2011-2012
Financial Plan
OPERATING AND CAPITAL
PUBLISHED BY
The Division of Planning and Budget Cornell University
CONTACT 440 Day Hall
Ithaca, New York 14853 607-255-0155
http://dpb.cornell.edu/index.htm
DESIGN Zanzinato
May 2011
Copyright © 2011 Cornell University. All rights reserved.
Additional copies of this document are available at:
http://dpb.cornell.edu/FP_Current_Pubs.htm
Cornell University is an equal-opportunity, affirmative-action employer and educator.
2011-2012
FINANCIAL PLAN
OPERATING AND CAPITAL
2011-12
Contents
FROM THE VICE PRESIDENT ...
OPERATING PLAN – HIGHLIGHTS ...
Composite Operating Plan...
Operating Plan Details...
Ithaca Campus Summary...
Ithaca Campus Detail...
Weill Cornell Medical College Plan Detail...
REACCREDITATION AT CORNELL ...
IMPLEMENTING ADMINISTRATIVE EFFICIENCIES
THE CORNELL BUDGET MODEL REVISION ...
A DECADE OF CAPITAL EXPANSION ...
CAPITAL PLAN – 2011-12 ...
Approved Capital Activity...
Sources and Uses of Capital Expenditures...
Sources of External Debt Financing...
Debt Service by Operating Unit...
SPACE PLANNING ...
APPENDICES ... A Academic Year Tuitions... B Student Fees and Other Tuition Rates... C Enrollment Assumptions... D Undergraduate Tuition and Fees, Room and Board:
Ivy League, Peer, and Common Acceptance Institutions ... E Undergraduate Tuition and Fees, Selected Public
and Land-Grant Institutions... F Average Nine-Month Faculty Salaries, Selected
Research Institutions ... G Undergraduate Financial Aid ... H New York State Appropriations... I Facilities and Administrative Costs and
Employee Benefits Billing Rates ... J Investment Assets, Returns, and Payouts ... K Endowment per Full-Time Student, Selected
Institutions ... L Gifts/Contributions through March 31, 2011... M Campaign for Cornell Gifts through March 31, 2011 N Projected Maintenance Funding – Ithaca Campus O Work Force – Ithaca Campus... P Room and Board Rates – Ithaca Campus... Q Ithaca Campus Faculty Peers by College... R Capital Project Spending Guidelines... S Division Directory... 03 04 05 08 09 10 12 14 15 18 19 28 32 36 37 38 39 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60
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Figure 1. FY 2011-12 Revenues
Figure 2. FY 2011-12 Expenditures
From the Vice President
TO THE CORNELL UNIVERSITY
BOARD OF TRUSTEES
The Cornell University 2011-12 financial plan contains detailed budgets for the two operating divisions of the university and a summary capital plan. Operating revenue is expected to increase by 1.1 percent for the Ithaca campus in 2011-12 and increase by 6.4 percent for the Joan and Sanford I. Weill Medical College and Graduate School of Medical Sciences (including the Weill Cornell Medical College in Qatar). Across the university, revenues are planned to increase 3.1 percent from the current-year fore-cast, to $3.24 billion, and operating expenditures are expected to increase 4.3 percent, to $3.24 billion. This growth partly reflects activity in the faculty renewal program and the increased use of operating reserves to fund capital project activity. Figures 1 and 2 on the facing page provide a functional overview of revenues and expenses.
As we continue to work to contain administrative costs, reallocate resources, and invest in strategic priorities, both academic and administrative, we are reminded that our models reflect a significant reduction in New York State operating budget ap-propriations at 9.3 percent ($12.6 million). We expect comparable decreases in other state support for special programs and Bundy Aid. Together with the Administrative Streamlining Program (ASP) targets, the Ithaca campus is incorporating $17.8 million of expenditure reductions and reallocations in its fiscal 2011-12 plan. Units continue to use oper-ating fund balances to bridge activities curtailed during the economic recovery and to fund capital projects. This budget contains over $64 million in fund balance transfers.
I believe we have made substantial progress during my first full year as Vice President in establishing better practices in budgeting and planning. Several key staff positions were filled, including an assistant vice president, the university budget director, and the director of institutional research and planning.
The Administrative Streamlining Program office was established and is now fully engaged in ensur-ing that the campus-wide effectiveness initiatives, identified from the Ithaca campus’ collaboration with the external consultants, continue to move forward. Streamlining programs have resulted in over $43 million in expenditure reductions and real-locations to date. With the fiscal 2011-12 implemen-tation, an additional $14 million is planned. Efforts are underway to replace the aging financial and budget system with Kuali modules. Most impor-tantly, the division’s Institutional Research and Planning group has worked cooperatively across the university to bring the university’s decennial reaccreditation process to completion. More details on these efforts and initiatives are recorded in the pages that follow.
We continue to benefit from the extraordinarily generous support of our alumni, advisors, and friends as well as the success of our investment strategies. This support has been significant enough to merit a change in our planned payout strategy; we will maintain the endowment payout at current levels for 2011-12 rather than reduce it as originally planned a few years ago.
This year we have chosen to feature the last decade of our capital program, highlighting the significance of these investments in positioning Cornell to real-ize the goals enumerated in its Strategic Plan. The summary and detail level budget formats for the Ithaca campus and Weill Cornell Medical College, along with space and capital plans, remain un-changed. The appendices have been expanded to include annually updated comparisons with our faculty peers. Together with the President and the Provost, we continue to depend on your guidance during these challenging but exciting times.
Elmira Mangum, PhD
Vice President for Planning and Budget
OVERVIEW
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COMPOSITE OPERATING PLAN
Cornell’s composite operating plan for 2011-12 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 uni-versity plan, with summary and detail plans for each campus immediately following.
Resources
Revenues are projected at $3.24 billion, an increase of 3.1 percent from the 2010-11 forecast.
• Tuition and fee revenues are planned to increase 4.9 percent, based on approved tuition rate increases and overall enrollment growth.
• The net increase in investment distributions is expected to be 1.1 percent, primarily due to new gifts to endowment.
• The combination of unrestricted and restricted gifts for general operations is expected to increase from the 2010-11 forecast, with the Ithaca Campus planning increases in the campaign and faculty initiatives offset by a decline at Weill.
• Direct costs of grants and contracts for sponsored programs are expected to decrease 4.6 percent, while recoveries of facilities and administrative costs related to those programs are projected to increase 2.1 percent. Qatar sponsored revenues is planned to increase by 20.4 percent. Sponsored direct and facili-ties and administrative recovery is planned in total at $626.1 million.
• State appropriations are planned at $132.7 million, including a $12.6 million base reduction from the 2010-11 forecast, as well as additional reductions in special program funding. This projection is considered to be final based on projections provided by the State University of New York (SUNY) and the New York State Executive Budget (See Appendix H for additional details on state appropriations).
• Revenues from the Physician Organization are projected to increase $50.5 million over the 2010-11 forecast due to expansion of current programs and
more recently implemented practices.
• Enterprise sales and services are projected to increase 3.9 percent, reflecting rate increases for student housing and dining services.
Uses of Resources
Expenditures are planned at $3.24 billion, an increase of 4.7 percent from the forecast for 2010-11.
• Salaries, wages, and benefits are projected to increase $65.9 million or 3.9 percent, due to com-pensation increases and the introduction of the faculty renewal program.
• Undergraduate financial aid is expected to increase by $19.5 million or 9.5 percent over the 2010-11 forecast. The annual growth rate since 2004-05 to 2010-11 has been 13.1 percent.
• Graduate and professional financial aid remains nearly flat, projected to increase by $2.2 million or 1.4 percent over the 2010-11 forecast.
• General expenses are projected to increase $22.5 million or 2.9 percent over the forecast for 2010-11 due to increases in contractual, facilities, and one-time expenditures, and continued use of fund balance reserves to bridge activities.
• Qatar expenses in support of the academic program and research are expected to increase $25.5 million due to academic programs in Qatar and the Biomedical Research agreement.
• Other expenses, including capitalized equipment and books, are projected to decrease $1.1 million or 2.1 percent.
• Debt service is projected to decrease by 5.0 percent, or $5 million.
Transfers To/From Fund Balances
Net transfers to non-operating funds are planned to total $2.2 million, with $6.9 million transferred in from funds functioning as endowment to support operations, $68.8 million transferred to plant funds to support non-debt financed capital project ex-penditures and equipment renewal and replacement, and $64.1 million transferred in from unit reserves to support one-time expenditures.
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Table 1: Composite Operating Plan
(dollars in thousands)Resources
1. Tuition & Fees 741,865 776,002 782,774 821,047 38,273 4.9%
2. Investment/Endowment Distribution 303,700 277,736 279,686 282,712 3,026 1.1%
3. Unrestricted Gifts 61,426 47,189 47,697 52,732 5,035 10.6%
4. Restricted Gifts 106,490 98,601 100,762 103,784 3,022 3.0%
5. Sponsored Programs (Direct) 501,532 449,907 456,004 435,188 (20,816) -4.6% 6. Sponsored Programs (F&A) 133,407 130,732 133,828 136,622 2,794 2.1%
7. Sponsored Programs (Qatar) 12,044 39,891 45,070 54,247 9,177 20.4%
8. Institutional Allowances 31,929 33,182 33,493 36,330 2,837 8.5%
9. State Appropriations 158,417 146,634 148,081 132,652 (15,429) -10.4%
10. Federal Appropriations 16,888 18,542 18,542 19,367 825 0.0%
11. Physician Organization (PO) 558,670 610,620 597,499 648,007 50,508 8.5%
12. NYPH (Purchased Services) 95,258 94,690 96,726 98,391 1,665 1.7%
13. Enterprise Sales & Services 148,454 152,608 153,005 159,013 6,008 3.9%
14. Qatar Foundation 67,843 78,541 67,472 83,622 16,150 23.9%
15. Educational Activities and Other Sources 167,289 160,156 178,466 173,789 (4,677) -2.6%
16. Subtotal In-Year Revenues 3,105,212 3,115,031 3,139,105 3,237,503 98,398 3.1%
Uses of Resources
17. Salaries & Wages (Including Benefits) 1,660,684 1,696,491 1,701,591 1,767,493 65,902 3.9% 18. Undergraduate Financial Aid 183,702 197,546 205,000 224,502 19,502 9.5%
19. Graduate Financial Aid 149,496 148,860 151,445 153,636 2,191 1.4%
20. General Expense 724,454 800,024 761,038 783,488 22,450 2.9%
21. Qatar 78,814 117,432 111,542 137,069 25,527 22.9%
22. Other Expenses 58,756 49,524 49,524 48,468 (1,056) -2.1%
23. University Cost Redistributions (63) 0 (5,300) 0 5,300 -100.0%
24. Subtotal Expenditures 2,855,843 3,009,877 2,974,840 3,114,656 139,816 4.7%
25. Interest Expense on Taxable Debt 106,800 24,500 24,500 24,651 151 0.6%
26. Debt Service 34,475 89,821 103,685 98,540 (5,145) -5.0%
27. Subtotal Debt 141,275 114,321 128,185 123,191 (4,994) -3.9%
28. Net Before Transfers 108,094 (9,167) 36,080 (344) (36,424)
Transfers (to)/from Fund Balances
29. Endowment (7,118) 9,919 16,486 6,869 (9,617)
30. Plant/Project Support (110,430) (61,267) (61,267) (68,754) (7,487)
31. Reserves 29,503 32,497 32,497 64,145 31,648
32. Subtotal Transfers (88,045) (18,851) (12,284) 2,260 14,544
33. Net from Operations 20,049 (28,018) 23,796 1,916 (21,880)
09-10 Actual 10-11 Budget 10-11 Forecast 11-12
Plan Dollars Percent Change from Forecast to Plan
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Table 2: Composite Operating Plan - by Division
(dollars in thousands)Resources
1. Tuition & Fees 792,182 28,865 821,047 782,774 38,273 4.9%
2. Investment/Endowment Distribution 241,121 41,591 282,712 279,686 3,026 1.1%
3. Unrestricted Gifts 50,422 2,310 52,732 47,697 5,035 10.6%
4. Restricted Gifts 54,378 49,406 103,784 100,762 3,022 3.0%
5. Sponsored Programs (Direct) 305,475 129,713 435,188 456,004 (20,816) -4.6%
6. Sponsored Programs (F&A) 88,880 47,742 136,622 133,828 2,794 2.1%
7. Sponsored Programs (Qatar) 0 54,247 54,247 45,070 9,177 20.4%
8. Institutional Allowances 0 36,330 36,330 33,493 2,837 8.5%
9. State Appropriations 132,529 123 132,652 148,081 (15,429) -10.4%
10. Federal Appropriations 19,367 0 19,367 18,542 825 0.0%
11. Physician Organization (PO) 0 648,007 648,007 597,499 50,508 8.5%
12. NYPH (Purchased Services) 0 98,391 98,391 96,726 1,665 1.7%
13. Enterprise Sales & Services 135,738 23,275 159,013 153,005 6,008 3.9%
14. Qatar Foundation 0 83,622 83,622 67,472 16,150 23.9%
15. Educational Activities and Other Sources 129,687 44,102 173,789 178,466 (4,677) -2.6%
16. Subtotal In-Year Revenues 1,949,779 1,287,724 3,237,503 3,139,105 98,398 3.1%
Uses of Resources
17. Salaries & Wages (Including Benefits) 1,053,428 714,065 1,767,493 1,701,591 65,902 3.9%
18. Undergraduate Financial Aid 224,502 0 224,502 205,000 19,502 9.5%
19. Graduate Financial Aid 134,853 18,783 153,636 151,445 2,191 1.4%
20. General Expense 397,314 386,174 783,488 761,038 22,450 2.9%
21. Qatar 0 137,069 137,069 111,542 25,527 22.9%
22. Other Expenses 48,468 0 48,468 49,524 (1,056) -2.1%
23. University Cost Redistributions (1,896) 1,896 0 (5,300) 5,300 -100.0%
24. Subtotal Expenditures 1,856,669 1,257,987 3,114,656 2,974,840 139,816 4.7%
25. Interest Expense on Taxable Debt 24,651 0 24,651 24,500 151 0.6%
26. Debt Service 78,868 19,672 98,540 103,685 (5,145) -5.0%
27. Subtotal Debt 103,519 19,672 123,191 128,185 (4,994) -3.9%
28. Net Before Transfers (10,409) 10,065 (344) 36,080 (36,424)
Transfers (to)/from Fund Balances
29. Endowment 4,893 1,976 6,869 16,486 (9,617)
30. Plant/Project Support (66,154) (2,600) (68,754) (61,267) (7,487)
31. Reserves 64,145 0 64,145 32,497 31,648
32. Subtotal Transfers 2,884 (624) 2,260 (12,284) 14,544
33. Net from Operations (7,525) 9,441 1,916 23,796 (21,880)
Ithaca Campus Medical College 11-12 Plan 10-11
Forecast Dollars Percent Change from Forecast to Plan
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O p e ra tin g P la n — H ig h lig h ts“We continue to benefit from the
extraordinarily generous support of
our alumni, advisors and friends as
well as the success of our investment
strategies.”
Operating Details
by Campus
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ITHACA CAMPUS
Resources
Revenues are planned at $1.9 billion, an increase of 1.1 percent from the 2010-11 forecast.
• Tuition and fee revenues are planned to increase $37.2 million, or 4.9 percent, from the 2010-11 forecast based on increases in tuition rates for the Ithaca campus (see Appendix A).
• Investment resources are projected to increase $2.3 million from the 2010-11 forecast. Distributions on endowment and other funds experienced a slight growth due to an increase in the number of shares in-vested, and the payout rate will remain at $2.20 per share for a second year. Other planned investment activity includes 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 2010-11 projections, totaling $104.8 million, due to gifts targeted for the faculty renewal initiative.
• Sponsored program direct and facilities and administrative costs are projected to total $394.4 million in 2011-12, a decrease of 2.4 percent over the 2010-11 forecast due to a decline of other research activity. Some of this decline is due to reductions in sponsored activity in the colleges of Veterinary Medicine and Human Ecology.
• State appropriations, including special purpose appropriations, are planned at $132.5 million, reflecting a net decrease of 10.4 percent from the 2010-11 forecast. This estimate is considered to be final based on the projections provided by the State University of New York (SUNY) and the New York State Executive Budget (see Appendix H).
Uses of Resources
Expenditures are planned at $1.9 billion, an
increase of 3.4 percent from the forecast for 2010-11.
• Salaries and benefits are projected to increase $35.0 million or 3.4 percent. Some colleges have already started hiring replacement faculty under the faculty renewal program. There is also a planned 3 percent salary improvement program and 1 percent increase in fringe benefit rates.
• Undergraduate financial aid is planned to increase by $19.5 million or 9.5 percent over the 2010-11 forecast.
• Graduate and professional financial aid is projected to remain flat compared to the 2010-11 forecast due to a small decline in enrollment.
• General expenses are planned at $397.3 million, showing a slight increase over the 2010-11 forecast. Significant components of the total plan include $114 million for sponsored research activities; $82.6 million for utilities, rent, and taxes; and $60.7 million for planned repair and maintenance costs. Additionally, $12 million that will be supported by unit operating reserves is planned for one-time investments in aca-demic programs, faculty start-up, and other initiatives. • Other expenses are projected to decrease by $1.1
million from 2010-11. This category includes capital-ized equipment, books, and other expenses. • Interest expense on taxable debt is planned to
remain comparable to the 2010-11 forecast, $24.7 million in accordance with the planned repayment schedule for $500 million of taxable debt secured in 2008-09. Debt service is projected to decrease by $5.3 million, or 6.3 percent.
Transfers To/From Fund Balances
• Net transfers from non-operating funds are planned to total $2.8 million, with $4.9 million transferred in from funds functioning as endowment to support operations, $66.2 million transferred to plant funds to support non-debt financed capital project expenditures and capitalized equipment, and $64.1 million transferred in from unit reserves to support one-time expenditures.
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Table 3: Ithaca Campus - Summary
(dollars in thousands)Resources
1. Tuition & Fees 715,038 747,782 755,000 792,182 37,182 4.9%
2. Investment/Endowment Distribution 257,669 236,216 238,821 241,121 2,300 1.0%
3. Unrestricted Gifts 56,759 45,397 45,397 50,422 5,025 11.1%
4. Restricted Gifts 55,469 49,079 49,079 54,378 5,299 10.8%
5. Sponsored Programs (Direct) 370,794 316,729 320,000 305,475 (14,525) -4.5%
6. Sponsored Programs (F&A) 87,558 83,597 84,000 88,880 4,880 5.8%
7. Institutional Allowances 0 0 0 0 0 0.0%
8. State Appropriations 158,297 146,437 147,960 132,529 (15,431) -10.4%
9. Federal Appropriations 16,888 18,542 18,542 19,367 825 0.0%
10. Enterprise Sales & Services 128,041 131,529 131,529 135,738 4,209 3.2% 11. Educational Activities and Other Sources 129,610 122,802 138,453 129,687 (8,766) -6.3%
12. Subtotal In-Year Revenues 1,976,123 1,898,110 1,928,781 1,949,779 20,998 1.1%
Uses of Resources
13. Salaries & Wages (Including Benefits) 1,017,191 1,026,334 1,018,400 1,053,428 35,028 3.4% 14. Undergraduate Financial Aid 183,702 197,546 205,000 224,502 19,502 9.5%
15. Graduate Financial Aid 130,122 132,144 135,000 134,853 (147) -0.1%
16. General Expense 371,880 413,989 394,491 397,314 2,823 0.7%
17. Other Expenses 58,756 49,524 49,524 48,468 (1,056) 0.0%
18. University Cost Redistributions (1,828) (1,841) (7,141) (1,896) 5,245 -73.4%
19. Subtotal Expenditures 1,759,823 1,817,696 1,795,274 1,856,669 61,395 3.4%
20. Interest Expense on Taxable Debt 106,800 24,500 24,500 24,651 151 0.6%
21. Debt Service 22,096 75,828 84,147 78,868 (5,279) -6.3%
22. Subtotal Debt 128,896 100,328 108,647 103,519 (5,128) -4.7%
23. Net before Transfers 87,404 (19,914) 24,860 (10,409) (35,269)
Transfers (to)/from Fund Balances
24. Endowment (7,118) 6,641 13,456 4,893 (8,563)
25. Plant/Project Support (107,930) (58,717) (58,717) (66,154) (7,437)
26. Reserves 29,503 32,497 32,497 64,145 31,648
27. Subtotal Transfers (85,545) (19,579) (12,764) 2,884 15,648
28. Net from Operations 1,859 (39,493) 12,096 (7,525) (19,621)
09-10
Actual Budget 10-11 Forecast 10-11 11-12Plan Dollars Percent Change from Forecast to Plan
Table 4: Ithaca Campus - Details
(dollars in thousands)Resources
1. Tuition & Fees 398,489 125,948 6,130 324 22,140 40,866 42,588
2. Investment Distributions 77,981 13,425 1,664 7,655 11,907 2,450 2,989
3. Unrestricted Gifts 12,756 8,645 265 3,354 2,475 1,100 631
4. Restricted Gifts 4,000 14,021 206 6,115 2,626 1,722 1,070
5. Sponsored Programs (Direct) 0 72,574 137 24,699 44,760 0 15,235
6. Sponsored Programs (F&A) 53,545 18,872 0 0 0 0 4,596
7. Institutional Allowances 0 0 0 0 0 0 0
8. State Appropriations 16,881 47,151 0 0 0 100 6,065
9. Federal Appropriations 0 11,819 0 0 0 0 3,512
10. Enterprise Sales & Services 0 0 0 0 0 0 0
11. Other Sources 6,558 15,907 1,349 1,967 1,266 16,823 1,876
12. Inter-Unit Revenue Transfers 26,770 (838) 936 (3,083) (682) (5,021) (2,110)
13. Subtotal In-Year Revenues 596,980 327,524 10,687 41,031 84,492 58,040 76,452
14. General Purpose Allocations (824,328) 19,393 13,959 139,224 56,726 10 333
15. Total Resources (227,348) 346,917 24,646 180,255 141,218 58,050 76,785
Uses of Resources
16. Salaries & Wages 0 149,594 12,783 107,263 72,103 25,114 37,416
17. Employee Benefits 0 15,360 3,639 31,158 18,796 8,163 3,051
18. Undergraduate Financial Aid 0 1,780 185 445 2,480 97 662
19. Graduate Financial Aid 0 16,178 2,582 19,861 18,302 112 3,791
20. General Expense 0 49,025 3,733 15,882 25,776 8,542 8,521
21. Purchased Services 0 7,969 1,114 1,226 894 834 2,315
22. Utilities, Rents & Taxes 0 3,009 1,165 45 341 1,283 545
23. Repairs & Maintenance 0 10,993 652 649 1,024 657 253
24. Capital Expense 0 4,385 0 3,441 3,327 100 369
25. Subtotal Expenditures 0 258,293 25,853 179,970 143,043 44,902 56,923
26. Accessory Instruction 773 3,566 0 0 0 (1,747) 1,469
27. Administrative & Support (117,487) 46,055 0 0 0 7,695 11,269
28. Financial Aid (63,430) 38,355 0 0 0 6,857 11,415
29. Subtotal Cost Redistribution (180,144) 87,976 0 0 0 12,805 24,153
30. Debt Service 0 323 742 0 0 2,993 304
31. Interest Expense on Taxable Debt 0 0 0 0 0 0 0
32. Subtotal Debt 0 323 742 0 0 2,993 304
33. Net Expenditures (180,144) 346,592 26,595 179,970 143,043 60,700 81,380
34. Net Before Transfers (47,204) 325 (1,949) 285 (1,825) (2,650) (4,595)
Transfers (to)/from Non-operating Support
35. Endowment 0 (98) 0 255 78 0 0
36. Plant/Capital Project Support 0 (27) (2,098) (4,550) (21) (500) (3,805)
37. Reserves 0 (21) 4,047 9,210 3,940 3,201 8,400
38. Subtotal Transfers 0 (146) 1,949 4,915 3,997 2,701 4,595
39. Net from Operations (47,204) 179 0 5,200 2,172 51 0
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General Purpose Budget Agriculture & Life Sciences Architecture Art & Planning Arts & Sciences Engineering Hotel Admin Human Ecology11
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34,699 50,236 35,761 15,737 0 19,264 0 0 0 0 0 792,182 1,655 5,229 4,689 6,886 605 14,280 61,636 1,589 394 1,350 24,737 241,121 1,574 3,220 1,883 2,000 9 1,502 5,110 303 2,050 0 3,545 50,422 2,031 3,412 826 1,900 4,035 6,057 3,700 2,657 0 0 0 54,378 5,776 7 0 31,105 92,458 11,108 3,300 152 164 4,000 0 305,475 1,331 (67) 0 10,603 0 0 0 0 0 0 0 88,880 0 0 0 0 0 0 0 0 0 0 0 0 8,346 100 60 25,447 0 3,920 0 0 767 23,692 0 132,529 0 0 0 589 0 3,427 0 0 20 0 0 19,367 0 0 0 0 0 418 0 104,292 23,316 7,712 0 135,738 10,717 1,395 563 23,784 6,893 20,423 0 10,208 3,908 6,050 0 129,687 (2,219) (4,951) (9,098) (2,503) (4,318) (12,678) 101 (11,723) 13,920 17,497 0 0 63,910 58,581 34,684 115,548 99,682 67,721 73,847 107,478 44,539 60,301 28,282 1,949,779 483 86 80 3,271 13,414 87,489 182,643 32,864 162,333 112,020 0 0 64,393 58,667 34,764 118,819 113,096 155,210 256,490 140,342 206,872 172,321 28,282 1,949,779 27,476 28,307 16,111 63,378 38,361 66,520 0 46,753 109,920 51,411 (6,000) 846,510 1,750 8,772 5,412 4,837 12,380 18,889 0 15,376 44,592 16,783 (2,040) 206,918 208 0 0 0 123 120 217,952 450 0 0 0 224,502 2,328 7,706 2,808 6,089 3,851 10,253 40,835 108 49 0 0 134,853 6,900 9,501 3,736 21,675 36,381 36,079 0 25,283 30,444 (67,877) (11,340) 202,261 4,284 2,914 947 1,916 2,151 4,343 0 4,487 12,739 3,523 0 51,656 1,411 3,782 663 1,268 2,935 556 0 10,563 5,180 49,855 0 82,601 215 316 522 1,702 2,016 2,003 0 5,999 7,229 26,566 0 60,796 423 156 50 3,406 13,124 15,212 0 8 2,090 2,377 0 48,468 44,995 61,454 30,249 104,271 111,322 153,975 258,787 109,027 212,243 82,638 (19,380) 1,858,565 712 (4,473) (300) 0 0 0 0 0 0 0 0 0 8,645 5,976 4,395 15,300 0 55 0 6,708 2,636 6,855 (1,896) 9,001 0 0 50 0 49 (2,297) 0 0 0 0 0 18,358 1,503 4,095 15,350 0 104 (2,297) 6,708 2,636 6,855 0 (1,896) 202 336 0 1,640 0 964 0 19,279 1,118 50,967 0 78,868 0 0 0 0 0 0 0 0 0 48 24,603 24,651 202 336 0 1,640 0 964 0 19,279 1,118 51,015 24,603 103,519 63,555 63,293 34,344 121,261 111,322 155,043 256,490 135,014 215,997 140,508 5,223 1,960,188 838 (4,626) 420 (2,442) 1,774 167 0 5,328 (9,125) 31,813 23,059 (10,409) (152) 2,950 (150) 878 135 963 0 34 0 0 0 4,893 0 (914) (13) 0 (2,830) (161) 0 (12,981) (2,495) (35,759) 0 (66,154) 0 2,590 227 1,600 1,016 1,736 0 8,390 11,620 8,189 0 64,145 (152) 4,626 64 2,478 (1,679) 2,538 0 (4,557) 9,125 (27,570) 0 2,884 686 0 484 36 95 2,705 0 771 0 4,243 23,059 (7,525) Industrial & Labor Relations Johnson School Law School Veterinary Medicine Research Centers Other Academic Programs Centrally Recorded Financial Aid Student Services Admin & Support Physical Plant Ithaca All Other Total Ithaca Campus
WEILL CORNELL MEDICAL COLLEGE
Resources
Resources for the Joan and Sanford I. Weill Medical College for 2011‐12 are projected to reach $1.3 billion, an increase of 6.4 percent over the forecast for 2010-11.
• Tuition and fees are budgeted at $28.9 million, an increase of $1.1 million, or 3.9 percent from the fore-cast. Tuition at the Medical School will increase by 1.0 percent to $46,000. Graduate School tuition will increase by 2.8 percent to $29,282.
• Restricted gifts are expected to total $49.4 million, a decrease of 4.4 percent from the current year forecast. The plan includes a modest increase of 2.5 percent in annual giving of gifts to the Medical College for re-stricted initiatives. It also includes anticipated gifts to be received to support strategic plan operating pro-grams, including the campaign for Discoveries That
Make a Difference.
• Direct Costs of Sponsored Programs are planned to decrease 4.6 percent, or $6.3 million from the 2010‐11 forecast, to a total of $129.7 million. The plan includes no change to current NIH support and $5.0 million (compared to $13.9 million in the forecast) in funding from the federal stimulus plan of 2009. Recoveries for facilities and administrative costs, or indirect costs from sponsored programs, are also ex-pected to decline 4.2 percent in conjunction with the direct costs. The federal indirect cost recovery rate will stay at 69 percent.
• Sponsored Programs (Qatar) will increase $9.2 million or 20.4 percent reflecting program support of the Qatar Biomedical Research Agreement. • Physician Organization (PO) revenues are projected
at $648.0 million, a $50.5 million or 8.5 percent in-crease from the 2010‐11 forecast. This plan includes baseline growth of existing programs and new or re-cently implemented practices, specifically Gastroin-testinal and Digestive Care, the Oncology/Infusion Center, Interventional Neuroradiology, MOHS Surgery (in Dermatology), and Pediatric ENT.
• New York Presbyterian Hospital (NYPH): Revenues for services purchased by NYPH are expected to total $98.4 million, $1.7 million or 1.7 percent greater than the forecast. These services include professional
costs related to hospital services and supervision and training of NYPH residents.
• Qatar Foundation reflects support of $83.6 million to operate the academic program in the Weill Medical School in Qatar.
Uses Of Resources
For the fiscal 2011‐12 plan, expenditures are expected to total $1.3 billion, an increase of 6.6 percent, or $78.4 million over the 2010‐11 forecast.
• Plan expenditures for salaries and wages including benefits, are expected to grow 4.5 percent or $30.9 million from the forecast. The majority of the growth is due to increases in compensation payments to faculty resulting from clinical activities. The plan also includes a 2 percent increase in merit awards to faculty and staff. The fringe benefit rate for faculty, exempt and non-exempt staff is expected to increase from 29.9 percent to 31.5 percent.
• Graduate financial aid costs, totaling $18.8 million, include financial aid support for the Medical School, Tri‐Institutional MD/PhD and Graduate School programs. • General Expenses, totaling $386.2 million are
pro-jected to increase $19.6 million, or 5.4 percent from 2010‐11. 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 Agree-ment. The plan is expected to increase 22.9 percent or $25.5 million to $137.1 million.
• Debt Service payments are expected to remain relatively level with the fiscal 2010–11 forecast at $19.7 million.
Transfers To/From Fund Balances
Transfers of $2.0 million from departmental balances are expected to be used to partially offset the de-cline in investment income payout that began in fiscal 2009–10. Fiscal 2011–12 is projected to be the final year of such activity as the payout continues to stabilize. Transfers to plant reserves of $2.6 million will be used for capital acquisitions and renovations by the Physician Organization.
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Table 5: Medical College
(dollars in thousands)Resources
1. Tuition & Fees 26,827 28,220 27,774 28,865 1,091 3.9%
2. Investment/Endowment Distribution 46,031 41,520 40,865 41,591 726 1.8%
3. Unrestricted Gifts 4,667 1,792 2,300 2,310 10 0.4%
4. Restricted Gifts 51,021 49,522 51,683 49,406 (2,277) -4.4%
5. Sponsored Programs (Direct) 130,738 133,178 136,004 129,713 (6,291) -4.6% 6. Sponsored Programs (F&A) 45,849 47,135 49,828 47,742 (2,086) -4.2%
7. Sponsored Programs (Qatar) 12,044 39,891 45,070 54,247 9,177 20.4%
8. Institutional Allowances 31,929 33,182 33,493 36,330 2,837 8.5%
9. State Appropriations 120 197 121 123 2 1.7%
10. Federal Appropriations 0 0 0 0 0 0.0%
11. Physician Organization (PO) 558,670 610,620 597,499 648,007 50,508 8.5%
12. NYPH (Purchased Services) 95,258 94,690 96,726 98,391 1,665 1.7%
13. Enterprise Sales & Services 20,413 21,079 21,476 23,275 1,799 8.4%
14. Qatar Foundation 67,843 78,541 67,472 83,622 16,150 23.9%
15. Educational Activities and Other Sources 37,679 37,354 40,013 44,102 4,089 10.2%
16. Subtotal In-Year Revenues 1,129,089 1,216,921 1,210,324 1,287,724 77,400 6.4%
Uses of Resources
17. Salaries & Wages (Including Benefits) 643,493 670,157 683,191 714,065 30,874 4.5%
18. Undergraduate Financial Aid 0 0 0 0 0
19. Graduate Financial Aid 19,374 16,716 16,445 18,783 2,338 14.2%
20. General Expense 352,574 386,035 366,547 386,174 19,627 5.4%
21. Qatar 78,814 117,432 111,542 137,069 25,527 22.9%
22. University Cost Redistributions 1,765 1,841 1,841 1,896 55 3.0%
23. Subtotal Expenditures 1,096,020 1,192,181 1,179,566 1,257,987 78,421 6.6%
24. Debt Service 12,379 13,993 19,538 19,672 134 0.7%
25. Net Before Transfers 20,690 10,747 11,220 10,065 (1,155) -10.3%
Transfers (to)/from Fund Balances
26. Endowment 0 3,278 3,030 1,976 (1,054)
27. Plant/Project Support (2,500) (2,550) (2,550) (2,600) (50)
28. Subtotal Transfers (2,500) 728 480 (624) (1,104)
29. Net from Operations 18,190 11,475 11,700 9,441 (2,259)
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09-10Actual Budget 10-11 Forecast 10-11 11-12Plan Dollars Percent Change from Forecast to Plan
CORNELL’S REACCREDITATION
Cornell University has been accredited by the Middle States Commission on Higher Education (MSCHE, or “Middle States”) since 1921 and is due for renewal in 2011. Our decennial accreditation process involves an in-depth institutional self-study and a site visit by a team of external peers. The university recently completed both these steps, and expects to receive notice of reaccreditation for another 10 years this summer.
What is accreditation?
Accreditation is a form of self-regulated external quality review. Strictly speaking, university accred-itation is entirely voluntary, but since the ratification of the Higher Education Act of 1965, federal financial aid dollars go only to institutions accredited by federally recognized accrediting agencies. Cornell is accredited through Middle States, the accrediting agency for educational institutions in the mid-Atlantic region.
In addition to the large regional accrediting agencies that review entire institutions, there are numerous specialized and professional accreditors. At Cornell University, there are over twenty programs that have received specialized accreditation. This type of accreditation is separate and distinct from university-wide accreditation.
The Decennial Self-Study and
Team Visit
Both regional and specialized accreditors undertake the task of accreditation in similar ways: each typi-cally requires a self-study by the institution or program under review, a review by peers (including a site visit in most cases), and a judgment about accreditation status.
The self-study is a significant effort. In the present case, planning for the self-study was underway by January 2009. The 300-page report was completed just over two full years later in February 2011. Scores of individuals—students, staff and faculty— contributed to the document, now available on the university’s web pages.1
The submission of the self-study report was followed in March by a visit from a team of eight peer evalu-ators, representing universities such as the University of Pennsylvania, Georgetown, Johns Hopkins, and Princeton. These peer evaluators were on the Ithaca campus for four days, and members of the team visited Weill Cornell Medical College in New York City as well as the Cornell-Nanyang Institute of Hospitality Management in Singapore.
At the conclusion of the visit to Ithaca’s campus, the chair of Cornell’s evaluation team summarized the team’s findings, stating that “All the evidence we’ve reviewed indicates that Cornell’s programs in research and teaching are of the highest caliber and that the university’s fiscal and physical re-sources are nurtured and used responsibly.” In speaking to the Faculty Senate on April 13, Provost Kent Fuchs characterized the evaluation visit as “phenomenally successful.”
Next Steps
After the visit, the evaluation team writes a formal report of its findings; subsequently, the university will have a chance to respond in writing to the con-clusions of that report. These two documents will then be discussed and considered at a June meeting of the Middle States Commission on Higher Education.
Cornell University should be informed of its status vis-à-vis reaccreditation by early July.
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Reaccreditation at Cornell
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http://dpb.cornell.edu/middlestates/Documents/2011%20Self%20Study%20FINAL.pdfA critical strategy for the financial plan and balancing the budget has been the
continuation of a targeted and aggressive review of major support functions with
the objective of realizing significant on-going cost reductions while ensuring
these support activities work effectively with fewer resources. Funds captured
from these support activities through fiscal year 2011 total $43 million. The total
on-going reductions from this effort are currently estimated to exceed the original
plan, but capital investments of approximately $2 million (excluding energy
conservation projects) are needed during this period to fully realize these cost
reductions. The specific initiatives are listed in Table 6, with estimated reductions
from cost savings that can be generated through fiscal year 2015.
Table 6: Program Initiatives
(dollars in millions)Procurement $30.0 $2.7 $5.8 $17.7
Spans & Layers 17.3 14.4 0.5 2.2
Information Technology 12.0 2.0 6.0 5.0
Provost - 12.0 -
-Facilities 15.9 6.4 0.3 -
Centers & Institutes - 4.9 - -
Student & Academic Services - 0.2 0.2 1.6
Finance 1.8 0.5 0.8 - Human Resources 1.0 - - (0.6) Communications - - 0.5 - Totals $78.0 $43.2 $14.1 $25.9
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Implementing
Administrative Efficiencies
Original Target FY11 Recoveredto Date Budget FY12
FY13-FY15 Projected
Dollars
Actual and Projected Results to Date (Net of Investments)
Initiatives By Project
Procurement: This initiative is proactively managing
spending—particularly the selection of vendors and the negotiation of commodity pricing—while improving processes, tools, and analytical abilities. This initiative is estimated to generate reductions of $25-$30 million by fiscal year 2015. This program is under the direction of the Vice President for Fi-nance and Chief Financial Officer (CFO) and has identified $2.7 million of recoverable funds for the general operating budget. Additional expenditure reductions of $1.7 million have been realized and identified for restricted fund sources.
Facilities: This initiative will streamline and better
integrate facilities support operations across campus and simultaneously drive savings through energy conservation programs. Service restructuring is es-timated to yield approximately $6.7 million by the end of 2015, and energy conservation projects will generate additional savings beyond 2015. These ini-tiatives are being managed by the Vice President for Facilities Services. To date, the facilities group has pushed $6.4 million in reductions out to the university community for recovery to the general operating budget.
Information Technology: This initiative will pursue
cost reduction opportunities in areas such as end-user support and application development and will strengthen processes for managing campus-wide IT activities and investments in the future. The ini-tial start was delayed due to a planned change in leadership; campus-wide efforts will begin in fiscal year 2012. The initiative’s reductions potential is es-timated to be $10-$15 million by fiscal 2015. This ini-tiative is under the direction of the Vice President for Information Technology and Chief Information Officer (CIO).
Finance: This initiative centers around implementing
the new Kuali financial system to improve integra-tion and provide more responsive tools for users. Financial Transaction Centers (FTC) have been
created to better coordinate financial activities and gain transaction processing efficiencies. Estimated savings of approximately $1.3 million are expected following the Kuali system implementation. This program is under the direction of the Vice Presi-dent for Finance and Chief Financial Officer (CFO).
Human Resources: This initiative focuses on
implementing the new HR/Payroll management system (HRMS/Workday), which will provide more efficient human resource service delivery. The team has also successfully implemented an On-Boarding (OB) Center to manage the new hire experience for regular and temporary hires.
Spans & Layers: This initiative analyzed the
administrative overhead structure by assessing the depth and width of the organization and identified ways to optimize the effectiveness and efficiency of support activities. Units were able to drive effi-ciency by eliminating redundant supervision and correcting under-utilization of resources. Total reductions of $14 million have been achieved pri-marily from position reductions resulting from organizational restructuring across the Ithaca cam-pus, enabled largely by the staff retirement incen-tive program. Units were able to streamline their organizations by increasing average spans from 4.9 to 6.0 employees per supervisor and by consolidat-ing depth, with some units fully reducconsolidat-ing 1 or 2 lay-ers. This initiative is being monitored by the Vice President for Human Resources and the Vice President for Planning and Budget.
Provost: The provost’s office has reorganized central
operations and reduced the spans and layers of the central organization through restructuring. In addi-tion, in consultation with deans and vice presidents, an item-by-item review of commitments without fixed termination dates is underway. Further, the elimination or phase-out of investments that do not align with the university’s strategic plan is also in progress. These efforts have generated approxi-mately $12 million in expenditure reductions.
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Student & Academic Services: This initiative is
designed to optimize financial performance for housing and dining operations and to develop long-term funding strategies for elements of the athletics and health services operations. The initial start was delayed while impact studies and policy changes were completed, allowing campus-wide efforts to begin in fiscal year 2012. Estimated cost reductions of approximately $2 million are expected once the initiative is fully implemented. The Vice President for Student and Academic Services has responsibility for the implementation of actions resulting from this initiative.
University Communications: Communications
support activities campus-wide are being exam-ined. Operational efficiencies will be achieved by sharing resources with academic units and consoli-dating production and distribution services. These efforts are estimated to reduce expenses by $0.5 million, when implemented.
Centers & Institutes: This initiative involves
de-veloping a university-wide protocol for centers and
programs to assist in determining effectiveness, efficiency, and mission relevance. Reducing de-pendency on the general purpose operating budget and eliminating duplication of other university functions has resulted in savings of approximately $5 million.
The Administrative Streamlining Program Office, under the direction of the Division of Planning and Budget, leads implementation efforts by coordinat-ing and trackcoordinat-ing the execution of each initiative’s plans. The office has developed metrics and meas-ures to monitor results to achieve full savings ex-pectations. The Office of the Vice President for Human Resources is guiding the change manage-ment functions, integrating adjustmanage-ments as needed across the university community to establish ap-propriate operating standards for quality.
Figure 3 below shows the projected savings expec-tations from each initiative. The Administrative Streamlining Program has already achieved over 50 percent of plan expectations and is expected to exceed the original plan target by fiscal year 2015.
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Figure 3. Administrative Streamlining Program
Results by Initiative
Last summer, Provost Fuchs asked the Division of Planning and Budget to assess the feasibility of implementing the budget model recommended by the Budget Model Task Force in the winter of 2010. The goal is to replace the three existing Ithaca campus models with a single, coherent approach that will allow for strategic planning and provide appropriate incentives and resources to enhance Cornell’s academic excellence.
Budget Model Redesign –
The Review Process
During the 2010-2011 academic year, Vice President Mangum led a budget model redesign process that engaged over sixty-five members of the Cornell community, including a stakeholder executive steering committee, to provide guidance to the subcommittees charged with recommending solu-tions for the following areas:
1)
Pooling undergraduate instruction: A Cost ofInstruction Subcommittee was charged with
determining how to distribute net tuition dollars to the undergraduate colleges.
2)
Managing space costs: The Space UseSubcom-mittee was tasked to recommend policies to
in-centivize more efficient use of space on campus.
3)
Simplifying internal recharge operations: TheRecharge and Cost Recovery Operations Sub-committee was asked to determine the proper
methodology for allocating costs from on-campus service units (CIT, Facilities, Communications) to campus “customers.”
4)
Distributing central costs and revenues: TheCost Allocation Methodology (CAM) and
University Support Subcommittee was formed to identify the most efficient means of distributing central support costs while ensuring the avail-ability of sufficient discretionary resources in a university support pool (USP) to address strategic priorities.
5)
Review of the historical distribution of New York State appropriations: The New York StateAppropriation Subcommittee was asked to
rec-ommend alternatives to the current distribution of state funding to the contract colleges for operations, utilities, and plant expenditures.
This activity sparked a great deal of thoughtful discussion across the campus. Each subcommittee presented a formal report to the executive steering committee. Three retreats involving deans, vice presidents, and vice provosts further informed the budget model redesign, identifying areas of agree-ment and highlighting unresolved issues. These issues and concerns were packaged and presented to Provost Fuchs for resolution.
Results and Next Steps
The intent is to phase in several components of the new budget model in fiscal 2011-2012 and fully im-plement a new budget model by fiscal 2012-13. In fiscal 2011-12, we will replace the administrative component of the self-funded income model for Cornell Abroad with an allocated budget, and trans-fer the endowments for college-specific named pro-fessorships away from the provost office to the appropriate colleges and units. Provost Fuchs will lead a new task force for implementation, which will complete its work by the end of this summer.
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The Cornell
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Since Cornell’s founding, several eras of building expansion have occurred, from the early part of the 20th century, during and after World War II, and most recently over the past twenty to twenty-five years. The 2008 Campus Master Plan for the Ithaca Campus lists five distinct periods of growth and physical development: 1864–1900, 1900–1925, 1925–1950, 1950–1965, and 1965–2005.
The result is a legacy of historic and modern build-ings and open spaces that will define the University’s future development.2
Perhaps the largest capital expansion has occurred since 1965, continuing to the present. Jane Pedersen, Associate Dean of Administration for the College of Arts and Sciences, has watched the progression of change across the campus. She began her career at Cornell University in the early 1970’s and will retire in the coming months. In a recent interview, she re-counted some of the changes she has witnessed during her tenure at Cornell:
• Closure of Central Avenue and the subsequent creation of Ho Plaza
• East Avenue acquiring a row of new “front doors,” with substantive additions to Lincoln and Sage Halls, and new construction: Duffield Hall and the Physical Sciences Building
• Creation of an open plaza in front of Bailey Hall • Infill of open space surrounding Uris Hall, from the
initial construction of the Statler Hotel to recent additions to Ives Hall
• Construction of the Schwartz Center for the Perform-ing Arts on College Avenue, as well as myriad other changes in the Collegetown landscape
• Addition of the Biological Sciences sector, beginning with Corson-Mudd, followed by Comstock Hall, the Biotechnology Building, and Weill Hall
Following the economic downturn in 2008 and 2009, the university entered a period of retrenchment within a constrained fiscal environment. Today, annual capital spending for new construction is be-ginning to decline with restrictions on the ability to issue long-term debt, and capital spending guide-lines are now in place. As a result, the university will begin to strategically shift spending toward maintenance of existing facilities and investments in energy conservation projects. This phenomenon is certainly not unique to Cornell as universities and colleges across the country are experiencing similar fiscal complications. Figure 4 provides a view of the annual expenditure budget for capital projects, sep-arated by funding source. In this chart, university funds represent unit funds, enterprise funds, and General Purpose funds; SUCF represents those cap-ital funds provided via State University of New York (SUNY)/State University Construction Fund (SUCF); Gifts & Other represents gifts, investment income, and other government funds.
A Decade of Capital
Expansion – 2001-2011
2
For details, see the Master Plan online at http://masterplan.cornell.eduWhile enrollment on the Ithaca campus has been relatively stable over the past ten years and is pre-dicted to remain flat or show slight growth in grad-uate program enrollment and number of faculty, demand for additional space has developed since fiscal year 2001-02. Much of this demand has been and continues to be generated by increased cross-disciplinary areas of study and new technologies. The tremendous growth in annual capital expendi-tures for both Ithaca and WCMC campuses has occurred in the past decade, from less than $100 million per year through fiscal year 1995-96 to over $300 million per year for the past seven years.
Many of these expenditures have been in support of badly needed renovations and upgrades to existing
facilities. For example, Olin Library is nearing com-pletion on a $10 million project to provide critical fire safety improvements, and Barton Hall received $8.9 million in upgrades to the exterior of the building, addressing water penetration problems that have existed for years. There are too many additional renovation and upgrade projects of smaller dollar amounts to list here, some funded through SUCF and others funded through university operating funds.
Many new buildings have been erected on campus as well. Figure 5 shows the Ithaca campus layout, with new facilities added in the past ten years highlighted in green. The following narrative pro-vides details for many of these new facilities.
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Figure 4. Funding Sources - Annual Expenditure Budget
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Laboratory of Ornithology
The Imogene Powers Johnson Center for Birds and Biodiversity offers 90,000 gross square feet (GSF) to accommodate an array of academic, scientific research, library, visitor, administrative, and museum activities. The visitor center is a two-story atrium space that features art, bird exhibits, a small surround-sound theater, an auditorium, shop, and an array of windows overlooking Sapsucker Woods Pond and a bird feeding garden. The building is heated by natural gas with an evaporative cooling system for summertime use. It’s surrounded by a landscaped series of ponds, trails, obser-vation platforms, and wetland/wildlife habitats. Completed in fis-cal year 2003 at a total cost of $26.5 million, funding was provided through private gifts.
Duffield Hall
Duffield Hall is one of the nation’s most sophisticated research and teaching facilities for nanotechnology and the development of novel materials. It supports research and instruction in elec-tronic and photonic devices, micro-electromechanical devices, advanced materials processing, and biotechnology devices. The facility also provides a home to the Cornell Nanoscale Science and Technology Facility, the nation’s oldest federally-sponsored nanotechnology center. The total building area for Duffield Hall is approximately 156,000 GSF, including a spacious atrium. Total cost for Duffield Hall, completed in fiscal year 2005, was $62.9 million. Funding was provided through private gifts.
Weill Hall
Weill Hall is the keystone of the Life Sciences Initiative, providing a variety of flexible and specialized research space and amenities to support interdisciplinary research in the life sciences. The Upper Alumni Field project site allows all-weather tunnel con-nections to Biotechnology, Corson-Mudd, Plant Science, and sev-eral of the buildings on the Ag Quad. Home of the Weill Institute of Cell and Molecular Biology and the Department of Biomedical Engineering, this $162.7 million facility was completed in fall 2008. Sources of funding for Weill Hall included more than $70 million from gifts and grants, $25 million from the State of New York, and the balance from university funds.
East Campus Research Facility
The East Campus Research Facility houses a multi-level vivarium containing transgenic mice and conventional animals as well as associated procedure and support space. The project also in-cluded minor renovations of the current Core Transgenic Facility, and the first floor of the Veterinary Research Tower was reno-vated for general administrative services for the Center for Re-search Animal Resources and the Institutional Animal Care and Use Committee. The new building connects to the Veterinary Re-search Tower and the Veterinary Education Center. The approxi-mately 80,000-GSF facility was completed in 2008 at a cost of $55 million. The source of funding was long-term debt.
West Campus Residential Initiative
The West Campus Residential Initiative (WCRI) was designed to create a living and learning community of faculty, students, and staff that fosters personal growth and nurtures scholarship. The project eliminated the Class Halls and replaced them with five new Houses. Each House has about 360 student beds and a dedi-cated dining facility, and they are designed to accommodate a wide variety of intellectual programs for students, supporting the educational mission of the university and creating a seamless con-tinuum of formal and informal learning.
As part of the project, the new Noyes Community Recreation Center on West Campus replaced the existing Noyes Center. The new recreation center is approximately 30,000 GSF, offering stu-dents a convenient indoor gym as well as fitness, aerobics, per-formance, and other spaces.
Completion of the project occurred in phases, with the first phase completion in August 2004. Final construction was complete in August 2008, two years ahead of schedule. Total cost for this proj-ect was $225.9 million, with funding provided through gift funds and long-term debt.
Ives Faculty Building
This project addressed critical maintenance needs and provided infrastructure improvements to the Ives Hall Faculty Building. The building was originally constructed in 1937 for Veterinary College use and has had only minor renovations in the past 70
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years. The existing building systems were beyond their expected service life and did not meet the reliability or quality standards of modern structures. Additional concerns included the presence of asbestos, lack of handicap accessibility, lack of proper exit stair-ways, lack of building environmental control systems, and the need for an improved fire suppression system. The reconstruction phase addressed the infrastructure needs in the Ives Hall Faculty Building and provided for additional program space through mod-ification to the basement level. Expenses totaled $16 million, and the project concluded in fall 2010. Sources of funding included $14 million from the State University Construction Fund and $2 million of College funds.
Physical Sciences Building
The Physical Sciences Project was designed to create additional research and instructional space for use by the Departments of Physics, Chemistry and Chemical Biology, and the School of Ap-plied and Engineering Physics. The primary goal was to increase the amount of quality space for collaboration, research, and in-struction within a state-of-the-art facility. The new Physical Sci-ences Building contains labs, offices, and public spaces, including an atrium connecting it to Clark Hall and Baker Lab. Total cost for this facility was $140.4 million, with funding provided from gifts ($22 million), unit funds ($2.3 million), other government funds ($3.8 million), and the remainder through debt financing. Occupa-tion of the building began in August 2010 with the lower three floors. Complete occupancy occurred in December 2010.
Combined Heat and Power Project
As the university constructed a number of large, energy-intensive facilities including the East Campus Research Facility and Weill Hall, the Central Heating Plant required additional steam generat-ing capacity. In addition, one boiler in the plant was at the end of its useful life and its capacity needed to be replaced. The planning process to address this need began in 2001, and an analysis deter-mined that the best option was to install two combustion turbines with a combined nominal electrical capacity of 30 megawatts, each with an associated heat recovery steam generator to provide the additional needed steam capacity. The project, completed in fall 2009 at a total cost of $82.3 million, was primarily debt-financed with repayment from enterprise funds generated by utility rates.
