaca, NY CALS 1,082 1,082 1,082 4. 35 Thornwood Dr., Ithaca, NY † DFA 1,128 1,128 1,128 5. 312 College Ave., Ithaca, NY Comm. 844 844 844 6. 409 College Ave., Ithaca, NY SAS 251 251 251 7. 445 E. 68th St., New York, NY WCMC PO 885 885 295 295 295 8. 230 Park Ave., New York, NY AAD 1,797 1,797 1,797 9. 40 Worth St., New York, NY WCMC PO 363 363 363 10. 50 W. 17th St., New York, NY AAP 886 886 886 11. 1300 Franklin Ave., Bronx, NY WCMC PO 548 548 548 12. 1337 President St., Brooklyn, NY CHE 527 169 359 527 13. 1345 President St., Brooklyn, NY CHE 337 108 229 337 14. 400-444 N. Capitol St. NW, Govt. 292 292 292

Washington, DC15. Palazzo Lazzaroni, Via Dei Barbieri, AAP 1,602 1,602 1,602

Rome, Italy16. Total 11,734 3,024 7,040 1,670 1,106 4,357 6,271

Notes:* Net Present Value¶ An estimate is provided for the CornellNYC Tech campus since a lease has not yet been executed.∆ Johnson School (JGSM), Division of Financial Affairs (DFA), College of Agriculture & Life Sciences (CALS), University Communications

(Comm.), Student and Academic Services (SAS), Weill Cornell Medical College Physician Organization (WCMC PO), Alumni Affairs & Development (AAD), Architecture, Art & Planning (AAP), College of Human Ecology (CHE), Government & Community Relations (Govt.)

† Cornell is both tenant and landlord.

06/30/12LeaseNPV*

CentralFunds

Unit/Enterprise

OtherGov't/Inst 12-13 13-14 14-15

SOURCES OF FUNDING LEASE PAYMENTS

Unit ∆Estimated

LeaseNPV*

CentralFunds

Unit/Enterprise

OtherGov't/Inst 12-13 13-14 14-15

SOURCES OF FUNDING LEASE EXECUTION

Appendices

45

Appendices

A Academic Year Tuitions............................................

B Student Fees and Other Tuition Rates...................

C Enrollment Assumptions..........................................

D Profile: Class of 2015.................................................

E Undergraduate Tuition and Fees, Room and

Board – Ivy League, Peer, and Common

Acceptance Institutions ...........................................

F Undergraduate Tuition and Fees – Selected Public

and Land-Grant Institutions.....................................

Tuition and Fees – Selected Medical Colleges.....

G Average Nine-Month Faculty Salaries – Selected

Research Institutions ................................................

H Undergraduate Financial Aid ...................................

I New York State Appropriations...............................

J Facilities and Administrative Costs and Employee

Benefits Billing Rates ................................................

K Investment Assets, Returns, and Payouts ...........

L Endowment Market Value for Selected

Institutions ..................................................................

M Gifts/Contributions – Through March 31, 2012 ...

N Cornell Now Campaign – Through March 31, 2012

O Projected Maintenance Funding – Ithaca Campus

P Work Force - Ithaca Campus ...................................

Q Room and Board Rates – Ithaca Campus..............

R Ithaca Campus Faculty Peers by College..............

S Capital Project Spending Guidelines......................

T Guidelines for Space Needs Studies ......................

U Procedure for the Reallocation of Space ..............

V Space Management Principles................................

W Division Directory.......................................................

46

47

48

49

52

53

53

54

55

56

57

58

59

60

61

62

63

64

65

66

68

70

72

73

Academic Year Tuitions

Endowed Ithaca1. Undergraduate $37,750 $39,450 $41,325 $43,185 4.50%

2. Graduate School (research degrees) * 29,500 29,500 29,500 29,500 0.00%

3. Graduate School (professional degrees) † 37,750 39,450 41,325 43,185 4.50%

4. Hotel Administration (Mgt. Intern Pgr. - per term) 15,100 15,780 16,530 17,274 4.50%

5. Johnson School (MBA entering students) 47,150 49,272 51,480 53,796 4.50%

6. Johnson School (MBA continuing students) 46,700 49,272 51,480 53,796 4.50%

7. Johnson School (accelerated MBA program - summer) 27,700 29,800 31,140 32,540 4.50%

8. Johnson School (Cornell-Queen's EMBA - 17 month) 99,800 103,680 106,890 110,220 3.12%

9. Johnson School (executive MBA program - 2 year) 133,600 138,800 145,380 149,920 3.12%

10. Law School (entering and 2nd year students) 48,950 51,150 53,150 55,220 3.89%

11. Law School (3rd year students) 48,050 51,150 53,150 55,220 3.89%

12. Law School (JSD) 48,050 51,150 53,150 29,500 (44.50%)

13. Law School (LL.M 1-yr. Program) 51,530 53,850 56,490 59,260 4.90%

14. Cornell Abroad – (Bologna I per term) 16,345 17,100 16,470 15,700 (4.68%)

15. Cornell Abroad – (Bologna II - spring term) 18,995 19,920 19,430 18,700 (3.76%)

16. Cornell Abroad – (Denmark - per term) 23,490 24,210 23,945 24,700 3.15%

17. Cornell Abroad – (Europe & Nepal - per term) 21,950 22,925 23,000 23,250 1.09%

18. Cornell Abroad (Kyoto - per term) 28,325 29,325 26,945 27,200 0.95%

19. Cornell Abroad (External General - per term) ‡ 4,995 4,995 3,995 3,200 (19.90%)

20. Cornell Abroad (External Israel & UK -per term) ‡ 5,410 5,410 4,410 3,600 (18.37%)

Contract College21. Undergraduate – Resident § 21,610 23,310 25,185 27,045 7.39%

22. Undergrad. – Nonresident ** 37,750 39,450 41,325 43,185 4.50%

23. Sea Education Association (per term) + 16,730 17,600 17,900 18,600 3.91%

24. Environmental Science (per term) 17,046 18,800 18,800 19,350 2.93%

25. Graduate School (non-veterinary research degrees) * 20,800 20,800 20,800 20,800 0.00%

26. Graduate School (non-Veterinary professional degrees) † 24,700 25,815 27,040 28,260 4.51%

27. Veterinary Medicine – Resident DVM 26,500 27,700 28,400 29,400 3.52%

28. Veterinary Medicine – Nonresident DVM 39,500 41,700 42,750 44,250 3.51%

29. Veterinary Medicine – Graduate School 20,800 20,800 20,800 20,800 0.00%

Medical Campus30. Medical College (entering students) 44,650 45,545 46,000 47,150 2.50%

31. Medical College (continuing students) 39,100 45,545 46,000 47,150 2.50%

32. Graduate School of Medical Sciences 27,830 28,480 29,282 30,160 3.00%

Notes:* Research degrees include: MA (except for CRP), MS, MS/PhD, PhD, MFA, DMA programs and non-degree students.† Professional degrees include: CIPA (MPA), FALCON, MArch I and II, MAT, MEng, MFS, MHA, MILR, MLA, MRP,

MPS, MPS Africana Studies, MPS Applied Statistics, MPS Information Studies, and MPS Real Estate.‡ External program tuitions exclude the tuition costs of the host university, which the student pays directly.§ This tuition is also used for master of professional studies programs in existence before 1999-2000.** This tuition is also used for master of professional studies programs created in 1999-2000 and thereafter.+ SEA Semester Summer Session

46

Appendices

A

09-10 10-11 11-12 12-13% Changefrom 11-12

Student Fees and Other Tuition Rates

Ithaca Campus1. Acceptance Deposit – Undergraduate * $400 400 400 400 0.0%

2. Active File Fee – Graduate (per term) 200 200 200 200 0.0%

3. Activity Fee - Undergraduate (mandatory) 204 216 216 229 6.0%

4. Activity Fee - Graduate (mandatory) 70 76 76 81 6.6%

5. Administrative/Special Fee † 7,425 7,760 8,130 8,500 4.6%

6. Application Fee – Undergraduate 70 70 75 75 0.0%

7. Application Fee – Graduate 70 80 95 95 0.0%

8. Application Fee – Johnson School (US) 200 200 200 200 0.0%

9. Application Fee – Johnson School (international) 200 200 200 200 0.0%

10. Application Fee – Law School (JD degree) 75 80 80 80 0.0%

11. Application Fee – Law School (PhD degree) 75 80 80 80 0.0%

12. Application Fee – Veterinary Medicine ** 60 60 60 65 8.3%

13. Candidate for Degree Only Fee – Graduate 35 35 35 ††

14. Cornell Card Annual Fee 10 10 10 12 20.0%

15. Doctoral Thesis Fee – Graduate 135 135 135 135 0.0%

16. Extramural Study Course Tuition (per credit) 1,010 1,055 1,055 1,155 9.5%

17. Extramural Study Military Science (per course) ¶ 15 50 75 100 33.3%

18. I.D. Replacement Fee 40 40 40 40 0.0%

19. In-Absentia Fee – Graduate (per term) 200 200 200 200 0.0%

20. In-Absentia Fee – Johnson School (per term) 75 75 75 75 0.0%

21. In-Absentia Fee – Law School (per term) 75 75 75 200 166.7%

22. Late Registration Fee – General ◊ 350 350 350 350 0.0%

23. Late Thesis Filing Fee – Graduate 100 100 100 100 0.0%

24. Summer Session Course Tuition (per credit) ∞ 970 1,010 1,105 1,105 0.0%

25. Shoals Marine Lab (per credit, includes board) ∞ 1,043 1,153 1,524 1,613 5.8%

26. Summer Session Registration ∅ 100 100 100 100 0.0%

Medical Campus27. Application Fee – Medical College 75 75 75 75 0.0%

28. Application Fee – Medical Sciences 60 60 60 60 0.0%

29. Health Service Fee - Medical Campus (mandatory) 1,300 1,300 1,350 1,350 0.0%

Notes:* The undergraduate acceptance deposit is a one-time payment made by newly accepted students that is reimbursed as a tuition credit during the

first semester of enrollment.† The administrative/special fee covers administrative and support costs for the pre-1983 Cornell Children's Tuition Scholarship (CCTS) program.** The College of Veterinary Medicine uses the Veterinary Medicine College Application Service (VMCAS) to process applications. This fee is

supplemental to the VMCAS fee. The FY13 VMCAS fee is pending (FY12 fee was $159).¶ The Military Science course rate shown here is for non-Cornellians only.◊ The FY12 late registration fee is $350 after the third week then rises to a fixed rate of $500 after the 6th week.∞ The summer session course tuition and Shoals Marine Lab fee for 2012-13 are applicable for the summer of 2012 instructional period.

(Each course has an additional fee of $241).∅ The summer session registration fee, due after the applicable early enrollment deadline, is $100. Students who enroll after the registration

deadline for any session may also be assessed late fees of $100 per week.†† The Candidate for Degree Only Fee is no longer charged to graduate students.

47

Appendices

B

09-10 10-11 11-12 12-13% Changefrom 11-12

Enrollment Assumptions

Undergraduate—On-Campus1. Agriculture & Life Sciences 3,432 3,348 3,430 1,836 1,523 3,359

2. Architecture, Art & Planning 447 430 463 450 450

3. Arts & Sciences 4,198 4,119 4,245 4,101 4,101

4. Engineering 2,804 2,791 2,826 2,777 2,777

5. Hotel Administration 868 876 891 854 854

6. Human Ecology 1,138 1,150 1,166 526 600 1,126

7. Industrial & Labor Relations 844 824 845 381 492 873

8. Subtotal On-Campus 13,731 13,537 13,866 10,925 2,615 13,540

Undergraduate—Off-Campus † � 9. Cornell Abroad 153 266 144 266 266

10. Cornell in Washington 44 42 33 42 42

11. Field Study/EAS Hawaii/Sea Semester 124 96 96 96 96

12. Rome Program 49 45 45 45 45

13. NYC Program 11 30 30 30 30

14. Subtotal Off-Campus 381 479 348 479 479

15. Total Undergraduate 14,112 14,016 14,214 11,404 2,615 14,019

Professional16. Johnson School 872 823 823 823 823

17. Law 570 648 648 648 648

18. Medical College 393 401 401 401 401

19. Veterinary Medicine 377 401 391 217 184 401

20. Total Professional 2,212 2,273 2,263 2,089 184 2,273

Graduate21. Agriculture & Life Sciences 947 811 811 811 811

22. Architecture, Art & Planning § 428 315 315 315 315

23. Arts & Sciences 1,194 1,166 1,166 1,166 1,166

24. Engineering 1,637 1,474 1,501 1,501 1,501

25. Hotel Administration 66 54 54 54 54

26. Human Ecology ~ 200 432 432 432 432

27. Industrial & Labor Relations 188 187 187 187 187

28. Johnson School 46 41 41 41 41

29. Law 12 12 10 11 11

30. Graduate School of Medical Sciences 338 384 384 384 384

31. Veterinary Medicine 109 124 124 124 124

32. Total Graduate 5,165 5,000 5,025 5,026 5,026

33. Total Enrollment 21,489 21,289 21,502 18,519 2,799 21,318

Notes:* Tuition revenues are based on FTE enrollments, which account for fall-to-spring enrollment differences, tuition prorations for students attending

less than a full semester, and Johnson School enrollees in the Queens EMBA program who pay tuition to Queens University rather than CornellUniversity.

† The difference between fall registration and FTE paying enrollments for off-campus programs reflects higher enrollments in these programsduring the spring semester, especially in Cornell Aborad.

§ All Program in Real Estate enrollments have been consolidated on line 22 in this schedule.~ All Cornell Institute for Public Affairs enrollments have been consolidated on line 26 in this schedule.

48

Appendices

C

Fall 11Actual

RegistrarEnrollments

12-13Overall

EnrollmentTargets

Fall 12ProjectedRegistrar

Enrollments Resident Nonres. Total

12-13 ProjectedFull-Time Equivalent

Tuition-Paying Enrollments *

49

Appendices

D

Profile: Class of 2015

CLASS OF 2015: ENROLLING FALL FRESHMEN

3,356 fall freshmen are expected to enroll in the Class of 2015*

• 49.9% are women; 50.1% are men

• 65.6% attended public high schools

• 15.3% are children of Cornell alumni

• 6.4% are recruited athletes

• The average age is 18

ENROLLING FRESHMEN BY CORNELL COLLEGE

STANDARDIZED TESTS

Percent of enrolling students submitting SAT scores: 87.8%

Percent of enrolling students submitting ACT scores: 36.4%

SAT I Critical Reading 630 680 730 678

SAT I Math 670 730 770 715

SAT I Total 1,320 1,410 1,480 1,393

ACT Composite 29 31 33 31

HIGH SCHOOL CLASS RANK

Percent of enrolling students submitting high school class rank: 35.5%

Top tenth of graduating class 89%

Top quarter of graduating class 98%

Top half of graduating class 99%

Notes:* Freshmen depositing to enroll based on July data; this figure may differ from official 6th week enrollment figures.

25th Percentile 50th Percentile 75th Percentile Mean/Average

Endowed CollegesCollege of Arts & Sciences 1,155

College of Engineering 773

School of Hotel Administration 175

College of Architecture, Art & Planning 114

Contract CollegesCollege of Agriculture & Life Sciences 699

College of Human Ecology 277

School of Industrial and Labor Relations 163

FINANCIAL AID

Full-time first-year students 3,356 100.0%

Students who applied for aid 2,078 61.9%

Students determined to have financial need 1,692 50.4%

Students awarded financial aid 1,692 50.4%

Students receiving need-based scholarship/grant 1,630 48.6%

Average need-based scholarship/grant award from Cornell funds $33,099

Average loan amount offered in aid package $4,600

ETHNICITY AND RACE• 20.1% identify themselves as under-represented minorities (URM). URM is defined as American Indian/Alaska

Native, Black/African American, Native Hawaiian/Pacific Islander, or any combination including one or more of these cate-

gories. All students of Hispanic/Latino ethnicity, regardless of race, are also considered URM.

• 36.4% identify themselves as students of color (URM or Asian American).

U.S. Citizens, Permanent Residents, or Refugees

HISPANIC/LATINO ETHNICITY, OF ANY RACE 387 11.5%

NON-HISPANIC/LATINO ETHNICITY, BY RACE

American Indian or Alaska Native 7 0.2%

Asian American 549 16.4%

Black /African American 209 6.2%

Native Hawaiian or Pacific Islander 2 0.1%

White 1,382 41.2%

Bi-Multiracial, non-Hispanic/Latino URM 68 2.0%

Bi-Multiracial, not URM 71 2.1%

Not reported 332 9.9%

INTERNATIONAL, OF ANY ETHNICITY AND RACE 349 10.4%

GEOGRAPHIC DIVERSITYMembers of the Class of 2015 represent 45 different countries and reside in 48 of the 50 United States, plus Washington DC and Puerto Rico.

Regional Representation (by location of high school)

New York 993 29.6%

Mid-Atlantic 703 20.9%

Far West 415 12.4%

New England 358 10.7%

International 303 9.0%

Midwest 258 7.7%

Southeast 182 5.4%

Southwest 141 4.2%

Unknown 3 0.1%

50

Appendices

D CONT.

COMPARATIVE DATA: 2011 FALL FRESHMAN UNIVERSITY TOTALS

OverviewApplicants 3,479 32,908 36,387

Admits 1,227 5,311 6,538

Enrolling 1,180 2,176 3,356

WaitlistNumber of qualified applicants offered a place on the waitlist 2,982

Number accepting a place on the waitlist 1,846

Number admitted from the waitlist 0

Sat I Critical Reading750 - 800 14% 26% 16%

700 - 740 21% 29% 26%

650 - 690 23% 23% 27%

600 - 640 19% 14% 18%

550 - 590 12% 6% 8%

500 - 540 6% 2% 3%

Below 500 5% 0% 1%

Sat I Math750 - 800 36% 49% 40%

700 - 740 23% 24% 25%

650 - 690 19% 16% 18%

600 - 640 11% 8% 11%

550 - 590 6% 3% 4%

500 - 540 3% 1% 2%

Below 500 2% 0% 0%

High School Class RankTop tenth 74% 93% 89%

Top quarter 92% 98% 98%

Top half 98% 99% 99%

Notes:† Freshmen depositing to enroll based on July data; this figure may differ from official 6th week enrollment figures.

51

Appendices

D CONT.

Early Decision Regular Decision Total

Applicants Admits Enrolling †

52

Appendices

E

Undergraduate Tuition and Fees, Room and BoardIvy League, Peer, and Common Acceptance Institutions

Notes:• Institutions are ranked in descending order of rates for 2011-12.• Institutions with different resident and nonresident tuitions are indicated res. and nonres. respectively.• Common acceptance refers to institutions that had significant overlap with Cornell in the common acceptance of students who eventually

matriculated at Cornell rather than those other institutions.

Tuition & Mandatory Fees

Institution 10-11 11-12 %

Columbia $43,304 $45,290 4.6

Carnegie Mellon 41,940 44,010 4.9

Dartmouth 40,437 42,996 6.3

Tufts 41,598 42,962 3.3

Chicago 41,091 42,783 4.1

RPI 40,680 42,704 5.0

U. Pennsylvania 40,952 42,550 3.9

Johns Hopkins 40,680 42,280 3.9

Brown 40,820 42,230 3.5

Washington U. 40,369 41,992 4.0

Northwestern 40,223 41,983 4.4

Duke 40,243 41,938 4.2

Rochester 40,282 41,826 3.8

NYU 40,082 41,606 3.8

Cornell (Contract-nonres.) 39,666 41,541 4.7

Cornell (Endowed) 39,666 41,541 4.7

Boston U. 39,864 41,420 3.9

Georgetown 40,203 41,393 3.0

Stanford 39,534 40,926 3.5

MIT 39,212 40,732 3.9

Yale 38,300 40,500 5.7

Harvard 38,415 39,581 3.0

Princeton 37,420 37,865 1.2

U. Michigan (nonres.) 36,001 37,782 4.9

U. Virginia (nonres.) 33,574 36,578 8.9

UC-Berkeley (nonres.) 33,819 35,713 5.6

Michigan State (nonres.) 29,108 31,148 7.0

Pennsylvania State (nonres.) 27,114 28,066 3.5

Rutgers (nonres.) 24,022 25,417 5.8

Cornell (Contract-res.) 23,526 25,401 8.0

SUNY-Buffalo (nonres.) 15,546 16,299 4.8

SUNY-Binghamton (nonres.) 15,291 15,326 0.2

SUNY-Buffalo (res.) 7,136 7,519 5.4

SUNY-Binghamton (res.) 6,881 7,216 4.9

Tuition, Fees, Room & Board


NYU $53,592 $56,787 6.0

Columbia 53,876 56,310 4.5

Chicago 53,244 55,416 4.1

Dartmouth 52,275 55,365 5.9

Johns Hopkins 53,190 55,242 3.9

Carnegie Mellon 52,690 55,120 4.6

Washington U. 52,695 55,111 4.6

Georgetown 53,463 54,936 2.8


Cornell (Contract-nonres.) 52,316 54,701 4.6

Cornell (Endowed) 52,316 54,701 4.6

RPI 52,145 54,679 4.9

Tufts 52,866 54,474 3.0

U. Pennsylvania 52,382 54,428 3.9

Boston U. 52,124 54,130 3.8

Rochester 51,922 53,946 3.9

Duke 51,865 53,905 3.9

Stanford 51,410 53,217 3.5

Brown 51,360 53,136 3.5

Yale 49,800 52,700 5.8

MIT 50,446 52,507 4.1

Harvard 50,723 52,382 3.3

UC-Berkeley (nonres.) 49,127 50,703 3.2

Princeton 49,360 49,934 1.2

U. Michigan (nonres.) 45,193 47,250 4.6

U. Virginia (nonres.) 42,226 45,614 8.0

Michigan State (nonres.) 36,878 39,352 6.7

Cornell (Contract-res.) 36,176 38,561 6.6

Pennsylvania State (nonres.) 36,144 37,486 3.7

Rutgers (nonres.) 35,238 36,679 4.1

SUNY-Binghamton (nonres.) 26,535 27,136 2.3

SUNY-Buffalo (nonres.) 25,574 27,027 5.7

SUNY-Binghamton (res.) 18,125 19,026 5.0

SUNY-Buffalo (res.) 17,164 18,247 6.3

53

Appendices

F

Undergraduate Tuition and FeesSelected Public and Land-Grant Institutions

Resident

Institution 10-11 11-12 Percent

Cornell (Contract) $23,526 $25,401 8.0%

Pennsylvania State 15,250 15,984 4.8%

U. Vermont 14,066 14,784 5.1%

UC–Davis 11,958 13,860 15.9%

U. Illinois (Urbana) 13,096 13,838 5.7%

U. Minn. (Twin Cities) 12,288 13,022 6.0%

U. Mass. (Amherst) 11,917 12,797 7.4%

Michigan State 11,152 12,202 9.4%

U. Connecticut (Storrs) 10,416 10,670 2.4%

U. Texas (Austin) 9,416 9,794 4.0%

Ohio State (Columbus) 9,420 9,735 3.3%

U. Wisconsin (Madison) 8,983 9,665 7.6%

Indiana U. (Bloomington) 9,028 9,524 5.5%

Purdue 9,070 9,478 4.5%

Texas A & M 8,387 8,421 0.4%

SUNY-Buffalo 7,136 7,519 5.4%

Iowa State (Ames) 6,997 7,486 7.0%

SUNY-Binghamton 6,881 7,216 4.9%

SUNY-Albany 6,830 7,172 5.0%

Nonresident


Cornell (Contract) $39,666 $41,541 4.7%

UC–Davis 34,837 36,738 5.5%

U. Vermont 32,630 34,424 5.5%

U. Texas (Austin) 31,266 32,506 4.0%

Michigan State 29,108 31,148 7.0%

Indiana U. (Bloomington) 27,689 29,540 6.7%

Pennsylvania State 27,114 28,066 3.5%

U. Illinois (Urbana) 27,238 27,980 2.7%

Purdue 26,622 27,646 3.8%

U. Connecticut (Storrs) 26,880 27,566 2.6%

U. Mass. (Amherst) 23,813 25,585 7.4%

U. Wisconsin (Madison) 24,233 25,415 4.9%

Ohio State (Columbus) 23,604 24,630 4.3%

Texas A & M 22,817 23,811 4.4%

Iowa State (Ames) 18,563 19,358 4.3%

U. Minn. (Twin Cities) 16,588 18,022 8.6%

SUNY-Buffalo 15,546 16,299 4.8%

SUNY-Binghamton 15,291 15,326 0.2%

SUNY-Albany 15,240 15,282 0.3%

Tuition and FeesSelected Medical Colleges

Notes: • Institutions are ranked in descending order of rates for 2011-12.* Includes health fees and the cost of health insurance, whether waivable or not.

Tuition


Case Western 47,730 49,570 3.9%

Columbia 43,212 47,600 10.2%

Yale 45,600 47,560 4.3%

Harvard 45,050 47,500 5.4%

Washington Univ (St. Louis) 48,800 46,510 -4.7%

Duke 44,482 46,261 4.0%

Cornell 45,545 46,000 1.0%

Stanford 44,196 45,744 3.5%

Univ of Pennsylvania 43,960 45,498 3.5%

Pittsburgh (Non-Resident) 41,994 44,512 6.0%

Rochester 41,400 43,100 4.1%

Johns Hopkins 41,200 42,600 3.4%

Chicago Pritzker 40,627 42,294 4.1%

Tuition and Fees*


Cornell 52,774 53,267 0.9%

Columbia 50,962 52,657 3.3%

Univ of Pennsylvania 47,172 51,900 10.0%

Duke 47,703 51,424 7.8%

Case Western 49,050 51,062 4.1%

Harvard 48,517 51,043 5.2%

Yale 47,936 50,012 4.3%

Stanford 48,114 49,997 3.9%

Washington Univ (St. Louis) 48,800 49,480 1.4%

Pittsburgh (Non-Resident) 45,729 48,595 6.3%

Rochester 45,304 47,302 4.4%

John Hopkins 46,010 46,635 1.4%

Chicago Pritzker 41,452 45,852 10.6%

Average Nine-Month Faculty SalariesSelected Research Institutions

54

Appendices

G

Institution 91-92

Cal Tech 78,138

Harvard 73,717

Stanford 72,860

MIT 71,278

Princeton 70,193

Chicago 69,458

Yale 68,499

U. Pennsylvania 68,478

NYU 68,147

Rutgers 67,673

Columbia 67,363

Duke 67,169

Northwestern 66,974

Carnegie Mellon 66,374

USC 66,120

Georgetown 65,704

UC-Berkeley 65,239

UCLA 63,633

Cornell (Endowed) 63,624

U. Michigan 63,038

Johns Hopkins 62,976

UC-San Diego 61,282

Dartmouth 61,241

Cornell (Ithaca Campus) 60,205

Brown 59,094

U. Virginia 58,794

Ohio State 58,412

UC-Davis 58,308

U. Maryland 58,153

Penn State 57,449

U. Texas 56,911

Purdue 56,152

U. Illinois 55,801

Cornell (Contract) 55,619

U. North Carolina 55,412

U. Washington 54,695

U. Minnesota 54,286

Michigan State 54,045

U. Wisconsin 53,248

Texas A&M 52,592

Institution 01-02

Harvard 117,511

Stanford 111,077


Cal Tech 109,214

Princeton 108,248

Chicago 106,711

MIT 104,549

NYU 104,472

Yale 104,058

Columbia 103,598

Northwestern 102,316

Duke 99,747

UC-Berkeley 96,564


UCLA 95,801


Dartmouth 93,021

USC 92,378

Georgetown 92,239

U. Michigan 92,220

U. Maryland 91,372


U. Virginia 89,352

Rutgers 88,866

Johns Hopkins 88,685

UC-San Diego 88,194


U. Illinois 85,906

Brown 85,604

U. Minnesota 83,409

U. Texas 83,174

UC-Davis 83,149

Penn State 82,654

U. Wisconsin 81,239


Texas A&M 80,075

Ohio State 79,282



Purdue 77,354

Institution 11-12

Stanford 161,758

Harvard 160,672

Columbia 159,281

Chicago 157,169

Princeton 155,782


Cal Tech 148,406

NYU 146,163

MIT 144,746

Duke 143,768

Yale 143,750

Northwestern 141,518

Georgetown 137,555


Dartmouth 133,812

UCLA 133,324


USC 130,347

UC-Berkeley 128,923

Brown 127,047


U. Michigan 123,145


Rutgers 119,704


U. Virginia 117,333

UC-San Diego 117,143

U. Texas 116,254

U. Maryland 115,367

U. Illinois 113,418

Ohio State 112,083

Penn State 109,813

UC-Davis 109,778


U. Minnesota 106,160

Purdue 106,097


Texas A&M 101,046

U. Wisconsin 99,883

Johns Hopkins *

Notes:• The average salary (excluding extra pay and summer compensation) for each institution (including Cornell's contract colleges) was computed by

weighting the mean salary by academic rank for the number of endowed Ithaca faculty in those ranks. Twelve-month salaries were converted to anine-month appointment basis.

* Did not participate in the 2011-12 salary survey that was published in Academe, March-April 2012.

55

Appendices

H

Undergraduate Financial Aid

Source of Funding for Undergraduate Financial Aid(dollars in thousands)

FAMILY CONTRIBUTION

1. Parental 22,189 88,082 88,000 95,472 97,858 2.5% 6.1%

2. Student 7,819 21,256 21,300 22,712 23,280 2.5% 4.5%

3. Subtotal 30,008 109,338 109,300 118,184 121,138 2.5% 5.7%

FEDERAL GOVERNMENT

4. Grants 5,143 13,898 12,461 12,645 12,584 (0.5%) 3.6%

5. Loans 11,192 18,158 18,460 20,490 20,500 0.0% 2.5%

6. Work/Study 2,769 4,237 4,250 4,621 4,600 (0.5%) 2.1%

7. Subtotal 19,104 36,293 35,171 37,756 37,684 (0.2%) 2.8%

STATE GOVERNMENT

8. Grants 4,903 4,633 4,630 4,757 4,700 (1.2%) (0.2%)

9. Work/Study 692 0 0 0 0

10. Subtotal 5,595 4,633 4,630 4,757 4,700 (1.2%) (0.7%)

OTHER EXTERNAL11. Grants 2,663 5,482 5,935 5,881 6,195 5.3% 3.4%

12. Subtotal 2,663 5,482 5,935 5,881 6,195 5.3% 3.4%

CORNELL

13. Unrestricted Grants 12,751 168,384 190,029 177,970 199,471 12.1% 11.6%

14. Restricted Grants 7,770 30,911 31,510 46,854 46,253 (1.3%) 7.4%

15. Loans 130 1,266 1,300 1,247 1,250 0.2% 9.5%

16. Work/Study 1,846 4,237 4,250 4,621 4,600 (0.5%) 3.7%

17. Subtotal 22,497 204,798 227,089 230,692 251,574 9.1% 10.1%

18. Total 79,867 360,544 382,125 397,270 421,291 6.0% 6.9%

Financial Aid Population(on - and off-campus)

UNDERGRADUATE STUDENT COUNTS

1. Total Enrollment 12,958 13,935 13,808 14,167 14,019 (1.0%) 0.3%

2. Overall Financial Aid Population N/A 8,934 8,900 9,008 9,010 0.0%

3. % of Total Enrollment 64.1% 64.5% 63.6% 64.5%

4. Need-based Financial Aid Population 5,137 8,055 8,100 8,490 8,500 0.1% 2.0%

5. % of Total Enrollment 39.6% 57.8% 58.7% 59.9% 60.8%

6. Cornell Grant Recipients * 3,815 7,023 7,050 7,216 7,200 (0.2%) 2.6%


8. Pell Grant Recipients † 1,820 2,452 2,450 2,484 2,480 (0.2%) 1.2%


Notes:● Family contribution amounts are for students who demonstrate a financial need according to Cornell's methodology. Financial aid amounts are

shown as computed and awarded.● Enrollments exclude in-absentia and extramural students.* Cornell-grant recipients are those U.S. citizens and permanent residents (excluding international students) who receive need-based grant aid

from Cornell resources.† The number of Pell Grant recipients for fall 1987 is estimated based on the total funding received by Cornell in that year and the national

average of Pell Grant awards.

87-88Actual

10-11Actual

11-12Plan

11-12Forecast

12-13Plan

Change from Forecast to

Plan

AnnualGrowth Rate

from87-88

87-88Actual

10-11Actual

11-12Plan

11-12Forecast

12-13Plan

Change from Forecast to

Plan

AnnualGrowth Rate

from87-88

New York State Appropriations

Sources of Funding(dollars in thousands)

ITHACA CAMPUS

1. Original Base Appropriation Through SUNY 146,927 133,875 133,875 121,232

SUNY/CORNELL NEGOTIATED/PLANNED INCREASES

2. For Inflation and fixed costs 0 0 0 0

3. Subtotal Base Appropriation (prior to legislative actions) 146,927 133,875 133,875 121,232

4. SUNY-Initiated Adjustments (11,766) (12,643) (12,643) 0

5. Other Adjustments/Reclassifications 173 173 173 173 (Land Script/Canine Research)

6. Mid-Year Reduction (1,458)

7. Subtotal Base Enacted Budget 133,876 121,405 121,405 121,405

8. Empire Innovation 1,599 1,599 1,403 1,403

9. Revised Base Appropriation 135,475 123,004 122,808 122,808

ADDITIONAL PLANNED STATE FUNDING THROUGH SUNY

10. Cooperative Extension (support for County Associations) 3,909 3,920 3,920 4,220

11. Institute for Community College (ICCD) † 247 222 0 0

12. SUNY Program Support (academic equipment/fellowships) 1,410 1,308 1,308 1,308

13. U-Wide - Operating Support - Veterinary Medicine 250

14. SUCF Critical Maintenance In-Year Funds 3,219 2,700 2,700 3,734

15. Subtotal of Additional State Funding 8,785 8,150 7,928 9,512

16. Total State Appropriations Through SUNY 144,260 131,154 130,736 132,320

OTHER STATE APPROPRIATIONS

17. Bundy Aid (based on degrees granted) 1,528 1,375 1,527 1,330

18. Total Ithaca Campus 145,788 132,529 132,263 133,650

MEDICAL COLLEGE

19. Bundy Aid (based on degrees granted) 211 123 123 124

20. Total Medical College 211 123 123 124

21. Total State Appropriations 145,999 132,652 132,386 133,774

Notes: • Cornell receives New York State appropriations through the State University of New York (SUNY) and directly from the state.

Most appropriations flow through SUNY.• Not represented on this schedule are certain student financial aid funds and grants and contracts with state agencies. The schedule also ex-

cludes the value of employee benefits provided by New York State and debt service on facilities provided through SUNY, neither of which isrecorded by Cornell.

* Mandated in-year budget reduction. † ICCD transferred to Syracuse University during FY12.

10-11Actual

11-12Budget

11-12Forecast

12-13Plan

56

Appendices

I

*

57

Appendices

J

Facilities and Administrative Costs and Employee Benefits Billing Rates

Facilities and Administrative Cost Rates

ENDOWED ITHACA

1. On-Campus 58.00 59.00 59.00 59.00 59.00 59.00 60.00

2. Off-Campus 26.00 26.00 26.00 26.00 26.00 26.00 26.00

3. Off-Campus – Arecibo Observatory 11.00 11.00 11.00 11.00 11.00 11.00 ¥

4. Other Sponsored Activity 37.00 37.00

5. Other Restricted Funds 10.00 10.00 10.00 10.00 10.00 10.00 10.00

CONTRACT COLLEGES

6. On-Campus – Research 53.50 53.50 54.00 54.00 54.00 54.00 54.00

7. Off-Campus – Research 26.00 26.00 26.00 26.00 26.00 26.00 26.00

8. On-Campus – Educational Services 56.70 56.70 56.70 56.70 56.70 56.70 59.00

9. Off-Campus – Educational Services 26.00 26.00 26.00 26.00 26.00 26.00 26.00

10. New York State 18.00 18.00 18.00 18.00 18.00 18.00 18.00


MEDICAL CAMPUS

12. On-Campus 68.00 68.00 68.00 69.00 69.00 69.00 69.00

13. Westchester 38.00 38.00 42.00 42.00 42.00 42.00 42.00

14. Clinical Research Center 42.00 42.00 44.00 44.00 44.00 44.00 44.00

15. Other Sponsored Research 0.00 30.00 30.00 30.00 30.00 30.00 30.00

16. Off-Campus 26.00 26.00 26.00 26.00 26.00 26.00 26.00


18. Industrial Agreements – Clinical Trials 33.00 33.00 33.00 33.00 33.00 33.00 33.00

19. Industrial Agreements – Research 68.00 68.00 68.00 69.00 69.00 69.00 69.00

Employee Benefits Rates

ENDOWED ITHACA

1. Full 33.00 33.00 33.00 34.00 34.00 35.00 36.00

2. Minimum 10.00 10.00 10.00 10.00 10.00 10.00 10.00

3. Zero 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CONTRACT COLLEGES*

4. Federally Reimbursed (restricted funds) 45.60 47.60 45.10 44.30 46.60 46.60 53.00

5. All Other Funds (where applicable) 50.27 51.44 50.73 48.96 53.02 52.72 56.50

MEDICAL CAMPUS

6. General 29.40 29.60 29.60 29.60 29.60 31.50 31.50

7. Postdoctoral Fellow 20.00 20.00 21.00 20.00 21.00 22.00 22.00

8. NRSA Postdoctoral Fellow 0.00 0.00 0.00 0.00 0.00 0.00 0.00

9. Temporary Employee and Student 8.50 8.50 9.00 9.00 9.00 9.50 9.50

Notes:• Shown are the billing rates, expressed as percentages, used in each fiscal year; actual cost rates vary.• Endowed Ithaca has three employee benefit billing rates: (a) the full rate is used for most benefit-eligible employees; (b) a minimum rate is used

when only mandated benefits are provided or when tips or pension-ineligible bonus payments are made; and (c) a zero rate is applied in limitedsituations, such as in the case of academic-year student wage payments, where the cost of any benefits provided is negligible.

* The 2012-13 contract college benefits rates are estimated pending submission to the Department of Health and Human Services for incorporationin the university's rate agreements. The 2011-12 values shown are actual rates.

¥ Arecibo Observatory transferred to another operator effective 10/1/2011.

06-07 07-08 08-09 09-10 10-11 11-12 12-13

Investment Assets, Returns, and Payouts

Investments at Fair Value(dollars in thousands at year end)

1. Working Capital $0 0.0% $0 0.0% $0

2. Intermediate-Term 605,794 10.8% 653,496 10.3% 47,702

3. Long-Term Investment Pool (LTIP) 4,223,208 74.9% 4,921,840 77.5% 698,632

4. Separately Invested Portfolio 477,033 8.5% 506,437 8.0% 29,404

5. Pooled Life Income Funds 12,048 0.2% 11,817 0.2% (231)

6. Other * 315,101 5.6% 254,637 4.0% (60,464)

7. Total 5,633,184 100.0% 6,348,227 100.0% 715,043

Note: * A major portion of other investments are DASNY (Dormitory Authority of State of New York) holdings, which include bond proceeds held at

custodial bank and certain debt service reserves.

Endowment Net Assets(dollars in thousands at year end)

1. True Endowment $2,795,950 $3,274,626 $478,676 17.1%

2. Funds Functioning as Endowment 1,464,000 1,653,444 189,444 12.9%

3. Subtotal Under Cornell Management 4,259,950 4,928,070 668,120 15.7%

4. Funds Held in Trust by Others * 118,637 131,336 12,699 10.7%

5. Subtotal Funds External to Cornell 118,637 131,336 12,699 10.7%

6. Total University Endowment 4,378,587 5,059,406 680,819 15.5%

Note: * Funds that the university neither possesses nor controls but which provide Cornell income.

Long Term Pool Payout1. Market Value (per share) $66.62 $65.37 $45.12 $47.38 $53.58

2. Annualized Total Gross Return 26.1% 3.0% (25.9%) 12.7% 20.2%

3. Number of Shares (in millions) 78.0 82.3 84.1 89.1 91.9

4. Payout per Share $2.42 $2.66 $3.00 $2.55 $2.20

5. Shareholder Payout (in millions) $185.51 $213.05 $250.68 $217.15 $198.75

6. Payout as a % of 6/30 Market Value 3.6% 4.1% 6.6% 5.4% 4.1%

7. Total Spending per Share $2.85 $3.16 $3.53 $3.28 $3.01

8. Total Spending (in millions) $222.32 $259.61 $296.82 $292.00 $276.59

9. Spending as a % of 6/30 Market Value 4.3% 4.8% 7.8% 6.9% 5.6%

Note:• Total returns net of investment management fees for 2006-07, 2007-08, 2008-09, 2009-10 and 2010-11 were 25.9%, 2.7%, -26%, 12.6%

and 19.9% respectively.

6/30/10Total

Percentof Total

6/30/11Total

Percentof Total

Changefrom

6/30/10

6/30/07Actual

6/30/08Actual

6/30/09Actual

6/30/10Actual 6/30/11 Actual

6/30/10 6/30/11 Change Percent Change

58

Appendices

K

59

Appendices

L

Endowment Market Value for Selected Institutions(dollars in millions)

Notes:• Institutions are ranked in descending order of endowment market value.• Endowment market value reflects the net impact of withdrawals to fund institutional operations and capital expenses; the payment of

endowment management and investment fees; additions from donor gifts and other contributions; and investment gains or losses. Market value also includes the estimated valuations of real estate and other “illiquid” assets.

Sources: 2011 NACUBO - Commonfund Study of Endowments and 2002 NACUBO Endowment Study.

Institution 00-01

Harvard 17,951

Yale 10,725

U. of Texas System 9,364

Princeton 8,359

Stanford 8,250

MIT 6,135

U. of California System 4,703

Emory 4,316

Columbia 4,293

Texas A&M System 4,031

Washington U. 3,952

U. of Michigan 3,614

U. of Chicago 3,516

U. of Pennsylvania 3,382

Northwestern 3,256

Rice 3,243

Cornell 3,151

Duke 3,131

Dartmouth 2,414

Vanderbilt 2,160

Johns Hopkins 1,823

Brown 1,434

Rochester 1,245

Carnegie Mellon 757

Boston U. 665

RPI 619

Tufts 549

Institution 09-10

Harvard 27,557

Yale 16,652

Princeton 14,391


Stanford 13,851

MIT 8,317


Columbia 6,517

Northwestern 5,945



U. of Chicago 5,543


Duke 4,824

Emory 4,694

Washington U. 4,473

Cornell 4,379

Rice 3,787

Vanderbilt 3,044

Dartmouth 2,998

Johns Hopkins 2,220

Brown 2,155

Rochester 1,368

Tufts 1,214

Boston U. 992

Carnegie Mellon 815

RPI 630

Institution 10-11

Harvard 31,728

Yale 19,374


Princeton 17,110

Stanford 16,503

MIT 9,713


Columbia 7,790

Northwestern 7,183



U. of Chicago 6,575


Duke 5,747

Emory 5,400

Washington U. 5,280

Cornell 5,059

Rice 4,451

Vanderbilt 3,415

Dartmouth 3,413

Johns Hopkins 2,598

Brown 2,497

Rochester 1,623

Tufts 1,404

Boston U. 1,160


RPI 622

Gifts/Contributions - Through March 31, 2012

Reconciliation of Contributions to Cash Gifts(dollars in thousands)

OPERATING REVENUE

1. Unrestricted 35,460 35,840 - 71,300 44,985

2. Temporarily Restricted 45,203 71,125 - 116,328 134,743

3. Funds Functioning as Endowment * 552 4,747 - 5,299 6,331

4. Subtotal 81,215 111,712 - 192,927 186,059

NON-OPERATING REVENUE

5. True Endowment 48,405 17,267 - 65,672 37,472

6. Funds Functioning as Endowment § 86 19 4,667 4,772 9,661

7. Life Income Funds 4,540 454 - 4,994 2,358

8. Trusts Held by Others 1,059 - 1,059 4,897

9. Loan Funds - 77 - 77 166

10. Capital Acquisitions ∞ 361,096 (45,865) - 315,231 18,045

11. Capital Acquisitions - Gifts in Kind - - - - 2,992

12. Subtotal 415,186 (28,048) 4,667 391,805 75,591

13. Financial Statement Total 496,401 83,664 4,667 584,732 261,650

ADJUSTMENTS

14. Gifts from Outside Trusts (1,059) - - (1,059) (4,897)

15. Pledges (Net Present Value) (345,726) (2,880) - (348,606) (30,218)

16. Timing 5,084 453 - 5,537 (12,780)

17. Total Adjustments (341,701) (2,427) - (344,128) (47,895)

18. Gift Records Total 154,700 81,237 4,667 240,604 213,755

Notes:• This table reconciles the differences (line 13 through 18) between contributions as displayed in the financial statement (line 13)

and cash gifts as reported by Alumni Affairs and Development (line 18). The largest of these adjustments (positive or negative )are often changes in the net present value of pledges (line 15) and timing differences in the recording of gifts between the twosystems (line 16).

• Line 14 shows the net difference in valuation of gifts from outside trust agreements that are recorded in the contributors relationssystem at full value and may be reflected at present value in the financial statements. Line 15 reflects the pledge net present value of relations system. Line 16 identifies other periodic adjustments.

• Some of these exclusions—all of which are based on reporting standards appropriate for each record—are entire (e.g., the inclusionof pledges in the financial statements and the exclusion of such promises from the cash gifts of the contributor relations system).Others are partial (e.g., the recognition in the financial statements of the interest that beneficiaries may have in split-interest agreements).

† The Cornell University Foundation is a service for Cornell alumni and friends who wish to make charitable gifts through the structure of a donor-advised fund.

* Unrestricted funds functioning as endowment are classified as operating revenues.§ Restricted funds functioning as endowment continue to be classified as non-operating revenues.∞ Capital acquisitions includes a net pledge amount of $312 million for the CornellNYC Tech campus.

IthacaCampus

MedicalCollege

Cornell Foundation †

11-12Year to Date

10-11Year to Date

March 31

60

Appendices

M

61

Appendices

N

Cornell Now Campaign - Through March 31, 2012

Gifts Raised - Ithaca Campus *(dollars in thousands)

CAMPAIGN GOALS1. Endowment faculty positions, various fields $9,4592. Faculty Renewal $22,7333. Faculty Diversity4. International Programs5. Ithaca-Weill Joint Programs6. Life Sciences $57. Economics8. Institute for Social Sciences9. Business and Management Sciences $5,21310. Humanities and the Fine Arts $2,20011. Sustainable Development, Energy, Environment $46012. Library Collections13. Other program support, Ithaca campus $62,75814. Subtotal Faculty & Program Support $489,400 $102,828 21.0%

15. Undergraduate Financial Aid $57,15816. International Undergraduate Scholarships $1,45817. Graduate Fellow/Professional School Scholarships $20,87018. Educational Excellence $6319. Service Learning and Public Engagement $1,63520. Other program support for students $13,40421. Subtotal Student $432,000 $94,588 21.9%

22. Humanities $63,20623. Gates Hall $13,57724. Physical Sciences Building $49425. Milstein Hall $2,61026. Other $21,06327. Subtotal Facilities $88,600 $100,950 113.9%

28. Cornell Annual Fund $45,11029. Current Use Program Support $170,84930. Subtotal Unrestricted $490,000 $215,959 44.1%

31. Campaign Goals Total $1,500,000 $514,325 34.3%

COLLEGE AND UNIT TARGETS1. Agriculture & Life Sciences $125,000 $45,263 36.2%2. Architecture, Art & Planning $30,000 $8,785 29.3%3. Arts & Sciences $225,000 $104,089 46.3%4. Athletics $50,000 $28,738 57.5%5. Computing & Information Sciences $35,000 $16,135 46.1%6. Cornell Library $25,000 $8,110 32.4%7. Engineering $185,000 $45,627 24.7%8. General University $305,000 $118,877 39.0%9. Hotel Administration $55,000 $27,555 50.1%10. Human Ecology $30,000 $7,798 26.0%11. Industrial & Labor Relations $60,000 $12,126 20.2%12. Johnson Art Museum $30,000 $7,268 24.2%13. Johnson School $95,000 $24,451 25.7%14. Lab of Ornithology $125,000 $19,373 15.5%15. Law School $35,000 $9,312 26.6%16. Student & Academic Services $15,000 $8,306 55.4%17. Veterinary Medicine $75,000 $22,512 30.0%18. College and Unit Targets Total $1,500,000 $514,325 34.3%

Notes:* This table shows progress vs. the Cornell Now expanded campaign priorities announced in October 2011. University progress vs. the expanded

total goal of $4.75 billion stands at $3.89 billion through March 31, 2011.

Goal/TargetRaised through

3/31/12Percent ofGoal/Target

Projected Maintenance Funding - Ithaca Campus

Maintenance Inventory(dollars in millions)

ENDOWED ITHACA

1. Beginning Inventory $173.4 $182.3 $232.0 $256.3 $273.0 $290.3 $310.0

2. Maintenance Projects 27.2 66.6 38.6 40.0 41.1 42.3 43.5

3. Operational Funding (15.1) (13.7) (11.6) (14.4) (15.9) (16.3) (8.7)

4. Capital Funding (3.2) (3.2) (2.7) (8.8) (8.0) (6.3) (0.3)

5. Year-End Inventory $182.3 $232.0 $256.3 $273.0 $290.3 $310.0 $344.6

RESIDENCE FACILITIES




9. Capital Funding (1.7) (6.0) (3.2) (3.4) (3.0) (1.5) (2.8)


CONTRACT COLLEGES




14. Capital Funding (27.0) (9.4) (8.6) (32.9) (17.1) (17.1) (16.7)


ITHACA CAMPUS TOTAL




19. Capital Funding (32.0) (18.5) (14.5) (45.1) (28.1) (24.9) (19.8)


Notes:● This table provides a projection of building maintenance activity, the funding of maintenance costs from operating and capital plans, and

the inventory of unfunded maintenance for the Ithaca campus through 2016-17. Excluded are utilities, parking, and information technology projects. The projected year-end inventory of unfunded maintenance is for planning purposes only, and illustrates the potential need for maintenance resources beyond those already identified in operating and capital plans.

● There are three categories of building maintenance: routine, preventive, and planned. Maintenance needs and projects are identified annually.Most routine and preventive activities are funded and completed. Some planned maintenance is deferred due to timing issues or lack of funding.

● The lines labeled maintenance projects include routine and preventive activities and additions to the planned maintenance inventory. The projection of such projects through 2016-17 was made using a model developed by the Association of Higher Education Facilities Officers.

● Operational funding is that portion of total maintenance funding that is expended on routine and preventive activities and planned maintenance,and includes the use of operating reserves. It excludes certain administrative costs and debt.

● Capital funding is from projects in the capital plan, not all of which have been approved or funded. The impact of capital funding is shown in the year that the project is expected to be completed.

Actual10-11

Forecast11-12

Plan12-13

Proj.13-14

Proj.14-15

Proj.15-16

Proj.16-17

62

Appendices

O

63

Appendices

P

Work Force – Ithaca Campus

2011-12 Ithaca Campus Work Force Distribution

1. Agriculture & Life Sciences 362 327 1,054 1,743 1.53

2. Architecture, Art & Planning 48 12 46 106 0.77

3. Arts & Sciences 523 183 285 991 0.40

4. Engineering 227 61 174 462 0.60

5. Hotel Administration 42 20 246 308 3.97

6. Human Ecology 94 79 212 385 1.23

7. Industrial & Labor Relations 58 55 137 250 1.21

8. Johnson School 50 23 96 169 1.32

9. Law School 52 2 77 131 1.43

10. Veterinary Medicine 124 119 606 849 2.49

11. Subtotal Colleges 1,580 881 2,933 5,394 1.19

12. Research Centers 102 265 367 2.60

13. Other Academic Programs 16 102 579 697 4.91

14. Subtotal Other Centers 16 204 844 1,064 3.84

15. Total Academic Units 1,596 1,085 3,777 6,458 1.41

16. Student Services 12 1,074 1,086

17. Administrative & Support 1,329 1,329

18. Physical Plant 769 769

19. Subtotal Support 0 12 3,172 3,184

20. Total Work Force 1,596 1,097 6,949 9,642 2.58

Change In Support Staff

1. Agriculture & Life Sciences 1,155 1,088 1,060 1,054 (101) -8.74%

2. Architecture, Art & Planning 51 47 43 46 (5) -9.80%

3. Arts & Sciences 301 287 282 285 (16) -5.32%

4. Engineering 202 173 162 174 (28) -13.86%

5. Hotel Administration 272 246 244 246 (26) -9.56%

6. Human Ecology 184 187 240 212 28 15.22%

7. Industrial & Labor Relations 160 137 135 137 (23) -14.38%

8. Johnson School 103 86 88 96 (7) -6.80%

9. Law School 71 70 72 77 6 8.45%

10. Veterinary Medicine 729 652 604 606 (123) -16.87%

11. Subtotal Colleges 3,228 2,973 2,930 2,933 (295) -9.14%

12. Research Centers 269 260 272 265 (4) -1.49%

13. Other Academic Programs 689 616 604 579 (110) -15.97%

14. Subtotal Other Centers 958 876 876 844 (114) -11.90%

15. Total Academic Units 4,186 3,849 3,806 3,777 (409) -9.77%

16. Student Services 1,162 1,057 1,049 1,074 (88) -7.57%

17. Administrative & Support 1,525 1,361 1,323 1,329 (196) -12.85%

18. Physical Plant 834 771 783 769 (65) -7.79%

19. Subtotal Support 3,521 3,189 3,155 3,172 (349) -9.91%

20. Total Support Staff 7,707 7,038 6,961 6,949 (758) -9.84%

Notes: • Source - Institutional Research and Planning using the HR/Payroll System and the Academic Personnel Database. All figures are as of November

1st for each year. Support staff figures for 2008-09 through 2010-11 have changed slightly from last year as a result of this date change.

Faculty OtherSupport

Staff Total

Ratio ofSupport toAcademic

Academic Staff

2008-09 2009-10 2010-11 2011-12 Number PercentChange from 08-09

Notes:Institutions are ranked in descending order of rates for 2011-12.* Room rates shown represent average double occupancy for undergraduates.† Board rates shown generally represent full meal plans, providing 18 to 21 meals per week.‡ Cornell rates shown are for the Traditional 14 Meals Per Week Plus $800 Declining Balance Plan.

Cornell University

ROOM RATES

1. Undergraduate – Average Double $6,680 $6,950 $7,210 $7,500 $7,800 $8,110 4.0%

2. Undergraduate – Average All Types 7,015 7,320 7,594 7,885 8,200 8,530 4.0%

3. All Students – Average Double 6,680 6,950 7,210 7,500 7,800 8,110 4.0%

BOARD RATES

4. Full Meal Plan ◊ 4,510 4,690 4,900 5,100 5,310 5,520 4.0%

5. Administrative Fee § 50 50 50 50 50 50 0.0%

Notes: ◊ The 09-10 through 12-13 rates shown are for the Traditional 14 Meals Per Week Plus $800 Declining Balance Plan.§ Nonrefundable administrative fee that is charged to participants in the meal plans that covers the cost of flexible enrollment, allowing

students to change, add, and drop meal plans. The fee funds the tracking and processing system used to record and monitor changes.

ROOM RATES*


NYU $9,350 $10,876 16.3

Harvard 7,525 7,811 3.8

Cornell 7,500 7,800 4.0

U. Pennsylvania 7,248 7,592 4.7

SUNY-Binghamton 7,036 7,528 7.0

Johns Hopkins 7,150 7,408 3.6

Dartmouth 7,077 7,395 4.5

MIT 6,884 7,275 5.7


Stanford 6,700 7,012 4.7

Brown 6,522 6,748 3.5

Yale 6,300 6,700 6.3

Duke 6,502 6,697 3.0

Princeton 6,467 6,596 2.0

Columbia 6,170 6,432 4.2

BOARD RATES†


Johns Hopkins $5,360 $5,554 3.6


Yale 5,200 5,500 5.8

Princeton 5,473 5,473 0.0

Cornell ‡ 5,150 5,360 4.1

Stanford 5,176 5,279 2.0

Duke 5,120 5,270 2.9

Harvard 4,783 4,990 4.3

Dartmouth 4,761 4,974 4.5

Columbia 4,402 4,588 4.2

MIT 4,350 4,500 3.4

NYU 4,160 4,306 3.5

U. Pennsylvania 4,182 4,286 2.5

SUNY-Binghamton 4,208 4,282 1.8

Brown 4,018 4,158 3.5

07-08 08-09 09-10 10-11 11-12 12-13Change

from 11-12

64

Appendices

Q

Room and Board Rates - Ithaca Campus

Selected Institutions

65

Appendices

R

Ithaca Campus Faculty Peers by College(Ivy peers shown in red)

AAP A&S CALS CIS ENG HE HOTEL ILR Johnson Law Vet

Arizona •

Brown • • • •

Cal Tech • •

Carnegie Mellon • • • •

Chicago • • • • •

Colorado State •

Columbia • • • • •

Dartmouth •

Duke • • • • •

Emory •

Florida • •

Georgia Tech • •

Harvard • • • • •

Illinois • • • • • • • • •

Iowa State • •

Maryland •

Michigan • • • • • • •

Michigan State • •

Minnesota • • •

Missouri •

MIT • • • • •

Nebraska • •

NC-Chapel Hill • •

Northwestern • • • •

NYU • • • •

Ohio State • •

Penn • • • • • • •

Penn State • • •

Princeton • • • • • •

Purdue • •

Rice • •

Rutgers • •

Stanford • • • • • • • •

Texas • • • • •

Texas A&M •

UC Berkeley • • • • • • • • • •

UC Davis • • •

UCLA • • • • • • •

UC San Diego •

USC • • • •

U Washington • • • •

Vanderbilt • •

Virginia • • • • •

Washington U • • • •

Wisconsin • • • • •

Yale • • • • •

Specific capital projects may move forward with the following restrictions.

• With a very preliminary cost estimate, a unit may request to spend a limited amount of its own existing funds

through the normal PAR process, to the extent necessary to conceptually develop and size a project idea for the

purpose of advancing discussion for possible inclusion in the university’s approved five-year capital plan.

• Before any formal design or construction work begins, the project must be included in the university’s approved

five-year capital plan.

• Before inclusion in the university’s approved five-year capital plan, the project must contain a submitted and

approved funding strategy which may not rely on uncertain sources of funding (e.g., gifts to be raised, grant pro-

posals, future New York State capital plans) and which must include: 1) the full anticipated cost of the project,

including construction, architectural and design fees, equipment, contingencies, etc.; 2) the incremental annual

cost of ongoing operations and maintenance for the facility; and 3) any other relevant information. Because

funding sources are as diverse as university projects, each project’s funding strategy should be developed with

consideration given to both the project’s merit and university priorities. Funding guidelines are as follows:

- The balance sheet expendable resources to debt ratio must always be greater than 2.0. If a new project is

added to the plan and brings the university below the minimum ratio, a trade-off decision must be made.

• Until the university returns to the minimum expendable resources to debt ratio, there are no

funds for long or short term (bridge financing) debt.

- No more than 50% of any capital project should be debt-financed unless the project is a life-safety or

major infrastructure priority. Auxiliary enterprises, such as dorms, will be evaluated based on overall

debt capacity;

- Academic facilities should be at least 50% funded by available resources such as unit reserves, philan-

thropy, or other sources;

- Non-curriculum and non-research facilities (e.g., the Johnson Art Museum, the Plantations, etc.) will

be expected to fund 100% by available resources such as unit reserves, philanthropy, or other sources;

- Unit reserves identified as a source of funding must be “earmarked”, or set aside in an account

committed to this use until such time as they may be replaced with other sources of funding or are

otherwise no longer required.

- General feasibility of planned fundraising must be approved by the Vice President for Alumni Affairs

and Development or the Vice Provost for Development at the medical college;

• The sources for any additional operations and maintenance payments must be identified, in writing.

• A project not included in the annual approved five-year capital plan may be brought forward for consideration

as an addition to the capital plan if a full funding plan is identified between plan cycles. This determination will

be made by the Capital Planning Group (CPG) and Capital Funding & Priorities Committee (CF&PC).

• Once included in the university’s approved five-year capital plan, preliminary work may be authorized through

the schematic design phase if funded by existing available resources. Continuation of design work beyond

schematic design and prior to approval of the construction phase may be permitted through the consideration

and approval of CPG and CF&PC.

Capital Project Spending Guidelines

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• Before a project’s construction phase is permitted to begin, the following must be true:

- All funds within the funding strategy must be committed in writing for 100% of project cost,

including debt;

• At least 75% of gifts planned must be cash-in-hand

• Committed New York State funds must include an assessment of certainty of funding

• A utility or other rate-recovery project must include 1) a detailed statement of expected cash

flow, indicating whether short-term debt is required, and 2) a rate impact analysis approved by

the CFO and VP for Planning and Budget.

- Fundraising must be complete before construction begins or an approved “backstop” plan must be

in place;

- The majority of the gift pledges must be scheduled to be collected within five years of the start of

construction;

- If there is debt funding:

• The project must establish and document the maximum project debt allowed, and include the

CFO’s written evaluation of the impact of the terms of the debt on the university’s balance sheet.

• The project must identify and disclose, in writing, sources of the debt payment. If there is a planned incremental

revenue stream for this purpose, this disclosure should include any incremental program-related investments,

(such as faculty hiring costs or the additional overhead revenue), and their associated assumptions.

Departure from these guidelines is permissible only in exceptional circumstances, as determined by the President

and the Provost after recommendation from the CF&PC.

INTENTDevelop a standard process, including standardized documentation, to assess existing space utilization and

analyze space needs.

OUTCOMES1. Create a consistent framework, based on Cornell standards, policies and institutional data-of-record.

2. Exercise due diligence in the assessment of existing utilization as well as the establishment of space needs.

3. Integrate programmatic mission and strategic objectives into the space planning process.

4. Measure the space program development through the course of a project against the original space

program objectives.

5. Create transparency for approved deviations from Cornell space standards.

6. Create space program documentation that is concise, clear and actionable.

CONTEXTCapital Projects & Planning (CP&P, in Facilities Services) has identified what is currently a six-step process

for unit master plans:

I. College/Division Profile

II. Assessment of Existing Program and Space Utilization

III. Analysis of Space Needs Based on Strategic Vision

IV. Facilities Existing Condition Assessment

V. Space Study/Facilities Renovation Plan Concept Alternatives

VI. Space Study/Facilities Renovation Plan Final Recommendation

Space needs studies may be conducted as part of an overall master planning process (in phases I, II and III, as

listed above), or they may stand alone to support particular initiatives. Should they stand alone, they may drive

subsequent projects, particularly if the space needs study identifies a shortfall of space. The subsequent proj-

ects are expected to follow the CP&P expectations for the consideration of concept alternatives before a final

recommendation is selected.

PROCESS• The Director of Space Planning and the University Architect will consult with units during the annual

development of the capital plan to recommend those cases in which a space needs study should serve as

the first phase of one or more unit capital projects. A space needs study will typically be recommended in

cases where the unit already perceives a shortfall of space or is projecting a shortfall of space based on new

programmatic initiatives and where the unit believes new space (constructed or annexed) is necessary.

• Space needs studies that exceed the PAR threshold will follow these guidelines.

• The Space Use Advisory Committee (SUAC) will meet with the unit and review the PAR before the PAR is

fully approved. The purpose of such a meeting is for the SUAC to understand the issues that the unit hopes

to resolve through the study and for the unit to hear from the SUAC regarding broader contextual issues.

• The SUAC will meet with the unit again at the end of the study, to hear a report and to discuss the implications

and next steps with the unit.

• Presentations to the SUAC are part of the capital project review and approval process. The SUAC advises

the Capital Planning Group (CPG) and the Capital Funding & Priorities Committee (CF&PC) regarding

projects it reviews.

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Guidelines for Space Needs StudiesApproved 9/26/11

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• Cross-functional working groups will advise space needs studies. The groups should include, at a minimum,

representation from the office of the University Architect and the Director of Space Planning. Units may

wish to add representatives from other units or functions that might best inform the study through active

involvement. Alternatively, other units or functions may be consulted through the study process.

• Where the study involves the use of classrooms, X25 (the classroom analytic tool licensed by Cornell)

should provide the standard classroom analytics. The X25 analysis should include not only the rooms

within the unit of study, but also rooms within a reasonable walking distance of the unit.

EXPLORATION OF ALTERNATIVES TO MEET SPACE NEEDSThe process for exploring these alternative strategies to meet space needs is developed and coordinated by various

units within Facilities Services. The work to develop alternatives may not be a part of the space needs study

phase itself, but may follow such studies, and should therefore be consistent and coordinated with the results of

the space needs analyses.

When space needs studies determine a shortfall of space, by type or quantity or both, then the analyses and

documentation developed through the study should inform a consideration of alternatives to meet the space

need when the unit is ready to address the shortfall. The alternatives explored should include at least a few of

the following options:

• Academic and other programmatic strategies (such as time of day utilization, alternative work locations, etc.)

• Use of nearby space

• Lease/rent

• Real property acquisition

• Relocation

• Renovation

• Construction

The consideration of all alternatives should identify and weigh the institutional impacts, particularly on capital

costs, operational and maintenance costs, and staffing support.

RENOVATION/NEW CONSTRUCTIONRenovation and/or new construction projects are coordinated through several units in Facilities Services. When the

only viable alternative to resolving a space need is renovation and/or new construction, such work should be based

on previous efforts to understand the space needs.

When space needs studies develop into construction or renovation projects, then mindfulness toward the space

program is incorporated through each design phase. Design documents, at each submittal, should include:

• Diagrammatic plans illustrating spatial relationships

• Room specifications (type, size, function)

• Capacity (number of stations)

• Special equipment or facility needs

• Functional relationships between rooms

• Gap analysis (to identify and explain deviations from space requirements document; progressed through

each phase)

• Ongoing assessment of institutional impacts, including capital budgets, operations and maintenance

budgets, and staffing support requirements

Procedure for the Reallocation of SpaceApproved 2/9/12

INTENT

Develop a standard process to reallocate spaces identified as excess to an occupying unit.

SPACE BECOMES AVAILABLE AND IS APPROVED FOR REALLOCATION• Occupying unit identifies a space as excess, no longer needed to meet unit programmatic needs

• Unit notifies Director of Space Planning and provides available information about the space, e.g., known

maintenance needs, estimated costs, annual operating expenses, etc.

• Director of Space Planning includes the space on a Space Use Advisory Committee meeting agenda for

discussion

• Space Use Advisory Committee endorses the attempt to reallocate the space through the following process

or a modification of the following process, or decides the space does not merit further consideration for

reallocation. Note that the decision not to pursue reallocation of a space may result if the space is small

and/or isolated within the occupying unit’s footprint and/or specialized in design and/or other factors impact

the practicality of a successful reallocation process. The Director of Space Planning should identify such

considerations to the SUAC.

REALLOCATION PROCESS• The Director of Space Planning distributes a solicitation for proposals to the facility directors and the

financial directors; the solicitation to include:

- A description of the space;

- Relevant detail, including physical specifications, known needs, and cost data (as available);

- Schedule information for a site visit by interested parties;

- Submittal requirements and deadline for proposals (suggest 4 weeks as standard), and

- The criteria for decision-making (below).

• Proposals must include these elements:

1. Requester/contact information

2. A brief explanation of the program proposed for the space, including specifically who/what will

occupy the space

3. A brief explanation of how the space relates to other spaces currently used by the proposing unit(s)

4. A brief description of the proposed physical use of the space, including the anticipated layout and

required renovations/modifications envisioned for the space,

5. Estimated timeframe to occupancy

6. Funding source for renovations

7. Sign-off by Dean, Vice President or Vice Provost

• Requests can be submitted by individual units; joint proposals also welcome

• The SUAC will evaluate proposals and prioritize the top 3 proposals

• The top-ranked successful requestor will have # months to develop a funding plan where # = the

number of months required for review during the capital planning cycle, if necessary.

• If the first-ranked project becomes non-viable, due to funding limitations, programmatic change, etc.,

the space will be re-allocated to the second ranked proposal.

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CRITERIA FOR DECISION-MAKING1. Need of the requesting unit

2. Vision for space is practically achievable, structurally appropriate, and able to achieve code compliance

3. Space enhances physical adjacencies for the proposing unit(s)

4. The plan is financially feasible

Notes: • State and Contract College buildings are not fungible assets. The “private use” of State buildings is regulated. Contract College buildings must

support the mission of the Contract Colleges. Therefore, reallocation of State or Contract College buildings, in whole or in significant part, will re-quire special consideration. Proposals from within the Contract Colleges must be given priority consideration when reallocating State or ContractCollege buildings. Absent a demonstrated contract college need, if the decision is to reallocate such space to an endowed unit, then the Senior ViceProvost responsible for Land Grant Affairs must approve that decision. For State buildings, ownership must then be verified and the buildingmust be released by SUNY, with or without cost, which may require involvement of the State Office of General Services. For facilities financedby or donated to the contract colleges that are no longer needed to support their missions, documentation must be maintained at Cornell thatsupports transferring the asset to endowed Cornell benefits the contract colleges (e.g., by relieving demolition or ongoing operating costs, oroffset by benefits of comparable value).

Space Management PrinciplesApproved 4/24/12

Teaching, research, extension, service and support are critical missions of the universitythat require substantial infrastructure, including space. Space needs vary greatly bothwithin and across units and programs. Within the diversity of needs for space, there existsome overarching principles and goals regarding allocation. Application of these guidingprinciples across the university can help units as they work with central administration toefficiently use existing space or seek support for the creation or renovation of space.

• All space belongs to the university and is a valuable resource. The university has the authority and

responsibility to allocate space to specific users for certain periods of time, to review those allocations pe-

riodically, to assess utilization, and to reallocate space as needed to support the university’s strategic plans.

• Ownership of space begins with the President and Provost, and is delegated down through organizational

hierarchies. The Provost is ultimately responsible for the allocation of space to units.

• Accountability for space management begins locally, and proceeds upward through organizational hierarchies.

Space within colleges/schools/divisions is allocated based on programmatic needs and priorities as deter-

mined by the dean/division leader. Decision-making authority may be delegated to chairs/directors for

space that is assigned to their units to ensure that those with the most in-depth knowledge of the activities

and needs determine appropriate allocations. Deans, vice presidents, and vice provosts are responsible for

efficient use and active management of space within individual college/division allocations.

• Space assignments are not permanent. Space is assigned to activities and not individuals. As such, space

should be reassigned as activities change.

• Space that is vacant or deemed underutilized will be reassigned or repurposed. Space that is vacated due

to re-organizations, the creation of new space, or other programmatic changes will revert to the Provost

until re-assigned. However, the unit remains the steward until such reassignment occurs.

• The Space Use Advisory Committee (SUAC) in the Division of Planning and Budget (http://www.dpb.

cornell.edu/IP_SP_Space_Planning.htm) is charged with developing policies, procedures, and other

recommendations concerning the use and renovation of space, the reallocation of existing space, and

planning for future allocation needs.

• Reassignment of space, including leased space, between colleges or divisions is prioritized and approved

by the SUAC. The SUAC approval is contingent upon final review and approval through the capital project

approval process. Criteria for reassignment include alignment with the critical missions of the university,

urgency, need, fit, and adjacencies.

• Space allocations will be based on existing facilities, wherever possible, to ensure that current facilities are

fully utilized prior to pursuing lease arrangements, renovations or new construction. The project approval

process for renovations and construction requires space use justification.

• Decisions about space allocations should be made for appropriate institutional reasons based on articulated

needs of the university, department, or program.

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Division Directory

OFFICE OF THE VICE PRESIDENT OF PLANNING AND BUDGETElmira Mangum, Vice President

Pede Cadmus

Kim Fassett

Sara Gibbons

Rob Van Brunt

ACADEMIC PLANNING & INFORMATION SYSTEMSJosh Brockner

Dan McGough

Laura Syer

ADMINISTRATIVE STREAMLINING PROGRAMJohn Adams, Assistant Vice President

Ralph Canfield

Scott McIlvennie

Diane McNamee

BUDGET OFFICEDavina Desnoes, Director

Karen Pearson, Assistant Director

Ron Huggins

Maggie Liu

Ellen Mastrogiovanni

Jean Palmer

Sandra Redfield

Rose Wright

CAPITAL BUDGET Tom Cole, Director

INSTITUTIONAL RESEARCH AND PLANNINGMarin Clarkberg, Director

Cathy Alvord

Marne Einarson

Chari Fuerstenau

Deb Fyler

Kevin Rexford

Dan Robertson

William Searle

Kristin Walker

SPACE PLANNINGMary-Lynn Cummings, Director

Jennifer Cox

V

OPERATING AND CAPITALBUDGET PLAN

2012–13

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