2011-2012 Financial Plan · 2011-2012 financial plan oper ating and capital [ supplemental...

2011-2012

Financial PlanOPERATING AND CAPITAL

[ SUPPLEMENTAL SCHEDULES ]

PUBLISHED BYThe Division of Planning and Budget

Cornell University

CONTACT440 Day Hall

Ithaca, New York 14853

607-255-0155

http://dpb.cornell.edu/index.htm

DESIGNZanzinato

December 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 PLANOPERATING AND CAPITALSUPPLEMENTAL SCHEDULES2011-12

Contents

INTRODUCTION ...................................................

OPERATING PLAN....................................................

Ithaca Campus

Agriculture and Life Sciences, College of .............Architecture, Art, and Planning, College of.........Arts and Sciences, College of...........................................Engineering, College of.........................................................Hotel Administration, School of....................................Human Ecology, College of................................................Industrial and Labor Relations, School of.............Samuel Curtis Johnson Graduate School of Management........................................................................

Law School ......................................................................................Veterinary Medicine, College of....................................Research Centers........................................................................Other Academic Programs.................................................Centrally Recorded Financial Aid................................Student Services..........................................................................Administrative and Support..............................................Physical Plant ................................................................................Ithaca Campus All Other.....................................................Enterprise and Service Operations .............................

New York Campus

Weill Cornell Medical College........................................

CAPITAL PLAN .........................................................

Administrative Systems............................................Bridge Means Restriction ........................................Campus Network Connectivity Upgrade ...........Cornell Rowing Center.............................................East Side Pediatric Practice Expansion...............Fernow Hall Rehab and Roof Repairs..................Gates Hall .....................................................................Johnson Museum Expansion ..................................Large Animal Teaching Complex, Teaching Dairy Barn ..............................................

Law School Master Plan Phase 1............................Medical Research Building .....................................Milstein Hall ................................................................MVR 1933 / East Rehab Phases 0-2 .......................North MVR Replacement/Parking Garage ........Olin Library Fire Safety Improvements ..............Stocking Hall Renovation & Food Science Building ......................................

Warren Hall Renovations ........................................West Side Clinical Practices ...................................

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

S Tuition & Fees – Selected Business Schools........

T Tuition & Fees – Selected Law Schools.................

U Tuition & Fees – Colleges of Veterinary Medicine

V Graduate Student Stipends – Ithaca Campus........

W Cost Allocation Methodology..................................

X Campaign for Cornell Gifts ......................................

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Introduction

PRESENTATION FORMAT

On May 27, 2011, the Cornell Board of Trustees approved the university’s 2011-12 financial plan. Thisdocument provides additional details of that plan inthe form of supplemental schedules.

Operating PlanPages 4 through 9, and 46 through 48 constitute the2011-12 operating plan in the form presented to thetrustees. In the pages following the Ithaca Campusoriginal summary section are the operating plans ofthe individual colleges, with details by major fundcategories. Other categories of each division’s sum-mary operating plan are shown by operating unit.

Capital PlanPages 49 through 60 record the university’s 2011-12capital plan in the form presented to the trustees. Beginning on page 61 and continuing through page 78 are descriptions of some of the approved capitalprojects that are itemized in the schedules on pages54 through 57. The capital projects individually described are those with estimated budgets of $5 million or greater; excluded are capital projects thatrepresent groupings of smaller projects.

AppendicesAppendices, which provide background information,begin on page 79. They augment or update informationthat was presented to the trustees in May.

CHANGES SINCE MAY

There have not been any substantial changes to theoperating plan since its approval in May, with the exception of changes that may have occurred in thecapital plan, which are noted in the currentstatus/notes section of each project page.

2

Introduction

OVERVIEW

Operating PlanIncluding Budget Details of the Colleges and Other Major Operating Units

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.

ResourcesRevenues 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.

• Internal debt repayment 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.

4

Operating Plan — Highlights

Operating Plan - Highlights

5


Composite Operating Plan (dollars in thousands)

Resources1. 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 Resources17. 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. Internal Expense on Taxable Debt 106,800 24,500 24,500 24,651 151 0.6%

26. Debt Repayment 34,475 89,821 103,685 98,540 (5,145) -5.0%

27. Subtotal Debt Repayment 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) -101.0%

Transfers (to)/from Fund Balances29. 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)

09-10Actual

10-11Budget

10-11Forecast

11-12Plan Dollars Percent

Change fromForecast to Plan

6


Composite Operating Plan - by Division (dollars in thousands)







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%


14. Qatar Foundation 0 83,622 83,622 67,472 16,150 23.9%



Uses of Resources17. 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%


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%


25. Internal Expense on Taxable Debt 24,651 0 24,651 24,500 151 0.6%

26. Debt Repayment 78,868 19,672 98,540 103,685 (5,145) -5.0%


28. Net Before Transfers (10,409) 10,065 (344) 36,080 (36,424) -101.0%

Transfers (to)/from Fund Balances29. Endowment 4,893 1,976 6,869 16,486 (9,617)


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


7

Operating Plan — Details

“We continue to benefit from the extraordinarily generous support ofour alumni, advisors and friends aswell as the success of our investmentstrategies.”

Operating Plan – Details

8


ITHACA CAMPUS

ResourcesRevenues 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.

• Internal debt service is planned to remain compa-

rable to the 2010-11 forecast. Internal expense on

taxable debt is planned at $24.7 million in accordance

with the planned repayment schedule for $500 million

of taxable debt secured in 2008-09.

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.

Operating Plan - Details

9


Ithaca Campus - Summary (dollars in thousands)







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%




Uses of Resources13. Salaries & Wages (Including Benefits) 1,017,191 1,026,334 1,018,400 1,053,428 35,028 3.4%


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%


20. Internal Expense on Taxable Debt 106,800 24,500 24,500 24,651 151 0.6%

21. Debt Repayment 22,096 75,828 84,147 78,868 (5,279) -6.3%


23. Net before Transfers 87,404 (19,914) 24,860 (10,409) (35,269) -141.9%

Transfers (to)/from Fund Balances24. Endowment (7,118) 6,641 13,456 4,893 (8,563)


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

10-11 Budget

10-11Forecast



10


Ithaca Campus Operating Plan

GENERAL PURPOSE BUDGET(dollars in thousands)

Resources1. Tuition & Fees $362,804 $377,806 $380,084 $398,489 18,405 4.8%

2. Investment Distributions 83,256 77,010 84,048 77,981 (6,067) -7.2%


4. Sponsored Programs (F&A) 50,933 52,491 54,539 53,545 (994) -1.8%

5. State Appropriations 1,212 1,193 1,201 1,115 (86) -7.2%

6. Other Sources 27,483 29,365 26,964 49,094 22,130 82.1%

7. Subtotal In-Year Revenues 538,334 550,531 556,470 596,980 40,510 7.3%

8. Transfers From Endowment

9. Transfers From Plant

10. Sub Transfers In

11. Total Resources 538,334 550,531 556,470 596,980 40,510 7.3%

Uses of Resources12. Architecture, Art & Planning 13,258 13,138 13,138 13,377 239 1.8%

13. Arts & Sciences 129,230 129,871 130,066 132,979 2,913 2.2%

14. Engineering 52,362 52,284 52,773 52,782 9 0.0%

15. Johnson School 0 0 0 0 0

16. Law School 386 386 394 0 (394) -100.0%

17. Research Centers 6,921 7,821 8,821 7,896 (925) -10.5%

18. Other Academic Programs 66,079 67,584 70,937 68,961 (1,976) -2.8%


20. Graduate Financial Aid 27,145 32,447 32,331 32,923 592 1.8%

21. Student Services 30,155 30,535 30,590 31,427 837 2.7%

22. Administration & Support 155,833 161,668 172,307 162,025 (10,282) -6.0%

23. Physical Plant 117,587 102,178 101,872 100,509 (1,363) -1.3%

24. General Purpose All Other 65,453 55,134 65,079 71,730 6,651 10.2%

25. Cost Redistribution (150,721) (154,769) (189,400) (180,145) 9,255 -4.9%

26. Subtotal Allocations 622,321 626,330 625,141 644,184 19,043 3.0%

Transfers (To)/From Non-operating Support27. Capital Project Support

28. Reserves

29. Subtotal Transfers Out 0 0 0 0 0

30. Total Use of Resources 622,321 626,330 625,141 644,184 19,043 3.0%

32. Net from Operations ($83,987) ($75,799) ($68,671) ($47,204)

Note• This schedule provides details of the general purpose budget that is also shown on pages 16 and 17 as an integral

component of the Ithaca campus operating plan.

09-10Actuals

10-11Forecast

10-11Forecast



11


ITHACA CAMPUS COLLEGE PLANS

College of Agriculture and Life SciencesThe faculty, staff, and students of the College of

Agriculture and Life Sciences (CALS) discover,

integrate, disseminate and apply knowledge about

the life sciences, environmental sciences, food and

energy systems, and economic and community vi-

tality to improve the lives of people throughout

New York, the nation, and the world. Informed by

discoveries from the college’s broad spectrum of

expertise, CALS’ research, educational, and extension

programs:

• 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.

Challenges confronting the global community are

growing in complexity for many reasons, including

the increasing human population and climate

change in the context of finite natural resources.

Establishing sustainable societies through sound

policies, strategies, and technologies that improve

the health and well-being of present populations

without compromising the needs of future genera-

tions is among the greatest challenges facing humanity.

Solutions to today’s global challenges will require

novel insight into the dynamics of coupled human

and natural systems. Many of these solutions will

be found at the intersection of the four interde-

pendent and interacting areas of focus that inform

and support CALS’ mission and shape the college’s

commitment to advancing the land grant mission.

From the social sciences to the life sciences, in fun-

damental and applied disciplines, CALS has the

broad and deep expertise needed to affect real

change in the world.

Through our curriculum and experiential opportu-

nities, CALS develops leadership ability, civic re-

sponsibility, and curiosity in its students. Through

our research, CALS makes invaluable contributions

to an ever-increasing knowledge base. Through

Cornell Cooperative Extension and other outreach

mechanisms, we serve the public directly, sharing

knowledge and improving lives around the world. In

all facets of our mission, CALS honors the past, is

engaged in the present, and helps shape the future.

Over the next year, CALS will engage its stakeholders

in discussions on how to organize and respond to

the changing economic environment and reduced

financial resources and still continue to deliver ex-

cellent service. CALS will also continue to evaluate

the proper alignment of its research and teaching

programs with the four focal areas and strategic

hiring through the Faculty Renewal Initiative.

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 with the potential to improve

the 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 remains focused on building

synergies among departments and courting part-

nerships with cognate units to advance a more

coherent, design-centric identity.

Five faculty searches—two in Architecture and

three in Planning—are underway for FY 2011-12,

one of which will be funded by a new endowment.

The new faculty will replace several senior faculty

who are retiring.

AAP will be focused on the completion of Milstein

Hall to ensure the on-budget and on-schedule oc-

cupancy in the fall, 2011. Priorities include generating

funds for Milstein Hall to relieve the current debt

service, scholarships and professorships, as well as

a major gift to renovate the Fine Arts Library

which is to move to Rand Hall in Fall 2011. Sibley

Hall—140 years old—remains high on the Univer-

sity’s deferred maintenance list, and capital projects

associated with Sibley represent a significant

challenge for the College and the University.

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

fully committed to providing an undergraduate

education characterized by breadth and depth of

study, and 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 outstanding scholarship – research

and artistic endeavors that advance our understanding

of the natural, physical, social and cultural realms.

We offer 42 majors to 4,100 undergraduate students,

and we mentor 1,500 students in pursuit of graduate

degrees.

Faculty renewal remains our highest priority, and

the 2011-12 budget continues to focus new resources,

including generous donor commitments totaling

more than $3.5 million, to hiring new faculty. In

FY2011-12, 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. In-

creased faculty hiring brings added pressures on

facilities, and we are pleased to report that a $25

million donation from an anonymous donor allowed

CAS to move forward with plans for a new Humanities

building, with construction planned to start in the

summer of 2013. The new building, estimated to cost

$61 million, will be built entirely with philanthropic

funds, 75 percent of which have been raised to date.

CAS incorporated a $1.1 million permanent base re-

duction this year as part of the university’s continuing

budget balancing initiative. This cut was tied to

projected cost savings from the administrative

streamlining initiatives in staffing, procurement,

and information technologies, coupled with a

$750K general campus-wide assessment.

EngineeringThe College of Engineering is a nationally ranked,

top ten engineering college. Its aspiration is to be

widely considered one of the top five engineering

colleges by impacting major challenges facing the

world through producing leaders who will take the

world in new directions, solve problems, and create

new opportunities. In 2011-12 the college will have

updated its strategic plan and priorities to ensure

that actions taken over the next several years are

aligned directly with its goals and objectives.

The College enrolls almost 3,000 undergraduate

and 1,600 graduate students. Enrollment in the

Masters of Engineering (M.Eng) program has sig-

nificantly increased in the past two years, offsetting

budget reductions in areas such as university

support and investment income. M.Eng enrollment

in 2011-12 will be comparable to 2010-11 levels.

In 2011-12, Engineering plans to conduct approxi-

mately a dozen searches for tenure-track faculty.

The searches are to fill current or anticipated

vacancies in critical areas.

Due to budget constraints the college eliminated

a significant number of staff positions in the past

several years. In order to continue to provide critical

services at a reduced staffing level, the college im-

plemented finance, human resources and facilities

service centers in 2010-11, and is launching a service

group model for information technologies in 2011-12.

Engineering is partnering with the Faculty of Com-

puting and Information Science (CIS) in each of

these functional areas, with the goal of developing

the proper scale to deliver efficient and excellent

services while meeting budget targets. In addition,

even during a period of reduction, the college

plans to invest in staff support for strategically

important area of research administration.

Due to the construction pause, many facility projects

have been deferred. The college’s comprehensive

master plan is on hold until resources are in hand

to complete the needed facility expansion. Instead

a college-wide space study to produce a plan

12


13


delineating more effective use of existing space

commissioned in 2010-11 will be completed in the

plan year. Existing reserves have been earmarked

for significant facilities project renovations based

on results of the space study and new faculty

startup needs.

Hotel AdministrationDespite the difficult economic conditions which

Cornell faces, the School of Hotel Administration

(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 within our industry. The school

has continued to hire top faculty. Over the past five

years all tenure track faculty hires have been re-

cruited from top business programs. As the univer-

sity examines the possibility of management sciences

and business education across the campus, SHA

will be an important partner with the other

management schools and programs at Cornell.

SHA continues to evaluate opportunities for expanding

our global presence. We are actively looking for in-

ternational partners to develop more formal under-

graduate exchange programs. We are also beginning

to research the possibility of offering an executive

master’s program that could be taught both domes-

tically and internationally. To support the increasing

academic needs related to this growth, the faculty

are considering the possibility of creating Clinical

Professorships for individuals with significant in-

dustry experience. To support the changing learn-

ing needs of our students we will complete the

planning for and commence construction of SHA’s

new Student Learning Center. This renovation of

the original library and student lounge will be

funded in part by a $3M gift from the Marriott

Foundation.

The school is also continuing to build academic

bridges with other colleges on-campus. We are

developing a new model for Cornell’s Program in

Real Estate that will be shared between our school

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 should strengthen this already out-

standing program. The school’s minor in Real Es-

tate has over 170 students enrolled from all seven

undergraduate colleges. Our partnership with the

School of Industrial and Labor Relations continues

to deepen as we now have a joint professorship in

Hospitality Human Resources thanks to a gift from

John and Melissa Ceriale. Our partnership with the

Sloan Program in Hospitality and Healthcare con-

tinues to thrive. The school is continuing to work

on joint appointments in the area of sustainability,

economics and computer science.

To fund all of these initiatives, SHA has continued

to invest in our external affairs department with a

fundraising strategy to increase new gifts from

$8M in FY2011 to $13.6M by FY2015. Priority will

continue to be placed on the need for student

financial aid, faculty renewal, student program

support, and renovation of our physical space.

While increasing fundraising efforts, SHA is also

looking for ways to reduce administrative costs.

SHA will continue to work with our fellow profes-

sional schools and in examining ways to increase

efficiencies and reduce costs in the areas of infor-

mation technology, human resources, business

services and library sciences. Though we have

done an excellent job in controlling spending, con-

tributions toward the university structural deficit,

increases in financial aid and a cap on undergradu-

ate tuition continue to strain resources. We are

hopeful that the provost’s new budget model will

benefit both SHA and the university.

College of Human EcologyHuman Ecology continues to invest in faculty

renewal and strategic programming. Academic

year 2011 saw the arrival of 10 new faculty hires in

fields of economics, sociology, psychology, nutri-

tion and fiber science. This new cohort of faculty

includes two under-represented minorities and

three from abroad (Hong Kong, Germany, UK).

These faculties will fill vacancies created through

retirement and attrition and renew our threefold

academic mission of education, research and

outreach. The opening of the Human Ecology

Building, the inauguration of the Bronfenbrenner

Translational Research Center, and the establish-

ment of the Institute for Health Economics, Health

Behaviors and Disparities Institute are all examples

of historic program investments and achievement

of the college in this year.

In the coming year the college will commence seven

searches for additional faculty to fill vacancies and

continue the faculty renewal efforts in design, pol-

icy and nutritional sciences. The college will also

continue with the planned phases of the compre-

hensive renovation of the MVR ’33 building which

will include the construction and commissioning

of an fMRI research facility in support of college

neuroscience programming and broader university

imaging needs.

In this environment of investment and renewal, the

college continues to adjust to budgetary constraints

through reorganization of support activities and

prioritization of budget support. Financial pressures

from financial aid, NYS, University cost distribu-

tion and endowment changes continue to challenge

current program support and long term planning.

Industrial & Labor RelationsThe School of Industrial and Labor Relations (ILR)

is participating actively in cross-college initiatives

to bring better coordination and improvements to

economics and other social sciences, undergradu-

ate management education, and the field of statis-

tics. Specifically, 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 con-

solidation that includes Johnson, Hotel, and ILR.

Furthermore, it has led the consolidation of the Fi-

nancial Transaction Centers, and it was the first

school to share an HR Director with another school.

The ILR School is projected to balance financially

in FY 2011-12, although the balanced budget is

solely based on earned revenues from executive

education and sponsored research activities and

not from the growth in net tuition, which is flat

due to growing financial aid pressures. The School’s

future financial strength is based on continuing to

grow executive education, sponsored research,

fundraising, and the successful launch of the exec-

utive MPS degree, which will be based on a

blended learning platform in conjunction with

eCornell. The ability and willingness of the Uni-

versity to support our entrepreneurial activities is

crucial to our programmatic and financial success.

Law SchoolCornell Law School is consistently recognized for

the quality of its faculty, both in scholarly produc-

tivity and influence. Students participate in a sup-

portive, intellectually rich community that combines

inspiring theoretical, doctrinal and experiential

learning with cutting-edge scholarship. The faculty

and graduates of the Law School operate at the

highest levels on the national and international stage.

Faculty renewal and growth continues to be a

priority. This year, the Law School welcomed four

new faculty members and currently employs 41

tenured and tenure-track faculty plus 10 clinical

full-time faculty.

Cornell Law School is intentionally among the

smallest of the elite law schools, and this remains a

defining feature. In the past two years, the Law

School has seen record applications. In 2011, more

than 5,500 applicants vied for 204 J.D. spots and

nearly 1,000 for 73 LL.M. spots. In 2011-12, the

school maintains an enrollment of 612 professional

degree students and 88 graduate students, as well

as 26 exchange students from twenty global law

schools in its growing study abroad program.

The Law School continues to expand educational

opportunities for students. This year saw the

launch of a new six year J.D./Ph.D. in Psychology

program with the College of Human Ecology, and

will graduate its first J.D./M.B.A. students from the

3-Year Program in partnership with the Johnson

14


15


Graduate School of Management. The Law School

also initiated new Deals courses and the Transac-

tional Lawyering Competition, the first of its kind

at any top-rated law program. The Clarke Business

Law Institute, which sponsors the competition, has

grown this year with the hire of an executive direc-

tor, and is actively recruiting for additional faculty

in business law.

A key part of the Law School’s future is building on

its core strength in International and Comparative

Law. After a six year search, the Law School filled

the Anthony W. and Lulu C. Wang Chair in Chinese

Law this year and established exchange relation-

ships with prominent law schools in India and

China. The Law School anticipates adding more

foreign law visitors, as well as foreign-trained

scholars to the permanent faculty.

Cornell’s Legal Information Institute (LII) is the

preeminent conveyor of web-based legal informa-

tion in the world and is a powerful form of outreach

for both the Law School and the University. In the

past year, LII’s site was visited by over 14 million

different people from more than 200 countries, and

in one month accounted for 65 percent of unique

visitors to all Cornell University websites. Half a

million websites link to LII. The LII has major

programs with developing countries to provide

citizens with open access to legal materials,

thereby promoting democratization and economic

empowerment. The coming year will mark the 20th

anniversary of the LII, culminating in a conference

at the Law School in October 2012 that will host

500 visitors from LIIs around the globe.

With the appointment of a new Director of Clinical,

Advocacy, and Skills Programs and the start of a

new civil rights clinic in spring 2012, the Law

School expects to see continued enhancement and

coordination of clinics and other skills initiatives.

Planning for the capital building program continues.

Cornell Law School aims to break ground in the

summer of 2012 on Phase 1, which will provide

additional classrooms underground to the east of

Purcell Courtyard, as well as a new entrance to the

campus. Later phases involve repurposing locker

room and library stacks within Myron Taylor Hall

in dynamic ways, as well as renovating Hughes Hall.

Samuel Curtis Johnson GraduateSchool of ManagementThe Samuel Curtis Johnson Graduate School of

Management’s mission is to develop business leaders

who create, transform and sustain successful or-

ganizations around the world, generate research

and scholarship that shapes the future practice of

management, and train the next generation of

business scholars.

In FY 2011-12 Johnson 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.

Veterinary MedicineThe College of Veterinary medicine remains the

top ranked veterinary school in the nation, but it

faces several major challenges in maintaining its

national stature and achieving the principal goal of

transitioning from a national to a global leader in

animal health. These challenges include a relatively

small class size and high tuition, increasing student

debt, significant budget pressures, and issues

associated with an aging faculty.

Major goals for 2011-12 include: continuing efforts to

renew and revitalize the faculty; modestly expanding

the size of the entering class to 102 students begin-

ning in the fall of 2011 and to establish a class

expansion facility project to enable further enroll-

ment growth as a top institutional priority; devel-

oping alternative revenue sources such as clinical

revenue from a for-profit clinical operation (CUVS)

opened in 2011 and various domestic and interna-

tional educational initiatives; and, continuing to

foster basic and clinical research activities in priority

areas such as infectious disease control, comparative

genetics and stem cell biology, reproduction and

developmental biology, and cancer research.

The college will complete construction on a new

large animal teaching facility in early summer 2012.

This facility will replace facilities demolished dur-

ing the construction of the new NYS Veterinary

Diagnostic Laboratory which opened in the Fall of

2010. Capital planning will continue to advance the

college’s Class Expansion capital project, a prereq-

uisite to the college fully achieving its strategic

goal of growing class size from approximately 90

to 120 students.

The operating budget for fiscal year 2011-12 will be

balanced with the planned use of reserves to fund

one-time expenditures associated with faculty

hires and to fund a projected core college deficit of

approximately $1.1 million. The College began fiscal

2009 with an operating deficit of $2.5 million and

since that time has faced budget reductions (net of

tuition increases) totaling 17% of the college core

revenue base net of university assessments. Signifi-

cant progress has been made towards stabilizing

the college financial position through very difficult

personnel and non-personnel expenditure reduc-

tions, modest increases in student enrollment up to

current capacity constraints, and the initial devel-

opment of new diverse domestic and international

revenue sources. The use of reserves to balance the

operating budget is a strategic decision to bridge

until new revenue sources are more fully established

and to avoid further expenditure reductions in the

interim which could have a significant impact on

the quality of programs.

16


17


Ithaca Campus - Details (dollars in thousands)

Resources1. 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 Resources16. 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. Internal Interest on Taxable Debt 0 0 0 0 0 0 0

32. Subtotal Debt Repayment 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

18


GeneralPurposeBudget

Agriculture& Life

Sciences

ArchitectureArt &

PlanningArts &

Sciences EngineeringHotelAdmin

HumanEcology

19


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& LaborRelations

JohnsonSchool

Law School

VeterinaryMedicine

ResearchCenters

Other AcademicPrograms

Centrally RecordedFinancial

AidStudent Services

Admin&

SupportPhysicalPlant

IthacaAll Other

TotalIthacaCampus

20



ITHACA CAMPUS: A VIEW OF THE SPONSORED AND NON-SPONSORED BUDGET(dollars in thousands)

Resources1. Tuition & Fees 755,000 755,000 792,182 792,182

2. Endowment Distributions 3 171,997 172,000 2 178,766 178,768

3. Other Investment Distributions 7,321 7,321 2,702 2,702

4. Undergrad Financial Aid Withdrawal 35,000 35,000 35,000 35,000

5. Separate Invest. Taxable Debt 24,500 24,500 24,651 24,651

6. Unrestricted Gifts 45,397 45,397 50,422 50,422

7. Restricted Gifts 12,173 36,906 49,079 10,837 43,541 54,378

8. Sponsored Programs (direct) 316,834 3,166 320,000 305,035 440 305,475

9. Sponsored Programs (F&A) (3,860) 87,860 84,000 (1,114) 89,994 88,880

10. State Appropriations 147,960 147,960 132,529 132,529

11. Federal Appropriations 18,542 18,542 19,367 19,367

12. Enterprise Sales & Services 131,529 131,529 135,738 135,738

13. Educational Activities & Other Sources 9,599 128,854 138,453 8,863 120,824 129,687

14. Subtotal In-Year Revenues 334,749 1,594,032 1,928,781 323,623 1,626,156 1,949,779

Uses of Resources15. Salaries & Wages 129,454 690,946 820,400 127,253 719,257 846,510

16. Employee Benefits 36,221 161,779 198,000 35,109 171,809 206,918

17. Undergraduate Financial Aid 3,925 201,075 205,000 2,114 222,388 224,502

18. Graduate Financial Aid 17,095 117,905 135,000 23,045 111,808 134,853

19. Purchased Services 11,451 46,549 58,000 8,534 43,122 51,656

20. Supplies and General 96,252 103,748 200,000 99,052 103,209 202,261

21. Utilities, Rents and Taxes 5,523 78,968 84,491 3,782 78,819 82,601

22. Repairs & Maintenance 2,551 49,449 52,000 2,656 58,140 60,796

23. Subtotal General Expense 115,777 278,714 394,491 114,024 283,290 397,314

24. Capitalized Equipment, Books and Other 17,081 32,443 49,524 19,463 29,005 48,468

25. Subtotal Expenditures 319,553 1,482,862 1,802,415 321,008 1,537,557 1,858,565

26. Medical College Admin Charge 0 (7,141) (7,141) 0 (1,896) (1,896)

27. Subtotal Cost Redistribution 0 (7,141) (7,141) 0 (1,896) (1,896)

28. Net Operations - Before Internal Debt and Transfers 15,196 118,311 133,507 2,615 90,495 93,110

29. Internal Expense on Taxable Debt 0 24,500 24,500 24,651 24,651

30. Debt Service - Internal 117 84,030 84,147 15 78,853 78,868

Transfers (To)/From Non-operating Support31. (To)/From Endowment 96 13,360 13,456 4,893 4,893

32. (To)/From Plant (excludes debt) (15,175) (43,542) (58,717) (2,600) (63,554) (66,154)

33. (To)/From Reserves 0 32,497 32,497 64,145 64,145

34. Subtotal Transfers (15,079) 2,315 (12,764) (2,600) 5,484 2,884

35. Net from Operations 0 12,096 12,096 0 (7,525) (7,525)

SponsoredNon-

SponsoredTotal

Forecast SponsoredNon-

Sponsored

TotalBudgetPlan

21



CONTRACT COLLEGES - SUBTOTAL(dollars in thousands)

Resources1. Tuition & Fees $196,984 $204,511 $212,829 $218,972 6,143 2.9%

2. Investment Distributions 26,620 23,360 22,989 25,038 2,049 8.9%

3. Unrestricted Gifts 18,778 11,610 12,864 12,850 (14) (0.1%)


5. Sponsored Programs (direct) 177,190 143,270 133,186 130,552 (2,634) (2.0%)

6. Sponsored Programs (F&A) 35,948 32,753 36,708 35,402 (1,306) (3.6%)

7. Institutional Allowances 0

8. State Appropriations 156,863 144,963 147,568 114,621 (32,947) (22.3%)

9. Federal Appropriations 16,886 18,542 18,013 19,367 1,354 7.5%

10. Enterprise Sales & Services 0

11. Other Sources 53,780 50,134 56,422 52,285 (4,137) (7.3%)

12. Inter-Unit Transfers (15,098) 10,939 6,411 (4,539) (10,950) (170.8%)

13. Subtotal In-Year Revenues 689,333 659,263 663,720 623,570 (40,150) (6.0%)

14. General Purpose Allocation 0 0 0 42,643 42,643

15. Total Resources 689,333 659,263 663,720 666,213 2,493 0.4%

Uses of Resources16. Agriculture & Life Sciences 249,899 255,034 257,858 258,293 435 0.2%

17. Human Ecology 56,374 58,018 57,567 56,923 (644) (1.1%)

18. Industrial & Labor Relations 42,796 44,445 43,484 44,995 1,511 3.5%

19. Veterinary Medicine 103,307 107,507 100,498 104,271 3,773 3.8%

20. Other Academic Programs 7,023 7,335 8,078 7,839 (239) (3.0%)

21. Centrally Recored Financial Aid 2,301 1,901 2,265 1,862 (403) (17.8%)

22. Administration & Support 5,952 6,805 6,280 6,766 486 7.7%

23. Physical Plant 37,167 36,773 37,302 37,232 (70) (0.2%)

24. Contract College All Other 3,729 4,277 5,865 0 (5,865)

25. Subtotal Expenditures 508,548 522,095 519,197 518,181 (1,016) (0.2%)

26. Accessory Instruction 21,187 21,186 21,404 5,747 (15,657) (73.1%)

27. Administrative & Support 66,319 65,671 65,669 81,269 15,600 23.8%

28. Pooled Financial Aid 34,769 38,722 39,488 58,821 19,333 49.0%

29. Subtotal Cost Redistribution 122,275 125,579 126,561 145,837 19,276 15.2%

30. Debt Service 3,334 3,648 2,632 3,885 1,253 47.6%

31. Subtotal Debt Repayment 3,334 3,648 2,632 3,885 1,253 47.6%

32. Net Expenditures 634,157 651,322 648,390 667,903 19,513 3.0%

33. Net Before Transfers 55,176 7,941 15,330 (1,690) (17,020)

34. Transfers (To)/From Endowment 904 375 670 628 (42) (6.3%)

35. Capital Project Support 45,513 17,118 11,481 (3,979) (15,460) (134.7%)

36. Reserves (9,950) 9,979 9,979

37. Subtotal Transfers 46,417 7,543 12,151 6,628 (5,523) (45.5%)

38. Net from Operations $8,759 $398 $3,179 $4,938 $1,759

09-10Actuals

10-11Forecast

10-11Forecast



22



AGRICULTURE & LIFE SCIENCES (EXCLUDING GENEVA)(dollars in thousands)

Resources1. Tuition & Fees 0 0 125,948 0 0 0 125,948

2. Investment Distributions 0 0 6,948 5,998 0 7 12,953

3. Unrestricted Gifts 0 0 8,445 0 0 0 8,445

4. Restricted Gifts 0 0 0 5,230 8,667 0 13,897

5. Sponsored Programs (direct) 0 0 0 0 65,728 0 65,728

6. Sponsored Programs (F&A) 0 0 18,927 0 (997) 0 17,930


8. State Appropriations 37,479 0 0 0 0 0 37,479



11. Other Sources 0 0 14,389 0 318 0 14,707

12. Inter-Unit Transfers 0 0 (6,127) 86 0 0 (6,041)

13. Subtotal In-Year Revenues 37,479 10,795 168,530 11,314 73,716 7 301,841

14. General Purpose Allocations 0 0 19,393 0 0 0 19,393

15. Total Resources 37,479 10,795 187,923 11,314 73,716 7 321,234

Uses of Resources16. Salaries & Wages 36,961 5,772 56,081 4,283 31,459 0 134,556

17. Employee Benefits 0 (5) 2,845 505 10,601 0 13,946

18. Undergraduate Financial Aid 0 0 313 1,453 10 0 1,776

19. Graduate Financial Aid 307 4 10,899 784 3,920 0 15,914

20. General Expense 211 3,445 15,901 2,443 24,538 18 46,556

21. Purchased Services 0 1,491 2,556 376 2,787 0 7,210

22. Utilities, Rents & Taxes 0 47 1,558 0 16 0 1,621

23. Repairs & Maintenance 0 31 4,905 113 417 4,862 10,328

24. Capital Expense 0 10 2,557 1,255 401 7 4,230

25. Subtotal Expenditures 37,479 10,795 97,615 11,212 74,149 4,887 236,137

26. Accessory Instruction 0 0 3,566 0 0 0 3,566

27. Administrative & Support 0 0 42,389 0 0 0 42,389

28. Financial Aid 0 0 38,355 0 0 0 38,355

29. Subtotal Cost Redistribution 0 0 84,310 0 0 0 84,310

30. Debt Service 0 0 323 0 0 0 323


32. Subtotal Debt Repayment 0 0 323 0 0 0 323

33. Net Expenditures 47,151 11,819 190,278 11,593 80,844 4,907 346,592

34. Net Before Transfers 0 0 5,560 98 (433) (4,900) 325

Transfers (To)/From Non-operating Support35. Endowment 0 0 0 (98) 0 0 (98)

36. Capital Project Support 0 0 (4,927) 0 0 4,900 (27)

37. Reserves 0 0 (454) 0 433 0 (21)

38. Subtotal Transfers Out 0 0 (5,381) (98) 433 4,900 (146)

39. Net from Operations 0 0 179 0 0 0 179

StateApprop.

FederalApprop.

GeneralPurpose &Designated

FundsOther

RestrictedGrants &Contracts Plant

TotalPlan

see page 18

23



GENEVA EXPERIMENT STATION(dollars in thousands)

Resources1. Tuition & Fees 0 0 0 0 0 0 0

2. Investment Distributions 0 0 244 228 0 0 472

3. Unrestricted Gifts 0 0 200 0 0 0 200

4. Restricted Gifts 0 0 0 124 0 0 124


6. Sponsored Programs (F&A) 0 0 1,093 0 (151) 0 942





11. Other Sources 0 0 1,200 0 0 0 1,200

12. Inter-Unit Transfers 0 0 5,178 25 0 0 5,203

13. Subtotal In-Year Revenues 9,672 1,024 7,915 377 6,695 0 25,683

14. General Purpose Allocations 0 0 0 0 0 0 0

15. Total Resources 9,672 1,024 7,915 377 6,695 0 25,683

Uses of Resources16. Salaries & Wages 8,044 790 2,635 187 3,382 0 15,038

17. Employee Benefits 0 0 222 25 1,167 0 1,414

18. Undergraduate Financial Aid 0 0 0 4 0 0 4

19. Graduate Financial Aid 0 0 52 75 137 0 264

20. General Expense 96 229 741 86 1,307 10 2,469

21. Purchased Services 0 1 80 3 673 2 759

22. Utilities, Rents & Taxes 1,252 0 136 0 0 0 1,388

23. Repairs & Maintenance 280 4 360 1 19 1 665

24. Capital Expense 0 0 138 0 10 7 155

25. Subtotal Expenditures 9,672 1,024 4,364 381 6,695 20 22,156

26. Accessory Instruction 0 0 0 0 0 0 0


28. Financial Aid 0 0 0 0 0 0 0


30. Debt Service 0 0 0 0 0 0 0



33. Net Expenditures 9,672 1,024 8,030 381 6,695 20 25,822

34. Net Before Transfers 0 0 (115) (4) 0 (20) (139)

Transfers (To)/From Non-operating Support35. Endowment 0 0 0 4 0 0 4

36. Capital Project Support 0 0 (20) 0 0 20 0

37. Reserves 0 0 135 0 0 0 135

38. Subtotal Transfers Out 0 0 115 4 0 20 139


StateApprop.

FederalApprop.

GeneralPurpose &DesignatedFunds

OtherRestricted

Grants &Contracts Plant

TotalPlan

see page 18

24



SUBTOTAL AGRICULTURE & LIFE SCIENCES(dollars in thousands)




4. Restricted Gifts 0 0 0 5,354 8,667 0 14,021


6. Sponsored Programs (F&A) 0 0 20,020 0 (1,148) 0 18,872





11. Other Sources 0 0 15,589 0 318 0 15,907

12. Inter-Unit Transfers 0 0 (949) 111 0 0 (838)



15. Total Resources 47,151 11,819 195,838 11,691 80,411 7 346,917


17. Employee Benefits 0 (5) 3,067 530 11,768 0 15,360

18. Undergraduate Financial Aid 0 0 313 1,457 10 0 1,780

19. Graduate Financial Aid 307 4 10,951 859 4,057 0 16,178

20. General Expense 307 3,674 16,642 2,529 25,845 28 49,025

21. Purchased Services 0 1,492 2,636 379 3,460 2 7,969

22. Utilities, Rents & Taxes 1,252 47 1,694 0 16 0 3,009

23. Repairs & Maintenance 280 35 5,265 114 436 4,863 10,993

24. Capital Expense 0 10 2,695 1,255 411 14 4,385

25. Subtotal Expenditures 47,151 11,819 101,979 11,593 80,844 4,907 258,293



28. Financial Aid 0 0 38,355 0 0 0 38,355


30. Debt Service 0 0 323 0 0 0 323



33. Net Expenditures 37,479 10,795 182,248 11,212 74,149 4,887 320,770

34. Net Before Transfers 0 0 5,675 102 (433) (4,880) 464

Transfers (To)/From Non-operating Support35. Endowment 0 0 0 (102) 0 0 (102)

36. Capital Project Support 0 0 (4,907) 0 4,880 (27)

37. Reserves 0 0 (589) 433 0 (156)

38. Subtotal Transfers Out 0 0 (5,496) (102) 433 4,880 (285)


StateApprop.

FederalApprop.


OtherRestricted


TotalPlan

see page 18


ARCHITECTURE, ART & PLANNING(dollars in thousands)

Resources1. Tuition & Fees 0 6,130 0 0 0 6,130

2. Investment Distributions 0 1,084 580 0 0 1,664

3. Unrestricted Gifts 0 265 0 0 0 265

4. Restricted Gifts 0 0 206 0 0 206

5. Sponsored Programs (direct) 0 0 0 137 0 137

6. Sponsored Programs (F&A) 0 0 0 0 0 0

7. Institutional Allowances 0 0 0 0 0 0

8. State Appropriations 0 0 0 0 0 0

9. Federal Appropriations 0 0 0 0 0 0

10. Enterprise Sales & Services 0 0 0 0 0 0

11. Other Sources 51 1,298 0 0 0 1,349

12. Inter-Unit Transfers 6,319 (5,337) (46) 0 0 936

13. Subtotal In-Year Revenues 6,370 3,440 740 137 0 10,687

14. General Purpose Allocations 13,959 0 0 0 0 13,959

15. Total Resources 20,329 3,440 740 137 0 24,646

Uses of Resources16. Salaries & Wages 11,249 1,268 255 11 0 12,783

17. Employee Benefits 3,364 202 69 4 0 3,639

18. Undergraduate Financial Aid 90 15 80 0 0 185

19. Graduate Financial Aid 1,235 1,161 186 0 0 2,582

20. General Expense 1,694 1,559 358 122 0 3,733

21. Purchased Services 330 737 47 0 0 1,114

22. Utilities, Rents & Taxes 65 1,100 0 0 0 1,165

23. Repairs & Maintenance 354 283 15 0 0 652

24. Capital Expense 0 0 0 0 0 0

25. Subtotal Expenditures 18,381 6,325 1,010 137 0 25,853

26. Accessory Instruction 0 0 0 0 0 0

27. Administrative & Support 0 0 0 0 0 0

28. Financial Aid 0 0 0 0 0 0

29. Subtotal Cost Redistribution 0 0 0 0 0 0

30. Debt Service 0 742 0 0 0 742

31. Internal Interest on Taxable Debt 0 0 0 0 0 0

32. Subtotal Debt Repayment 0 742 0 0 0 742

33. Net Expenditures 18,381 7,067 1,010 137 0 26,595

34. Net Before Transfers 1,948 (3,627) (270) 0 0 (1,949)

Transfers (To)/From Non-operating Support35. Endowment 0 0 0 0 0 0

36. Capital Project Support (1,948) 0 (150) 0 0 (2,098)

37. Reserves 0 3,627 420 0 0 4,047

38. Subtotal Transfers Out (1,948) 3,627 270 0 0 1,949

39. Net from Operations 0 0 0 0 0 0

25


GeneralPurpose Designated

Other Restricted


Total Plansee page

18

26



ARTS & SCIENCES(dollars in thousands)

Resources1. Tuition & Fees 0 324 0 0 0 324

2. Investment Distributions 0 3,292 4,363 0 0 7,655

3. Unrestricted Gifts 0 3,354 0 0 0 3,354

4. Restricted Gifts 0 0 5,471 644 0 6,115

5. Sponsored Programs (direct) 0 0 0 24,699 0 24,699






11. Other Sources 0 1,967 0 0 0 1,967

12. Inter-Unit Transfers (6,371) 3,194 94 0 0 (3,083)

13. Subtotal In-Year Revenues (6,371) 12,131 9,928 25,343 0 41,031


15. Total Resources 132,853 12,131 9,928 25,343 0 180,255

Uses of Resources16. Salaries & Wages 87,140 4,969 3,918 11,236 0 107,263

17. Employee Benefits 25,841 1,419 1,089 2,809 0 31,158


19. Graduate Financial Aid 17,474 285 372 1,730 0 19,861

20. General Expense 2,018 5,441 2,765 5,658 0 15,882

21. Purchased Services 95 334 457 340 0 1,226

22. Utilities, Rents & Taxes 14 31 0 0 0 45


24. Capital Expense 60 71 75 3,235 0 3,441

25. Subtotal Expenditures 132,853 12,894 8,880 25,343 0 179,970





30. Debt Service 0 0 0 0 0 0



33. Net Expenditures 132,853 12,894 8,880 25,343 0 179,970

34. Net Before Transfers 0 (763) 1,048 0 0 285

Transfers (To)/From Non-operating Support35. Endowment 0 (58) 313 0 0 255

36. Capital Project Support 0 (2,750) (1,800) 0 0 (4,550)

37. Reserves 0 8,771 439 0 0 9,210

38. Subtotal Transfers Out 0 5,963 (1,048) 0 0 4,915

39. Net from Operations 0 5,200 0 0 0 5,200


Other Restricted


Total Plansee page

18

27



ENGINEERING(dollars in thousands)











11. Other Sources 0 1,266 0 0 0 1,266

12. Inter-Unit Transfers 3,296 (3,299) (679) 0 0 (682)

13. Subtotal In-Year Revenues 3,296 29,132 7,304 44,760 0 84,492


15. Total Resources 60,022 29,132 7,304 44,760 0 141,218

Uses of Resources16. Salaries & Wages 41,297 8,956 2,533 19,317 0 72,103

17. Employee Benefits 13,245 2,439 406 2,706 0 18,796

18. Undergraduate Financial Aid 5 1,903 548 24 0 2,480

19. Graduate Financial Aid 5,395 2,660 2,923 7,324 0 18,302

20. General Expense 77 10,959 2,051 12,689 0 25,776

21. Purchased Services 1 343 149 301 100 894


23. Repairs & Maintenance 2 826 72 124 0 1,024

24. Capital Expense 0 947 105 2,275 0 3,327






30. Debt Service 0 0 0 0 0 0




34. Net Before Transfers 0 (242) (1,483) 0 (100) (1,825)

Transfers (To)/From Non-operating Support35. Endowment 0 (42) 120 0 78

36. Capital Project Support 0 (2,293) 0 0 2,272 (21)

37. Reserves 0 2,577 1,363 0 3,940

38. Subtotal Transfers Out 0 242 1,483 0 2,272 3,997

39. Net from Operations 0 0 0 0 2,172 2,172


Other Restricted


Total Plansee page

18

28



HOTEL ADMINISTRATION(dollars in thousands)


2. Investment Distributions 0 196 2,254 0 0 2,450









11. Other Sources 0 16,823 0 0 0 16,823

12. Inter-Unit Transfers (10) (4,998) (13) 0 0 (5,021)

13. Subtotal In-Year Revenues (10) 54,087 3,963 0 0 58,040

14. General Purpose Allocations 10 0 0 0 0 10

15. Total Resources 0 54,087 3,963 0 0 58,050

Uses of Resources16. Salaries & Wages 0 23,322 1,792 0 0 25,114

17. Employee Benefits 0 7,566 597 0 0 8,163


19. Graduate Financial Aid 0 97 15 0 0 112

20. General Expense 0 7,465 1,077 0 0 8,542





25. Subtotal Expenditures 0 40,990 3,912 0 0 44,902

26. Accessory Instruction 0 (1,747) 0 0 0 (1,747)

27. Administrative & Support 0 7,695 0 0 0 7,695

28. Financial Aid 0 6,857 0 0 0 6,857

29. Subtotal Cost Redistribution 0 12,805 0 0 0 12,805

30. Debt Service 0 2,993 0 0 0 2,993


32. Subtotal Debt Repayment 0 2,993 0 0 0 2,993

33. Net Expenditures 0 56,788 3,912 0 0 60,700

34. Net Before Transfers 0 (2,701) 51 0 0 (2,650)


36. Capital Project Support 0 (500) 0 0 0 (500)

37. Reserves 0 3,201 0 0 0 3,201

38. Subtotal Transfers Out 0 2,701 0 0 0 2,701



Other Restricted


Total Plansee page

18

29



HUMAN ECOLOGY(dollars in thousands)



3. Unrestricted Gifts 0 0 631 0 0 0 631

4. Restricted Gifts 0 0 0 351 719 0 1,070







11. Other Sources 0 0 1,876 0 0 0 1,876




15. Total Resources 6,065 3,512 48,992 2,289 15,927 0 76,785




19. Graduate Financial Aid 0 0 2,881 461 449 0 3,791

20. General Expense 201 398 4,393 135 3,394 0 8,521

21. Purchased Services 0 76 1,307 20 912 0 2,315

22. Utilities, Rents & Taxes 0 0 255 0 290 0 545


24. Capital Expense 0 0 350 14 5 0 369

25. Subtotal Expenditures 6,065 3,512 29,015 2,404 15,927 0 56,923



28. Financial Aid 0 0 11,415 0 0 0 11,415


30. Debt Service 0 0 304 0 0 0 304



33. Net Expenditures 6,065 3,512 53,472 2,404 15,927 0 81,380

34. Net Before Transfers 0 0 (4,480) (115) 0 0 (4,595)


36. Capital Project Support 0 0 0 0 0 (3,805) (3,805)

37. Reserves 0 0 4,480 115 0 3,805 8,400

38. Subtotal Transfers Out 0 0 4,480 115 0 0 4,595


StateApprop.

FederalApprop.


OtherRestricted


TotalPlan

see page 18

30



INDUSTRIAL & LABOR RELATIONS(dollars in thousands)


2. Investment Distributions 0 0 658 995 2 0 1,655


4. Restricted Gifts 0 0 0 1,724 307 0 2,031


6. Sponsored Programs (F&A) 0 0 1,331 0 0 0 1,331



9. Federal Appropriations 0 0 0 0 0 0 0


11. Other Sources 0 0 10,717 0 0 0 10,717


13. Subtotal In-Year Revenues 8,346 0 46,757 2,722 6,085 0 63,910


15. Total Resources 8,346 0 47,240 2,722 6,085 0 64,393

Uses of Resources16. Salaries & Wages 7,985 0 15,590 1,007 2,894 0 27,476



19. Graduate Financial Aid 83 0 1,890 320 35 0 2,328

20. General Expense 261 0 4,708 758 1,173 0 6,900


22. Utilities, Rents & Taxes 0 0 1,397 13 1 0 1,411


24. Capital Expense 0 0 410 8 5 0 423

25. Subtotal Expenditures 8,345 0 27,875 2,690 6,085 0 44,995



28. Financial Aid 0 0 9,001 0 0 0 9,001


30. Debt Service 0 0 202 0 0 0 202



33. Net Expenditures 8,345 0 46,435 2,690 6,085 0 63,555

34. Net Before Transfers 1 0 805 32 0 0 838

Transfers (To)/From Non-operating Support35. Endowment 0 0 (150) (2) 0 0 (152)

36. Capital Project Support 0 0 0 0 0 0 0

37. Reserves 0 0 0 0 0 0 0

38. Subtotal Transfers Out 0 0 (150) (2) 0 0 (152)


StateApprop.

FederalApprop.

Purpose &DesignatedFunds

OtherRestricted


TotalPlan

see page 19

31



SAMUEL CURTIS JOHNSON GRADUATE SCHOOL OF MANAGEMENT(dollars in thousands)






6. Sponsored Programs (F&A) 0 0 0 (67) 0 (67)





11. Other Sources 0 1,395 0 0 0 1,395

12. Inter-Unit Transfers (86) (4,866) 1 0 0 (4,951)



15. Total Resources 0 51,908 6,319 440 0 58,667

Uses of Resources16. Salaries & Wages 0 25,798 2,359 150 0 28,307



19. Graduate Financial Aid 0 4,127 3,579 0 0 7,706

20. General Expense 0 8,831 522 148 0 9,501

21. Purchased Services 0 2,754 71 89 0 2,914





26. Accessory Instruction 0 (4,473) 0 0 0 (4,473)




30. Debt Service 0 336 0 0 0 336




34. Net Before Transfers 0 (3,611) (1,015) 0 0 (4,626)

Transfers (To)/From Non-operating Support35. Endowment 0 2,535 415 0 0 2,950

36. Capital Project Support 0 (600) 0 0 (314) (914)

37. Reserves 0 1,676 600 0 314 2,590

38. Subtotal Transfers Out 0 3,611 1,015 0 0 4,626



Other Restricted


Total Plansee page

19

32



LAW SCHOOL(dollars in thousands)











11. Other Sources 0 563 0 0 0 563

12. Inter-Unit Transfers (80) (8,918) (100) 0 0 (9,098)



15. Total Resources 0 31,889 2,875 0 0 34,764

Uses of Resources16. Salaries & Wages 0 15,232 879 0 0 16,111



19. Graduate Financial Aid 0 1,459 1,349 0 0 2,808

20. General Expense 0 3,232 504 0 0 3,736






26. Accessory Instruction 0 (300) 0 0 0 (300)




30. Debt Service 0 0 0 0 0 0




34. Net Before Transfers 0 634 (214) 0 0 420

Transfers (To)/From Non-operating Support35. Endowment 0 (150) 0 0 0 (150)

36. Capital Project Support 0 0 (13) 0 0 (13)

37. Reserves 0 0 227 0 0 227

38. Subtotal Transfers Out 0 (150) 214 0 0 64



Other Restricted


Total Plansee page

19

33



VETERINARY MEDICINE(dollars in thousands)




4. Restricted Gifts 0 0 0 1,900 0 0 1,900





9. Federal Appropriations 0 589 0 0 0 0 589


11. Other Sources 0 0 18,184 0 5,600 0 23,784

12. Inter-Unit Transfers 2,000 0 (4,897) 394 0 0 (2,503)

13. Subtotal In-Year Revenues 27,447 589 45,418 5,394 36,700 0 115,548


15. Total Resources 27,447 589 48,689 5,394 36,700 0 118,819

Uses of Resources16. Salaries & Wages 27,096 357 16,387 1,938 17,600 0 63,378



19. Graduate Financial Aid 245 5 2,389 1,750 1,700 0 6,089

20. General Expense 6 213 9,476 1,195 10,785 0 21,675


22. Utilities, Rents & Taxes 0 0 649 19 600 0 1,268

23. Repairs & Maintenance 0 0 1,222 80 400 0 1,702

24. Capital Expense 99 0 2,005 272 1,000 30 3,406

25. Subtotal Expenditures 27,446 589 33,980 5,541 36,685 30 104,271



28. Financial Aid 0 0 50 0 0 0 50


30. Debt Service 0 0 1,625 0 15 0 1,640


32. Subtotal Debt Repayment 0 0 1,625 0 15 0 1,640

33. Net Expenditures 27,446 589 50,955 5,541 36,700 30 121,261

34. Net Before Transfers 1 0 (2,266) (147) 0 (30) (2,442)


36. Capital Project Support 0 0 (65) 0 0 65 0

37. Reserves 0 0 1,600 0 0 0 1,600

38. Subtotal Transfers Out 0 0 2,385 28 0 65 2,478

39. Net from Operations 1 0 119 (119) 0 35 36

StateApprop.

FederalApprop.


OtherRestricted


TotalPlan

see page 19

34



RESEARCH CENTERS(dollars in thousands)


2. Investment Distributions 44 0 0 0 127 0


4. Restricted Gifts 150 0 0 0 3,690 35

5. Sponsored Programs (direct) 4,772 0 10,800 9,327 0 2,332






11. Other Sources 367 0 3,800 0 0 0

12. Inter-Unit Revenue Transfers (81) 89 (166) 215 (3,118) 206

13. Subtotal In-Year Revenues 5,256 89 14,434 9,542 704 2,573

14. General Purpose Allocations 1,465 169 661 704 500 417

15. Total Resources 6,721 258 15,095 10,246 1,204 2,990

Uses of Resources16. Salaries & Wages 3,172 107 5,363 4,237 648 460

17. Employee Benefits 1,003 8 1,857 1,482 216 160


19. Graduate Financial Aid 1,221 88 0 438 0 207

20. General Expense 276 30 3,502 3,619 173 1,418


22. Utilities, Rents & Taxes 0 0 1,217 0 0 0


24. Capital Expense 736 0 50 196 0 694

25. Subtotal Expenditures 6,811 233 12,498 10,309 1,233 2,989





30. Debt Service 0 0 0 0 0 0



33. Net Expenditures 6,811 233 12,498 10,309 1,233 2,989

34. Net Before Transfers (90) 25 2,597 (63) (29) 1

Transfers (to)/from Non-operating Support35. Endowment 0 0 0 0 0 0

36. Capital Project Support 0 0 (2,600) 0 0 0

37. Reserves 90 0 3 63 29 0

38. Subtotal Transfers 90 0 (2,597) 63 29 0


CornellCenter forMaterialsResearch

Center for

AppliedMath.

National Astron.& Iono.Center

Radiophysics& SpaceResearch

CornellCenter forSustainable

Future

KAUST -CornellCenter

for Energy &Sustainability

35


0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 117 18 0 299 605

0 0 0 0 0 0 0 0 0 9

0 162 0 0 0 0 0 0 (2) 4,035

2,731 4,875 4,285 14,141 1,082 18,008 5,594 13,670 841 92,458

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

12 396 75 0 2 2,141 24 0 76 6,893

467 1,820 (2,911) (367) 261 (139) 32 492 (1,118) (4,318)

3,210 7,253 1,449 13,774 1,345 20,127 5,668 14,162 96 99,682

0 1,084 718 1,220 555 445 1,398 954 3,124 13,414

3,210 8,337 2,167 14,994 1,900 20,572 7,066 15,116 3,220 113,096

1,362 2,598 332 5,851 929 2,108 3,543 5,582 2,069 38,361

224 899 116 2,046 140 738 815 1,952 724 12,380

0 0 0 0 0 5 0 54 0 123

148 49 283 45 496 101 500 275 0 3,851

1,249 2,208 1,401 2,579 379 15,770 2,150 1,409 218 36,381

1 105 15 0 1 531 31 518 19 2,151

0 1 0 1,200 0 35 2 480 0 2,935

0 287 20 220 1 513 45 418 11 2,016

226 2,040 0 3,075 0 850 483 4,774 0 13,124

3,210 8,187 2,167 15,016 1,946 20,651 7,569 15,462 3,041 111,322

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

3,210 8,187 2,167 15,016 1,946 20,651 7,569 15,462 3,041 111,322

0 150 0 (22) (46) (79) (503) (346) 179 1,774

0 0 0 0 0 0 0 0 135 135

0 (150) 0 0 0 0 (20) 0 (60) (2,830)

0 0 0 22 46 79 523 346 (185) 1,016

0 (150) 0 22 46 79 503 346 (110) (1,679)

0 0 0 0 0 0 0 0 69 95

EnergyFrontierResearchCenter

BiotechnologyProgram

Nano-Biotechnology

Center

CornellHigh EnergySynchrotron

Source

CornellNano-ScaleFacility

Nano ScaleFacility

Atomic& SolidState

Physics

Lab forElementaryParticlePhysics

OtherResearchCenterActivities

TotalPlan

see page 19

36



OTHER ACADEMIC PROGRAMS(dollars in thousands)

Resources1. Tuition & Fees 8,757 0 1,660 0 0 0

2. Investment Distributions 28 13 3 3,684 3,299 33


4. Restricted Gifts 71 0 1,625 4,112 (26) 2

5. Sponsored Programs (direct) 0 0 8,652 0 926 0



8. State Appropriations 0 3,920 0 0 0 0

9. Federal Appropriations 0 3,427 0 0 0 0


11. Other Sources 2,415 0 0 10,237 99 0

12. Inter-Unit Transfers (1,327) 0 (148) 456 (5) 0

13. Subtotal In-Year Revenues 9,944 7,360 11,883 19,044 4,293 35

14. General Purpose Allocations 0 0 4,812 8,877 2,268 9,413

15. Total Resources 9,944 7,360 16,695 27,921 6,561 9,448

Uses of Resources16. Salaries & Wages 5,452 5,592 7,391 13,450 2,866 530

17. Employee Benefits 1,449 172 2,057 4,038 974 178


19. Graduate Financial Aid 1,225 0 1,744 0 773 139

20. General Expense 2,781 12 4,759 6,974 2,421 8,323

21. Purchased Services 153 1,583 47 1,234 233 161



24. Capital Expense 350 0 300 12 1 0

25. Subtotal Expenditures 11,744 7,359 16,610 26,771 7,365 9,448





30. Debt Service 262 0 0 473 0 0



33. Net Expenditures 12,006 7,359 16,610 27,244 7,365 9,448

34. Net Before Transfers (2,062) 1 85 677 (804) 0

Transfers (to)/from Non-operating Support35. Endowment 1,505 0 0 (626) 0 0

36. Capital Project Support 0 0 0 (251) 0 0

37. Reserves 557 0 0 200 804 0

38. Subtotal Transfers Out 2,062 0 0 (677) 804 0


ContinuingEducation& SummerSessions

CornellCooperativeExtension

Computing &

InformationScience

Athleticsand

PhysicalEducation

Program forIntl. Studies

Cornell Abroad

37


0 0 0 0 0 0 0 8,847 19,264

2,157 180 3,196 0 238 1,416 23 10 14,280

0 0 350 0 0 506 0 0 1,502

0 0 250 0 0 23 0 0 6,057

876 0 486 0 0 95 0 73 11,108

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 3,920

0 0 0 0 0 0 0 0 3,427

0 0 0 0 0 0 418 0 418

0 0 1,076 0 52 105 5,498 941 20,423

729 (39) 2,797 591 (286) 0 54 (15,500) (12,678)

3,762 141 8,155 591 4 2,145 5,993 (5,629) 67,721

9,429 873 29,128 857 3,210 1,344 499 16,779 87,489

13,191 1,014 37,283 1,448 3,214 3,489 6,492 11,150 155,210

5,140 703 16,785 845 1,737 1,465 2,449 2,115 66,520

1,677 128 5,415 302 577 497 822 603 18,889

0 0 0 0 0 0 0 0 120

171 36 0 53 455 0 0 5,657 10,253

3,884 131 1,828 268 340 669 2,603 1,086 36,079

53 16 64 0 35 384 310 70 4,343

2 0 0 0 0 18 (21) 1 556

38 0 571 20 7 22 14 84 2,003

1,581 0 12,618 50 0 300 0 0 15,212

12,546 1,014 37,281 1,538 3,151 3,355 6,177 9,616 153,975

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 55 0 55

0 0 0 0 0 0 0 49 49

0 0 0 0 0 0 55 49 104

0 0 0 0 63 0 166 0 964

0 0 0 0 0 0 0 0 0

0 0 0 0 63 0 166 0 964

12,546 1,014 37,281 1,538 3,214 3,355 6,398 9,665 155,043

645 0 2 (90) 0 134 94 1,485 167

0 0 0 0 0 0 0 84 963

0 0 0 90 0 0 0 0 (161)

120 0 0 0 0 0 0 55 1,736

120 0 0 90 0 0 0 139 2,538

765 0 2 0 0 134 94 1,624 2,705

Provost& Vice

ProvostsProgram inReal Estate

UniversityLibraries

Inst. ForSocial &EconomicResearch

GraduateSchool

JohnsonMuseumof Art

CornellUniversityPress

All OtherAcademicPrograms

TotalPlan

see page 19

38



CENTRALLY RECORDED FINANCIAL AID(dollars in thousands)



3. Unrestricted Gifts 0 2,500 2,610 0 0 5,110








11. Other Sources 0 0 0 0 0 0

12. Inter-Unit Transfers 0 101 0 0 0 101

13. Subtotal In-Year Revenues (10) 38,765 31,782 3,300 0 73,847


15. Total Resources 182,643 38,765 31,782 3,300 0 256,490

Uses of Resources16. Salaries & Wages 0 0 0 0 0 0

17. Employee Benefits 0 0 0 0 0 0

18. Undergraduate Financial Aid 153,949 36,164 24,477 3,362 0 217,952

19. Graduate Financial Aid 32,930 2,500 3,605 1,800 0 40,835

20. General Expense 0 0 0 0 0 0








28. Financial Aid 0 (2,297) 0 0 0 (2,297)

29. Subtotal Cost Redistribution 0 (2,297) 0 0 0 (2,297)

30. Debt Service 0 0 0 0 0 0




34. Net Before Transfers (4,236) 2,398 3,700 (1,862) 0 0


36. Capital Project Support 0 0 0 0 0 0

37. Reserves 0 0 0 0 0 0

38. Subtotal Transfers Out 0 0 0 0 0 0

39. Net from Operations (4,236) 2,398 3,700 (1,862) 0 0


Other Restricted


Total Plansee page

19

39



STUDENT SERVICES(dollars in thousands)


2. Investment Distributions 27 260 828 104 370 1,589








10. Enterprise Sales & Services 0 101,645 2,647 0 0 104,292

11. Other Sources 0 22 748 8,870 568 10,208

12. Inter-Unit Transfers 2 (16,373) 1,730 (12) 2,930 (11,723)

13. Subtotal In-Year Revenues 29 85,557 7,657 9,897 4,338 107,478

14. General Purpose Allocations 6,926 1,378 4,068 8,232 12,260 32,864

15. Total Resources 6,955 86,935 11,725 18,129 16,598 140,342

Uses of Resources16. Salaries & Wages 3,759 19,871 3,373 10,366 9,384 46,753

17. Employee Benefits 1,293 6,322 1,081 3,561 3,119 15,376



20. General Expense 1,503 14,811 2,711 3,911 2,347 25,283

21. Purchased Services 205 1,618 1,646 655 363 4,487


23. Repairs & Maintenance 26 4,664 1,037 158 114 5,999


25. Subtotal Expenditures 6,928 56,649 10,562 18,749 16,139 109,027





30. Debt Service 0 18,830 449 0 0 19,279


32. Subtotal Debt Repayment 0 18,830 449 0 0 19,279

33. Net Expenditures 6,928 81,995 11,203 18,749 16,139 135,014

34. Net Before Transfers 27 4,940 522 (620) 459 5,328


36. Capital Project Support 0 (12,210) 14 (500) (285) (12,981)

37. Reserves 0 7,270 0 1,120 0 8,390

38. Subtotal Transfers Out 0 (4,940) 48 620 (285) (4,557)


Admissions& Financial

AidCampus

LifeDean of Students

Health Services

StudentAcademicServices

TotalPlan

see page 19

40



ADMINISTRATIVE & SUPPORT(dollars in thousands)

Resources1. Tuition & Fees 0 0 0 0 0

2. Investment Distributions 104 0 0 0 14

3. Unrestricted Gifts 0 0 0 0 0

4. Restricted Gifts 0 0 0 0 0

5. Sponsored Programs (direct) 0 0 164 0 0

6. Sponsored Programs (F&A) 0 0 0 0 0

7. Institutional Allowances 0 0 0 0 0

8. State Appropriations 0 0 0 0 0

9. Federal Appropriations 0 0 0 0 0

10. Enterprise Sales & Services 0 0 0 0 0

11. Other Sources 48 633 0 0 215

12. Inter-Unit Transfers (7,566) 5,664 91 0 473

13. Subtotal In-Year Revenues (7,414) 6,297 255 0 702

14. General Purpose Allocations 20,905 33,054 0 0 30,150

15. Total Resources 13,491 39,351 255 0 30,852

Uses of Resources16. Salaries & Wages 9,746 26,328 135 0 16,027

17. Employee Benefits 2,409 9,014 47 0 10,816

18. Undergraduate Financial Aid 0 0 0 0 0

19. Graduate Financial Aid 0 0 33 0 0

20. General Expense (157) (7,659) 40 0 1,443

21. Purchased Services 569 1,348 0 0 964

22. Utilities, Rents & Taxes 160 386 0 0 375

23. Repairs & Maintenance 743 5,092 0 0 328

24. Capital Expense 244 1,666 0 0 0

25. Subtotal Expenditures 13,714 36,175 255 0 29,953

26. Accessory Instruction 0 0 0 0 0

27. Administrative & Support 0 1,416 0 0 0

28. Financial Aid 0 0 0 0 0

29. Subtotal Cost Redistribution 0 1,416 0 0 0

30. Debt Service 0 556 0 0 562

31. Internal Interest on Taxable Debt 0 0 0 0 0

32. Subtotal Debt Repayment 0 556 0 0 562

33. Net Expenditures 13,714 38,147 255 0 30,515

34. Net Before Transfers (223) 1,204 0 0 337

Transfers (to)/from Non-operating Support35. Endowment 0 0 0 0 0

36. Capital Project Support (147) (1,702) 0 0 (215)

37. Reserves 410 498 0 0 0

38. Subtotal Transfers Out 263 (1,204) 0 0 (215)

39. Net from Operations 40 0 0 0 122

ViceProvost forResearch

CornellInformationTechnologies

HumanRelations

ExecutiveVice Presidentfor Finance &Administration

Officeof HumanResources

41


0 0 0 0 0 0 0 0 0

26 168 0 0 0 82 0 0 394

0 0 0 0 0 2,050 0 0 2,050

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 164

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 767 767

0 0 0 0 20 0 0 0 20

0 0 0 0 23,316 0 0 0 23,316

0 2,322 20 0 540 0 0 130 3,908

(140) 3,277 (3,332) 0 2,635 (2,379) 250 14,947 13,920

(114) 5,767 (3,312) 0 26,511 (247) 250 15,844 44,539

6,067 38,711 10,952 2,507 16,783 20,696 3,747 (21,239) 162,333

5,953 44,478 7,640 2,507 43,294 20,449 3,997 (5,395) 206,872

2,719 23,439 5,400 1,515 13,400 8,071 2,787 353 109,920

949 8,202 1,822 474 3,770 2,863 710 3,516 44,592

0 0 0 0 0 0 0 0 0

0 0 0 0 0 16 0 0 49

2,033 10,543 80 473 21,783 1,108 334 423 30,444

252 394 146 5 1,262 7,634 100 65 12,739

0 1,305 169 37 693 300 0 1,755 5,180

0 144 23 3 460 20 20 396 7,229

0 0 0 0 129 5 46 0 2,090

5,953 44,027 7,640 2,507 41,497 20,017 3,997 6,508 212,243

0 0 0 0 0 0 0 0 0

0 0 0 0 1,220 0 0 0 2,636

0 0 0 0 0 0 0 0 0

0 0 0 0 1,220 0 0 0 2,636

0 0 0 0 0 0 0 0 1,118

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 1,118

5,953 44,027 7,640 2,507 42,717 20,017 3,997 6,508 215,997

0 451 0 0 577 432 0 (11,903) (9,125)

0 0 0 0 0 0 0 0 0

0 (352) 0 0 (79) 0 0 0 (2,495)

0 0 0 0 0 0 0 10,712 11,620

0 (352) 0 0 (79) 0 0 10,712 9,125

0 99 0 0 498 432 0 (1,191) 0

UniversityCounsel

AlumniAffairs &

Development& MediaRelations

Government& CommunityRelations

Division ofFinancialAffairs

PresidentUnits

Planning& Budget

Admin &SupportAll Other

TotalPlan

see page 19

Communications

42



PHYSICAL PLANT(dollars in thousands)

Resources1. Tuition & Fees 0 0 0 0 0

2. Investment Distributions 1,107 0 0 243 1,350

3. Unrestricted Gifts 0 0 0 0 0

4. Restricted Gifts 0 0 0 0 0

5. Sponsored Programs (direct) 4,000 0 0 0 4,000

6. Sponsored Programs (F&A) 0 0 0 0 0

7. Institutional Allowances 0 0 0 0 0

8. State Appropriations 23,692 0 0 0 23,692

9. Federal Appropriations 0 0 0 0 0

10. Enterprise Sales & Services 7,712 0 0 0 7,712

11. Other Sources 6,050 0 0 0 6,050

12. Inter-Unit Transfers 10,282 0 0 7,215 17,497

13. Subtotal In-Year Revenues 52,843 0 0 7,458 60,301

14. General Purpose Allocations 65,155 0 0 46,865 112,020

15. Total Resources 117,998 0 0 54,323 172,321

Uses of Resources16. Salaries & Wages 51,411 0 0 0 51,411

17. Employee Benefits 16,783 0 0 0 16,783


19. Graduate Financial Aid 0 0 0 0 0

20. General Expense (67,877) 0 0 0 (67,877)

21. Purchased Services 3,523 0 0 0 3,523

22. Utilities, Rents & Taxes 49,855 0 0 0 49,855

23. Repairs & Maintenance 26,566 0 0 0 26,566

24. Capital Expense 2,377 0 0 0 2,377

25. Subtotal Expenditures 82,638 0 0 0 82,638

26. Accessory Instruction 0 0 0 0 0

27. Administrative & Support 6,855 0 0 0 6,855

28. Financial Aid 0 0 0 0 0

29. Subtotal Cost Redistribution 6,855 0 0 0 6,855

30. Debt Service 20,102 0 0 30,865 50,967

31. Internal Interest on Taxable Debt 48 0 0 0 48

32. Subtotal Debt Repayment 20,150 0 0 30,865 51,015

33. Net Expenditures 109,643 0 0 30,865 140,508

34. Net Before Transfers 8,355 0 0 23,458 31,813

Transfers (To)/From Non-operating Support35. Endowment 0 0 0 0 0

36. Capital Project Support (12,544) 0 0 (23,215) (35,759)

37. Reserves 8,189 0 0 0 8,189

38. Subtotal Transfers Out (4,355) 0 0 (23,215) (27,570)

39. Net from Operations 4,000 0 0 243 4,243

FacilitiesCampusServices

CentralDebtService

CapitalFunding& PrioritiesCommittee

TotalPlan

see page 19

43



ITHACA CAMPUS ALL OTHER(dollars in thousands)


2. Investment Distributions 0 70 24,551 116 0 24,737

3. Unrestricted Gifts 0 0 0 3,545 0 3,545








11. Other Sources 0 0 0 0 0 0

12. Inter-Unit Transfers 0 0 0 0 0 0

13. Subtotal In-Year Revenues 0 70 24,551 3,661 0 28,282


15. Total Resources 0 70 24,551 3,661 0 28,282

Uses of Resources16. Salaries & Wages 0 (6,000) 0 0 0 (6,000)

17. Employee Benefits 0 (2,040) 0 0 0 (2,040)



20. General Expense 0 (11,340) 0 0 0 (11,340)





25. Subtotal Expenditures 0 (19,380) 0 0 0 (19,380)





30. Debt Service 0 0 0 0 0 0

31. Internal Interest on Taxable Debt 0 103 24,500 0 0 24,603

32. Subtotal Debt Repayment 0 103 24,500 0 0 24,603

33. Net Expenditures 0 (19,277) 24,500 0 0 5,223

34. Net Before Transfers 0 19,347 51 3,661 0 23,059


36. Capital Project Support 0 0 0 0 0 0

37. Reserves 0 0 0 0 0 0

38. Subtotal Transfers Out 0 0 0 0 0 0

39. Net from Operations 0 19,347 51 3,661 0 23,059

StateApprop.

FederalApprop.

OtherRestricted


TotalPlan

see page 19

44



ENTERPRISE & SERVICE OPERATIONS(dollars in thousands)

Other Academic Programs1. CU Press 418 601

2. Total Academic Programs 418 601

Student Services3. Campus Life 101,645 82 5,975

4. Fraternity & Sorority Affairs 2,648 0 (70)

5. Total Student Services 104,293 82 5,975

Physical Plant6. Mail Center 278

7. Courier Service 264

8. Campus Store 22,718 26

9. NYC Bus Service 2,787 300

10. Print Shop 598 1,255

11. Capital Projects & Planning 2,526

12. Facilities Engineering 3,068

13. Energy & Sustainability 1,105 (15) 69,607

14. Grounds 16 2,110

15. Facilties Management Shops 32,314

16. Facilities Management 1,100

17. Noninvestment Real Estate 3,759 3,427

18. Total Physical Plant 30,967 1 116,275

19. Total Enterprise & Service $135,678 $83 $0 $122,851

Sales & Services of Enterprises

Investment Distributions Gifts

InterdepartmentalCharges

45


$1,019 $821 $55 $143 $1,019 $0

1,019 821 55 143 $1,019 0

(16,494) 91,208 60,493 6,516 24,199 91,208 0

2,578 1,580 192 806 2,578 0

(16,564) 93,786 62,073 6,708 25,005 93,786 0

0 278 261 17 278 0

124 388 371 17 388 0

2,620 25,364 23,822 1,118 24,940 424

(919) 2,168 2,135 33 2,168 0

1,853 1,415 102 1,517 336

(10) 2,516 2,344 172 2,516 0

(2,786) 282 138 144 282 0

599 71,296 53,924 3,986 13,386 71,296 0

2,322 4,448 4,104 328 4,432 16

(173) 32,141 27,670 4,144 327 32,141 0

(783) 317 2,194 (2,178) 301 317 0

(793) 6,393 3,939 0 2,454 6,393 0

201 147,444 122,317 7,555 16,796 146,668 776

($16,363) $242,249 $185,211 $14,318 $41,944 $241,473 $776

Intrafund TransfersTotal Resources

Available Operating ExpenseIntra-University Cost Distribution

Transfers Out To Plant Reserves

Total ResourcesUsed

Net From Operations

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 BalancesTransfers 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.

46


Weill Cornell Medical College (dollars in thousands)


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%


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%


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%


Uses of Resources17. Salaries & Wages (Including Benefits) 643,493 670,157 683,191 714,065 30,874 4.5%



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%


24. Debt Repayment 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 Balances26. 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)

47


09-10 Actual

10-11 Budget

10-11Forecast



48

Weill Cornell Medical College – Detail(dollars in thousands)

Resources1. Tuition & Fees 26,219 - - - 2,646 28,864

2. Endowment Distribution 6,013 763 2,925 19 31,871 41,591

3. Unrestricted Gifts 1,800 - 510 - - 2,310

4. Restricted Gifts 6,670 - - - 42,736 49,406

5. Sponsored Programs (direct) - - - - 129,713 129,713

6. Sponsored Programs (F&A) 47,742 - - - - 47,742

7. Sponsored Programs (Qatar) 800 - - - 53,447 54,247

8. Institutional Allowances 36,330 - - - - 36,330

9. State Appropriations 123 - - - - 123

10. Physician Organization (PO) - 648,007 - - - 648,007

11. NYPH (purchased services) - 93,603 4,787 - - 98,391

12. Enterprise Sales & Services - - - 23,275 - 23,275

13. Qatar Foundation - - - - 83,622 83,622

14. Educational Activities and Other Sources 29,655 - 6,296 - 8,152 44,103

15. Subtotal In‐Year Revenues 155,352 742,373 14,518 23,294 352,187 1,287,724

Uses of Resources16. Salaries & Wages (including benefits) 89,619 484,594 5,733 9,985 124,134 714,065

17. Graduate Financial Aid 4,815 - 6,020 - 7,948 18,783

18. General Expense 48,793 241,756 4,132 9,399 82,095 386,175

19. Qatar - - - - 137,069 137,069

20. Other Expenses 1,896 - - - - 1,896

21. Subtotal Expenditures 145,123 726,350 15,885 19,384 351,246 1,257,987

22. Debt Service 13,488 235 - 5,949 - 19,672

23. Net Before Transfers (3,259) 15,788 (1,367) (2,039) 941 10,065

Transfers (to)/from Fund Balances24. (To)/From Endowment - - - - 1,976 1,976

25. (To)/From Plant (excl. debt) - (2,600) - - - (2,600)

26. Subtotal Transfers - (2,600) - - 1,976 (624)

27. Net from Operations (3,259) 13,188 (1,367) (2,038) 2,917 9,441

General Purpose

Physician Organiza-tion

Desig-nated Enterprise Restricted Total Plan

49

Capital Plan — 2011–12Capital Plan

Over the last few years, the university’s capital

plan has focused increasingly on strategic priori-

ties. Capital planning for Cornell’s physical assets

requires the consideration of a variety of factors,

impacts, and constraints, and an attention to the

fabric and function of the campus as a whole. Ele-

ments in the strategic decision processes include

infrastructure needs; the inventory of deferred

maintenance needs; the efficient utilization of

space; the aesthetics of design; fundraising capac-

ity 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 in

order to meet the university’s objectives. The plan

examines the financial impacts of these projects,

including the ability and priority for gift fundrais-

ing, the capacity to borrow and the ability to repay

debt financing, the availability of New York State

funding, the need for central institutional support,

and the ongoing cost of operating and maintaining

the physical assets. Each of those financial consid-

erations is weighed in relation to other competing

demands on constrained resources. In addition, the

timing of the projects is considered as they relate

to other projects and the internal resources and ex-

ternal workforce required for a given level of con-

current construction activity. The resultant capital

plan is a manifestation of Cornell’s priorities and

initiatives.

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 put strict requirements on funding

plans for capital projects (see Capital Project

Spending Guidelines in Appendix R) and con-

strained the use of debt, the availability of central

funding, and the ability to raise funds for capital

activity. As a result, the total capital plans over the

last three years have declined at an average annual

rate of 14.5 percent.

The schedules on subsequent pages highlight plans

to address the university’s strategic initiatives, pro-

gram enhancements, and the maintenance, renewal,

and improvement of its buildings and campus

infrastructure.

CAPITAL ACTIVITY

The projects in the approved capital plan (page 54)

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. In addition, any project utilizing gift funding

will not be allowed to commence construction until

fundraising is complete and 75 percent of the gift

funds are in hand.

Capital Plan HighlightsThe university has already authorized $1.12 billion

(68 percent) of capital activity on projects with an

estimated total ultimate budget of $1.65 billion. The

50

Capital Plan — 2011–12

Capital Plan – 2011-12

total planned activity over the next five years rep-

resents an 11 percent reduction from the fiscal year

2010-11 capital plan.

Of the approved project costs, $492.7 million (30

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

2010-11 fiscal year. If future projects proceed as

planned, the capital budget for expenditures during

2011-12 will total $373.9 million, and an estimated

$782.3 million will be spent over the remaining

years of the plan.

Projects that have been fully authorized and are un-

derway make up $977.2 million (59 percent) of the

total capital plan. They include the Weill Cornell

Medical College’s Medical Research Building, the

renovation of Stocking Hall and construction of a

new Food Science Building, the new Human Ecol-

ogy Building and parking garage, the construction

of Milstein Hall, and the renovation of Warren Hall.

Major projects (project budgets greater than $10

million) and new construction planned for the

Ithaca campus represent $157.6 million of project

cost. Each of these projects has design work or

phases of construction already authorized. This

group of projects includes the phased renovations

of Martha Van Rensselaer, the construction of

Gates Hall, renovation and new space for the Law

School, means restriction on campus bridges, and

the construction of a new teaching dairy barn.

Additional capital activity not included in the two

previous categories that is principally funded by

the State University of New York (SUNY) capital

plan comprises approximately $66 million of total

budget and includes a variety of facilities and infra-

structure maintenance projects and upgrades for

the Contract Colleges.

Ithaca campus facilities and infrastructure mainte-

nance and upgrades, energy conservation, adminis-

trative systems, and college and unit programmatic

renovations and improvements make up $397.1

million of planned activity.

Finally, the Weill Cornell Medical College has

plans for clinical program improvements plus ex-

pansion and maintenance needs which will require

$51 million in addition to the projects approved or

already underway. The key component of the clini-

cal planning strategy is the Medical College’s ex-

pansion to a new practice site located on the west

side of Manhattan.

FUNDING SOURCES

More than half of the funding for capital projects

depends directly on external resources (page 58).

Sources of external debt financing are shown on

page 59. The use of university resources for repay-

ment of debt financing is reflected in the appropriate

unit operating budget (page 60).

Gift and grant funding, including grants from

governmental or private institutions, is projected at

$532.6 million, or 32 percent of the total approved

capital activity. More than 90 percent of this funding

is associated with the Medical Research Building,

Gates Hall, and Milstein Hall. The estimated value

of gifts and grants in hand or pledged for approved

projects is $477.2 million, leaving $55.4 million to be

raised.

New York State support is projected to fund $326.5

million (20 percent) of total project costs through

the SUNY Capital Plan. This current SUNY five-

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

will take place over the next 12-18 months.

Funding from General Purpose resources amounts

to $443.4 million (27 percent) of approved capital

activity. Nearly half of this amount is the Medical

College’s funding of the debt service for the Medical

Research Building. Funding from unit resources

and enterprise operations represents $346.5 million

(21 percent) of planned expenditures.

51


Based on an analysis of project expenditures and

funding availability, the university expects to fi-

nance $276.2 million of approved project costs

using long-term debt and another $5.4 million of

short-term bridge financing to accommodate the

timing of gift receipts. Approximately 92 percent of

the planned debt financing is in support of projects

fully approved and underway. The balance is

planned for energy conservation work.

A funding plan for the estimated operating and

maintenance costs of each capital project is re-

quired 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 in-

crease annual operating and maintenance costs by

$12.0 million at Weill Cornell Medical College in

New York City due to the new Medical Research

Building. For the Ithaca campus, the estimated net

impact of projects is an annual increase of $3.4 mil-

lion as the result of extensive energy conservation

work on the campus. These projects are projected

to add about 553,000 gross square feet (GSF) of

new space on the Ithaca campus and about 476,000

GSF at Weill Cornell Medical College. The work in

the capital plan is also expected to address about

$207 million 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 un-

dertake capital projects when cash funding is not

available at the time capital expenditures are made,

and allows the spread of costs related to a project

over multiple fiscal years.

52


Figure 6. Funding Sources - FY 2011-12 Expenditure Budget

The need for short-term bridge financing and long-

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

capital 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 regu-

lar monitoring of the university’s external capacity

to borrow (measured by the impact that additional

debt has on financial ratios and debt ratings provided

by independent 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 financial model.

The university’s external debt includes tax-exempt

and taxable borrowings but excludes debt issued

by New York State for Contract College projects.

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 $1.946

billion of external debt at the beginning of 2011-12.

During 2011-12, estimated payments of $135.2 million

in principal and interest will be made on this

outstanding debt.

In fiscal year 2011-12, the university plans to go

forward with capital projects for which financing

has been previously secured or those deemed criti-

cal to either the mission of the university or the life

and safety of the campus community. The university

plans to use the tax-exempt and taxable commercial

paper programs (authorized at $200 million per

program) during fiscal year 2011-12 to finance capital

projects, operating working capital, and equipment

purchases in Ithaca and New York City.

The schedule of debt service by operating unit

identifies outstanding debt balances and budgeted

debt service by operating unit. A distinction is

made between debt service paid directly by an op-

erating unit and that budgeted and paid by central

resources for the benefit of operating units. Other

than the debt due to a few major projects at or

nearing completion (407 East 61st Street Science

Building, Physical Sciences Building, Animal Health

Diagnostic Center, Milstein Hall) there was very

little additional borrowing over the last year and

nearly all units saw their debt balances decrease.

The major driver for future use of long-term debt

is in support of Weill Cornell Medical College’s new

Medical Research Building.

53


Approved Capital Activity

(current dollars in thousands)

1. WCMC Medical Research Building 650,000 630,000 12,000 476

2. Stocking Hall Renovation & Food Science Bldg 95,800 95,800 10,575 2,085 100

3. North MVR Replacement/Parking Garage 71,100 71,100 1,000 1,410 193

4. Milstein Hall 55,500 55,500 500 844 42

5. Warren Hall Renovations 51,000 51,000 10,830 755

6. Johnson Museum Expansion 19,000 19,000 257 16

7. Fernow Hall Rehab and Roof Repairs 12,288 12,288 2,310 88 1

8. Olin Library Fire Safety Improvements 10,000 10,000 15

9. Cornell Rowing Center 7,500 7,500 46 11

10. Arecibo Telescope Painting 5,300 5,300

11. Arecibo Improvements 3,585 3,585

12. Fernow and Rice Hall Renovations Design 3,256 3,256

13. University Avenue/Gorge Stabilization 2,796 2,796

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

15. Vet Research Tower Renovation Design 2,500 2,500

16. Arecibo High Frequency Facility 1,965 1,965

17. Electrical Substations Upgrades Design 1,310 1,310

18. Various Contract Colleges Elevator Upgrades 1,030 1,030

19. Arecibo Tower & Cable Painting 800 800

Projects Approved/Under Way 997,230 977,230 25,215 17,500 839

20. MVR 1933 / East Rehab Phase 0-2 45,950 65,161 30,000 100

21. Gates Hall 8,560 60,000 1,630 100

22. Law School Master Plan Phase 1 930 15,300 439 14

23. Bridge Means Restriction 925 10,100

24. Large Animal Teaching Complex/Dairy Barn 1,300 7,012 117 32

Major Projects/New Construction 57,665 157,573 30,000 2,286 146

25. Energy Conservation Projects, Phase 1 2,043 22,842 450 (2,284)

26. Contract College Misc. Rehab/Repair 9,827 20,989 20,989

27. Tower Road Utility Power System Upgrade 310 4,760 3,000

28. Multiple Building Roof Replacements, Phase 1 300 4,005 5,000

29. Data/Communications Wiring Upgrade, Phase 1 330 3,979

30. East Campus Storm Sewer Replacement 276 2,000 2,000

31. Bldg Electric Service Entrance Upgrade, Phase 1 1,142 1,999

32. Conservatory Greenhouse 230 2,049 1,000

33. Geneva Campus Roof Replacements 381 1,020 800

34. VMC Small Animal Surgery HVAC 73 1,011

35. Geneva Campus Electrical Upgrades 150 815 650

36. Geneva Castle Street Housing Renovation 117 512

New York State Funded 15,178 65,981 33,889 (2,284) 0

* O & M = operations and maintenance; ~ GSF = gross square feet+ SUCF = State University Construction Fund

Note 1: Amounts include planned long-term debt and short-term bridge financing.

54


AuthorizedBudget

EstimatedTotal

Budget

DeferredMaint

Addressed

EstimatedO&M CostImpact *

AdditionalSpaceGSF ~

55


414,000 216,000 216,000 154,000 154,000 322,000

1,800 94,000 24,859 24,400 46,541

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

32,486 11,198 11,816 24,057 46,799 8,701

1,000 50,000 10,744 13,300 26,956

11,900 7,100 17,746 1,254

250 12,038 2,050 5,100 5,138

9,000 1,000 9,000 1,000

7,500 5,567 1,933

5,300 5,200 100

3,585 3,485 100

144 3,112 2,031 785 440

2,734 62 2,097 699

2,500 1,500 1,000

80 2,420 1,570 930

1,965 1,865 100

1,310 981 194 135

1,030 847 183

800 700 100

465,886 236,198 54,924 208,510 11,712 259,557 359,235 215,855 402,140

2,361 60,800 2,000 45,054 12,305 7,802

48,319 11,681 5,800 3,700 50,500

15,300 383 1,148 13,770

10,100 1,500 8,600

12 7,000 4,506 2,506

48,319 21,781 17,673 67,800 2,000 0 57,243 28,258 72,072

10,936 2,778 9,128 10,936 4,559 6,843 11,440

20,989 11,662 4,550 4,777

100 4,660 2,083 2,677

5 4,000 601 1,802 1,603

50 3,929 520 1,020 2,439

100 1,900 276 1,725

1,174 825 1,099 900

49 2,000 402 1,647

20 1,000 310 710

11 1,000 688 323

15 800 150 665

78 434 307 205

0 10,936 4,381 50,231 434 10,936 22,657 22,166 21,158

Gifts/InvestmentIncome

GeneralPurpose

Unit/Enterprise SUCF+

OtherGov’t./

Institution

DebtFinancing(see note 1)

Through10-11

11-12Budget

12-13 to15-16

Beyond15-16

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.

FUNDING SOURCES EXPENDITURE PATTERN

Approved Capital Activity cont.

(current dollars in thousands)

37. Planned Maintenance 400 39,731 39,731

38. Extraordinary Maintenance Projects 3,890 16,990 7,825

39. Gen’l Purpose Maint. & Infrastructure Projects 1,950 12,275

40. Administrative Systems 25,600 44,300

41. CIT Maint. & Infrastructure Projects 1,553 47,310

42. Transportation Projects & Community Initiatives 3,359

43. Real Estate Maintenance Projects 251 3,157 (53)

44. Energy & Sustainability Projects 2,283 12,461 (1,136)

45. Utilities Maint. & Infrastructure Projects 1,948 47,519 32,950 (195)

46. Campus Life Maint. & Infrastructure Projects 1,094 46,211 18,625 (481)

47. Cornell Store Projects 1,500

48. Arts & Sciences Projects 1,180 9,100

49. Architecture, Art, & Planning Projects 1,200 8,100 793 35

50. Engineering Projects 105 45,165 (31)

51. Hotel Projects 3,000

52. Agriculture & Life Sciences Projects 599 26,562 7,250 (252)

53. Human Ecology Projects 154 3,650 625

54. Industrial & Labor Relations Projects 52 3,750

55. Veterinary Medicine Projects 600 6,850

56. Johnson School Projects 142 3,700

57. Information Science Projects 950

58. Library Projects 5,300 50

59. Cornell in Washington Projects 90 1,160

60. Student & Academic Services Projects 54 2,300 195

61. Fraternity/Sorority Projects 300 200

62. Athletics Projects 2,450 150

Maintenance, Infrastructure, Unit 43,145 397,149 108,344 (2,062) 0

63. West Side Clinical Practices 25,000 30

64. East Side Pediatric Practice Expansion 10,000 9

65. Deferred Maintenance 638 8,638 8,638

66. Mailroom Relocation/New Autopsy Suite 1,994 1,994

67. PET/CT Scanner Replacement 1,700 1,700

68. 7th Cycle Inspections 1,362 1,362 1,362

69. Living Lab for Successful Aging 1,200

70. Institute for Alzheimer’s Research 594 594

71. Medicine Clinical Research Core 500 5

Weill Cornell Medical College Projects 6,288 50,988 10,000 0 44

Total Capital Activity 1,119,506 1,648,920 207,448 15,439 1,029

* O & M = operations and maintenance; ~ GSF = gross square feet+ SUCF = State University Construction Fund

Note 1: Amounts include planned long-term debt and short-term bridge financing.

56


AuthorizedBudget

EstimatedTotal

Budget

DeferredMaint

Addressed

EstimatedO&M CostImpact *

AdditionalSpaceGSF ~

57


39,731 6,875 32,856

16,590 400 1,763 4,087 11,140

12,275 625 2,150 9,500

44,300 16,592 12,064 15,644

26,938 20,372 3,099 9,007 35,204

3,359 887 1,347 1,125

3,157 264 222 1,395 1,396 144

10,095 2,366 8,627 2,283 3,534 6,644

11,359 36,160 2,631 5,438 33,490 5,960

1,100 45,111 4,515 10,885 28,446 2,365

1,500 75 1,425

500 900 7,700 700 2,400 4,800 1,200

1,250 6,850 1,000 500 6,600

500 241 44,424 3,300 8,500 33,365

3,000 3,000

26,360 201 2,269 3,297 7,290 15,975

3,650 654 1,696 1,300

1,133 2,617 67 950 2,733

6,850 825 2,350 3,675

3,700 550 1,125 2,025

950 400 550

5,300 100 1,745 3,455

1,160 60 350 750

2,300 400 1,000 900

300 25 275

2,450 375 825 1,250

3,533 163,678 229,736 0 201 11,159 44,444 87,763 255,273 9,669

25,000 2,000 10,000 13,000

10,000 3,000 4,000 3,000

8,638 638 2,000 6,000

756 756 481 1,443 551

1,700 700 1,000

1,362 500 862

1,200 200 1,000

594 500 94

500 100 400

0 10,756 39,750 0 481 0 9,081 19,907 22,000

517,737 443,350 346,464 326,541 14,828 281,652 492,660 373,949 772,643 9,669

37.

38.

39.

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.

FUNDING SOURCES EXPENDITURE PATTERN

Gifts/InvestmentIncome

GeneralPurpose

Unit/Enterprise SUCF+

OtherGov’t./

Institution

DebtFinancing(see note 1)

Through10-11

11-12Budget

12-13 to15-16

Beyond15-16

Sources and Uses of Capital Expenditures(dollars in thousands)

1. Ithaca General Purpose Funds (1) 33,925 41,923 25,621 39,381 24,462 24,921 190,233 2. WCMC General Purpose Funds (1) 1,619 3,137 2,000 2,000 2,000 10,756

3. Gifts in Hand 37,814 5,021 19,257 300 300 300 62,992 4. Gifts Pledged 1,198 5,238 633 7,268 4,819 19,156 5. Gifts to be Raised 2,215 2,215 6. Ithaca Gift Funds (2) 39,012 12,474 19,890 7,568 5,119 300 84,363

7. Gifts In Hand 115,000 19,000 115,000 249,000 8. Gifts Pledged 43,000 46,000 23,000 112,000 9. Gifts to Be Raised 45,000 8,000 53,000 10. WCMC Gift Funds (2) 115,000 19,000 158,000 91,000 31,000 414,000

11. Investment Income (3) 5,932 1,268 6,732 13,932 12. Unit Funds (4) 30,490 43,798 38,731 39,013 32,945 20,805 7,160 212,942 13. WCMC Unit Funds (4) 1,981 2,769 4,750

14. Enterprise Funds (5) 9,025 16,928 11,541 6,470 8,076 5,375 2,509 59,923 15. WCMC Enterprise Funds (5) 5,000 14,000 16,000 35,000

16. SUCF Capital (6) 150,124 78,605 48,883 30,237 18,692 326,541 17. Other Gov’t/Institution (7) 13,582 764 14,347 18. WCMC Other Gov’t/Institution (7) 481 481

19. Ithaca Campus Debt 47,488 5,551 9,533 2,080 1,000 65,652 20. WCMC Medical Debt 39,000 135,000 42,000 216,000 21. Subtotal Debt Financing (8) 86,488 140,551 51,533 2,080 1,000 281,652

22. Total Capital Funding/Financing 492,660 373,949 373,467 224,481 123,294 51,401 9,669 1,648,920

1. Projects Approved/Under Way (incl. WCMC) 359,235 215,855 231,023 121,100 50,017 977,230 2. Major Projects/New Construction (incl. NYS) 57,243 28,258 31,244 33,503 7,325 157,573 3. New York State Funded 22,657 22,166 18,742 2,416 65,981 4. Maintenance, Infrastructure, and Unit 44,444 87,763 74,457 65,462 63,952 51,401 9,669 397,149 5. Medical College Projects 9,081 19,907 18,000 2,000 2,000 50,988 6. Total Capital Expenditures 492,660 373,949 373,467 224,481 123,294 51,401 9,669 1,648,920

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 Milstein Hall, Gates Hall, and the MedicalResearch Building.

(3) Investment Income is interest earned on gift funds in hand prior to expenditure on project costs. Project examples include Milstein Hall and Gates Hall.(4) Unit funds are resources provided by colleges or other units from their operations or reserves. Project examples include Milstein Hall, 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, Real Estate, and

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

include North Martha Van Rensselaer replacement, Stocking Hall renovation/addition, MVR 1933/East rehabilitation, and Warren Hall renovation.(7) Other Government/Institution funds are resources provided by New York State through appropriations outside of the SUNY/SUCF process, or grants

provided by federal or local government agencies or private institutions. Project examples include Arecibo projects.(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 Milstein Hall, the Human Ecology Building Parking Garage, the Medical ResearchBuilding, and energy conservation.

58


To Date 11-12 12-13 13-14 14-15 15-16Beyond15-16 Total

Sources

To Date 11-12 12-13 13-14 14-15 15-16Beyond15-16 Total

Uses

Summary of External Debt Financing(dollars in thousands)

Tax-Exempt Debt 1. Series 1990B 0.10-5.00% 2025 50,450 47,980 4,808 4,811 4,812

2. Series 1998 Commercial Paper 2.99% until 10/1/12 2037 6,155 29,375 863 863 863

3. Series 2000A 2.99% until 10/1/12 2029 53,005 51,090 3,517 3,657 3,707

4. Series 2000B 4.63% 2030 70,680 68,460 5,487 5,495 5,492

5. IDA Series 2000 5.20-5.25% 2011 1,165 - - -

6. IDA Series 2002A 4.52% 2030 42,145 41,940 3,341 3,340 3,337

7. IDA Series 2002B 4.33% 2015 15,390 15,390 508 508 508

8. Series 2004 3.51% 2033 83,900 81,600 5,264 5,255 5,243

9. Series 2006 4.00-5.00% 2035 207,660 196,120 20,918 20,279 19,645

10 IDA Series 2008 2.00-5.00% 2037 70,000 68,630 4,735 4,711 4,742

11. Series 2008 3.00-5.00% 2037 127,785 125,420 8,637 8,634 8,634

12. Series 2009 3.00-5.00% 2039 305,000 305,000 20,283 20,280 20,282

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

14. Subtotal Tax-Exempt Debt 1,318,335 1,316,005 92,447 91,922 91,351

Taxable Debt 15. Series 1987B 11.11% 2012 5,200 3,080 2,697 806 -

16. Sallie Mae - Series 1999 6.50% 2019 4,355 - - - -

17. Series 2009 taxable 4.35-5.45% 2019 500,000 500,000 24,500 24,500 274,500

18. Commercial Paper Variable - 97,500 121,866 5,560 5,416 5,400

19. Urban Development Corp. 0.00% 2029 2,375 2,250 125 125 125

20. Other Various 2029 2,817 2,676 258 262 262

21. Total Taxable 612,247 629,872 33,140 31,109 280,287

Swap Interest - - 9,591 7,117 5,012

Total External Debt 1,930,582 1,945,877 135,179 130,148 376,649

Notes• The total outstanding external debt and the sum of external debt service payments for 2011-12 shown above are different from

the corresponding outstanding operating unit debt balances and debt service totals on page 58 due to a combination of: (a) differences in timing of borrowing and repayment between the university and various operating units; (b) debt costs, includingcompounded interest, to be recovered from future interest payments on operating unit debt; (c) external debt service on commercial paper programs that is planned above as interest only; and (d) proceeds of debt issues used to pay issuancecosts, 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, theyhave been swapped to fixed rates for various terms, which are reflected in the interest-rate information and projected debtservice payments.

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

59


ActualBalance6/30/10

ForecastBalance6/30/11 11-12 12-13 13-14Interest Rate

MaturityDate

Projected ExternalDebt Service Payments

Debt Service by Operating Unit(dollars in thousands)

Ithaca Campus

1. Agriculture & Life Sciences 3,516 2,851 323 323 2. Architecture, Art & Planning 10,928 742 855 1,597 3. Arts & Sciences 67,787 92,893 6,952 6,952 4. Engineering 36,641 41,123 3,539 3,539 5. Hotel Administration 14,989 13,843 2,993 2,993 6. Human Ecology 917 761 304 304 7. Industrial & Labor Relations 1,456 1,320 202 202 8. Johnson School 12,093 3,415 336 336 9. Law School 2,728 2,265 582 582 10. Veterinary Medicine 6,820 19,108 1,640 958 2,598 11. Subtotal Colleges 146,947 188,507 6,540 12,886 19,426

12. Animal Facilities 56,811 54,844 4,726 4,726 13. Biotechnology 4,958 14. Life Sciences 91,094 88,076 6,404 6,404 15. Theory Center 2,500 2,375 127 127 16. All Other 819 17. Subtotal Research Centers 156,182 145,295 11,257 11,257

18. Africana Center 2,125 1,831 387 387 19. Athletics & Physical Education 6,245 5,511 473 473 20. Cornell In Washington 2,790 2,704 262 262 21. Library 12,644 9,709 863 863 22. All Other 1,216 1,040 229 229 23. Subtotal Other Academic Programs 25,020 20,795 964 1,250 2,214

24. Campus Life 217,031 195,834 18,832 18,832 25. Dean of Students 175 158 25 25 26. Fraternities/Sororities 2,906 2,755 423 423 27. Gannett Health Services 2,091 1,824 361 361 28. Subtotal Student Services 222,203 200,571 19,280 361 19,641

29. Human Resources 7,050 6,624 562 562 30. Information Technologies 12,234 10,721 556 1,096 1,652 31. All Other 732 612 137 137 32. Subtotal Administrative & Support 20,016 17,957 1,118 1,233 2,351

33. Facilities & Campus Services 156,509 152,849 15,235 406 15,641 34. Real Estate 21,066 15,458 2,276 2,276 35. Transportation/Mail Service 25,378 24,997 2,591 2,591 36. Subtotal Physical Plant 202,953 193,304 20,102 406 20,508

37. Ithaca All Other 11,822 9,100 3,471 3,471

38. Total Ithaca Campus 785,143 775,529 48,004 30,864 78,868

Medical College

39. Research 55,692 138,849 8,651 8,651 40. Residences 77,308 74,627 6,333 6,333 41. Clinical Care 518 303 235 235 42. Infrastructure/Administrative 15,331 14,648 1,398 1,398 43. Total Medical College 148,849 228,427 16,617 16,617

44. Total University 933,992 1,003,956 64,621 30,864 95,485

60


2/28/10 2/28/11Unit

BudgetCentralBudget Total

Outstanding Balance2011-2012 Debt Service

61


Administrative Systems

Campus Ithaca

Unit Information Technologies

Added Space (GSF) -

Project Type Administrative Systems

Approved Phase Phased

Completion Date Ongoing

Project Description/ScopeThis series of projects is designed to keep Cornell’s administrative systems up to date with changes in our business

practices and policies and useful technology innovations. Over the next 5 years, the plan includes implementation of

the Kuali suite of applications for both the core financial systems and research administration; continued support for the

Kuali Foundation efforts and implementation of infrastructure to support workflow/notification and business intelligence

capabilities for the Kuali suite; the migration of HR/Payroll processing to WorkDay; the implementation of PeopleSoft

Academic Advising as well as selected Registrar and Admissions initiatives; the retirement of the remaining mainframe

applications; replacement of the COLTS time tracking system with Kronos. It also includes an upgrade of the People-

Soft application to version 9.0 (the last major upgrade was completed in 2006).

These projects have been prioritized by the Administrative Computing Advisory Committee as addressing the most

urgent and important needs in the administrative systems space. A key factor in defining these priorities is the signifi-

cant efficiencies that will be gained by improving and streamlining our business processing capabilities in these

areas, retiring the mainframe environment, and eliminating redundant systems.

Current Status/Notes:During the course of FY12, the following projects are being funded: Kuali Financial System Implementation, Kuali Coeus Implemen-tation, Kuali Coeus Foundation, Workday, the implementation of Rice/Cynergy/Workflow, Academic Advising, Mainframe ApplicationMigration, and Admissions and Registrar Initiatives.

In June 2011, the Rice/Cynergy/Workflow project was approved for an additional $800 thousand; approved budgeted funds currentlytotal $26.4 million. It is estimated that approximately $1.1 million of project expenditures will move from "To Date" to FY 11-12.Total project spending through 2016 remains estimated at $44.3 million.

Project BudgetApproved Budget 25,600,000

Estimated Total Budget 44,300,000

Estimated O&M Impact

Deferred Maintenance Addressed

Schedule of Anticipated ExpendituresTo Date 16,592,000

2011-12 12,064,000

2012-13 5,083,000

2013-14 3,000,000

2014-15 4,400,000

2015-16 3,161,000

Post 2015-16

Total 44,300,000

Funding Sources�Gifts In Hand

Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose 44,300,000

Unit

Enterprise

SUCF

Other Gov't/Institution

Total 44,300,000

Debt FinancingFinancing Required

Debt Type

Repayment Source(s)

Bridge Means Restriction

62


Campus Ithaca

Unit University

Added Space (GSF) -

Project Type Infrastructure

Approved Phase Design

Completion Date September 2012

Project Description/ScopeThe purpose of this project is to construct a long term approach to restricting the use of four university bridges and three

City bridges as means to suicide by jumping. This is needed because agreements with the City of Ithaca to provide

interim fencing on the bridges was predicated on Cornell working with the City to develop artful and thoughtful

solutions to restrict the use of the bridges to commit suicide.

Current Status/Notes:In May 2011 the University submitted site plan approval documents for schematic designs for all seven bridges to meet the requirements of the City/Cornell agreement. The next step is to complete design for each of the bridge means restriction devices in order to replace the interim fencing as soon as possible.

The design phase was recently authorized with a to-date budget of $1.685 million and estimated total budget of $7.5 million. Project expenditures timing has been spread into FY12-13, and an estimate of the annual cost of maintaining the university-ownedbridges is approximately $30 thousand.

Project BudgetApproved Budget 925,000





2011-12 8,600,000

2012-13

2013-14

2014-15

2015-16

Post 2015-16

Total 10,100,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -


Unit

Enterprise

SUCF

Other Gov’t/Institution

Total 10,100,000


Debt Type

Repayment Source(s)

63


Campus Network Connectivity Upgrade

Campus Ithaca

Unit Information Technologies

Added Space (GSF)

Project Type Infrastructure

Approved Phase Phased

Completion Date June 2014

Project Description/ScopeThe Network Connectivity Program is a 3-year initiative to design and construct a modern network infrastructure to

support high-speed data and wireless network services in 46 selected buildings on Cornell’s Ithaca campus. Twenty

nine buildings are identified for a network upgrade and seventeen buildings are identified for a wireless only upgrade.

The current Cornell University wiring infrastructure in many buildings can support the near-term networking needs for

most of the campus community; however, this infrastructure cannot maintain information at the higher data speeds

which can be utilized by contemporary devices – speeds which are now required for network-intensive applications.

In addition, many of the current facilities have inadequate spaces, unsecured access, and insufficient environmental

controls appropriate for the placement of new data electronics. The Network Connectivity project will increase data

speeds to gigabit capabilities, provide building-wide wireless coverage, support IP-based telephony, and standardize

the cable plant within buildings.

Current Status/Notes:The revised plan for this effort has the project timetable compressed to completion in FY13-14 and an increase in the estimatedtotal budget to $16.116 million - $19.885 million. The to-date authorized budget is now $3.494 million.






2011-12 1,109,000

2012-13 2,875,000

2013-14 5,530,000

2014-15 1,065,000

2015-16 3,816,000

Post 2015-16

Total 16,640,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -


Unit

Enterprise

SUCF


Total 16,640,000


Debt Type

Repayment Source(s)

64


Cornell Rowing Center

Campus Ithaca

Unit Athletics

Added Space (GSF) 11,000

Project Type New Construction

Approved Phase Construction


Project Description/ScopeThe purpose of the project is to renovate and add to the previous Rowing Center facility, which is situated on a 3.5

acre site at the Cayuga Lake Inlet in the City of Ithaca. This facility previously consisted of two free-standing, adjacent

buildings: the two-story 1957 Collyer Boathouse (15,789 GSF), and the one-story 1979 Robison Shell House (5,186

GSF). The facilities were in need of repair, did not meet the requirements of the Cornell Rowing Center program, and

did not provide gender equity.

The project will renovate the existing Collyer Boathouse and construct a new 7,500 GSF addition to the south side of

the boathouse. This addition will include new locker, shower, and toilet facilities for the women’s and men’s varsity

teams. The new addition will be connected to the existing facility with a new entrance lobby. The addition will include

a Team/Tradition Room and miscellaneous support spaces such as public toilets and a conference room. The project

will also renovate portions of the Robison Shell House. Construction of a new 3,000 GSF boat storage building is

included in the project to provide for sufficient boat storage.

Current Status/Notes:The project is complete. A dedication ceremony was held during Reunion.



Estimated O&M Impact 46,000



2011-12 1,933,000

2012-13

2013-14

2014-15

2015-16

Post 2015-16

Total 7,500,000

Funding Sources�Gifts In Hand 5,688,000

Gifts Pledged 1,812,000

Gifts To Be Raised

Subtotal Gifts 7,500,000


Unit

Enterprise

SUCF


Total 7,500,000


Debt Type

Repayment Source(s)

65


East Side Pediatric Practice Expansion

Campus New York

Unit Medical College


Project Type Leased space fit-out

Approved Phase Planning

Completion Date December 2012

Project Description/ScopeThe project involves tenant fit-out of leased space to accommodate exam rooms, physician offices, administrative

space, and other functions to support the Weill Cornell Physician Organization’s off-campus pediatrics practice on

the Upper East Side.

Current Status/Notes:Project is in the planning stages. No expenditures have been incurred to date for this project.

Project BudgetApproved Budget





2011-12 4,000,000

2012-13 3,000,000

2013-14

2014-15

2015-16

Post 2015-16

Total 10,000,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit

Enterprise 10,000,000

SUCF


Total 10,000,000


Debt Type

Repayment Source(s)

66


Fernow Hall Rehab and Roof Repairs

Campus Ithaca

Unit Agriculture & Life Sciences


Project Type Renovation/Maintenance


Completion Date May 2013

Project Description/ScopeThe purpose of this project is to implement a comprehensive renovation of Fernow Hall. This is needed because Fernow

Hall, a 29,500 GSF facility, originally constructed in 1915, has not had significant renovations since its original con-

struction. Existing building systems do not meet current New York State Building Code requirements. Mechanical,

electrical, plumbing, data, communications, building access and architectural systems need to be upgraded to address

the needs of instruction and research. There is a need for architectural responses to integrate building systems,

historic renovation, and to update office and teaching spaces. This project is required to meet the current and future

needs of the Department of Natural Resources.

The current scope of this project includes the historic renovation of Fernow Hall, including interior demolition, complete

refurbishing of the main stairwell, roofing repairs and replacement and masonry repairs to the exterior walls of the

building, and construction of a 1,700 GSF classroom, to replace audio/visual programmatic requirements displaced

by code required egress stairs and elevator within the building.

Current Status/Notes:Construction commenced with asbestos abatement and selective demolition in June 2011. Roof work will be completed in the fallof 2011.




Deferred Maintenance Addressed 2,310,000


2011-12 5,100,000

2012-13 5,138,000

2013-14

2014-15

2015-16

Post 2015-16

Total 12,288,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit 250,000

Enterprise

SUCF 12,038,000


Total 12,288,000


Debt Type

Repayment Source(s)

67


Gates Hall

Campus Ithaca

Unit Computing & Info Science




Completion Date Spring 2014

Project Description/ScopeThe project is to design and build space for Computing and Information Science to support its broad-based interdis-

ciplinary research and teaching mission. Gates Hall will house the departments of Computer Science and Information

Science and related activities. It will be approximately 100,000 GSF and located on the southeast corner of Hoy and

Campus Roads.

The primary need is to co-locate these two units and accommodate future faculty hires in Information Science. The

new space will provide collaborative facilities to carry out a new research paradigm where technological advances

are co-developed with advances in other fields. The building provides space to support this new research style in a

flexible plan, adaptable for future needs. The model has proven successful on a small scale in an off campus site.

Finally the project will free up space that will help meet critical needs in the College of Engineering.

Current Status/Notes:The design team has continued with an emphasis on changes to the building exterior and site plan. Relocation of the Hoy Field Pillars remains to be solved, and a variety of options are being explored. Design Development drawings were completed and delivered in June, 2011. Parallel estimates have determined that the project is tracking to budget. The Municipal Approvals processhas been initiated by several briefings to the City and the project has been viewed favorably.



Estimated O&M Impact 1,630,000



2011-12 3,700,000

2012-13 20,000,000

2013-14 27,000,000

2014-15 3,500,000

2015-16

Post 2015-16

Total 60,000,000



Gifts To Be Raised


Investment Income 8,000,000


Unit

Enterprise

SUCF


Total 60,000,000


Debt Type

Repayment Source(s)

68


Johnson Museum Expansion

Campus Ithaca

Unit Museum


Project Type Renovation/Construction



Project Description/ScopeThis project will construct a 16,100 square feet (SF) addition to the Johnson Museum of Art. Of this, only about 1,800

SF will be above ground. The remaining 14,300 SF will be below ground and align with, and connect to, Level 2L and

the Basement of the existing building. The above ground portion of the addition will be in the lawn panel to the north

of the existing building and to the south of University Avenue. This project will also alter and renovate limited portions

of the original building, the majority of these alterations occurring on two primary public exhibit floors, the Fifth Floor

and Level 2L below ground. Some exiting and fire sprinkler issues in the original building will also be addressed.

Current Status/Notes:The museum staff have started to move into the addition. Substantial completion is anticipated for late September 2011.






2011-12 1,254,000

2012-13

2013-14

2014-15

2015-16

Post 2015-16

Total 19,000,000


Gifts Pledged 834,000

Gifts To Be Raised


General Purpose

Unit 7,100,000

Enterprise

SUCF


Total 19,000,000


Debt Type

Repayment Source(s)

69


Large Animal Teaching Complex, Teaching Dairy Barn

Campus Ithaca

Unit Vet Med, Ag & Life Sciences




Completion Date August 2012

Project Description/ScopeThe Large Animal Teaching Complex Master Plan, jointly sponsored by the College of Veterinary Medicine (CVM)

and the College of Agriculture and Life Sciences (CALS), is to accommodate animal facilities relocated from the Core

Campus by current and future projects. Synergies between the programs of the two colleges as well as shared spaces,

facilities and infrastructure have been examined by a master planning effort, resulting in the relocation and construc-

tion of a new Teaching Dairy Barn for the CVM as well as future relocation and construction of teaching barns, the

Livestock Pavilion and, if feasible, other facilities for CALS.

The Animal Health Diagnostic Center required the relocation and demolition of the former Q, R, and S Barns (referred

to as the Dairy Barn), used as a teaching facility. There is an urgent need to relocate the displaced teaching facility

used by the CVM, upgrading the space and facilities, as well as to plan proactively for the optimal placement of the

above mentioned CALS facilities, along with the infrastructure needed to support all planned development. The even-

tual relocation of the teaching barns and livestock pavilion could then happen in a phased manner as and when fund-

ing is available. It will also be important to plan and design this area to establish a clear identity and location for

animal teaching facilities proximate to the Core Campus.

Current Status/Notes:The total project budget was increased to $8.146 million. An analysis of the bids revealed that although scope was removed for re-bid, material prices increased substantially, resulting in the project being over budget. Further reductions in scope would have re-duce functionality or increased operating costs of the dairy barn; therefore, the College of Veterinary Medicine agreed to fund thebudget overage.

The Special Needs Barn (SNB) was listed as an alternate. The construction team will seek to conserve financial resources for use inthe construction of the SNB following the completion of the Teaching Dairy Barn.






2011-12 2,506,000

2012-13

2013-14

2014-15

2015-16

Post 2015-16

Total 7,012,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit 12,000

Enterprise

SUCF 7,000,000


Total 7,012,000


Debt Type

Repayment Source(s)

70


Law School Master Plan Phase 1

Campus Ithaca

Unit Law School





Project Description/ScopeThe new Master Plan aligns the Cornell Law School’s strategic vision with facilities goals and objectives and provides

a cost effective and efficient three phased approach for future renovation and new construction projects within a 10

year planning horizon. The new plan improves the quality and efficiency of existing building assets and reduces the

amount of new gross area constructed from the 80,000 GSF proposed by the previous Master Plan to only 9,575

GSF of new gross area constructed. The remainder of the improvements is focused on strategic renovations and

reprogramming of the existing Myron Taylor and Hughes Hall facilities. The total cost to construct all three phases of

the current Master Plan is estimated to be roughly $48M in 2011 dollars

The revised concept for space needs shifts immediate priorities from renovating Hughes to building new classrooms

under the east lawn as Phase I, renovations to Myron Taylor Hall as Phase II, and renovation of Hughes Hall as Phase

III. Hughes will serve as swing space for the first two phases. These three phases will increase the Law School gross

area by approximately 43,325 GSF (33,750 GSF vacated by non-Law School occupants) to a total of 265,090 GSF

compared to 302,865 GSF envisioned in the original plan.

Phase I: East Infill - Construct a new one story addition of 9,575 GSF under the lawn panel between the Law School

Courtyard and College Avenue to accommodate a 150 seat lecture hall, two 60 person classrooms and two 25 person

seminar rooms, a new accessible entry to Myron Taylor on College Ave., and potentially an indoor connection between

Myron and Anabel Taylor Halls at the classroom level. The classrooms meet immediate needs and the entry provides

a more prominent, welcoming and accessible entrance from College Avenue that will eventually lead to the new

Welcome and Student Centers. This includes new stairs and an elevator.

Current Status/Notes:The to-date approved budget is $2.5 million and the latest estimate of the total budget for Phase 1 is $17.3 million. The proposedschedule, and resulting cash flows, have also shifted in, with the project completion moving from December 2014 to September 2013.

Project BudgetApproved Budget 930,000




Schedule of Anticipated ExpendituresTo Date 382,000

2011-12 1,148,000

2012-13 3,442,000

2013-14 6,503,000

2014-15 3,825,000

2015-16

Post 2015-16

Total 15,300,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit 15,300,000

Enterprise

SUCF


Total 15,300,000


Debt Type

Repayment Source(s)

71


Medical Research Building

Campus New York





Completion Date January 2014

Project Description/ScopeThe major component of Weill Cornell’s Strategic Plan III is the construction of the new Medical Research Building on

E. 69th Street. The building, at 476,069 gross square feet of building space, including 18 floors above and 3 floors

below grade, is essential to the growth and stature of Weill Cornell as an academic medical center. The building will

be completed over two phases. The initial phase will include the construction of the entire building envelope and

finishing of the vivarium and mechanical space, three floors of building support and conference facilities, and eight

laboratory floors. The remaining five laboratory floors will be finished at a later date.

Current Status/Notes:The project is currently in the construction phase; the foundation is completed and the superstructure in progress. The approvedbudget for this project is $650 million but the current estimate of the project cost is $630 million.






2011-12 154,000,000

2012-13 200,000,000

2013-14 91,000,000

2014-15 31,000,000

2015-16

Post 2015-16

Total 630,000,000



Gifts To Be Raised 53,000,000



Unit

Enterprise

SUCF


Total 630,000,000

Debt FinancingFinancing Required 216,000,000

Debt Type Long-Term

Repayment Source(s) General Purpose

72


Milstein Hall

Campus Ithaca

Unit Architecture, Art & Planning




Completion Date Fall 2011

Project Description/ScopeThe Milstein Hall project is a building addition to the College of Architecture, Art, and Planning, which will unite the

second floors of Rand and Sibley Halls while preserving an open landscape beneath. The design will create much

needed flexible contiguous studio space, a 280-seat auditorium, meeting and exhibition space, a handicapped-ac-

cessible connection to Sibley and Rand Halls, and a College Forum - a signature gallery for collaboration and exhibition

that showcases student and faculty work. Milstein Hall will unify the college’s existing programs, now housed in four

separate buildings, and promote and foster new and innovative ways of teaching. This unique design skillfully creates

a central arrival and gathering space for the college within the historic context of the site and the adjacent Arts Quad.

Current Status/Notes:This project is nearing completion, with most of the construction having been completed and project spending having been com-pressed, to finish in FY11-12. The project is expected to be substantially complete in mid-August; however, auditorium seatingfrom Barcelona will not arrive until late September.




Deferred Maintenance Addressed 500,000


2011-12 8,701,000

2012-13

2013-14

2014-15

2015-16

Post 2015-16

Total 55,500,000



Gifts To Be Raised 2,215,000


Investment Income 5,932,000


Unit 11,816,000

Enterprise

SUCF


Total 55,500,000


Debt Type Bridge, Long-Term

Repayment Source(s) Gifts, Unit, Gen Purpose

73


MVR 1933 / East Rehab Phases 0-2

Campus Ithaca

Unit Human Ecology

Added Space (GSF)

Project Type Renovation



Project Description/ScopeThe existing building systems of Martha Van Rensselaer Hall (MVR) do not meet current program needs and many

aspects of the building do not meet current building code requirements. This SUNY Capital Plan, multi-phase project,

will upgrade the architectural, structural, mechanical, electrical, data and communication systems of MVR. The first

project, completed in early 2007, included repair and restoration of the exterior envelope of the building. Phase 1

provided enabling utility infrastructure for construction of the North MVR replacement building, the utility infrastructure

for the MVR 1933 interior renovation, and an emergency generator for the College of Human Ecology Complex. It

also provided a stair tower linking all levels of the 1933 Building and the East Wing. Phases 2, 3 and 4, the interior

renovations, will include the re-organization of interior space, and replacement of the interior building systems.

Current Status/Notes:The occupants of MVR’33 East Corridor were relocated and Phase 2B renovation began in August 2011. Exterior utility work willprogress through the fall of 2011. The to-date authorized project budget is $61 million, which completes Phases 0-2; Phases 3,West Corridor, and 4, Center Wing, will need to be funded in a future SUNY capital plan.






2011-12 12,305,000

2012-13 7,802,000

2013-14

2014-15

2015-16

Post 2015-16

Total 65,161,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit 2,361,000

Enterprise

SUCF 60,800,000

Other Gov’t/Institution 2,000,000

Total 65,161,000


Debt Type

Repayment Source(s)

74


North MVR Replacement/Parking Garage

Campus Ithaca

Unit Human Ecology





Project Description/ScopeThis SUNY Capital Plan project provides a building for the College of Human Ecology to replace the North Martha

Van Rensselaer (nMVR) which was condemned and evacuated in 2001 and demolished in 2005. It is an office, lab

and studio building of approximately 87,000 GSF. This project also provides structured parking for the spaces lost in

the construction of MVR West addition and the replacement building (approximately 90) along with approximately 170

additional spaces to relieve central campus parking pressure created by parking spaces lost due to other projects.

Current Status/Notes:Heating, ventilation, and air conditioning systems are being commissioned and turned over. Architectural work on Levels 1, 2 andthe Terrace are complete with punch list activities ongoing. The garage was made available May 12th. The site work is nearingcompletion with change order and punch list work remaining. The college move-in will be completed in advance of the Fall 2011semester.






2011-12 2,906,000

2012-13

2013-14

2014-15

2015-16

Post 2015-16

Total 71,100,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit 9,500,000


SUCF 42,100,000


Total 71,100,000


Debt Type Long-Term

Repayment Source(s) Enterprise

75


Olin Library Fire Safety Improvements

Campus Ithaca

Unit Library

Added Space (GSF)




Project Description/ScopeThis project will provide fire safety improvements in Olin Library by constructing fire separations, code compliant

egress paths, and installation of fire detection, alarm and sprinkler systems. The work is needed to mitigate fire risks

and bring the building into compliance with building codes or obtain a variance for a reduced scope and allow legal

occupancy.

Current Status/Notes:The project was substantially complete in June. The restoration of the 6th Floor facade and the fire proofing of the Kroch corridor ceiling will probably push the overall completion date to September 2011. The estimated total cost has been reduced to $8.25 million.






2011-12 1,000,000

2012-13

2013-14

2014-15

2015-16

Post 2015-16

Total 10,000,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -


Unit 1,000,000

Enterprise

SUCF


Total 10,000,000


Debt Type

Repayment Source(s)

76


Stocking Hall Renovation & Food Science Building

Campus Ithaca






Project Description/ScopeThis project will provide a new facility on the Ithaca campus for the Food Science Department of the College of

Agriculture and Life Sciences and will renovate the Stocking Hall Tower. Mechanical, electrical, plumbing, data,

communications, building access and architectural systems need to be upgraded to address the needs of instruction

and research. There is a need for architectural responses to integrate building systems, current teaching pedagogy,

and interactive office and teaching spaces. The existing Stocking Hall, where the department is currently located, lacks

sufficient space for the program requirements and the condition of the building is far below the standards required for

optimum program operations. Existing building systems do not meet current New York State Building Code requirement.

Current Status/Notes:Installation of new site utilities will advance through Fall 2011. Footings and foundation walls are complete and steel erection willbe completed in the Fall of 2011. Exterior enclosure will begin in September 2011 and will advance through 2011.






2011-12 24,400,000

2012-13 19,180,000

2013-14 17,400,000

2014-15 9,961,000

2015-16

Post 2015-16

Total 95,800,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit 1,800,000

Enterprise

SUCF 94,000,000


Total 95,800,000


Debt Type

Repayment Source(s)

77

Space P

lanning

Warren Hall Renovations

Campus Ithaca


Added Space (GSF)




Project Description/ScopeThe purpose of this SUNY Capital Plan project is to address critical maintenance needs of Warren Hall. This project is

needed because the existing building systems do not meet the current requirements of the New York State Building

Code. Mechanical, electrical, plumbing, data, communications, building access and architectural systems need to be

upgraded to address the needs of instruction and research. There is a need for architectural responses to integrate

building systems, current teaching pedagogy, and interactive office and teaching spaces. Interior and exterior main-

tenance needs will be addressed. Warren Hall contains 128,355 gross square feet of space.

Current Status/Notes:Faculty relocation into the modular units occurred prior to the start of the Fall 2011 semester. Enabling work to allow occupancy ofthe East end of Warren while the West end is renovated began in June. Asbestos abatement and demolition are scheduled for Sep-tember 2011.






2011-12 13,300,000

2012-13 5,200,000

2013-14 12,700,000

2014-15 9,056,000

2015-16

Post 2015-16

Total 51,000,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit 1,000,000

Enterprise

SUCF 50,000,000


Total 51,000,000


Debt Type

Repayment Source(s)

78


West Side Clinical Practices

Campus New York



Project Type Leased Space

Approved Phase Preliminary Design


Project Description/ScopeProvide medical offices for Weill Cornell Physician Organization primary care and specialty practices in leased space

on Manhattan’s Upper West Side. The project will also include facilities for Weill Cornell Imaging services.

Current Status/Notes:

Project BudgetApproved Budget





2011-12 10,000,000

2012-13 13,000,000

2013-14

2014-15

2015-16

Post 2015-16

Total 25,000,000


Gifts Pledged

Gifts To Be Raised

Subtotal Gifts -

General Purpose

Unit


SUCF


Total 25,000,000


Debt Type

Repayment Source(s)

79

AppendicesAppendicesS Tuition & Fees – Selected Business Schools........

T Tuition & Fees – Selected Law Schools.................

U Tuition & Fees – Colleges of Veterinary Medicine

V Graduate Student Stipends – Ithaca Campus........

W Cost Allocation Methodology..................................

X Campaign for Cornell Gifts ......................................

80

81

82

83

84

87

80

Appendices

S

Tuition and FeesSelected Business Schools

D

Notes• Institutions are sorted in descending order of rates for 2010-11.• Rates shown are for first-year, full-time students.

Resident

Institution 09-10 10-11 %

Columbia $53,035 $56,783 7.1

Harvard 51,726 54,616 5.6

Stanford 51,902 53,819 3.7

Carnegie Mellon 49,618 52,930 6.7

U. Pennsylvania 50,092 52,294 4.4

Chicago 49,734 51,680 3.9

Northwestern 49,242 51,663 4.9

Yale 48,200 51,000 5.8

Dartmouth 48,475 50,740 4.7

MIT 48,922 50,625 3.5

Cornell 47,220 49,348 4.5

Duke 46,905 49,016 4.5

NYU 45,279 46,616 3.0

Georgetown 42,272 46,319 9.6

U. Michigan 42,989 45,189 5.1

U. Virginia 43,500 44,500 2.3

Rochester 41,556 43,572 4.9

Emory 41,476 42,892 3.4

UC–Berkeley 34,541 39,670 14.8

UCLA 34,870 39,067 12.0

U. Maryland 30,701 37,201 21.2

U. Texas (Austin) 25,190 28,700 13.9

Indiana U. (Bloomington) 23,591 26,182 11.0

U. North Carolina 23,424 24,464 4.4

Purdue 19,664 20,648 5.0

Nonresident


Columbia $53,035 $56,783 7.1

Harvard 51,726 54,616 5.6

Stanford 51,902 53,819 3.7

Carnegie Mellon 49,618 52,930 6.7

U. Pennsylvania 50,092 52,294 4.4

Chicago 49,734 51,680 3.9


Yale 48,200 51,000 5.8

Dartmouth 48,475 50,740 4.7

MIT 48,922 50,625 3.5

U. Michigan 47,989 50,189 4.6

U. Virginia 48,500 49,500 2.1

Cornell 47,220 49,348 4.5

Duke 46,905 49,016 4.5

UC–Berkeley 43,741 47,637 8.9

UCLA 43,111 47,015 9.1

NYU 45,279 46,616 3.0

U. North Carolina 43,949 46,589 6.0

Georgetown 42,272 46,319 9.6

Indiana U. (Bloomington) 42,591 45,164 6.0

U. Maryland 43,877 45,031 2.6

Rochester 41,556 43,572 4.9

U. Texas (Austin) 40,552 42,986 6.0

Emory 41,476 42,892 3.4

Purdue 36,900 39,110 6.0

81

Appendices

T

Tuition and FeesSelected Law Schools

Notes• Institutions are sorted in descending order of rates for 2010-11.• Rates shown are for first-year, full-time students.

Resident


Cornell $49,020 $51,226 4.5

Yale 48,340 50,750 5.0

Columbia 48,199 50,523 4.8


U. Pennsylvania 46,514 48,362 4.0

NYU 45,999 48,025 4.4

Duke 45,270 47,717 5.4

USC 45,228 47,349 4.7

Harvard 45,026 46,616 3.5

Chicago 44,712 46,185 3.3

Stanford 43,001 45,581 6.0

Vanderbilt 44,074 45,286 2.7

Georgetown 43,750 45,105 3.1

U. Michigan 43,199 44,599 3.2

George Washington 42,205 43,999 4.3

Emory 41,376 43,392 4.9

U. Virginia 38,800 42,500 9.5

UC–Berkeley 34,525 42,205 22.2

Notre Dame 39,320 40,817 3.8

Washington & Lee 38,062 39,937 4.9

UCLA 34,343 38,695 12.7

U. Illinois 36,323 36,379 0.2

U. Minnesota 28,670 32,211 12.4

U. Texas (Austin) 26,514 28,234 6.5

U. Washington 22,267 24,339 9.3

Nonresident


Cornell $49,020 $51,226 4.5

Yale 48,340 50,750 5.0

Columbia 48,199 50,523 4.8

UC–Berkeley 46,770 50,205 7.3


UCLA 44,983 48,718 8.3

U. Pennsylvania 46,514 48,362 4.0

NYU 45,999 48,025 4.4

Duke 45,270 47,717 5.4

U. Michigan 46,199 47,599 3.0

U. Virginia 43,800 47,500 8.4

USC 45,228 47,349 4.7

Harvard 45,026 46,616 3.5

Chicago 44,712 46,185 3.3

Stanford 43,001 45,581 6.0

Vanderbilt 44,074 45,286 2.7

Georgetown 43,750 45,105 3.1

George Washington 42,205 43,999 4.3

U. Texas (Austin) 41,770 43,550 4.3

Emory 41,376 43,392 4.9

U. Illinois 43,323 43,379 0.1

Notre Dame 39,320 40,817 3.8

U. Minnesota 38,072 40,717 6.9

Washington & Lee 38,062 39,937 4.9

U. Washington 32,777 37,299 13.8

82

Appendices

U

Tuition and FeesColleges of Veterinary Medicine

Notes

a Institutions which charge contract students at the resident rate.b Institutions which do not have contract agreements.• Institutions are ranked in descending order of the current year’s tuition rate.• “Required college fees” are included in figures shown above when reported with tuition costs by the institution.• Institutions that report tuition only include Kansas State University and Tuskegee University.• Rates for the University of California @ Davis include health insurance and required fees.• Ohio State University assesses a contract student at the nonresident tuition and fees rate. This rate is then adjusted by the

subsidy received from the contract state with the student paying the balance due. Ohio State also offers second year studentsthe option to become residents.

• Pennsylvania, Tufts, Tuskegee and Western University are private institutions; all others are public.

Resident


Western University of Health Serv. 40,105 42,050 1,945

Tufts University 36,468 39,360 2,892

Pennsylvania, University Of 33,814 35,482 1,668

California, University Of 27,045 30,246 3,201

Cornell University 26,570 27,776 1,206

Ohio State University 24,198 26,418 2,220

Minnesota, University Of 22,796 24,608 1,812

Illinois, University Of 22,112 24,590 2,478

Florida, University Of 23,217 24,566 1,349

Michigan State University 20,510 23,160 2,650

Colorado State University 18,858 20,920 2,062

Washington State University 18,332 20,425 2,093

Tuskegee University 18,850 19,780 930

Virginia Tech 18,415 19,675 1,260

Oregon State University 18,628 19,541 913

Tennessee, University Of 18,366 19,238 872

Kansas State University 17,040 18,255 1,215

Wisconsin, University Of 17,715 18,139 424

Purdue University 17,018 17,870 852

Missouri, University Of 17,780 17,780 -

Iowa State University 16,577 17,519 942

Mississippi State University 14,086 17,248 3,162

Louisiana State University 14,699 16,168 1,469

Oklahoma State University 14,295 15,350 1,055

Georgia, University Of 14,230 15,326 1,096

Texas A & M University 14,374 14,479 105

Auburn University 13,402 13,006 (396)

North Carolina State University 10,937 11,989 1,052

Nonresident


Ohio State University 56,988 59,883 2,895

Colorado State University a 47,958 49,622 1,664

Washington State University a 45,342 49,327 3,985

Michigan State University b 42,578 47,838 5,260

Minnesota, University of a 42,840 46,154 3,314

Florida, University of b 44,193 45,541 1,348

Pennsylvania, University of a 42,398 44,492 2,094

Missouri, University of b 33,496 43,496 10,000

Tennessee, University of b 40,834 42,814 1,980

Virginia Tech b 40,607 42,704 2,097

Purdue University b 40,286 42,698 2,412

California, University Of 39,290 42,491 3,201

Western University of Health Serv. b 40,105 42,050 1,945

Cornell University 39,570 41,776 2,206

Illinois, University of b 40,576 41,554 978

Mississippi State University b 32,828 41,448 8,620

Kansas State University a 40,104 41,417 1,313

Tufts University 39,426 41,000 1,574

Louisiana State University a 38,899 40,368 1,469

Iowa State University 38,155 39,683 1,528

Georgia, University of a 38,430 39,526 1,096

Oregon State University a 35,953 37,733 1,780

Auburn University a 39,226 37,234 (1,992)

North Carolina State University b 33,700 34,752 1,052

Oklahoma State University 31,570 33,490 1,920

Tuskegee University 27,600 30,720 3,120

Wisconsin, University Of 25,787 25,823 36

Texas A & M University 25,174 25,279 105

83

Appendices

V

Graduate Student Stipends - Ithaca Campus

Nine-Month Appointments1. Basic Stipend - TA, RA, GRA, GA 20,710 21,400 21,800 22,236 2.0%

2. Basic Stipend - EA (contract colleges only) 20,710 21,400 21,800 22,236 2.0%

3. Maximum Adjustment to Basic Stipend 10,355 10,700 10,900 11,118 2.0%

4. Maximum Fellowship/External Funding & Stipend 35,200 36,150 36,825 37,560 2.0%

Twelve-Month Appointments5. Basic Stipend - TA, RA, GRA 27,613 28,533 29,067 29,648 2.0%

6. Basic Stipend - EA (contract colleges only) 27,613 28,533 29,067 29,648 2.0%

7. Maximum Adjustment to Basic Stipend * N/A N/A N/A N/A

8. Maximum Fellowship/External Funding & Stipend * N/A N/A N/A N/A

Veterinary Medicine9. Post-DVM Graduate Assistant - Level 1 33,250 33,250 33,250 33,250 0.0%

10. Post-DVM Graduate Assistant - Level 2 34,200 34,200 34,200 34,200 0.0%







Notes• A teaching assistant (TA) receives a stipend for providing teaching services that are not thesis related.·• A research assistant (RA) receives a stipend for conducting research services that are not thesis related.• A graduate research assistant (GRA) receives support for thesis or degree-related work of a type that is required from all

candidates for the degree.• A graduate assistant (GA) receives a stipend for providing one or more services (teaching, grading,research, administrative,

or other) that cannot be appropriately categorized as being a TA, RA, GRA, or EA.• An extension assistant (EA) receives a stipend for engaging in extension or public service activities that are not thesis related.

(This title is used only in the contract colleges.)• TA, RA, GRA, GA, and EA appointments normally involve between 15 and 20 hours of work per week.* The summer compensation for twelve-month appointments may be supplemented, subject to the availability of funds.

08-09 09-10 10-11 11-12

Changefrom 10-11

84

Appendices

W

Cost Allocation Methodology

Support Costs to be Distributed(dollars in thousands)

1. Center for Teaching and Learning 2,665 2,686 0.8%

2. Dean of Faculty 558 568 1.8%

3. Diversity and Faculty Development 413 -100.0%

4. Library - Central University Library Support Functions 10,320 11,049 7.1%

5. Provost Office including Vice Provosts (excluding VP Research) 4,545 4,846 6.6%

6. Total Academic Support 18,501 19,149 3.5%

7. Audit Office 1,848 2,026 9.6%

8. Community and Media Relations 7,579 7,620 0.5%

9. Counsel's Office 3,867 4,703 21.6%

10. Facilities Services 6,608 (453) -106.9%

11. Financial Affairs 13,927 15,939 14.4%

12. Government and Community Relations 2,241 2,270 1.3%

13. Human Resources 7,657 9,267 21.0%

14. Information Technology 33,849 31,985 -5.5%

15. Judicial Administrator and Ombudsmen 765 783 2.4%

16. Planning and Budget 3,548 3,746 5.6%

17. Police 6,404 6,968 8.8%

18. President and President Emeritus 2,882 2,903 0.7%

19. Risk Management & Public Safety 7,345 5,598 -23.8%

20. Subtotal Organization-Specific Support 98,520 93,354 -5.2%

21. Benefits - not included in benefit rates (CCTS and statutory imputed) 5,114 5,091 -0.4%

22. Childcare Center Subsidy 683 651 -4.7%

23. Community Contributions 1,356 1,135 -16.3%

24. Contingency 500 500 0.0%

25. Credit - cost sharing with Weill Medical College (1,882) (1,896) 0.7%

26. Dues & Memberships 861 865 0.5%

27. Facility Rentals - shared use by administrative units 2,042 2,042 0.0%

28. Miscellaneous (Bad Debt, Bailey Hall, CRF, Cybertower) 1,909 1,456 -23.7%

29. Subtotal University General Expenses 10,582 9,843 -7.0%

30. Subtotal General Institutional Support 109,102 103,198 -5.4%

31. Alumni Affairs and Development Support Functions 34,193 34,051 -0.4%

32. CCTEC 19

33. CU Abroad 2,844

34. Research Integrity & Assurance 1,170 1,161 -0.8%

35. Research Office (includes Vice Provost) 3,453 3,906 13.1%

36. Sponsored Prog. & Sponsored Prog. Services 2,193 2,243 2.3%

37. Subtotal Distributed to Academic Units Only 41,009 44,225 7.8%

38. Total Institutional Support 150,111 147,422 -1.8%

39. Commencement & Other Student Events & Services 748 754 0.8%

40. International Student Services and Cornell United Religious Work 1,226 1,202 -2.0%

41. Health Services 8,625 8,891 3.1%

42. Student and Academic Services 4,493 3,932 -12.5%

43. Subtotal Services for All Students 15,092 14,778 -2.1%

2010-11 Budget 2011-12 Budget Percent Change

85

Appendices

W cont.


Support Costs to be Distributed (continued)(dollars in thousands)

44. Admissions & Financial Aid 6,672 6,868 2.9%

45. Athletics and Physical Education 9,676 9,472 -2.1%

46. Campus Life Community Centers 502 (1,233) -345.6%

47. Career Center 1,842 1,837 -0.3%

48. Cornell Commitment 1,018 974 -4.3%

49. Dean of Students 2,355 2,483 5.4%

50. Miscellaneous (Student Club Ins., Div. Unclassified Students) 264 249 -5.7%

51. Office of Minority Educational Affairs 1,217 1,435 17.9%

52. Pre-freshman Summer Program 564 564 0.0%

53. Public Service Center 619 617 -0.3%

54. Subtotal Services for Undergraduates Only 24,730 23,266 -5.9%

55. Graduate School 2,427 2,493 2.7%

56. Subtotal Services for Graduate Students Only 2,427 2,493 2.7%

57. Total Student Service Support 42,249 40,537 -4.1%

58. Facilities - Building Care, Grounds, O&M, Utilities 60,966 59,090 -3.1%

59. Facilities - Direct Mission Share (23,392) (21,053) -10.0%

60. Insurance - Property 1,273 1,464 15.0%

61. Total Facility Costs 38,846 39,502 1.7%

62. Total CAM Support Costs 249,709 246,611 -1.2%

63. Fundraising Costs Recovered From Investment Income (9,287) (8,598) -7.4%

64. Costs Paid Directly by Contract Colleges (e.g., Benefits, Library Tech.) (1,075) (1,098) 2.1%

65. Total Credits Applied (10,362) (9,696) -6.4%

66. Net Distributed CAM Costs 239,346 236,915* -1.0%

2010-11 Budget 2011-12 Budget Percent Change

Notes

• Central administrative and support units at Cornell provide services that benefit the entire university. The Cost AllocationMethodology (CAM) is used to distribute the costs of these units on a fair-share basis to the colleges and enterprise/serviceunits on the Ithaca campus that record revenue directly in their budgets. This distributed cost is referred to as the universityadministrative charge, although the costs distributed are more than administrative, including library, facilities and directmission expenditures that also benefit the entire university.

* Net Distributed CAM Costs are higher than CAM Distribution due to adjustments made to exclude NYS Sponsored Capital Construction Awards and off campus income that was not redistributed in the FY 12 calculated/recovered CAM.

86

Appendices

W cont.


Support Costs to be Distributed(dollars in thousands)

1. Agriculture & Life Sciences $43,524 $42,500 $43,065 $42,500 $44,283 $44,283

2. Human Ecology 11,344 10,600 11,160 10,600 11,269 11,269

3. Industrial & Labor Relations 8,822 8,600 8,694 8,600 8,645 8,645

4. Veterinary Medicine 15,069 15,069 14,974 14,975 15,300 15,300

5. Laboratory of Ornithology 1,401 1,400 1,401 1,400 1,772 1,772

6. Subtotal Contract Colleges 80,160 78,169 79,294 78,075 81,269 81,269

7. Hotel Administration 7,007 6,500 6,951 6,500 7,413 7,413

8. Johnson School 5,145 5,200 5,047 5,050 5,700 5,700

9. Law School 3,869 3,900 3,790 3,800 4,229 4,229

10. Subtotal Designated Colleges 16,021 15,600 15,788 15,350 17,342 17,342

11. Facilities Services 6,589 5,209 6,449 5,209 6,435 6,435

12. Campus & Business Services 1,449 1,089 1,418 1,089 1,177 1,177

13. Cornell Information Technologies 1,534 1,213 1,501 1,213 1,217 1,217

14. Campus Life 6,636 6,600 6,495 6,500 6,425 6,425

15. Other 76 76 74 75 55 55

16. Subtotal Enterprise Activities 16,284 14,187 15,937 14,086 15,309 15,309

17. Architecture, Art & Planning 4,139 4,045 4,489

18. Arts & Sciences 36,120 35,427 35,043

19. Engineering 27,406 26,933 29,925

20. Research Centers 9,792 9,795 8,576

21. All Other 56,895 52,127 42,714

22. Subtotal General Purpose Units 134,352 134,352 128,327 128,327 120,747 120,747

23. Central General Purpose Subsidies 4,509 3,508 0 0

24. Subtotal General Purpose Units 134,352 138,861 128,327 131,835 120,747 120,747

25. Total CAM Costs 246,817 246,817 239,346 239,346 234,667 234,667

Notes• The CAM methodology from 2009 was updated with no subsidies.• Distribution of Cornell Children's Tuition (CCTS) costs are not included in the recoveries reflected on this schedule.• A separate cost distribution methodology is used to assign a portion of central administrative and support costs to the Weill

Cornell Medical College.

Calculated Recovered Calculated Budgeted Calculated Budgeted2009–10 2010–11 2011–12

87

Appendices

X

Campaign for Cornell Gifts - Through June 30, 2011

Gifts Raised - By Category - Ithaca Campus(dollars in thousands)

Faculty & Program

1. Professorships & Deanships 220,226

2. Academic Positions 15,626

3. Non-Academic Positions 24,890

4. Instruction/Research Program Enhancements 814,803

5. Instruction/Research Program Facilities 99,710

6. Subtotal Faculty & Program 1,785,000 1,175,255 65.8%

Student

7. Undergraduate Student Aid 216,894

8. Graduate Fellowships 80,485

9. Professional School Student Aid 51,624

10. Living & learning 54,876

11. Subtotal Student 690,000 403,879 58.5%

FacilitieS

12. CIS - Gates hall 39,580

13. Helen Newman Hall 17

14. Johnson Museum Expansion 12,258

15. Life Sciences building 54,879

16. Lyna Rink Expansion 6,777

17. Milstein hall 13,033

18. Physical Sciences Complex 14,338

19. West Campus Residential Initiative 23,026

20. Subtotal Facilities 225,000 163,908 72.8%

unreStricted

21. Cornell Annual fund 158,614

22. Other Unrestricted 176,463

23. Subtotal Unrestricted 300,000 335,077 111.7%

24. Pending Designation 55,003

25. Ithaca Campus Total 3,000,000 2,133,122 71.1%

Goal Raised to Date Percent of Goal

Notes

• The public phase of “Far Above… The Campaign for Cornell” was announced on October 26, 2006, with a goal of $4 billion tobe raised over five years. The Ithaca campus portion of that overall goal is $3 billion. As of June 30, 2011, $2.133 billion, or71.1 Percent, of the $3 billion goal had been raised for the Ithaca campus.

• The $3 billion overall goal for the Ithaca campus is comprised of four subgoals: faculty and program, student, facilities, and unrestricted. Within each of these subgoals there are specific types of gifts being tracked, such as undergraduate student aidand fundraising for specific buildings.

• Gifts that are pending designation will eventually be categorized as one of the specific types above.• This schedule includes gifts received as cash (or in kind) and pledges to give in the future.

88

Appendices

X cont.

Campaign for Cornell Gifts (continued)

Gifts Raised - By Unit - Ithaca Campus(dollars in thousands)

1. Agriculture & Life Sciences $370,000 $274,587 74.2%

2. Architecture, Art & Planning 65,000 39,581 60.9%

3. Arts & Sciences 435,000 270,229 62.1%

4. Computing & Information Science 78,000 45,107 57.8%

5. Cornell Library 60,000 36,353 60.6%

6. Engineering 375,000 221,650 59.1%

7. General University 1,007,000 675,638 67.1%

8. Hotel Administration 70,000 75,887 108.4%

9. Human Ecology 70,000 47,046 67.2%

10. Industrial & Labor Relations 60,000 53,613 89.4%

11. Johnson School 100,000 86,733 86.7%

12. Law School 70,000 52,564 75.1%

13. Student & Academic Services 150,000 154,613 103.1%

14. Veterinary Medicine 90,000 99,520 110.6%

15. Ithaca Campus Total 3,000,000 2,133,121 71.1%

Goal Raised to Date Percent of Target

Notes

• While the Campaign for Cornell does not have specific unit fundraising goals, giving by operating unit is being tracked andcompared to general expectation targets.

• This schedule includes gifts received as cash (or in kind) and pledges to give in the future.

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