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STAN
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9s ta n f o r d u n i v e r s i t y
B ud g e t Pl an2018 / 19
Approved:This Budget Plan was approved by the Stanford University Board of Trustees June 13–14, 2018.
This publication can be found at: https://budget.stanford.edu/budget-plans
STA N FO R D U N I V E R S I T Y
B U D G E T P L A N 2 0 1 8 / 1 9
iiiEXECUTIVE SUMMARY
EXECUTIVE SUMMARY
To The Board of Trustees:I am pleased to submit the Stanford University 2018/19 Budget Plan for approval. This budget builds
on Stanford’s many strengths and begins to incorporate early stage investments in selected initiatives
emerging from the Long Range Planning (LRP) process.
The development of the budget over the past several months has been running a few steps ahead of the
LRP process. Nonetheless, we were confident enough in some of the key planning directions that they
have become important priorities and received initial incremental funding in the 2018/19 budget. These
initiatives are described below. Otherwise, we have taken a measured approach in maintaining Stanford’s
base operating structure and in funding a small number of new programs. Our overall financial reserve
position has strengthened, providing some capacity for future enhancements emerging from the LRP
process.
The Budget Plan has two parts. The first is the Consolidated Budget for Operations, which includes all
of Stanford’s anticipated operating revenue and expense for 2018/19. The second is the Capital Budget,
which is set in the context of a multi-year Capital Plan. The budgets for Stanford Health Care and Stanford
Children’s Health, both separate corporations, are not included in this Budget Plan, although they are
incorporated into the university’s annual audited financial report.
Highlights of the Budget Plan:
n The Consolidated Budget for Operations projects a surplus of $171 million on $6.5 billion of revenues,
$6.2 billion in expenditures, and $141 million in transfers. We anticipate revenue to increase 3.3%
over the projected 2017/18 year-end results. This is the result, principally, of a 7.5% increase in health
care services revenue and a 6.5% growth in investment income, offset by a 10.9% reduction in SLAC
sponsored research activity, which is driven by a reduced construction program compared to 2017/18.
Overall, we are budgeting a 4.9% increase in expenses, resulting from a 7.2% growth in compensation
coupled with a 1.3% growth in all other expenses.
n Within the $6.5 billion in revenues in the Consolidated Budget are $1.5 billion in general funds, of which
$204 million flows to the Graduate School of Business, the School of Medicine, and Continuing Studies
in accordance with formula agreements. There will be $153 million set aside for the Capital Facilities
Fund and other housing and facilities reserves. We anticipate a general funds surplus of $15 million,
after reserving $15 million to support initiatives emerging from the LRP process in the coming years.
n This Budget Plan presents the projected 2018/19 results in a format consistent with accounting
principles generally accepted in the United States of America (U.S. GAAP), as reported in the
university’s annual financial report. The projected Statement of Activities shows a $50.7 million
surplus.
n The Capital Budget calls for $1.2 billion in expenditures in 2018/19. These expenditures are in support
of a Capital Plan whose projects, when fully completed, will total approximately $4.1 billion. Capital
expenditures in 2018/19 will be directed toward the following large projects:
iv EXECUTIVE SUMMARY
u $442 million toward the $1,161 million Escondido Village Graduate Residences opening in fall 2020.
u $143 million for Stanford Redwood City. This is part of a multi-year project to build an
administrative campus in Redwood City at a total cost of $569 million. It is expected to open in
February 2019 and be fully operational by the end of the 2018/19 fiscal year.
u $102 million for the $222 million BioMedical Innovations Building.
u $96 million for the $257 million Neuro/ChEM-H Research Complex.
STRATEGIC CONTEXT
The context in which we have developed the 2018/19 Budget Plan has been shaped by several factors:
n Long Range Planning—The initial outcomes from the Long Range Planning process have helped to set
some important programmatic and budgetary priorities for Stanford for the coming years. Some of the
key initiatives, particularly around affordability and diversity, received initial funding in this 2018/19
budget. Clearly, institutional directions set by the LRP initiatives will guide budget planning for many
years to come.
n Endowment Payout Growth—The growth in payout from a typical endowment fund will be 3.1%
for 2018/19. While this growth rate is considerably higher than in recent years, it will not cover
the anticipated cost increase for expenses associated with endowed funds, be they scholarships,
professorships, or programs. Consequently, managers at all levels of the university who rely on
endowment payout will be looking for ways to reallocate or cut expense to cover the difference
between expense growth and the payout.
n Heightened Concerns Around Affordability—Many Stanford faculty, staff, postdocs, and students
face an increasing challenge of affording to live in the Bay Area. The high cost of housing, child care,
and transportation have continued to accelerate this past year and were a major theme in the LRP
proposals. For Stanford to maintain its excellence, we must develop meaningful solutions to these
challenges.
n Robust Philanthropic Support—The flip side of the affordability situation is the robust local economy.
A considerable portion of Stanford’s strong fundraising results come because of the strong growth in
the region. Many of the area’s established and fastest growing companies, of course, began at Stanford
or were developed by Stanford alumni. We are very fortunate to have many friends who support the
university’s programs.
n Opening of Stanford Redwood City—The new Stanford Redwood City campus will open in mid-
2018/19 and will be fully occupied by the end of the fiscal year. This budget includes operating costs
and debt service for what will be a new and highly desirable self-contained administrative community.
These factors have helped define our major priority areas for the 2018/19 budget:
n Support for Long Range Planning Initiatives—Of the numerous LRP themes announced by President
Tessier-Lavigne in his May 17, 2018 presentation to the Academic Council, several will receive support
in the 2018/19 budget. We seek to move promptly to put initial funding behind some of these
important areas.
u Diversity—One of the announced directions from the LRP process is the establishment of a
presidential initiative called ‘Inclusion, Diversity, Equity and Access in a Learning Community
(IDEAL)’. While many of the specifics will be emerging in the upcoming year, we decided to take
vEXECUTIVE SUMMARY
some initial actions by increasing funding for the community centers and student focused diversity
initiatives. In addition, we will be providing incremental funds to the Faculty Incentive Fund and the
Faculty Development Initiative to enhance Stanford’s efforts to increase the diversity of the faculty.
u Affordability—In light of the very high cost of living in the area, a strong salary program was
budgeted for faculty and staff. In particular, part of the program will be used for high performing
staff members who will most benefit from a salary adjustment. An important outcome of the LRP
process is the creation of a university-wide steering committee on affordability. This group will be
analyzing the many aspects of affordability, including housing, child care, transportation, and other
benefits.
u Undergraduate Financial Aid—Stanford’s support for low income and first-generation college
students continues to grow, resulting in an incremental $4.5 million in undergraduate financial aid.
u Research Computing—As part of the plan to provide infrastructure to support research, funds will
be directed to enhance the Stanford Research Computing Center.
n General Funds Surplus and Reserve for Future LRP Initiatives—It has been our general practice since
the 2008 recession to carry a general funds surplus to protect the budget against potential revenue
shortfalls. For 2018/19 we are carrying a $15 million general funds surplus. In addition, we have $15
million remaining from a $20 million base budget reserve created in 2017/18 for future LRP initiatives.
n Housing—This budget continues our multi-year strategy to expand housing opportunities for students,
faculty, and staff. We are addressing it with several aggressive initiatives:
u Construction is well underway for a 2,434-bed graduate student housing complex in Escondido
Village, with occupancy planned for 2019/20.
u The University Terrace Faculty Homes will be fully available by the end of calendar 2018.
u Stanford is buying homes and apartments in the local area under the $500 million Housing
Acquisition Initiative approved by the Trustees.
u We have approval from the city of Menlo Park to build additional faculty and staff housing at 500
El Camino Real and plan to spend $38 million on the $155 million project in 2018/19, with opening
anticipated in 2019/20.
u Next year Stanford will provide approximately $20 million in subsidies for off-campus apartments
for graduate students, continuing a program begun in 2013, with a cumulative cost over this period
of over $125 million.
FINANCIAL RESERVES
Stanford has three principal categories of financial reserves:
Expendable reserves—We project Stanford’s expendable reserves will stand at $4.3 billion at the end of
2018/19. Of that amount, $3.7 billion is a combination of restricted and unrestricted expendable funds,
and unspent restricted endowment payout. The remaining amount is split among plant, student loan, and
agency funds. These reserves consist of thousands of funds held across the university, largely controlled
by individual faculty, departments, programs, and schools.
vi EXECUTIVE SUMMARY
Tier I Buffer—We project the Tier I Buffer will stand at $1.52 billion by the end of 2018/19. The Tier I
Buffer is comprised of the university’s unrestricted funds functioning as endowment, the payout from
which supports the general funds component of the Consolidated Budget. The majority of the buffer’s
funds are generated by the investment returns on a subset of our expendable reserves. The Tier I Buffer
acts as a backstop to maintain the face value of those expendable funds, which are invested in the merged
pool.
Tier II Buffer—The Tier II Buffer is estimated to be $1.3 billion by the end of 2018/19. Like the Tier I Buffer,
this fund is generated from excess investment returns from expendable reserves, and is invested as funds
functioning as endowment. The payout from the Tier II buffer, however, is used at the discretion of the
president. The corpus of the Tier II buffer acts as a general university reserve.
CONSOLIDATED BUDGET FOR OPERATIONSThe table on the next page shows the main revenue and expense line items for 2018/19 and compares
those numbers to our current projection of final results for 2017/18. Some highlights of both income and
expense follow.
REVENUEStudent Income—This figure is the sum of tuition and room and board income, and is expected to grow
by 4.0%. Tuition income is projected to grow 3.8% over the projected 2017/18 actuals as the result of
a 3.5% increase in the undergraduate and graduate tuition rates and a slight growth in the number of
graduate students. Room and board income is projected to increase 4.6%, due to the 4.3% room and
board rate increase and an increase in dining and conference revenue.
University Sponsored Research—Sponsored research revenues (excluding SLAC) are expected to grow
by 2.4%. Federal research will increase by only 0.9%, while non-federal sponsored research will grow by
3.7%. This shift in sponsor mix has been an accelerating trend in recent years with the share of federal
research support having dropped from 76% five years ago to just 68% projected in 2018/19.
SLAC—SLAC’s revenues are expected to decline by 11%, due to reduced construction activity compared
to 2017/18. When SLAC is included, total sponsored research revenue is expected to decrease by 2.1%
over 2017/18 projected year-end results.
Health Care Services—Revenue from health care services is projected to increase by 7.5% in 2018/19.
This revenue consists principally of payments from the hospitals to the School of Medicine for
faculty physician services. Health care services revenue has been the fastest growing element of the
Consolidated Budget over the last decade, with a compound annual growth rate of 11%. The 2018/19
growth is a bit slower than in recent years, though it still reflects robust clinical activity by Stanford faculty
physicians.
Expendable Gifts—Stanford has enjoyed very strong fundraising results in recent years. Consistent with
the estimate from the Office of Development, we expect expendable gift revenue to be flat in 2018/19.
Investment Income—This category consists of endowment payout ($1,319.9 million) and other
investment income ($292.5 million), principally from the Expendable Funds Pool (EFP). Endowment
payout is projected to increase by 6.7%. The payout growth to a typical endowment fund will be 3.1%
for 2018/19, but overall payout growth is higher due to additions to endowment principal and real estate
income. The Expendable Funds Pool payout is growing by 6% in 2018/19. By Trustee policy, EFP payout
is based on the total return of the pool in the prior year, up to 5.5%.
viiEXECUTIVE SUMMARY
EXPENSECompensation—We anticipate total compensation to increase 7.2% over 2017/18 year-end results. The
increase is comprised of three elements: a strong merit-based salary program, a substantial market/
equity/retention component, and a 3.3% overall increase in headcount.
Financial Aid—The amount of need-based financial aid, athletic aid, and graduate tuition aid will grow by
5.1%. This increase allows Stanford to maintain its generous need-based aid program for undergraduates,
particularly for those families with incomes below $125,000. It also reflects a 4.5% increase in aid for
graduate students, reflecting more generous graduate support in selected disciplines and a slight increase
in the number of graduate students.
Other Operating Expenses—This substantial expense item is the amalgam of graduate stipends,
operations and maintenance, utilities, capital equipment, materials and supplies, travel, library materials,
subcontracts, and professional services. These expenses are projected to decrease by 0.6% in 2018/19,
driven largely by SLAC’s reduced construction activity. Exclusive of SLAC, these expenses will grow
by 3.3%.
CONSOLIDATED BUDGET FOR OPERATIONS, 2018/19[IN MILLIONS OF DOLLARS]
2017/18 2017/18 2018/19 CHANGE FROM 2016/17 BUDGET PROJECTED CONSOLIDATED PROJECTED ACTUALS JUNE 2017 ACTUALS BUDGET ACTUALS
Revenues
905 937 944 Student Income 982 4.0%
1,051 1,085 1,098 University Sponsored Research 1,125 2.4%
585 559 573 SLAC Sponsored Research 510 -10.9%
1,126 1,253 1,220 Health Care Services 1,311 7.5%
Gifts and Net Assets Released 483 391 425 from Restrictions 425 0.0%
1,351 1,519 1,513 Investment Income 1,612 6.5%
531 516 546 Special Program Fees and Other Income 560 2.6%
6,033 6,261 6,319 Total Revenues 6,525 3.3%
Expenses
3,368 3,622 3,594 Compensation 3,854 7.2%
287 298 305 Financial Aid 321 5.1%
199 199 197 Debt Service 222 12.8%
1,762 1,734 1,827 Other Operating Expense 1,817 -0.6%
5,615 5,853 5,924 Total Expense 6,213 4.9%
417 408 395 Operating Results 311
(275) (243) (197) Transfers (141)
143 165 198 Operating Results after Transfers 171
3,198 3,358 3,341 Beginning Fund Balances 3,539
3,341 3,524 3,539 Ending Fund Balances 3,709
viii EXECUTIVE SUMMARY
SCHOOL INITIATIVESStanford’s principal academic units, the seven schools, will advance their agendas in 2018/19. A few
highlights of their plans are:
Graduate School of Business (GSB)—The Business School continues its year-long planning effort focused
on management education and research. The research focus on large scale experiments and the impacts
of digital technology on organizations has already led to the creation of new courses in data sciences and
strategic decision making.
Earth, Energy & Environmental Sciences (SE3)—Under its new dean, Stephen Graham, SE3 is focusing
on enhancing its impact on undergraduates by consolidating three small departmental-based majors into
a school-wide major, expanding field education offerings, and improving support for career exploration. In
addition, the school is actively recruiting new faculty in anticipation of a significant number of upcoming
retirements.
Graduate School of Education (GSE)—Through a recent planning exercise the GSE has developed several
exciting programmatic initiatives, including: building a new special education program, expanding a
program focused on students who face systemic challenges in school for social and cultural reasons,
enhancing capacity in data sciences as a core research strategy, and increasing fellowship support for
the Stanford Teacher Education Program.
Engineering—The school is advancing across all fields of engineering and continues to grow its student
enrollment and faculty. Emerging from the school’s own planning process and the university’s LRP
process, Engineering plans to expand its reach in artificial intelligence and data science; enhance its efforts
to diversify the faculty and students; improve student maker space and shared experimental facilities; and
work on ways to address faculty recruiting and retention challenges in this region.
Humanities and Sciences (H&S)—The school has made significant progress over the past decade under
its outgoing dean, Richard Saller. The school’s faculty is very strong, the physical plant has been renewed,
and the financial situation is stable. The school is concerned about the student shift away from the arts,
humanities, and social sciences, and is developing initiatives to increase the number of majors in those
areas.
Law—The Law School has maintained its very high ranking nationally through ongoing efforts to recruit
the strongest faculty and students. The school anticipates a significant number of faculty retirements in
the coming decade and is establishing a pipeline of new faculty who will become the future of the school.
The school also continues to innovate in its curricular development, expanding its global initiatives, and
addressing the impact of technology on legal decision making.
Medicine—Stanford’s largest school is concluding its planning process with its clinical and hospital
partners who together comprise Stanford Medicine. As the process unfolds there will be an increased
focus on the value equation of enhancing quality while driving down cost. In addition, Stanford Medicine
will continue to partner with other areas of the university.
ixEXECUTIVE SUMMARY
GENERAL FUNDS BUDGETA key element of the annual budget process is the development of the general funds portion of the
Consolidated Budget. The $1.15 billion in general funds in the non-formula units can be used for any
university purpose. General funds play a critical role as they help to maintain many of the core academic
and support functions of the university. As noted earlier, we budgeted a $15 million surplus.
As shown in the chart above, base general funds additions will total $66.9 million in 2018/19. About
52% will cover increases in continuing costs for salaries, benefits, non-salary costs, and the operating
costs of facilities. The remaining $31.6 million in incremental base funding will be split among LRP
initiatives, academic and faculty support, and administration and facilities costs. These purposes are
further delineated below.
Long Range Planning Initiatives ($12.4 million)—Addressing issues of affordability, diversity, and access
will be paramount as Stanford shapes its future. In that context we have included funding for an enhanced
salary program, support for the community centers and other student-focused diversity programs, added
financial aid for a growing number of first generation college-attending students, and increased core
operations funding for the Stanford Research Computing Center. In 2017/18 we reserved $20 million in
anticipation of LRP initiatives. We used $5 million toward the initiatives described here, retaining $15
million for future LRP needs.
New Facilities Debt and Operations ($7.0 million)—As new buildings come on line their operating costs
are typically funded with general funds. We are budgeting for a full year of operation of the Bass Biology
Building and a partial year of operation for the Neuro/ChEM-H Research Complex, which will open later
in the 2018/19 fiscal year.
Administration ($7.8 million)—Administrative costs are almost entirely funded with general funds,
whereas academic and program costs often have some portion of support coming from restricted funds.
In next year’s budget we are expanding our investment in cloud computing, enhancing staffing in the
Development Office, and strengthening our lab safety program.
Academic and Faculty Support ($4.4 million)—The bulk of funding for academic initiatives typically
comes from restricted funds. However, general funds also play a critical role in supporting academic
programs. For 2018/19 we are providing core personnel and program support to the Neurosciences
Institute and enhanced funding for master’s students in the Graduate School of Education.
Academic/Faculty Support
4.4
New Facilities7.0
MARKET-BASED ADJUSTMENTS
35.3
2018/19 BASE GENERAL FUNDS ADDITIONS: $66.9 MILLION [IN MILLIONS OF DOLLARS]
INCREMENTALALLOCATIONS
31.6
Administrative Support
7.8
Non-Salary & Existing Facilities
18.9
Base Conversion
7.1
Program Enhancement
14.5
New Programs
10.0
Salaries & Benefits
16.4
Long-Range Planning Initiatives
12.4
x EXECUTIVE SUMMARY
CAPITAL BUDGET AND THREE-YEAR CAPITAL PLAN The Capital Budget and three-year Capital Plan are based on a projection of the major capital projects that
the university intends to pursue to further its academic mission. The Capital Budget, estimated at $1.2
billion, represents anticipated capital expenditures in 2018/19, notably for the Escondido Village Graduate
Residences, Stanford Redwood City, and the Neuro/ChEM-H Research Complex. The three-year Capital
Plan spans 2018/19 through 2020/21, with total project costs of $4.1 billion. The three-year plan includes
projects that were initiated prior to 2018/19, as well as the full cost of projects starting within the rolling
three-year period through 2020/21. The Capital Budget and Capital Plan are subject to change based on
funding availability, budget affordability, and evolving university priorities.
ACKNOWLEDGMENTSThe Budget process this year was unusually challenging, with requests that exceeded our available funding
by a factor of three. The decision to have a strong salary program further limited discretionary allocations.
The priorities emerging from the LRP were extremely helpful in guiding the difficult decision-making
process that we went through.
The Budget Plan is the product of a great deal of work on the part of managers and budget officers at
every level of the university. I thank the budget officers and leadership in the schools and administrative
units for their efforts in support of the budget process.
There are two hardworking advisory groups that assist me in formulating the general funds budget
and capital plan. The University Budget Group consists of Margaret Brandeau, Sarah Church, Andrea
Goldsmith, Judy Goldstein, Patti Gumport, Rosemary Knight, Randy Livingston, Steve Olson, Serena Rao,
Steve Sano, Dana Shelley, George Triantis, and Tim Warner. This group met from late September through
March, often twice a week, to review submissions and requests from the various budget units and to
advise me on the final allocations of general funds. Support for the Budget Group, and for the creation of
this document, is provided by the University Budget Office staff, consisting of Kayte Bishop, Jacy Crapps,
Neil Hamilton, Kulneet Homidi, Dana O’Neill, Mike Ling, Serena Rao, Davis Reek, Mark Rickey, and Dana
Shelley, under the able leadership of Tim Warner.
I would like to acknowledge the help and support of Serena Rao who will be moving to another role at
Stanford. She has been a wonderful participant in the University Budget Group over the years. We wish
her well in her new position.
The Capital Planning Group consists of Jack Cleary, Lou Durlofsky, Megan Davis, Stephanie Kalfayan,
David Lenox, Bob Reidy, Craig Tanaka, Bob Tatum and Tim Warner. Craig guides the capital planning
process with remarkable efficiency, with excellent support from Howard Leung.
xiEXECUTIVE SUMMARY
REQUESTED APPROVAL AND ORGANIZATION OF THIS DOCUMENTThe Budget Plan provides a university-level perspective on Stanford’s programmatic and financial plans
for 2018/19. We seek approval of the planning directions, the principal assumptions, and the high-level
supporting budgets contained herein. As the year unfolds, we will provide periodic variance reports on
the progress of actual expenses against the budget. We will also report on any budgetary implications
of initiatives emerging from the LRP process. Finally, we will bring forward individual capital projects for
approval under normal Board of Trustees guidelines.
This document begins with an overview of budgeting at Stanford, followed by four chapters and two
appendices. Chapter 1 describes the financial elements of the plan, including details of the Consolidated
Budget for Operations and the projected Statement of Activities for 2018/19. Chapter 2 addresses
programmatic directions in the academic areas of the university. Chapter 3 provides a similar view of the
administrative and auxiliary units. Chapter 4 contains details on the Capital Budget for 2018/19 and the
Capital Plan for 2018/19–2020/21. The appendices include budgets for the major academic units and
supplementary financial information.
Persis S. Drell
Provost
June 2018
xii EXECUTIVE SUMMARY
xiiiTABLE OF CONTENTS
TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................................................................... iii
INTRODUCTION: BUDGETING AT STANFORD.........................................................................................................................1
CHAPTER 1: CONSOLIDATED BUDGET FOR OPERATIONS ...................................................................................................3 Consolidated Budget for Operations.......................................................................................................................................3
The Expendable Funds Pool and the Buffers ....................................................................................................................9 Stanford Redwood City .................................................................................................................................................... 14General Funds ............................................................................................................................................................................ 18
Projected Statement of Activities ......................................................................................................................................... 20
CHAPTER 2: ACADEMIC UNITS ................................................................................................................................................. 23 Overview of Academic Units ................................................................................................................................................. 23
Graduate School of Business ......................................................................................................................................... 24 School of Earth, Energy & Environmental Sciences ................................................................................................. 26 Graduate School of Education ...................................................................................................................................... 28 School of Engineering ..................................................................................................................................................... 30 School of Humanities and Sciences ............................................................................................................................ 32 School of Law .................................................................................................................................................................... 34 School of Medicine ........................................................................................................................................................... 36 Vice Provost and Dean of Research ............................................................................................................................. 38 Vice Provost for Undergraduate Education ................................................................................................................ 40 Vice Provost for Graduate Education ........................................................................................................................... 42 Vice Provost for Teaching and Learning ...................................................................................................................... 44 Vice President for the Arts .............................................................................................................................................46 Hoover Institution ............................................................................................................................................................. 48 Stanford University Libraries ......................................................................................................................................... 50 SLAC National Accelerator Laboratory ...................................................................................................................... 52
CHAPTER 3: ADMINISTRATIVE & AUXILIARY UNITS ......................................................................................................... 55 Administrative Units ................................................................................................................................................................ 56 Major Auxiliary Units ............................................................................................................................................................... 65
CHAPTER 4: CAPITAL PLAN AND CAPITAL BUDGET ......................................................................................................... 67Capital Planning Overview ...................................................................................................................................................... 68The Capital Plan, 2018/19–2020/21 .................................................................................................................................... 70The Capital Budget, 2018/19 ................................................................................................................................................ 76Capital Budget Impact on 2018/19 Operations ................................................................................................................ 78Capital Plan Project Detail ...................................................................................................................................................... 78
APPENDIX A: CONSOLIDATED BUDGETS FOR SELECTED UNITS ................................................................................... 83
APPENDIX B: SUPPLEMENTARY INFORMATION ................................................................................................................103
xiv TABLE OF CONTENTS
1INTRODUCTION: BUDGETING AT STANFORD
INTRODUCTION: BUDGETING AT STANFORD
Budgeting at Stanford is a continuous process that takes place throughout the year and occurs at nearly
every level within the university. The cycle starts with planning that considers programmatic needs and
initiatives, continues with the establishment of cost drivers such as the approved salary program and
fringe benefits rates, and is tempered by available funding sources. Stanford’s “budget” is an amalgamation of
thousands of smaller budgets, including everything from an individual faculty member’s budget for a sponsored
grant from the National Institutes of Health, to the budget for the Department of Psychology, to the budget for
the School of Engineering, to the total of the Consolidated Budget for Operations. These budgets are created and
managed by the areas that are governed by them, with oversight by the provost, the chief budget officer of the
university. There are general principles and guidelines to which the budgets must adhere, but schools and other
units are allowed tremendous freedom in the development and execution of their budgets.
FUND ACCOUNTINGStanford’s budgets are developed and managed according
to the principles of fund accounting. Revenues are segre-
gated into a variety of fund types, and the use of revenues
governed by the restrictions of the fund. For example, each
expendable gift is put into an individual fund, and the recipi-
ent must use the funds in accordance with the wishes of the
donor. Gifts of endowment are also put into separate funds,
but the corpus itself is not usually spent. An annual payout
on the endowment fund is spent, as with gift funds, only in
accordance with the restrictions imposed by the donor. The
segregation of each gift allows the university to ensure that
the funds are spent appropriately and to report to donors on
the activities that their funds support. Monies received from
government agencies, foundations, or other outside sponsors
are also deposited in separate, individual funds to ensure
strict adherence to the terms of the grants and/or contracts
that govern the use of the funds. Non-gift and non-sponsored
research revenue also reside in funds, but this type of revenue
may be commingled into a single fund. Departments may
choose to combine unrestricted monies into separate funds
for a particular program, for a capital project, or to create a
reserve. Stanford’s consolidated revenues by fund type are
shown at the right.
BUDGET MANAGEMENTAt the end of fiscal year 2016/17, Stanford had roughly
23,500 active expendable funds and more than 8,000 en-
dowment funds. So how does Stanford budget and manage
all these funds? It goes without saying that the university
uses a sophisticated financial accounting system to set up
the individual funds, to record each financial transaction, and
to track fund balances. But nearly all of the decision-making
for the use of Stanford’s funds is made at the local level,
General Funds23%
Designated27%
Restricted23%
Grants &Contracts
21%
Auxiliaries & Service Centers 6%
2018/19 CONSOLIDATED REVENUES BY FUND TYPE
2 INTRODUCTION: BUDGETING AT STANFORD
consistent with the decentralized and entrepreneurial spirit
of the university. Unlike a corporation, Stanford is closer to a
collection of disparate, autonomous businesses with widely
varying cost structures and resources. As such, each princi-
pal investigator is accountable for the responsible use of his/
her grant funding, each gift recipient must ensure that the
gift funds are used in accordance with the donor’s wishes,
and each school must fulfill the expectations for teaching
and scholarship within its available resources. Schedule 21
in Appendix B shows expendable fund balances by academic
unit and by level of control.
BUDGET CONTROLThe primary control on local unit budgets at Stanford is
available funding. Except for general oversight and policies
governing the appropriate and prudent use of university
funds, the central administration does not place additional
limits on spending. For example, if a faculty member needs
to hire a postdoctoral fellow to help carry out a particular
research project, and if grant funding is secured to cover this
expense, the university does not second-guess this decision.
Conversely, two important budget matters are controlled
centrally: faculty billets and space.
Because the majority of Stanford’s funding is under the direct
control of a faculty member, a department, or a school, these
entities are able to support programs as long as they maintain
a positive fund balance. This, however, does not mean that
the programs must operate with a surplus during any par-
ticular fiscal year. In fact, a “deficit” is usually reflective of a
planned use of prior year fund balances. A simple example of
this is when a department receives a gift of $5.0 million to be
spent over five years. If the funds are spent evenly over the
time period, the program will show a surplus of $4.0 million
in the first year and will generate an ending fund balance of
$4.0 million. In each of the next four years, this program will
receive no revenue, will expend $1.0 million dollars, and will
thus generate an annual deficit of $1.0 million while drawing
down the fund balance of the gift.
The Consolidated Budget for Operations, the aggregate of
all of Stanford’s smaller budgets, is therefore not centrally
managed in the corporate sense. Nonetheless, a great deal
of planning goes into the development of the individual unit
budgets that aggregate into the Consolidated Budget of the
university.
DEVELOPMENT OF THE CONSOLIDATED BUDGET AND THE ROLE OF GENERAL FUNDSAnother key element in the development of the units’ budgets
and the Consolidated Budget are university general funds,
which are funds that can be used for any university purpose.
General funds play a particularly important role in the overall
budget, because they cover many expenses for which it is
difficult to raise restricted funds, such as administration and
campus maintenance. The main sources of general funds are
tuition income, indirect cost recovery, unrestricted endow-
ment income, and income from the expendable funds pool.
Each school and administrative unit receives general funds
in support of both academic and administrative functions.
The process for allocating general funds is controlled by the
provost and aided by the Budget Group, which includes rep-
resentation from both faculty and administration.
The critical elements of the process are a forecast of available
general funds, a thorough review of each unit’s programmatic
plans and available local funding, and an assessment of cen-
tral university obligations such as building maintenance and
debt service. Balancing the needs and the resources is the
ultimate goal of the Budget Group. The general funds alloca-
tion process is described in more depth in Chapter 1.
3CONSOLIDATED BUDGET FOR OPERATIONS
CHAPTER 1
CONSOLIDATED BUDGET FOR OPERATIONS
In this chapter we review the details of the 2018/19 Consolidated Budget for Operations, describe the general
funds allocation process and results, and present a forecasted Statement of Activities.
CONSOLIDATED BUDGET FOR OPERATIONSThe Consolidated Budget for Operations provides a man-
agement-oriented overview of all non-capital revenues and
expenditures for Stanford University in the fiscal year. It is
based on the budget plans developed by the schools and ad-
ministrative areas with adjustments made by the University
Budget Office for consistency with total activity levels not yet
associated with a particular budget unit. The Consolidated
Budget includes only those revenues and expenses avail-
able for current operations. It does not include plant funds,
student loan funds, or endowment principal funds, although
it does reflect endowment payout. It also does not include
the budgets of Stanford Health Care or Stanford Children’s
Health.
The 2018/19 Consolidated Budget for Operations shows
total revenue of $6,524.7 million and expenses of $6,213.3
million, resulting in a net operating surplus of $311.4 million.
After projected transfers of $140.7 million, predominately
to plant funds, the Consolidated Budget shows a surplus of
$170.7 million.
Total revenues in 2018/19 are projected to increase $205.8
million or 3.3% over revenues expected in 2017/18. As has
been the case for several years, the total growth belies the
1 Net Revenues after Transfers: $6,384.0 Million
UniversitySponsored Research
17%
Gifts & Net Assets Released from
Restrictions7%
EndowmentIncome
20%
Other Investment Income
4%
Other Income9% Student Income
15%
Health Care Services20%
SLAC 8%
Other Operating Expenses
29%
Compensation62%
Debt Service4%
Financial Aid5%
2018/19 CONSOLIDATED REVENUES: $6,524.7M 1 2018/19 CONSOLIDATED EXPENSES: $6,213.3M
4 CONSOLIDATED BUDGET FOR OPERATIONS
CO
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LID
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UD
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AUXI
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ACTI
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TOTA
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Reve
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and
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35
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384
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378.
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osts
—U
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279.
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esea
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279.
9
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1,
124.
6
58
4.6
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2.5
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AC
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esea
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Hea
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42
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5.2
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.9
41
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1,31
1.0
48
3.2
39
1.2
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4.9
G
ifts
and
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ased
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2.
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42
2.9
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4.9
1,
174.
8
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284.
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1,
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9.9
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6.2
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6.6
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114.
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166.
6
10.1
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9
292.
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1,35
1.0
1,
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1,51
3.3
In
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398.
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166.
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1,04
5.8
0.
6
0.9
1,
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4
53
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ecia
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Fee
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18.1
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3.8
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Inte
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3.3
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8.1
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.3
41
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pera
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Res
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(2
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0.9
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(290
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(90.
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(110
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tal T
rans
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8
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ginn
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Fund
Bal
ance
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40.2
1
,475
.5
1,5
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2
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1
8.8
3,
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7 3
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.7
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und
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.5
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709.
4
5CONSOLIDATED BUDGET FOR OPERATIONS
variability among the component revenue sources. Health
care services revenue, which is expected to see slower growth
than the past several years, is budgeted to increase by 7.5%.
Total investment income is expected to increase by 6.5% in
2018/19, driven by improving investment returns and strong
additions to endowment principal. In contrast, sponsored
research support is projected to decline by 2.2%, with SLAC
totals decreasing 10.9% due to a $114.8 million, or 45%, de-
cline in construction activity. University sponsored research,
exclusive of SLAC, is budgeted to increase by 2.4%. Student
income is projected to grow slightly faster than the approved
tuition rate increase, due to modest enrollment growth.
Excluding SLAC, total revenues in 2018/19 are projected to
grow by 4.7%.
Total expenses in 2018/19 are forecast to grow by 4.9% over
the projected year-end results for 2017/18, and by 6.6% ex-
cluding SLAC. A very competitive salary program and contin-
ued headcount growth combine to push total compensation
expenses up by 7.2%. Growth in general operating expenses
is expected to be comparable to that seen in past years.
The table on the facing page shows the projected consoli-
dated revenues and expenses for 2018/19. For comparison
purposes, it also shows the actual revenues and expenses for
2016/17 and both the budget plan and the year-end projec-
tion for the current fiscal year, 2017/18. Definitions of key
terms are provided below.
THE CONSOLIDATED BUDGET BY PRINCIPAL REVENUE AND EXPENSE CATEGORIES
Revenues
Student IncomeStudent income is expected to increase by 4.0% in 2018/19
to $982.1 million. Increases in student charges are approved
by the Board of Trustees and are guided by a number of con-
siderations: programmatic needs, the effectiveness of the
financial aid program, and Stanford’s pricing position relative
to peers.
Tuition and Fees—Stanford expects to generate $777.4 mil-
lion in tuition and fee revenue in 2018/19, a 3.8% increase
over 2017/18. Undergraduate and graduate student tuition
revenue each will increase by 3.8%, a slightly higher pace
than the approved rate increase, due to modest growth in
KEY TERMS
General Funds: Unrestricted funds that can be used for any university
purpose. The largest sources are tuition, unrestricted endowment
income, and indirect cost recovery.
Designated Funds: Funds that come to the university as unrestricted but
are directed to particular schools and departments, or for specific
purposes by management agreement.
Restricted Funds: Include expendable and endowment income funds
that can only be spent in accordance with donor restrictions.
Grants and Contracts: The direct component of sponsored research,
both federal and non-federal. Individual principal investigators
control these funds.
Auxiliaries: Self-contained entities such as Residential & Dining
Enterprises and Athletics that generate income and charge
directly for their services. These entities usually pay the university
for central services provided.
Service Centers: Entities that provide services primarily for internal
clients for which they charge rates to recover expenses.
Net Assets Released from Restrictions: Under U. S. GAAP, gifts and
pledges that contain specific donor restrictions preventing their
spending in the current fiscal year are classified as “temporarily
restricted,” and are not included in the Consolidated Budget for
Operations. When the restrictions are released, these funds become
available for use and are included as part of the Consolidated Budget
on the line Net Assets Released from Restrictions. These funds
include cash payments on prior year pledges and funds transferred
from pending funds to gift funds.
Financial Aid: Includes expenses for undergraduate and graduate
student aid. Student salaries, stipends, and tuition allowances are
not considered to be financial aid and are included in other lines in
the Consolidated Budget.
Formula Areas: Budget units whose allocations of general funds are
predetermined by a formula agreed to by the provost and the unit.
Principal formula units include the Graduate School of Business,
the School of Medicine, and Continuing Studies/Summer Session.
6 CONSOLIDATED BUDGET FOR OPERATIONS
both undergraduate and graduate student enrollment. While
tuition and fees will contribute only 11.9% of Stanford’s total
revenue in 2018/19, it will comprise 51.0% of general funds.
As such, it is a vital source of unrestricted revenue. In addi-
tion to supporting faculty and staff salaries, student services,
financial aid, and other direct academic program needs, tu-
ition plays a crucial role in funding infrastructure, support
services, and other operational activities.
The general tuition rate increase for 2018/19, approved by the
Board of Trustees in February, is 3.5%, which results in a rate
of $50,703 for undergraduates and non-professional graduate
students. The rate increase was set after careful consider-
ation of the current economic circumstances weighed against
budgetary needs. Stanford continues to be, along with its
peers MIT, Harvard, Yale, and Princeton, one of the lowest
priced universities among the highly selective private uni-
versities that comprise the Consortium on Financing Higher
Education (COFHE). The median tuition of the COFHE uni-
versity cohort increased 3.9% for 2017/18, leaving Stanford’s
tuition rank unchanged at 15th out of 17.
The approved 3.5% tuition increase applies to the under-
graduate tuition rate, the general graduate tuition rate, and
the graduate tuition rates for the School of Engineering, the
School of Law, and the School of Medicine.
Room and Board—Total room and board income is projected
to be $204.7 million in 2018/19, increasing by 4.6% over
2017/18.
In February, the Trustees approved a combined undergradu-
ate room and board rate increase of 4.3% for 2018/19, bring-
ing the undergraduate rate to $15,763. This increase is the
highest in more than ten years. The undergraduate room
rate will increase by 5.5%, and the 19-meal board plan will
increase by 2.5%. The graduate housing room rate will in-
crease by 4.75%.
The undergraduate room increase is one percentage point
higher than the recent increases of 4.5%. The additional
funding will allow Residential and Dining Enterprises (R&DE)
to expand its asset renewal program and address aging utility
infrastructure; to expand the existing preventive maintenance
program; and to fund apprentice positions in the maintenance
trades providing talent development and career opportunities
from within. It is anticipated that a 5.5% increase in the room
rate will be needed for an additional two years to fully fund
these initiatives.
Sponsored Research and Indirect Cost Recovery
UniversityUniversity sponsored research revenue, excluding SLAC, is
forecast at $1,124.6 million in 2018/19, a 2.4% increase from
the projected level in 2017/18. The amount includes direct
research revenue from external grants and contracts ($844.7
million) as well as reimbursement for indirect costs incurred
by the university in support of sponsored activities ($279.9
million).
SPONSORED RESEARCH REVENUE (Excluding SLAC) [IN MILLIONS OF DOLLARS] PERCENT
2017/18 2018/19 CHANGE
Federal Directs 543.7 547.1 0.6%
School of Medicine 328.1 337.6 2.9%
Other Schools 215.6 209.5 -2.8%
Non-Federal Directs 281.6 297.7 5.7%
School of Medicine 170.9 177.4 3.8%
Other Schools 110.7 120.3 8.6%
Total Directs 825.3 844.7 2.3%
Total Indirects 272.7 279.9 2.6%
Total Research 1,098.0 1,124.6 2.4%
Federal and non-federal sponsored activities have shown
contrasting growth trajectories for several years, and the
trend is expected to continue in 2018/19. Federal direct re-
search revenue is expected to have a small increase of 0.6%
to $547.1 million, whereas non-federal direct research revenue
is forecast to rise 5.7% to $297.7 million. Due to the divergent
growth, the fraction funded by the federal government has
declined from 74% five years ago to approximately 68% in
2018/19.
A further look into the 0.6% increase in federal direct
research reveals different trends between the School of
Medicine (SoM) and other academic units. The SoM bud-
geted a 2.9% increase, mainly driven by new research gener-
ated by incremental faculty. While support from the National
Institutes of Health (NIH) continues to represent over 80% of
the school’s sponsored research volume, expenditure levels
for NIH-funded research are expected to be flat for existing
faculty. In 2017/18, the non-formula schools have experienced
reduced funding support from all main federal sponsors
including NIH. In keeping with this trend, the non-formula
7CONSOLIDATED BUDGET FOR OPERATIONS
schools, in aggregate, project a 2.8% decline in federal direct
research. Overall, academic units remain alert to the volatility
of federal research and do not foresee funding levels rebound-
ing in 2018/19.
Consistent growth of non-federal research grants and con-
tracts has compensated for the lackluster performance of
federal research. On average, direct non-federal research
volume has grown 10% annually over the past five years,
stimulated largely by support from domestic foundations and
corporations. The upward trend is forecast to slow down to
5.7% in 2018/19 mainly for two reasons. First, SoM assessed
that the funding from the California Institute for Regenerative
Medicine (CIRM) would have a 25% reduction in 2018/19
in anticipation of the expiration of the program in 2020/21.
Second, the Dean of Research signaled that the funding for
the Global Climate and Energy Project (GCEP) would con-
clude in 2018/19, after several years of steady declines. On
the positive side, the Project Baseline study funded by Google
X in SoM and artificial intelligence research sponsored by
Toyota Research Institute in the School of Engineering will
contribute to the growth in the non-federal research arena.
Indirect cost recovery will reach almost $280 million in
2018/19, an increase of 2.6%. The on-campus organized re-
search rate (or facilities and administration rate) is budgeted
at 56%, one percentage point lower than the rate in the prior
two years. The growth in indirect cost recovery will slightly
outperform direct research, primarily due to more recoverable
indirect costs from the animal care facility in the SoM.
SLACStanford operates SLAC National Accelerator Laboratory
(SLAC), a federally funded research and development center,
for the Department of Energy (DOE). DOE owns SLAC’s facili-
ties and capital equipment, so DOE-funded capital expendi-
tures, which vary significantly from year-to-year, are treated
as operating revenue and expense. SLAC’s overall budget
in 2018/19 totals $510.0 million, 93% of which is funded by
DOE. It represents an almost 11% decline from the projected
level in 2017/18. In 2018/19, the construction component of
SLAC’s budget will scale down to $142.7 million from a high of
$257.5 million in 2017/18. This reduction was anticipated as
the construction activity of a DOE-funded $1 billion upgrade
of the Linac Coherent Light Source (LCLS-II) concludes. As
LCLS-II and the Large Synoptic Survey Telescope (LSST)
projects move into operation, the facility operation compo-
nent of SLAC’s budget will expand in 2018/19. In addition,
SLAC’s recent strategic move to diversify its sponsor base has
borne fruit. The research and operation component of SLAC’s
budget will grow to $367.3 million, close to a 17% increase
from the level In 2017/18. SLAC research and construction
programs are discussed in more detail in Chapter 2.
Health Care ServicesHealth care services revenue is projected to increase 7.5%
to $1,311.0 million in 2018/19, showing continued strong, al-
beit slightly slower, growth than in recent years. Health care
services revenue is expected to continue to grow over the
next few years, as the School of Medicine recruits clinically
active faculty and clinician educators in conjunction with the
expansion of Stanford Health Care and Stanford Children’s
Health. The School of Medicine and the hospitals have an in-
tegrated clinical strategy that includes the growth essential to
maintaining preeminence in a highly competitive health care
market and to providing the highly specialized care required
for training purposes by a leading academic medical center.
The School of Medicine generates more than 90% of the
university’s total health care services revenue, the majority of
which is paid by Stanford Health Care and Stanford Children’s
Health through the professional services and funds flow
agreements. These agreements pass a portion of the hospi-
tals’ clinical service revenues to the academic departments
based on clinician productivity, with additional payments
made for department overhead costs, medical direction
leadership, programmatic development, and for measures of
quality, safety, and value. Hospital payments cover compen-
sation expenses for faculty, clinician educators, and staff who
are directly involved in the clinical mission. In addition, the
funds flow agreements cover non-compensation expenses of
the clinical mission and provide support for the academic and
research mission. Clinical revenues in 2018/19 are projected
to increase 10.0% to $1,050.9 million. An additional $149.2
million of hospital payments to the School of Medicine cover
the university’s formula assessment on the school’s clinical
revenue, rent, use of the library, 3-D imaging, and other non-
clinical programs and services.
The remaining $110.9 million in health care services revenue
represents payments from the hospitals to other parts of the
university: $30.2 million to Land, Buildings and Real Estate
for operations and maintenance and utilities, the Marguerite
shuttle service, and parking permits; $29.4 million to Business
Affairs, primarily for communications services; $12.2 million
to the Office of Development for hospital fundraising sup-
8 CONSOLIDATED BUDGET FOR OPERATIONS
port; $14.4 million to the Office of the General Counsel for
legal services; and $21.5 million to the central administration
for parking structure debt service, Stanford Infrastructure
Program fees, and general overhead. This also includes the
hospital’s $10.0 million contribution to support Stanford
Redwood City, which allows the hospitals to retain and ex-
pand facilities on the main campus.
Gifts and Net Assets Released from RestrictionsRevenue from expendable gifts and net assets released from
restrictions is budgeted to be $424.9 million in 2018/19,
comparable to the amount expected in 2017/18. Because
there is substantial volatility in the timing of gifts, in particular
the designation of pending gifts, a zero-growth assumption is
prudent for planning purposes.
Expendable gifts are those immediately available for purposes
specified by the donor and do not include gifts to endowment
principal, gifts for capital projects, gifts pending designation,
or non-government grants. Net assets released from restric-
tions include cash payments on gift pledges made in prior
years, as well as pending gifts whose designation has been
determined.
Investment IncomeIn 2018/19, investment income is projected to increase 6.5%
to $1,612.4 million. This total includes endowment payout
to operations as well as other investment income described
below.
Endowment Income—Endowment payout to operations in
2018/19 is budgeted to be $1,319.9 million, an increase of
6.7% over 2017/18. Endowment income includes payout
from individual funds invested in the merged pool (MP), as
well as specifically invested endowments (e.g., oil and mineral
rights), and net rental income from the Stanford Research
Park and other endowed lands.
The payout to an individual endowment fund invested in the
merged pool in 2018/19 will increase by 3.1%, following two
years of little or no growth, as strong investment returns in
2016/17 are reflected in the smoothing rule described below.
Total merged pool payout is expected to increase by 6.7%
due to new gifts to endowment principal during the remain-
der of the current year and throughout 2018/19, as well as
transfers by schools and departments of $77.0 million from
expendable balances to endowments at the end of the current
fiscal year. We are also expecting to reinvest $34.8 million
to the Tier I Buffer and $154.9 million to the Tier II Buffer
at the end of the current fiscal year, resulting from expend-
able funds pool returns in excess of the 2017/18 expendable
funds pool payout (see “The Expendable Funds Pool and The
Buffers” on the facing page for more information). Together
these additions contribute roughly $27 million to endowment
payout in 2018/19.
The 2018/19 proposed spending rate (payout per share) for
the MP is derived from the application of the university’s
smoothing rule. The smoothing rule is used to dampen the
impact on the budget of annual fluctuations in the market
value of the endowment, thereby providing stability to budget
planning. Stanford’s smoothing rule uses the approved target
payout rate of 5.5% to calculate a target payout per share in
the current year, 2017/18. Taking a weighted average of the
target payout per share and the current year’s actual payout
per share results in a smoothed payout per share. The payout
per share for 2018/19 is derived by increasing the smoothed
payout per share by the long-term growth factor of 3.5%.
Finally, the 2018/19 proposed payout per share is expected to
provide an overall endowment payout rate that is within the
range of 4.0% to 6.0%. The spending rate was approved by
the Trustees at the February 2018 meeting.
Of the total endowment income, $284.2 million or 21% is
unrestricted and a source of general funds. The unrestricted
endowment income includes payout from unrestricted MP
funds, income generated from Stanford endowed lands, and
a small amount of other specifically invested endowment
income. The unrestricted portion of endowment income is
expected to increase by 5.6% in 2018/19, whereas the re-
stricted portion is budgeted to increase by 7.0%. Other than
the addition to the Tier I and Tier II Buffer, the lion’s share of
the additions to endowment principal will result in increases
in restricted payout. Unrestricted income from Stanford lands
is projected to be $109.0 million in 2018/19, providing nearly
40% of unrestricted endowment income.
Other Investment Income—Other investment income is
expected to increase 5.8%, from $276.6 million in 2017/18
to $292.5 million in 2018/19. Other investment income
comprises two categories of revenue: $191.7 million in pay-
out to operations from the expendable funds pool (EFP) and
earnings from the endowment income funds pool (EIFP), and
$100.8 million of investment income from several smaller
sources as described below.
9CONSOLIDATED BUDGET FOR OPERATIONS
Investment returns on the EFP in 2017/18 are projected to be
close to nine percent, resulting in the maximum 5.5% payout
allowed by policy to the zero-return portion of the EFP in
2018/19. The money-market rate is projected to be 1.25% in
2018/19, yielding a total of $7.8 million for those funds in the
EFP that receive a direct payout. The EIFP is expected to earn
$4.5 million and to have a fund balance of $356.0 million at
the end of 2018/19.
The $3.7 billion of ending fund balances in the Consolidated
Budget for Operations shown on page 4 includes all of the
EIFP but only $3.4 billion of the total $4.3 billion projected
total EFP. Plant and debt pool fund balances, as well as stu-
dent loan, pending, and agency funds, are part of the EFP, but
these fund balances are not represented in the Consolidated
Budget.
The non-EFP portion of other investment income comprises
$47.8 million in investment income distributed to support
the operations of the Stanford Management Company and
the real estate division of Land, Buildings and Real Estate;
$24.1 million in interest income on the Stanford Housing
Assistance Center (SHAC) portfolio; and $28.9 million mis-
cellaneous other investment income including rents from the
Sand Hill Offices, security lending, and other interest income.
Special Program Fees and Other IncomeRevenue from special program fees and other income is bud-
geted at $559.8 million in 2018/19, an increase of 2.6% over
the expected level in 2017/18. This category is a collection
of revenue streams that includes executive education, pre-
collegiate, and professional certificate fees; technology licens-
ing and patent income; academic corporate affiliates income;
ticket, admission, and broadcast fees for athletic and other
events; conference and symposium revenues; rental income
from Stanford West, Colonnade, and Welch Road apartments;
and participation fees collected by the travel/study programs.
Overall, the 2.6% growth from 2017/18 is in line with the
compound annual growth rate of the past four years as new
or growing revenue streams offset those that end or decline.
For example, two professional certificate programs within
the Stanford Center for Professional Development were dis-
continued during 2017/18, which moderates income growth
in 2018/19. However, the Graduate School of Business plans
to launch a new online LEAD certificate program as well as a
third cohort of the Stanford Executive Program (SEP), which
will increase income growth. Likewise, new rental income
THE EXPENDABLE FUNDS POOL AND THE BUFFERS
Most of Stanford’s non-endowed funds are collectively known as the expendable funds pool (EFP). Unspent tu-ition dollars, unit budget savings, clinical revenues received by the School of Medicine, faculty discretionary accounts, and auxiliary reserves are examples of expendable funds in the EFP, the total of which is projected to be $4.3 billion at the end of 2018/19. Between $50 and $250 million of the EFP is invested in cash vehicles for short-term needs. The remainder is invested in the merged pool (MP). As a result, the returns on the EFP follow closely the returns on the MP.
Ninety-eight percent of the 23,000 funds in the EFP, equaling 85% of the total balance, receive no payout or investment return. Rather, a variable payout of 0% to 5.5% on the balances of these so-called zero-return ac-counts, based on the actual EFP investment returns during the prior fiscal year, is paid to general funds, both centrally and to the School of Medicine and the Graduate School of Business. The remaining funds, including the debt recy-cling pool, insurance and benefits reserves, student loan funds, certain plant funds, agency funds, gifts pending designation, and some restricted funds, receive a payout equal to a money-market return. It is important to note that the balances of all of the expendable funds invested in the EFP are guaranteed by the university, regardless of financial market conditions.
How does the university provide this guarantee? In years when the investments of the EFP generate, say, an 8% return, the payout obligation to the money-market return funds, general funds, the School of Medicine, and the GSB is roughly sixty percent of the total return. The remainder, so-called excess EFP return, is directed to the Tier I Buffer, until it reaches a balance equal to 35% of the total EFP value, and then to the Tier II Buffer. In the event that EFP returns are insufficient to cover the stipulated allocations to operations, the shortfall is withdrawn first from the Tier I Buffer, up to 20% of the Tier I balance, and then from the Tier II Buffer. Additionally, if investment returns are nega-tive, causing the balance of individual funds to decline, the buffers are used to restore individual fund balances.
The buffers are funds functioning as endowment, and as such generate an annual payout. The Tier I Buffer is unre-stricted, and the payout is a source of base general funds. The Tier II Buffer is restricted for use by the president for strategic initiatives. Furthermore, the buffers serve as a financial reserve in the event of an earthquake or other disaster. At the end of 2018/19 the Tier I and Tier II Buffers are projected to reach $1.5 billion and $1.3 billion, respectively.
10 CONSOLIDATED BUDGET FOR OPERATIONS
from the recently purchased Colonnade apartment complex
will replace diminished rental income from the MidPoint
Technology Park due to the construction of Stanford Redwood
City. New patent income also offsets declines from recently
expired patents. In spite of the volatility seen in these areas,
other revenue streams maintain consistent growth year over
year, from retail revenues in Residential & Dining Enterprises
to fees for the use of various athletic facilities such as the golf
driving range and summer sports camps.
Expenses
Total CompensationTotal Compensation in the Consolidated Budget for
Operations includes faculty, staff, bargaining unit, and student
assistantship salaries; fringe benefits; tuition benefits for
research and teaching assistants; and other non-salary com-
pensation such as bonuses and incentive pay. Total compen-
sation in 2018/19 is budgeted to be $3,853.6 million, a 7.2%
increase over the 2017/18 year-end projection of $3,593.8
million. The approved merit programs for faculty and staff,
authorization of a strong market/equity/retention program,
and anticipated headcount growth drive this increase.
Salaries—Total salary expense for faculty and staff, including
SLAC, is expected to grow by 7.2% in 2018/19 to $2,664.7
million. Overall, projected salary expense in 2018/19 is the
result of the university-wide salary program and assumed
headcount growth for both faculty and staff. The salary
program includes a merit-based component designed to rec-
ognize individual performance as well as incremental funding
to address market, equity, or retention (M/E/R) issues. This
year, in light of the cost of living and affordability issues in the
Bay Area, the M/E/R amount is greater than in prior years,
with the expectation that this budget will be used primarily
to deliver larger increases to high-value employees who will
most benefit from an additional base pay adjustment. The
M/E/R budget may also be used to provide an adjustment to
improve competitiveness of individual pay, as well as to retain
key employees with unique and critical skills or experience.
Total combined headcount for faculty and staff is projected to
grow by 3.3%. This assumption is based on observations of
the 2017/18 actual headcount trend and analysis of historical
average growth. Within this aggregate, the university antici-
pates faculty growth to be 1.8% in 2018/19. In recent years,
the number of academic staff has grown significantly across
the university in support of expanding academic programs
in the schools and independent labs and growth in clinical
activities. The headcount for staff, including those support-
ing expanding academic programs and clinical activities, is
projected to rise 3.6%, consistent with recent years’ growth.
Similar to past years, the approved salary program takes
into consideration the financial condition of the university
as well as the status of the current labor market. The annual
salary program was guided by the university’s compensation
philosophy, which is to set faculty salaries at a level that will
maintain Stanford’s competitive position both nationally and
internationally for the very best faculty, and to set staff sala-
ries competitive within the local employment market in order
to attract and retain top talent. Analysis of department level
faculty salary data shows that Stanford continues to enjoy a
competitive faculty salary position in most areas. A review
of salary survey data in several local markets indicates that
staff salaries are in line with market median salaries as of
September 2017.
Each year a minimum salary is set for research and teaching
assistants, although departments and programs may choose
to pay more than the minimum. The goal is for graduate
students’ income to provide sufficient financial support to
meet the estimated non-tuition living expenses for a single
graduate student living in university housing. In 2018/19 the
minimum salary will be increased by 4.75%. The minimum
salary for postdoctoral fellows will also be increased to ad-
dress regional affordability.
Fringe Benefits—Fringe benefits expense is budgeted at
$763.4 million in 2018/19, increasing 6.4%, a slower rate of
growth than salary expense due to a slight drop in the primary
fringe benefits rate and a somewhat larger drop in the rate for
the tuition grant program (TGP), as described below.
The university tracks the benefits costs separately for four
distinct employee groups and charges a different rate for each
group based on the types of benefits that each is eligible to
receive. The federally negotiated rates are calculated as a
ratio of total benefits costs to total payroll for each group:
n Regular benefits-eligible employees
n Postdoctoral research affiliates
n Casual/temporary employees
n Graduate research and teaching assistants
In addition, the university applies a fifth rate to eligible sala-
ries to recover the costs of the tuition grant program, which
provides undergraduate college tuition benefits for the depen-
11CONSOLIDATED BUDGET FOR OPERATIONS
dents of eligible faculty and staff. The government does not
allow these charges, so the TGP rate is applied only to faculty
and staff salaries that are not charged to government spon-
sored projects or academic service centers. The TGP rate will
drop for a third year in a row from 1.60% to 1.25% in 2018/19.
This cost component comprises roughly $27.5 million of the
university’s total fringe benefits expense.
The fringe benefits for regular benefits-eligible employees
(RBE) comprise ninety-four percent of all fringe benefits
expense. The proposed rate for this group in 2018/19 is
expected to decrease 0.2 rate points over the negotiated
rate for 2017/18 to 29.7%. The fringe benefits rates for post-
doctoral research affiliates and for graduate research and
teaching assistants are projected to increase in 2018/19,
while the rate for casual/temporary employees is projected
to decrease slightly.
FRINGE BENEFITS RATES NEGOTIATED PROPOSED 2017/18 2018/19
Regular Benefits-Eligible Employees 29.9% 29.7%
Postdoctoral Research Affiliates 23.5% 25.4%
Casual/Temporary Employees 8.5% 8.4%
Graduate RAs and TAs 5.0% 5.1%
Average Blended Rate 27.7% 27.6%
The major cost components contributing to the RBE rate and
changes expected in 2018/19 are noted below:
n Insurance programs comprise just over 42% of the RBE
fringe benefits pool, eighty percent of which is for health
plans for active employees and five percent is for retiree
medical insurance. Other insurance benefits include, but
are not limited to, dental, group life, long-term disability,
and worker’s compensation. Employee health plans are
budgeted at $237.5 million in 2018/19, an increase of
12.8% over the budgeted health plan expense in 2017/18.
Continued headcount growth and health plan cost inflation
are the drivers of the increased expense and are expected
to push up the RBE rate by 0.5 rate points.
n Retirement programs contribute almost 50% to the overall
RBE fringe benefits expense and are projected to increase
by 7.9% to $347.2 million in 2018/19. More than half
of the retirement program expense is for the Stanford
Contributory Program, a program designed to help em-
ployees save for retirement through individual investment
combined with a generous matching contribution by
the university. The other significant retirement program
expense is, of course, payroll taxes, which includes social
security and Medicare. Overall, retirement program ex-
pense will grow commensurate with the salary and wage
base, resulting in no change to its share of the RBE rate.
n The over-recovery of fringe benefits costs in previous years
will reduce the RBE rate by 0.6 rate points in 2018/19.
The 2018/19 postdoctoral research affiliates fringe rate will
increase 1.9 rate points from the 2017/18 negotiated rate,
due to higher medical costs and an over-recovery adjustment
from the rate in past years.
The fringe benefits rate for casual/temporary employees
is projected to decrease by 0.1 rate point, while the rate for
graduate research and teaching assistants (RAs and TAs) is
expected to increase by 0.1 rate point.
Financial Aid Stanford expects to spend a total of $321.1 million on stu-
dent financial aid for undergraduate and graduate students
in 2018/19, a 5.1% increase over the 2017/18 projection of
$305.5 million. Endowment income ($216.5) provides two-
thirds of the funding for student financial aid, and general
funds ($46.5 million) supports almost 15%. Designated, gifts,
and grants and contracts will support the remainder.
Undergraduate Aid—In 2018/19 Stanford students will
receive $167.4 million in undergraduate need-based scholar-
ships, of which $161.5 million will be from Stanford resources.
In addition to Stanford resources, students will qualify for
$6.0 million in federal grants, mostly Pell and Supplemental
Educational Opportunity Grant (SEOG) grants, a slightly
higher amount than received in the past several years. Cal
Grants, which are not reflected in the Consolidated Budget
for Operations as they are awarded directly to the students,
will provide $2.4 million, continuing a downward trend due
to decreases in funding levels and fewer qualifying students
from California.
Undergraduate need-based financial aid expense in 2018/19
will increase 5.0% over the projection for 2017/18, a rate that
is one and a half points higher than the growth in students’
standard costs. While there are no new financial aid policies
for 2018/19, nearly fifty more students are expected to re-
ceive need-based scholarships due to an increase in financial
aid eligible applicants and a decrease in combined federal
and state support.
12 CONSOLIDATED BUDGET FOR OPERATIONS
Stanford has long been committed to need-blind admissions
supported by a financial aid program that meets the demon-
strated financial need of all admitted undergraduate students.
Since 2008/09 one of the hallmarks of the need-based pro-
gram has been simple benchmarks that make it easy for pro-
spective students, particularly from low-income backgrounds,
to understand likely financial support from Stanford. These
benchmarks were updated for 2016/17 as follows:
n For families with total annual income below $65,000 (for-
merly $60,000) and typical assets for this income range,
Stanford will not expect a parent contribution toward
educational costs. Tuition, room and board, and other
expenses will be covered with scholarship or grant funds.
n For families with total annual income below $125,000
(formerly $100,000) and typical assets for this income
range, the expected parent contribution will be low enough
to ensure that all tuition charges will be covered with
scholarship or grant funds.
Stanford’s financial aid program continues to be one of the
most generous in the country, ensuring that a family’s eco-
nomic circumstances will not prevent admitted students
from enrolling.
The table below shows the detail of undergraduate
need-based scholarship aid. Schedules 8 and 9 in
Appendix B provide supplemental information on under-
graduate financial aid.
Athletic scholarships, which are not need-based, will be
awarded to undergraduate students in the amount of $26.9
million in 2018/19, a 3.5% increase over the projection for
the current year.
Graduate Aid—Stanford expects to provide a total of $467.8
million in several kinds of financial support to graduate stu-
dents in 2018/19. The table on the facing page illustrates
the components of financial support for graduate students.
Graduate financial aid, which represents the tuition com-
ponent of a fellowship, is projected to be $126.3 million.
The university expects financial aid for graduate students
to increase 5.7% due to planned increases in tuition rates,
graduate student enrollments, and the growing percentage
of students receiving support, as select units and disciplines
are able to broaden their funding for graduate studies. This
is the only portion of graduate student support that is cap-
tured in the Financial Aid line of the Consolidated Budget for
Operations on page 4.
The other three components of graduate student financial
support are stipends, tuition allowance, and research and
teaching assistantship (RA/TA) salary and benefits and
comprise the remaining $341.5 million. Consistent with
the presentation of Stanford’s financial statements, the
Consolidated Budget table rolls up tuition allowance (tuition
benefits for RAs and TAs) and RA/TA salary and benefits
within the compensation line, while stipends and other fees
UNDERGRADUATE NEED-BASED SCHOLARSHIP AID[IN MILLIONS OF DOLLARS] 2014/15 2015/16 2016/17 2017/18 2018/19 SOURCE OF AID ACTUAL ACTUAL ACTUAL PROJECTED PLAN
Department Funds and Expendable Gifts 3.6 4.2 4.0 3.6 3.1Endowment Income 86.9 95.2 99.9 104.3 110.6President’s Funds - The Stanford Fund 18.5 18.5 18.7 20.3 19.7General Funds 21.9 17.4 21.0 25.5 28.1Subtotal Stanford Funded Scholarship Aid 130.9 135.2 143.6 153.7 161.5Federal Grants 5.8 5.8 5.8 5.8 6.0Total Undergraduate Scholarship Aid 136.6 141.0 149.4 159.5 167.4
General Funds as a Share of Stanford Funding 17% 13% 15% 17% 17%President’s Funds as a Share of Stanford Funding 14% 14% 13% 13% 12%Endowment Funds as a Share of Stanford Funding 66% 70% 70% 68% 69%
Number of Students 3,254 3,196 3,198 3,242 3,290
13CONSOLIDATED BUDGET FOR OPERATIONS
are reflected in the other operating expenses line. Although
the minimum rate for TA and RA salaries will increase by
4.75% in 2018/19, the university expects overall expense
to increase by 5.5%. Likewise, the university expects higher
tuition allowance, which is projected to increase 6.5%, than
standard increases to tuition rates. These expected increases
are in line with historical trends and are attributed to the
need for more TAs in the School of Engineering, primarily for
computer science courses.
Graduate student support is funded by all of Stanford’s vari-
ous fund types, with the exception of service center funds.
Restricted funds (gifts and endowment) contribute the most
at 44%, followed by unrestricted general funds at 26%,
grants and contracts at 24%, and the remaining 6% by un-
restricted designated funds. In aggregate, these proportions
have largely stayed consistent in recent years. However,
the distribution of funding varies substantially within the
schools. Not surprisingly, grants and contracts provide a
significantly higher proportion of graduate student funding in
the research-intensive schools like Medicine and Engineering.
The professional schools, on the other hand, rely almost ex-
clusively on restricted funds.
While not matriculated as graduate students, Stanford also
provides support to postdoctoral research affiliates. More
than sixty percent of these individuals work in the School
of Medicine, and 67.8% of support for all postdocs is pro-
vided by sponsored research funding. Postdocs are charged
a tuition fee of $125 per quarter, which is mostly covered by
school funds as well as by general funds. Postdocs receive a
salary or a stipend, as well as health benefits in exchange for
their work. The total expense for postdocs is expected to be
$154.5 million in 2018/19, an increase of 5.5% over 2017/18.
Schedule 5 in Appendix B details actual graduate student and
postdoc expense by source of funds from the past two years.
Internal Debt ServiceStanford issues debt securities in the capital market to fi-
nance capital projects and to provide bridge financing for the
future receipt of gifts for capital projects. Internal loans are
advanced to projects and amortized generally over the use-
ful life of assets in equal installments. These internal loans
are assessed the Budgeted Interest Rate (BIR), which is a
weighted average rate of the debt issued to finance capital
projects and includes bond issuance and administrative costs.
The BIR is set at 4.25% for 2018/19, no change from the rate
of the past five years.
2018/19 FINANCIAL AID AND OTHER GRADUATE STUDENT SUPPORT FROM STANFORD RESOURCES[IN MILLIONS OF DOLLARS]
PROJECTED DESIGNATED 2017/18 GENERAL AND GRANTS & YEAR-END FUNDS RESTRICTED CONTRACTS TOTAL
Student Financial Aid 160.0 Undergraduate 28.1 133.4 6.5 167.9 1
26.0 UG Athletic 26.9 26.9 119.5 Graduate 18.4 96.1 11.7 126.3
305.5 Total 46.5 256.4 18.2 321.1
Other Graduate Support 91.9 Stipends & Health Insurance Surcharge 26.6 46.1 24.4 97.0 91.4 Tuition Allowance 43.1 33.4 20.8 97.3 139.5 RA/TA S&B 35.5 58.3 53.4 147.2
322.8 Total 105.2 137.7 98.5 341.5
146.4 Postdoc Support 5.1 44.6 104.7 154.5
774.7 Total Student Support 156.9 438.7 221.5 817.11 This number is $500,000 higher than the Stanford Funded Scholarship Aid figure above because
it includes federal grants for non-need-based aid recipients.
14 CONSOLIDATED BUDGET FOR OPERATIONS
STANFORD REDWOOD CITY
BackgroundSubsequent to the approval of the December 2000 General Use Permit (GUP), it became clear that obtaining additional on-campus entitlements would become increasingly dif-ficult. As a result, the university considered various options for relocating non-academic programs to off-campus sites, in order to reserve the core campus for Stanford’s highest academic priorities. With the objective of finding a location within a 15-mile radius of Stanford, in 2005 the university purchased 35 acres in Redwood City (5 miles northeast of Stanford).
EntitlementsIn 2008, Stanford submitted an application to develop Stanford Redwood City (SRWC), and Redwood City initi-ated a General Plan and Zoning Map amendments, along with a Precise Plan for the new campus. The process was completed five years later with the execution of the Precise Plan and Development agreements, resulting in a capped development of 1,518,000 square feet.
Phase 1 Design and ConstructionPlanning and design ensued with one of the primary design goals being to reflect the ethos of Stanford and its main cam-pus. In February 2017, the Board of Trustees approved con-struction for SRWC’s first phase of development. At $568.8 million, the approved budget included the development over 650,000 square feet for four main buildings, a recreation center, central energy facility and a parking structure. The new buildings are designed as Class A office buildings with significant sustainable features incorporated throughout, as well as a variety of creative passive and active open spaces for the enjoyment of employees. The new campus is cur-rently under construction.
Occupants, New Ways of Working, Change Management, and Commuting2,700 administrative staff from the following areas will occupy SRWC Phase 1: Business Affairs; School of Medicine; Office of Development; Land, Buildings and Real Estate; University Human Resources; Residential & Dining Enterprises; the Libraries; and the Office of Technology and Licensing.
Occupant representatives have been involved in advising the tenant improvement design and furniture selection.
A change management committee and communications team have been assembled to help with the transition. These staff are working hard to develop exciting new ways of work-ing, including increasing the use of video communication and cloud storage. Transportation demand management (TDM) programs are under development, the design of which focus on convenient commute programs where possible. When complete, SRWC will provide an amenity-rich, modern work-place for Stanford’s valued staff. Initial move-in is targeted for February 2019, and full occupancy is expected by the end of fiscal year 2018/19.
Annual Budget ImpactsIn its first full year of operations (2019/20), the annual bud-get is projected at $54.5 million. This budget is summarized as follows:
SRWC 2019/20 BUDGET[IN MILLIONS OF DOLLARS]
Operations Campus Services 8.4 Operations & Maintenance 8.8 Building Renewal Reserve 6.6
Total Operations 23.8
Debt Service 30.7
Total SRWC Budget 54.5
Campus Services includes IT infrastructure and services, parking and TDM programs, recreation center operations, and campus security. Operations & Maintenance includes utilities, custodial, campus staffing, and repairs and mainte-nance. An annual contribution will be paid to a building re-newal reserve to be used for the future replacement of build-ing subsystems (e.g. the roof, plumbing and air conditioning systems). The capital costs for SRWC are largely funded by debt, resulting in annual internal debt service.
The $54.5 million in incremental university annual expense will be funded through a combination of university general funds, the School of Medicine (who will occupy 33% of the space), and an annual contribution from Stanford Health Care and Lucile Packard Children’s Hospital.
Once occupied, SRWC will free up square feet on campus and in the Research Park, the latter of which will be re-ten-anted at market rental rates, increasing revenue to general funds.
15CONSOLIDATED BUDGET FOR OPERATIONS
Internal debt service in the Consolidated Budget includes
debt service incurred on the internal loans used to finance
capital projects and bridge finance the receipt of gifts, but
excludes $9.6 million of debt service for the Rosewood Sand
Hill Hotel and the Sand Hill Road Office Complex. Internal
debt service is forecast at $222.0 million in 2018/19, a $25.1
million increase from the level in 2017/18.
Stanford Redwood City Phase I is the main driver for this in-
crease. This state-of-the-art campus is expected to open in
February 2019 and accommodate over 2,700 administrative
staff. The debt service cost is estimated to be $20.8 million in
the first year of operation and stabilize at approximately $30
million in 2019/20. More details on the annual budget impact
of the Redwood City campus are covered on the previous
page. Another strategic project in the pipeline is the Neuro/
ChEM-H (Chemistry, Engineering & Medicine for Human
Health) Research Complex, costing $1.1 million of debt service
in 2018/19. Other projects that propel the increase include
the Bass Biology Research building and the Denning House
for the Knight-Hennessey Scholars Program, which are both
slated to open in the summer of 2018. Planned upgrades to
critical computing and communications systems in University
IT contribute to the remaining increases.
Other Operating ExpensesOther operating expenses include all non-salary expendi-
tures in the Consolidated Budget except financial aid and
internal debt service, which are detailed separately above.
This category, which accounts for nearly 30% of university
consolidated expenses, will total $1,816.5 million in 2018/19,
decreasing by 0.6% from the projected 2017/18 level. The
decrease is entirely attributable to SLAC’s construction
program, whose costs are expensed rather than capitalized
as the facilities are owned and depreciated by the federal
government. After significant construction costs in 2016/17
and 2017/18, spending on the Linac Coherent Light Source
(LCLS-II) and the Large Synoptic Survey Telescope (LSST)
will wind down and start the transition to operations, lowering
SLAC’s non-salary expenditure to $229.1 million, a reduction
of nearly 25%. Exclusive of SLAC construction costs, the
growth rate of other operating expenses will be 4.2%.
OTHER OPERATING EXPENSES[IN MILLIONS OF DOLLARS]
PERCENT M A J O R COM P O N E N TS 2017/18 2018/19 C H A N G E
SLAC Non-Salary 304.6 229.1 -24.8%
Materials and Supplies 294.4 303.1 3.0%
Professional Services 229.7 244.5 6.5%
General Services 171.3 174.0 1.6%
Stipends and Other Aid 155.1 163.1 5.2%
Repairs and Maintenance 109.1 121.1 11.0%
Capital Equipment and Library Materials 100.4 103.7 3.3%
Telecommunications and Utilities 58.6 59.4 1.4%
Other 404.3 418.4 3.5%
Total 1,827.4 1,816.5 -0.6%
Excluding SLAC, the largest component of other operating
expenses is materials and supplies, totaling $303.1 million
in 2018/19. Fifty percent of these expenses are for the pur-
chase of materials and supplies in laboratories and research
settings. Due to its research-intensive nature, the School of
Medicine is a significant driver of the activity in this category.
Expenses for professional services are the second largest
component. Largely comprising legal, accounting, and con-
sulting services, this expense category is projected to be
$244.5 million in 2018/19, a 6.5% increase. Over the past
five years, growth has been consistently close to 7%. This is
attributable to individual units’ operational needs in a decen-
tralized business environment.
Expenses related to general and administrative services will
increase modestly to $174.0 million. They represent a diverse
range of external payments for non-professional services,
including insurance, permits, royalties, marketing, and ad-
vertising services.
Also included in other operating expenses are stipends for
graduate students and postdoctoral scholars and other
non-tuition aid, rising to $163.1 million in 2018/19. Close to
sixty percent of expenses in this category are for graduate
student stipends. They will increase 5.2%, in anticipation
of average stipend payment growth and graduate student
enrollment growth.
16 CONSOLIDATED BUDGET FOR OPERATIONS
Capital equipment and library materials expenses together
are expected to grow at 3.3% over 2017/18, to $103.7 million.
The research-intensive units including School of Medicine,
Dean of Research, School of Engineering, and School of
Humanities and Sciences, coupled with the Libraries, com-
prise almost 90% of the total expenses in this category.
The remaining types of expenses are external payments for
repairs and maintenance of buildings, equipment, and ve-
hicles ($121.1 million); payments for rental and leases ($83.3
million); external payments for telecommunications and
utilities ($59.4 million); and services purchased from Stanford
Health Care and Stanford Children’s Health ($57.9 million).
An additional $277.2 million includes travel expenses, the
cost of food associated with residential and dining services,
and other property related expenses.
Utilities—In the past few years, Stanford’s energy utilities,
including electricity, steam/hot water, and chilled water,
have undergone major changes. The university completed
the Stanford Energy System Innovations (SESI) project in
2015. The off-campus Stanford Solar Generation Station,
a 68-megawatt peak solar plant, along with 5 megawatts
of rooftop solar systems on campus, now provides 53% of
Stanford’s total electricity use. The remaining 47% of the
purchased electricity comes from the general California grid,
which is currently at least 27% renewable and, by state law,
will increase to 50% renewable by 2030.
Total campus utilities expenses include utilities, primarily
electricity, purchased from external providers, as well as the
university service center costs for generating and delivering
electricity, heating, cooling, water, and sewer to the campus.
In 2018/19, the budget for total campus utilities, including
commodities and distribution expenses, is $108.9 million, a
modest increase of 1.4%. Nearly ninety percent of the ex-
pense is incurred in the service center, which is operated by
Land, Buildings and Real Estate (LBRE), and which provides
utilities to most of the campus and portions of the two hos-
pitals. The service center has three primary components: 1)
externally purchased utilities (35%), 2) debt amortization of
capital expenditures (39%), and 3) operations and mainte-
nance in support of utility delivery (26%). Based on the rela-
tive costs of these components and the expected consump-
tion, a charge-out rate is set for each utility. The consolidated
utility service center budget is expected to increase by only
1.0% to $94.6 million in 2018/19. Forty-one percent will be
paid by general funds on behalf of the non-formula units.
The budget includes an additional $14.2 million of utilities
expense that units are expected to purchase from external
providers, including the City of Palo Alto, Pacific Gas &
Electric, CalPine Energy, and the hospitals. Some examples
are $6.9 million paid by the School of Medicine for utilities at
the Stanford Research Park and Medical Center properties;
$4 million paid by Residential & Dining Enterprises primarily
to cover the utility needs at Munger, Escondido Village, and
off-campus housing units; and $1.1 million by the Office of
the President and Provost for utilities in common areas and
vacant units of Stanford West, Welch Road, and Colonnade
apartments.
Operations & Maintenance—Operations & Maintenance
(O&M) includes grounds maintenance, custodial, trash,
recycling, elevator repair, gutter maintenance, re-lamping,
and other services along with preventive and reactive main-
tenance on buildings, infrastructure, equipment, and vehicles.
The total O&M budget for the university is projected to be
$195.5 million in 2018/19, rising 9.5% from 2017/18.
The largest component in the O&M budget is external pay-
ments for repairs and maintenance, which is a subset of
Other Operating Expenses discussed above. It will increase
11.0% to $121.1 million in 2018/19, due to a combination of
inflationary cost rise and incremental O&M costs related to
new facilities in 2018/19 of $6.2 million: $3.9 for the Bass
Biology building and $1.2 million for the Neuro/ChEM-H
Research Complex.
The total O&M budget also encompasses significant expens-
es that are found in other lines of the Consolidated Budget:
1) $39.1 million of internal O&M services performed by the
service centers in LBRE, including most of the grounds ser-
vices for the campus, approximately 50% of the building
maintenance, and 100% of the infrastructure maintenance
(e.g., storm drains and roads). These service center ex-
penses are reflected in the Other Internal Transfers line of the
Consolidated Budget.
2) $18.6 million of labor costs for O&M staff hired by indi-
vidual units. A significant portion, $12.5 million, resides in
Residential & Dining Enterprises (R&DE), which employs
bargaining unit staff to perform custodial and maintenance
services in housing. The labor costs are captured in compen-
sation expenses of the Consolidated Budget.
17CONSOLIDATED BUDGET FOR OPERATIONS
3) $10.0 million of other non-salary expenses directly asso-
ciated with the provision of O&M services. They principally
include costs for temporary services, contract administra-
tion, and equipment rentals for performing O&M. They are
dispersed across a variety of other operating expense items
in the Consolidated Budget.
4) $6.7 million of services charged by Stanford Health Care,
mostly incurred by the School of Medicine (SoM).
In addition to LBRE, several other units oversee O&M for
large areas of the campus. R&DE provides the operations and
maintenance for approximately 33% of the campus; SoM for
about 11%; and DAPER for approximately 6%. The Graduate
School of Business (GSB) is fiscally responsible for operations
and maintenance of the Knight Management Center and
Highland Hall.
TransfersThe transfers section of the Consolidated Budget for
Operations accounts for the transfers of funds between units,
between fund types, and out of the Consolidated Budget
altogether, and yields the change in fund balances expected
in each fund type and in the Consolidated Budget as a whole.
In 2018/19, transfers result in a net reduction from operating
results of $140.7 million.
The schools, administrative departments, and central admin-
istration authorize movements of funds out of operations to
create other types of assets. These assets include student
loan funds, funds functioning as endowment (FFE), capital
plant projects or reserves, and funds held in trust for indepen-
dent agencies such as the Howard Hughes Medical Institute,
the Carnegie Institution, and the Associated Students of
Stanford University. These transfers to and from assets
vary widely from year to year, and a single transaction can
greatly affect these numbers and the resulting bottom line
of the Consolidated Budget. Using information provided by
budget units, and combining that information with central
administration commitments, the Consolidated Budget for
Operations adds or subtracts these transfers from the operat-
ing results (revenues less expenses).
n Transfers to Endowment Principal—This line represents
transfers of expendable funds to endowment principal,
which create FFE, or withdrawals of FFE to support opera-
tions. In 2018/19 Stanford is projecting that a net $45.0
million will be transferred to FFE from current operating
funds. This figure is informed by the units’ individual
budget plans and is significantly lower than the average
of recent years. The slow growth of endowment payout in
the past years as well as changes to the policies that gov-
ern access to funds voluntarily invested in the endowment
contribute to the lower planned transfers to endowment
principal. Furthermore, schools and departments often
identify excess funds to invest in FFE during the year-end
process when their operating results are known, and they
may not include these actions in their budget plans.
n Transfers to Plant—The transfers in this category are
primarily for capital projects. Total transfers to plant of
$117.3 million are planned for 2018/19. The majority,
nearly $100 million of this total, are transfers made from
central university funds and include $70.3 million from the
Capital Facilities Fund (see more on the CFF in Chapter
4), $11.8 million from the Facilities Reserve to support a
variety of smaller projects in the schools, as well as $12
million for faculty home purchases and renovations. Land,
Buildings and Real Estate will transfer $10.1 million from
the Planned Maintenance Program for capital renewal
projects. The School of Medicine will transfer $5.6 million
to plant for renovation projects for research park spaces,
but this amount will be offset by the return of $13.9 million
from the completed Lokey Stem Cell Research building;
The remainder is made up of smaller amounts transferred
from various units to capital projects such as lab fit-ups,
equipment fabrication, and renovations.
n Other Internal Transfers—Additional financial activity af-
fects the net results of the Consolidated Budget, including
internal revenue and internal expense, which are gener-
ated from those charges that are made between depart-
ments within the university for services provided through
charge-out mechanisms. Communication services
provided by Business Affairs IT to university departments
are one type of internal revenue and expense. Another is
the charge that the Department of Project Management
(the group that manages construction projects on cam-
pus) allocates to capital projects that use their services.
These charges contribute to the revenue and expense of
individual departments and fund types but, ultimately,
are netted against each other in the presentation of the
Consolidated Budget to avoid double counting. There is,
however, a net $21.6 million of internal revenue flowing
into the Consolidated Budget, primarily from capital plant
18 CONSOLIDATED BUDGET FOR OPERATIONS
funds, which are outside the Consolidated Budget, into
service centers and other funds within the Consolidated
Budget. Additionally, this amount includes transfers of
current funds to student loan funds, such as the loan
forgiveness programs in the Graduate School of Education
and Law. It also includes any transfers from living trusts
and pending funds.
GENERAL FUNDSThe general funds budget is an essential part of the
Consolidated Budget. General funds are completely unre-
stricted, supporting a significant fraction of salaries, as well
as the necessary administration and infrastructure for all
core university activities. The main sources of general funds
are student income, indirect cost recovery from sponsored
activity, unrestricted endowment income, and income from
the expendable funds pool (EFP). Each school receives an
allocation of general funds in addition to its restricted and
designated funds. Administrative units are supported almost
entirely by general funds.
General funds revenue in 2018/19 is forecast to be $1,512.1
million, representing an increase of 4.2%, or $60.9 million
over the expected level for 2017/18. Approximately 47%, or
$28.5 million, of the increase is attributable to rising student
income, largely reflecting increased tuition rates. Payout
growth in unrestricted endowments and increases in rental
income from Stanford endowed lands account for another
$20.0 million. The remaining increase, totaling $12.4 million,
is generated by indirect cost recovery, health care services
income, and other external income.
2018/19 NON-FORMULA GENERAL FUNDS In keeping with the formula agreements, $204.3 million of
general funds will be directed to the School of Medicine, the
Graduate School of Business, and other formula units. In
addition, $153.3 million is set aside for the Capital Facilities
Fund, the Academic Facilities Reserve, the Housing Reserve,
and other smaller items. The remaining $1,154.7 million of
general funds are allocated by the provost to non-formula
units.
During the annual general funds budgeting process, each of
Stanford’s 28 budget units (schools, administrative, and aca-
demic support units) meets with the Budget Group, the pro-
vost’s advisory body composed of senior faculty and admin-
istrators to 1) review the programmatic goals and priorities of
the organization; 2) report on financial status and progress
of current initiatives; 3) discuss organizational growth and
funding plans; and 4) submit requests for incremental general
funds and reallocations. At the end of the process, the pro-
vost makes general funds allocation decisions based on the
units’ presentations, consultation with the Budget Group, and
a final forecast of available general funds.
Although the Long Range Planning process was still underway
when general funds allocation decisions were made in mid-
March, the Budget Group was mindful of the central themes
emerging from that process. The group put strong emphasis
on addressing the cost-of-living challenge, a situation deeply
felt by many at Stanford. Second, the provost was keenly in-
terested in the needs for student support and the importance
of enhancing diversity.
Bearing in mind these areas of focus, the Budget Group allo-
cated $31.6 million of incremental general funds for 2018/19,
which are reflected in the pie chart on the following page.
They include:
n Long Range Planning Initiatives—$12.4 million will
support programs that are consistent with the emerg-
ing directions of the Long Range Planning process. They
include a generous salary program intended to address
staff market, equity, and retention issues, support for
the Stanford Research Computing Center as an initial
investment in shared research platforms, and $2.0 million
towards an array of programs aimed at boosting diversity
and inclusion efforts in faculty and student communities.
Some examples are to enhance the programmatic support
for the Diversity and First-Gen Office, to support faculty
recruitment programs such as the Faculty Incentive Fund
(FIF) and Faculty Development Initiative (FDI), and to
stabilize the operations of seven student community
centers. In addition, $4.5 million is allocated to the under-
graduate need-based financial aid program, in anticipation
of a higher fraction of first-generation and low-income
students in the admit pool. These allocation decisions
also highlight the university’s continuing commitment to
enriching the student experience and financial support.
19CONSOLIDATED BUDGET FOR OPERATIONS
Academic/Faculty Support
4.4
New Facilities7.0
MARKET-BASED ADJUSTMENTS
35.3
2018/19 BASE GENERAL FUNDS ADDITIONS: $66.9 MILLION [IN MILLIONS OF DOLLARS]
INCREMENTALALLOCATIONS
31.6
Administrative Support
7.8
Non-Salary & Existing Facilities
18.9
Base Conversion
7.1
Program Enhancement
14.5
New Programs
10.0
Salaries & Benefits
16.4
Long-Range Planning Initiatives
12.4
n Academic Support—$4.4 million of general funds are
provided to augment the institutional support for aca-
demic and faculty programs. Included in this total is $1.3
million to the arts and humanities disciplines within the
School of Humanities and Sciences for the expansion of
art practice classes, the establishment of annual research
funding for arts and humanities faculty, and the offering
of summer language instruction programs. The Stanford
Neuroscience Institute received $350,000 to base fund
its administrative operations as the institute’s operation
matures; and the Graduate School of Education was al-
located $400,000 to ramp up its new Special Education
and the Race, Inequality and Language In Education (RILE)
programs, along with richer financial aid packages for the
school’s master students.
n Administrative Support—$7.8 million of general funds
are focused on strengthening mission-support areas in
the administrative sectors, in an effort to better serve
expanded business needs and address increasing opera-
tional complexity. Of this amount, $2.5 million is needed
to support University IT to meet the latest cloud trans-
formation, video conferencing, and data security require-
ments. Several enterprise systems also received ongoing
support for operations or enhancements in 2018/19,
including the Evolve Financial Reporting and Analysis tool,
the Stanford Research Administration System (SeRA),
and the Graduate Financial Support System. Furthermore,
the heightened awareness around compliance and safety
played an instrumental role in adding staffing support in
the Office of General Counsel, Environmental Health &
Safety, and University Human Resources.
n New Facilities Costs—$7.0 million of general funds will
support incremental O&M, utilities, and debt service
needs for new buildings and facilities that come online
in 2018/19. The two primary cost drivers are the Bass
Biology Building ($4.6 million) and the Neuro/ChEM-H
Research Complex ($1.2 million).
In total, the university added almost $67 million of general
funds to the 2018/19 budget. Within the $31.6 million of in-
cremental allocations discussed above, more than two-thirds,
or $21.6 million, target existing programs, and $10.0 million
will support new programs across a variety of academic and
administrative units. The remaining $35.3 million was used
to fund the merit-base cost rise in compensation programs
and inflationary adjustments to non-salary and existing facil-
ity budgets.
20 CONSOLIDATED BUDGET FOR OPERATIONS
PROJECTED STATEMENT OF ACTIVITIESStanford University, as a not-for-profit institution and a
recipient of restricted donations, uses a fund accounting
approach to manage itself internally, reporting that activity
in its Consolidated Budget for Operations. Stanford also
presents a Statement of Activities, prepared in accordance
with accounting principles generally recognized in the United
States of America (U.S. GAAP). The Statement of Activities
summarizes all changes in net assets during the year (both
operating and non-operating).
The table on the next page compares the Consolidated
Budget for Operations with the projected operating results
section of the Statement of Activities. Cash resources are
classified into fund groups, which are subject to different legal
and management constraints.
There are four different categories of funds:
1) Current Funds, which include revenue to be used for
operating activities—e.g., tuition revenue, sponsored re-
search support, endowment payout, and other investment
income;
2) Endowment Principal Funds, which include all of Stanford’s
endowment funds, both those restricted by the donor,
and those designated as endowment funds by university
management;
3) Plant Funds, which include all funds to be used for capital
projects, such as construction of new facilities or debt
service; and
4) Student Loan Funds, which include those funds to be lent
to students.
The Consolidated Budget for Operations includes only current
funds, and reflects the sources and uses of those funds on a
modified cash basis that more closely matches the way the
university is managed internally. Within these current funds,
specific funds are further classified by their purpose and level
of restriction. The Consolidated Budget for Operations also
reflects the transfer of current funds for investment in other
fund groups: funds functioning as endowment, student loan
funds, and plant funds. For example, a school may choose to
transfer operating revenue to fund a future capital project.
Similarly, a department may decide to move unspent cur-
rent funds to the endowment, either to build capital for a
particular purpose, or to maximize the return on those funds
as a long-term investment. In both these instances, these
funds are no longer available to support operations, so they
decrease the Consolidated Budget for Operations operating
results. These transfers, however, have no impact on the
Statement of Activities operating results, as the net assets of
the university have not changed (one type of asset has been
converted into another type of asset).
Converting the Consolidated Budget into the Statement of ActivitiesTo convert the Consolidated Budget to the Statement of
Activities under U.S. GAAP, certain revenue and expense
reclassifications, transfers, and adjustments are necessary.
The following adjustments are made to the Consolidated
Budget to align it with the U.S. GAAP basis Statement of
Activities:
a) Eliminate Fund Transfers. The Consolidated Budget
includes transfers of $170.1 million of current funds to other
fund groups, including plant, student loans, and funds func-
tioning as endowment. The transfers out are added back for
the Statement of Activities.
b) Remove Capital Equipment purchases. The Consolidated
Budget includes the projected current year’s purchases of
capital equipment as expense. For GAAP purposes, the cost
of capital equipment is recorded as an asset on the Statement
of Financial Position. As a result, $103.7 million is eliminated
from Consolidated Budget expenses.
c) Record Depreciation expense for the current year’s asset
use. The Statement of Activities includes the current year’s
depreciation expense related to capital assets. Depreciation
expense includes the depreciation of capital equipment and
other capital assets, such as buildings and land improve-
ments. This adjustment adds $394.6 million of expense to
the Statement of Activities.
d) Adjust Fringe Benefit expenses. The Consolidated
Budget reports the fringe benefits cost based on the fringe
benefits rates charged on salaries; the rates may include
over- or under-recovery of actual costs from prior years. The
Statement of Activities reflects only current year expenses
for fringe benefits, so the over- or under-recovery amount
has to be removed from Salaries and Benefits. The Statement
of Activities also includes accruals for certain benefits, such
21CONSOLIDATED BUDGET FOR OPERATIONS
COMPARISON OF CONSOLIDATED BUDGET AND STATEMENT OF ACTIVITIES, 2018/19Unrestricted Net Assets[IN MILLIONS OF DOLLARS]
STATEMENT OF ACTIVITIES FISCAL YEAR 2018/19
2017/18 2017/18 PROJECTED PROJECTED 2016/17 JUNE 2017 PROJECTED CONSOLIDATED STATEMENT OF ACTUALS BUDGET YEAR-END BUDGET ADJUSTMENTS ACTIVITIES
Revenues and Other Additions
Student Income:
356.9 369.2 370.4 Undergraduate Programs 384.4 384.4
361.2 373.7 378.3 Graduate Programs 393.0 393.0
186.6 194.5 195.7 Room and Board 204.7 204.7
(286.9) (298.2) (305.5) Student Financial Aide (321.1) (321.1)
617.8 639.2 639.0 Total Student Income 982.1 (321.1) 660.9
Sponsored Research Support:
786.9 806.8 825.3 Direct Costs—University 844.7 844.7
264.6 278.0 272.7 Indirect Costs 279.9 279.9
1,051.5 1,084.8 1,098.0 Total University Research Support 1,124.6 1,124.6
584.6 559.4 572.5 SLAC Sponsored Research 510.0 510.0
1,023.3 1,159.3 1,113.8 Health Care Services f,k 1,311.0 (94.5) 1,216.5
508.6 391.2 449.9 Gifts & Net Assets Released from Restrictions l 424.9 25.0 449.9
Investment Income:
1,166.4 1,243.6 1,237.0 Endowment Income j 1,319.9 0.2 1,320.1
143.4 228.0 231.5 Other Investment Income g 292.5 (47.8) 244.7
1,309.8 1,471.6 1,468.5 Total Investment Income 1,612.4 (47.6) 1,564.8
508.9 521.6 551.4 Special Program Fees and Other Income j 559.8 5.6 565.5
5,604.6 5,827.2 5,893.1 Total Revenues 6,524.7 (432.5) 6,092.2
Expenses
3,301.5 3,625.1 3,621.7 Salaries and Benefits d,g,j 3,853.6 6.8 3,860.4
Financial Aid e 321.1 (321.1)
127.3 133.6 138.9 Debt Service h 222.0 (77.6) 144.4
Capital Equipment Expense b 103.7 (103.7)
364.9 365.4 365.2 Depreciation c 394.6 394.6
1,583.9 1,588.3 1,659.2 Other Operating Expenses f,g,j 1,712.8 (70.8) 1,642.0
5,377.5 5,712.5 5,785.0 Total Expenses 6,213.3 (171.8) 6,041.5
227.0 114.7 108.2 Revenues less Expenses 311.4 (260.7) 50.7
Transfers
Additions to Endowment Principal a (45.0) 45.0
Other Transfers to Assets a (125.1) 125.1
Net Internal Revenue/Expense i 29.4 (29.4)
0.0 0.0 0.0 Total Transfers (140.7) 140.7 0.0
Excess of Revenues Over Expenses 227.0 114.7 108.2 After Transfers 170.7 (120.0) 50.7
22 CONSOLIDATED BUDGET FOR OPERATIONS
as pension and post-retirement benefits that are required by
GAAP to be shown as expense in the period the employee
earns the benefit. For 2018/19, GAAP expenses are expected
to be higher than budgeted expenses by $34.3 million.
e) Reclassify Financial Aid. GAAP requires that the tuition
portion of student financial aid be shown as a reduction of
student revenue. In the Consolidated Budget, financial aid is
reported as an operating expense. Accordingly, $321.1 million
of student financial aid expense is reclassified as a reduction
of student revenues in the Statement of Activities.
f) Adjust for Health Care Services. For GAAP purposes,
health care services revenues received from the hospitals
are reported net of expenses that the hospitals charge the
university. The Consolidated Budget presents these revenues
and expenses on a gross basis. This adjustment results in a
reduction of $56.1 million in both Other Operating Expenses
and health care services revenues, with no net change to the
bottom line.
g) Adjust for Internal Investment Management Expenses.
Included in the Consolidated Budget revenues and expenses
are $47.8 million of expenses of the Stanford Management
Company and the real estate operations within Land,
Buildings & Real Estate. For GAAP purposes, these expenses,
incurred as part of the generation of investment returns, are
netted against investment earnings. This adjustment reduces
Other Investment Income, as well as reducing $30.3 million
from compensation and $17.5 million from non-compensation
expenses, with no net change in the bottom line.
h) Adjust for Debt Service. The Consolidated Budget in-
cludes all internal debt service. It reflects the use of funds to
amortize principal and interest. On a GAAP basis, interest
expense is reported in the Statement of Activities and repay-
ment of debt principal is reported as reductions in Notes and
Bonds Payable in the Statement of Financial Position. GAAP
amounts also include interest payments for the Rosewood
Hotel and Sand Hill Road Offices, which are not included in
the Consolidated Budget for Operations. Therefore, Internal
Debt Service expense must be reduced by the amount of
internal principal amortization, increased for the Rosewood
Hotel and Sand Hill Road Offices interest, and adjusted to ac-
count for the difference between internal and external interest
payments. These combined adjustments reduce internal debt
service expense by $77.6 million.
i) Eliminate Net Internal Revenue/Expense. The Statement
of Activities includes the activity of all fund types, while the
Consolidated Budget does not include plant funds. Therefore,
the net inflow of $29.4 million from plant funds into the
Consolidated Budget for purchases of internal services is
eliminated.
j) Include Stanford Sierra Camp. The Statement of
Activities includes the revenues and expenses of the Sierra
Camp that the Alumni Association runs as a separate lim-
ited liability corporation. $5.9 million in revenues and $5.6
million in expenses is added ($2.8 million in Salaries and
Benefits and $2.8 million in Other Operating Expenses) to the
Consolidated Budget for Operations.
k) Eliminate Hospital Equity Transfers. Payments received
from the hospitals for which no services are required to be
provided by the university are considered transfers of equity
between the university and the Hospitals and are not included
in operating revenue in the Statement of Activities. These
include contributions by Hospital construction projects to the
Stanford Infrastructure Program and performance bonuses
related to Physician Service Agreements. In the Consolidated
Budget, they show as health care services income. This ad-
justment removes $38.4 million of revenue.
l) Include Net Assets Released to Other Types of Funds.
The Consolidated Budget includes Net Assets Released to
Current Funds, such as payments on gift pledges made in
prior fiscal years. The Statement of Activities also includes
pledge payments to other types of funds such as Plant Funds.
Including these Net Assets Released results in a $25.0 million
addition to Gifts and Net Assets Released from Restrictions.
In summary, the impact of these adjustments decreases the
Consolidated Budget’s projected $170.7 million surplus by
$120.0 million, resulting in a projected surplus of $50.7 mil-
lion in the Statement of Activities.
23ACADEMIC UNITS
CHAPTER 2
ACADEMIC UNITS
SLAC 10%H&S 10%
Medicine49%
Engineering 9%
GSB 6%
Law 2%
Education 2%SE3 1%
Libraries 2%
Other1 4%
Dean of Research 5%
Auxiliary$416.5 Million
Administrative$1,259.1 Million
2018/19 Consolidated Expenses by Academic Unit
Academic Units$4,989.9 Million
1 Other is Hoover, VP for Undergraduate Education, VP for Graduate Education, VP for Teaching and Learning, and VP for the Arts.
CONSOLIDATED BUDGET FOR OPERATIONS, 2018/19: ACADEMIC UNITS[IN MILLIONS OF DOLLARS]
TOTAL REVENUES RESULT OF TRANSFERS CHANGE IN AND OPERATING TOTAL CURRENT (TO)/FROM EXPENDABLE TRANSFERS EXPENSES OPERATIONS ASSETS FUND BALANCE
Academic Units Graduate School of Business 290.4 288.8 1.6 (1.4) 0.2 School of Earth, Energy & Environmental Sciences 71.1 73.7 (2.6) 0.5 (2.1) Graduate School of Education 78.6 78.9 (0.4) (1.7) (2.1) School of Engineering 430.5 431.1 (0.6) (8.2) (8.8) School of Humanities and Sciences 521.8 508.4 13.4 (13.1) 0.3 School of Law 101.4 94.9 6.6 (6.4) 0.2 School of Medicine 2,527.5 2,467.6 59.8 21.0 80.8 Vice Provost and Dean of Research 228.6 237.6 (9.0) 7.0 (2.0) Vice Provost for Undergraduate Education 48.1 50.8 (2.8) 0.1 (2.6) Vice Provost for Graduate Education 7.9 12.7 (4.8) (0.3) (5.1) Vice Provost for Teaching and Learning 41.2 41.2 0.1 0.0 0.1 Vice President for the Arts 22.6 25.5 (2.9) (1.0) (3.9) Hoover Institution 68.9 74.2 (5.3) 0.0 (5.3) Stanford University Libraries 91.5 90.0 1.5 0.0 1.5 SLAC 514.2 514.4 (0.2) 0.0 (0.2)
Total Academic Units 5,044.2 4,989.9 54.3 (3.5) 50.8
OVERVIEW OF ACADEMIC UNITS
This chapter summarizes programmatic and financial activity for each academic unit. The revenue
expectation in 2018/19 for these academic units comprises nearly 75% of the university total revenue.
Overall, the academic units project an operating surplus of $54.3 million. After transfers to facilities and
endowment, the unit budgets overall will achieve a $50.8 million surplus.
24 ACADEMIC UNITS
GRADUATE SCHOOL OF BUSINESS
PROGRAMMATIC DIRECTIONSThe Stanford Graduate School of Business (GSB) remains
focused on delivering transformational experiences to its
students in the areas of business, management, and leader-
ship education. The school’s mission is to transform these
students into leaders who have the skills to change lives,
organizations, and the world. Degree programs offered by
the GSB are the two-year full-time MBA, the PhD in seven
distinct fields of study, and the one-year Master of Science in
Management. In addition, the GSB conducts a research fel-
lows program aimed at broadening the pipeline of prospective
PhD students, with an emphasis on attracting students from
underrepresented groups. Finally, the GSB runs a number of
custom, open, online, and international executive education
programs. The GSB seeks to empower and engage its stu-
dents through excellence in teaching and research, and by le-
veraging education technology and global programs to reach
students worldwide, moving them to drive positive change.
Faculty Research and TeachingThe GSB is currently engaged in long-range planning comple-
menting that of the university and focused on two main topic
areas: the future of management education and research on
the advancement of management. Committees consisting
of faculty, staff, students, and alumni have been convened
to address these topics and will announce their findings and
recommendations in the coming months. The committee
addressing the future of management education is tasked
with envisioning the changes the GSB will need to make to
enable its management education programs to remain vital
and essential over the next decade. The committee address-
ing research on the advancement of management is focused
on the shift toward large-scale experiments and data-driven
research, as well as new topics of interest, including the ef-
fects that digital technology, automation, and globalization
are having on organizations, industries, and society.
A focus on research is already having an impact on the devel-
opment of curriculum for the GSB’s degree-granting and ex-
ecutive education programs. Faculty at the GSB are grappling
with coming technological advances, driven by developments
such as artificial intelligence, and bringing them into GSB
classrooms. For example, faculty are working on developing
new methods for machine learning, often with business ap-
plications, and studying threats and opportunities posed by
artificial intelligence. This research has led to the creation of
new elective and executive education courses, such as Big
Data, Strategic Decisions: Analysis to Action.
The GSB’s offerings of world-class teaching and research
continue to attract a strong pool of excellent candidates for
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 258.9 268.5 290.4
Expenses
Salaries and Benefits 148.3 154.9 168.8
Non-Salary 101.6 109.7 120.0
Total Expenses 249.9 264.6 288.8
Operating Results 8.9 4.0 1.6
Transfers From (to) Endowment & Other Assets 29.6 (1.9) (1.4)
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) 38.5 2.0 0.2
Beginning Fund Balances 68.1 106.7 108.7
Ending Fund Balances 106.7 108.7 108.9
Schwab 4%
Endowment Payout 30%
Other 6%General
Funds24%Executive
Education25%
Gifts 11%
2018/19 Consolidated Revenues$290.4 Million
25ACADEMIC UNITS
its programs. For the MBA class of 2019, the GSB received
over 8,000 applications for 418 available spots. Of students
enrolled in that class, 40% are women, 41% are international
students (coming from 61 countries), and 29% are from un-
derrepresented groups.
Education TechnologyExpanding the reach of faculty research, as well as engaging
with students in workplaces around the globe in real time,
the GSB continues to build on the success of its online-based
certificate program. Its LEAD (Learn, Engage, Accelerate,
Disrupt) program dynamically connects GSB faculty teach-
ing and content to a global cohort of leaders, innovators, and
entrepreneurs. A LEAD certificate in personal leadership was
launched this year and joins the existing LEAD certificate in
corporate innovation, now in its third year and sixth cohort.
The GSB has also been experimenting with the application
of flipped classrooms to the core curriculum of the MBA
program. Data and Decisions debuted as a pilot flipped
classroom in 2016/17, with strong positive feedback, and
has now been converted to a foundation course for first-year
MBA students.
Global ImpactAs the GSB develops its long-term strategy regarding re-
search and teaching, it also continues to reach into inter-
national markets so that it can bring a range of insights to
its students, provide research opportunities for faculty, and
stay connected to dynamic trends in global business. The
Stanford Institute for Innovation in Developing Economies
(Seed) launched its third regional center in September 2017
in Chennai, India. This center joins existing regional centers
in West and East Africa; all are tasked with the mission of
enabling small and medium-sized businesses in developing
countries to grow, expand, and foster economic growth.
Seed also provides an opportunity for GSB and other Stanford
students to engage with the developing world through its
intern programs. Twenty-one Stanford student interns have
worked at Seed companies in Ghana, Cote d’Ivoire, Nigeria,
India, and Ethiopia.
The GSB’s global programs also provide opportunities for fur-
ther collaboration with other schools, departments, and units
at the university. Seed played an integral role in the launch
of Stanford’s interdisciplinary Center on Global Poverty and
Development in November 2017, a university-wide initiative
with over 100 affiliated university faculty.
CONSOLIDATED BUDGET OVERVIEW The GSB projects a 2018/19 consolidated budget with total
revenues and operating transfers of $290.4 million, expenses
of $288.8 million, and a net surplus of $200,000 after $1.4
million of transfers to endowment principal. In comparison,
a $2.0 million surplus is projected for 2017/18.
The GSB projects that revenues and transfers for 2018/19 will
increase by $21.9 million, or 8.2%, from the 2017/18 projec-
tion. Endowment income is expected to increase by $4.5
million due to investment gains and newly endowed gifts.
Gift revenue is planned to grow by roughly $700,000. The
GSB’s executive education unit is also contributing to revenue
growth, with projected revenue for 2018/19 growing by 14%,
or $9.5 million. This growth will be achieved through a new
online LEAD certificate program, the launching of a third co-
hort of the Stanford Executive Program due to high demand,
and other new face-to-face programs. Revenues from Seed
and GSB residences are expected to grow moderately.
Overall, the GSB projects a $24.2 million, or 9.1%, increase
in expenses in 2018/19. Compensation is projected to in-
crease primarily due to merit increases as well as a plan for
moderate growth in faculty. Non-compensation expenses
are projected to increase at a rate above pure inflationary
growth. The largest areas of expense growth within the
GSB are executive education, fellowship support, research
support, and facility refresh and renewal expenses, as well
as funds reserved to support long-range planning initiatives.
Executive education’s increased expenses are offset by its
increased revenue.
The GSB has been prudent in adding to its reserves as a
hedge against market volatility and as part of a deferred
maintenance plan for the Knight Management Center aca-
demic buildings and residences. As a result, fund balances in-
creased in 2016/17 producing a total beginning fund balance
of $106.7 million in 2017/18. Following an operating surplus
and planned transfers to endowment principal in 2017/18,
the GSB will continue to add to its reserves and projects an
ending fund balance of $108.7 million at year-end.
26 ACADEMIC UNITS
SCHOOL OF EARTH, ENERGY & ENVIRONMENTAL SCIENCES
PROGRAMMATIC DIRECTIONSThe School of Earth, Energy and Environmental Sciences
(Stanford Earth or SE3) welcomed Stephan Graham, professor
in geological sciences, as its new dean in the fall of 2017. He
has served as the school’s senior associate dean for academic
affairs for many years, and has been a key member of the
school’s leadership team since the late 1990s.
Stanford Earth’s mission is to create knowledge to understand
Earth and sustain its inhabitants. The school’s efforts in the
first full year under new leadership will focus on the following:
n Continuing to broaden its reach to undergraduates
n Improving support for graduate students and postdoctoral
scholars
n Supporting and expanding diversity and inclusion
n Rebuilding faculty strength in the face of many retirements
In addition, the school will have a strong focus on the uni-
versity’s long-range planning (LRP) efforts, partnering with
university leadership to explore significant ways Stanford
Earth can contribute to Stanford’s long-term vision.
Undergraduate EducationThe school will continue efforts begun several years ago
to increase its impact on Stanford’s undergraduates. The
Earth Systems bachelor of science and coterminal master
of science programs continue to thrive, as does the Stanford
O’Donohue Educational Farm, which now touches well over
a thousand undergrads each year through research, teach-
ing, and other activities. The new Sustainability Science
and Practice (SUST) coterminal master’s program and the
coterminal degree in environmental communication have
attracted a wider and more diverse group of undergrads, but
the school’s reach across the undergraduate population is still
relatively small. With a goal of reaching 80% of Stanford’s
undergrads—through majors, minors, field experiences, and
pop-up classes—the primary foci of 2018/19 will be three-
fold: pursuing the consolidation of three small, departmen-
tally based undergraduate majors into a schoolwide major;
expanding field education offerings; and improving support
for career exploration and job recruitment. Resources to ag-
gressively pursue these goals have come from leveraging a
staff retirement and a team restructuring that was supported
through reallocation of school funds.
Graduate Students and PostdocsThe restructuring mentioned above will also allow the
school to enhance support for its graduate and postdoctoral
communities through improved professional development
services (courses, workshops, career services), increased
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 66.8 70.3 71.1
Expenses
Salaries and Benefits 51.1 52.7 55.0
Non-Salary 16.7 18.6 18.7
Total Expenses 67.9 71.3 73.7
Operating Results (1.1) (1.0) (2.6)
Transfers From (to) Endowment & Other Assets (1.4) 0.0 0.0
Transfers From (to) Plant 0.0 0.6 0.5
Surplus / (Deficit) (2.5) (0.5) (2.1)
Beginning Fund Balances 57.9 55.4 54.9
Ending Fund Balances 55.4 54.9 52.8
SponsoredResearch
18% Endowment Payout
39%
Other 10%
Affiliates11%
General Funds19%
Gifts 3%
2018/19 Consolidated Revenues$71.1 Million
27ACADEMIC UNITS
opportunities for cross-disciplinary collaboration, and
improved mentoring, to name a few. Recent senior staff
changes enable SE3 to move on some of these needs right
away. However, the next year will provide time to experiment
with the most effective ways to provide these services, as well
as explore how the school can partner with the university on
similar efforts that emerge from Stanford’s long-range plan.
Diversity and InclusionStanford Earth established the Office of Multicultural Affairs
eight years ago. Through school, corporate, and university
support, the office has developed several programs that have
had a positive impact on diversifying the school’s student
population, improving faculty hiring practices, and develop-
ing a more inclusive environment in which all can thrive. The
school is committed to sustaining the progress made thus far
and will continue to seek external funding for these programs.
As resources become available, SE3 hopes to expand its
SURGE (Summer Undergraduate Research in Geoscience and
Engineering) program, which aims to increase diversity in the
geosciences and engineering by helping targeted undergradu-
ates acquire research experience and prepare competitive
graduate school applications. In addition, the school has
plans to establish a diversity postdoctoral scholars program
and will collaborate with university partners on making this a
reality over the next several years.
Faculty RecruitmentLike those at many of its peers, the demographics of Stanford
Earth’s faculty is heavily weighted toward individuals at or
nearing retirement. Since 2016, the school has seen five
retirements, and it expects at least five more by 2020.
Therefore, it has been actively recruiting new faculty who
bring new and exciting areas of climate, energy, and earth
sciences to the school, as well as strength to its core areas
of expertise. Under a university program that provides in-
cremental resources for diversity hires, Stanford Earth has
been very successful in increasing the number of women on
the faculty, and therefore has been able to increase its faculty
numbers overall. This amount of faculty hiring brings with it
significant pressure on school resources for start-up pack-
ages, lab renovations, and housing support. With the school’s
centrally held, unrestricted reserves being called upon to
mitigate the impact of very slow endowment income growth,
the additional expenses stemming from a high level of faculty
recruitment will require institutional support.
Long-Range PlanMany of Stanford Earth’s goals align well with themes
emerging from the LRP process. Sustainability is emerging
as a guiding principle for Stanford in the 21st century, and
this is a focus for much of the teaching and research done in
SE3. The school already offers students a broad and deep ex-
amination of the science of sustainability and climate change
and related matters that affect society, providing a very
strong platform for SE3 leadership in Stanford’s sustainability
efforts. Other areas of convergence between LRP goals and
SE3’s are improved support for graduate students and post-
doctoral scholars, as well as diversity and inclusion efforts
focused on graduate admissions, postdoctoral selection, and
faculty hiring.
CONSOLIDATED BUDGET OVERVIEWSE3 projects total revenues and operating transfers of $71.1
million in 2018/19, total expenses of $73.7 million, and a
resulting shortfall of $2.1 million following $500,000 in
transfers from assets. Compared with 2017/18 year-end pro-
jections, revenues and transfers are anticipated to increase
by $800,000, or 1.2%. Total expenses are anticipated to
increase by $2.4 million, or 3.4%. The projected shortfall is
the result of an imbalance between growth in revenues and
growth in expenses.
Endowment income, which makes up approximately 50%
of the school’s non-sponsored revenue, is expected to grow
modestly, and below cost rise. Designated revenue, com-
posed primarily of industrial affiliates program income, is pro-
jected to continue recovering from record lows experienced
in 2016/17. While the school is actively pursuing new gifts,
by conservative estimates gift revenue will remain at a level
closer to recent multiyear averages. Sponsored revenue is
expected to hold steady overall, with non-federal grants filling
the gaps left by a shortage of federal grants in some areas.
Of the $2.4 million anticipated growth in expenses, compen-
sation costs account for the majority, reflecting planned sal-
ary programs and additional costs stemming from new faculty
arrivals and related increase in graduate student headcount.
SE3 aims to address the anticipated operating shortfall with
active fundraising, using reserves in the meantime. In part-
nership with the Dean’s Office, departments and programs
will also draw on local reserves to respond to faculty and
student needs. If additional resources cannot be found to
bring revenues and expenses back into balance, cost-cutting
measures will have to be considered.
28 ACADEMIC UNITS
GRADUATE SCHOOL OF EDUCATION
PROGRAMMATIC DIRECTIONS
Long-Range Planning and New Initiatives During its centennial year of 2017/18, the Graduate School of
Education (GSE) engaged in an extensive planning exercise
that has resulted in a renewed vision and mission for the
future. The GSE envisions a world where all learners are pre-
pared to thrive in a dynamic future. The mission of the school
is to pursue the greatest challenges and most promising
opportunities—those where Stanford’s unique strengths can
ignite breakthroughs that will transform learning to produce
accessible, equitable, and effective education for all learners.
The school’s strategic priorities can be organized under three
broad headings:
1. Discovery, especially in emerging areas, such as neuro-
sciences, data sciences, and technology, that promise to
deepen our understanding of learning and of best prac-
tices in education.
2. Innovation in classroom practices, the design of curricula,
and the structure of educational organizations. Innovation
in education is especially needed to help prepare students
for a rapidly changing future and to assure that historically
underserved students reach their full potential.
3. Driving change by disseminating GSE research and en-
gaging with practitioners, policy makers, entrepreneurs,
philanthropists, and others who share a commitment to
education as a universal right and a foundational human
need.
These strategic themes will shape the GSE’s most important
programmatic initiatives in the coming years. Projects that
are under way or in the planning stages include the following:
n Learning Differences: As part of this initiative, the GSE
will build a new special education program.
n Race, Inequality & Language: The GSE launched this
new doctoral specialization to focus on students who face
systemic social and cultural challenges in schools. In its
first year, the program received the highest number of ap-
plications of all GSE programs and has attracted a highly
qualified and remarkably diverse cohort of students.
n Data Sciences: The GSE is exploring ways to incorporate
data sciences as a core research strength, a new training
program for students, and a collaboration with other
Stanford schools and departments.
n Teacher and Leadership Training: The Stanford Teacher
Education Program (STEP) is an international model for
teacher preparation. In an effort to help STEP alumni to
stay in the teaching profession, priority will be given to
identifying additional fellowship and public service loan
programs. In addition, the GSE is creating professional
development programs for alumni and practitioners. It is
also collaborating with the Graduate School of Business to
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 75.5 77.1 78.6
Expenses
Salaries and Benefits 47.8 51.1 51.6
Non-Salary 26.9 25.8 27.4
Total Expenses 74.7 76.9 78.9
Operating Results 0.8 0.2 (0.4)
Transfers From (to) Endowment & Other Assets 0.4 (1.7) (1.7)
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) 1.2 (1.5) (2.1)
Beginning Fund Balances 53.6 54.9 53.4
Ending Fund Balances 54.9 53.4 51.3
Endowment Payout 17%
SponsoredResearch
33%
Other 10%
General Funds27%
Gifts 13%
2018/19 Consolidated Revenues$78.6 Million
29ACADEMIC UNITS
create a new program in leadership and management for
school executives.
n Expanding Research Practice Partnerships: Building on a
successful and unique partnership with the San Francisco
Unified School District, the GSE has launched a second
research–practice collaboration with Sequoia High School
District and its primary feeder schools.
n A New GSE Campus: New facilities are needed to house
and support the GSE’s strategic initiatives.
n Sustained Excellence: As many as half of GSE faculty
will retire in the next decade, creating an opportunity and
challenge to find and develop new scholars and research
areas. To that end, the faculty will spend its spring retreat
prioritizing faculty search areas to align with the future foci
of the GSE.
Achievements and Program Continuation/Enhancements
Students
n The GSE has created a needs-considerate financial aid
program for master’s students in order to attract a more
diverse applicant pool and to partially compensate for
the reduction of federal loan programs. This program
is targeted to applicants from low-income families. In
2017/18, the GSE awarded 15 fellowships, and the yield
among these students was 13% higher than the overall
yield. The program has been expanded to include STEP.
n UP@GSE will coordinate undergraduate programs and
student activities throughout the school. These include
the honors and minor programs, research with GSE
faculty, education-focused undergraduate organizations,
residential education, and outreach for the nearly 2,000
undergraduates taking courses in the school.
n The faculty is deliberating a new doctoral admissions
process to provide more time for students to identify po-
tential advisors, and to uncouple the process from funding
sources.
Faculty
n A new faculty orientation process will provide more
resources and a more hands-on approach for new faculty
joining the GSE.
n The GSE launched a program to provide a small amount
of funding for research-related expenses to the active and
growing emeritus faculty, including funding for projects
with current students.
GSE-Wide Community and Alumni Initiatives
n The school has completed the programming and early
feasibility phases of planning for a new building, and it
continues short-term renovations to maximize use of
the current facilities. In 2018/19, the GSE will start the
schematic design phase of the building planning.
n The GSE has had very little organized programming for
alumni until recently. As part of a new alumni engage-
ment program, it held events last year in several U.S. cities
and in three cities in Asia. The GSE is expanding its alumni
communication efforts and building on successful pro-
grams such as the annual Alumni Achievement Awards.
CONSOLIDATED BUDGET OVERVIEWThe GSE projects a 2018/19 consolidated budget with total
revenues and operating transfers of $78.6 million. After
subtracting asset transfers, including a $1.7 million endow-
ment income transfer to student loan funds in support of
STEP students, the revenues and transfers total $76.9 mil-
lion. Projected expenses are $78.9 million, resulting in a
deficit of $400,000. This deficit is the result of increased
compensation in areas of strategic and planned initiatives
and operations. As part of the school’s strategic and long-
term planning, the GSE will draw on unrestricted reserves to
seed new initiatives and seek additional gifts and grants for
longer-term support.
Compared with the 2017/18 year-end projections, 2018/19
revenues and operating transfers will increase by $1.5 million,
or 1.9%, while expenses will increase by $2.0 million, or 2.6%.
Funding from federal sponsors continues to trend downward
in 2017/18, with a 2.6% decrease in the year-end projection;
a modest 1% increase is projected for 2018/19. Non-federal
grants and contracts had an unexpected increase in 2017/18
of 9.6%, or $1.7 million, and an increase of 2.9% is projected
in 2018/19. Sponsored research remains the largest funding
source for the GSE, at 33% of budgeted revenue. The GSE’s
planned use of accumulated reserve balances will provide
funding for strategic initiatives in 2018/19.
CAPITAL PLANThe schematic design phase of the new building planning
process will be completed in 2018/19 with architects William
Rawn Associates. The goal is to obtain site and concept ap-
proval from the Board of Trustees in 2018/19 and continue
the process through subsequent phases.
30 ACADEMIC UNITS
SCHOOL OF ENGINEERING
PROGRAMMATIC DIRECTIONSThe School of Engineering (SoE) is healthy, with advances in
all fields of engineering, from energy storage to applications
of artificial intelligence (AI), driving fundamental discoveries
and technology transfer as well as student enrollment and
faculty growth. The school continues to move forward with
plans developed through the SoE-Future strategic planning
process and looks forward to participating in initiatives that
will evolve out of university-level long-range planning (LRP).
The school is entering the second year of the pilot of the
Catalyst for Collaborative Engineering. This $12 million pilot
awarded grants to three multidisciplinary teams in the first
year and will award a new set of grants in the spring. The
SoE Catalyst program will be assessed after this second year,
but its goals and initial success are consistent with themes
emerging from the LRP. One of the first major grants awarded
went to the Microbial Culture Shift Team of researchers in-
volved in a new approach to fast, accurate pathogen diagno-
sis. Their research holds the promise of reducing health care
costs and improving millions of lives.
Data science and AI have received tremendous attention
recently from within the campus, in industry, and in society
at large. The school expects to bolster existing activities
in these areas, as well as drive initiatives across campus.
Significant data sciences and AI initiatives are expected to
emerge from the LRP, and preliminary exploration is under
way. Activities and initiatives will address such topics as
how data sciences and computation can accelerate discover-
ies in many fields (as articulated by SoE-Future) and how AI
impacts society and the human condition.
Undergraduate majors in the SoE share a long-standing
common set of basic requirements in math, science, and
engineering breadth, originating in part from ABET accredita-
tion. The SoE Undergraduate Council is currently discussing
proposals to modify these requirements, with an emphasis on
reducing the numbers of units required in the math and sci-
ence categories. While the outcome is yet to be determined,
the school’s reconsideration of legacy requirements has been
well received across campus.
One of the most powerful white papers to emerge from
SoE-Future was on the topic of diversity. The SoE is making
a dedicated effort to “up the game” on diversity at all levels
through steps such as hiring a new staff member to focus
specifically on student diversity. A recent policy of additional
billets for diverse faculty hires has led to notable improve-
ments (including 35% female hires over the past two years),
and the school will continue that policy to the extent pos-
sible. Initiatives in graduate student admissions have led to
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 421.8 454.7 430.5
Expenses
Salaries and Benefits 228.0 251.0 265.1
Non-Salary 157.9 162.4 166.0
Total Expenses 385.9 413.3 431.1
Operating Results 35.9 41.4 (0.6)
Transfers From (to) Endowment &
Other Assets (15.5) (16.2) (5.2)
Transfers From (to) Plant 0.0 (8.6) (3.0)
Surplus / (Deficit) 20.4 16.7 (8.8)
Beginning Fund Balances 275.5 296.4 313.1
Ending Fund Balances 296.4 313.1 304.3
Endowment Payout
16%
SponsoredResearch
34%
Affiliates 6%Auxiliary Income 1%
Other 11%General Funds
22%
Gifts 10%
2018/19 Consolidated Revenues$430.5 Million
31ACADEMIC UNITS
significant improvement in the gender diversity of incoming
graduate students (raising the percentage of women to 37%
from the historical level of 25%-28%). The school aspires to
similar improvements in percentages of underrepresented
minorities among graduate students and faculty.
Two loosely related areas very important to the school are
student maker spaces and shared experimental facilities; both
need significant expansion and modernization in the relatively
near future. Most of the school’s student maker spaces and
programs, including the Product Realization Lab (PRL), are
run at the departmental level. The building and sustaining
of these programs would benefit from a more coordinated
approach. Similarly, in research, the tools and equipment
required to advance the frontiers of knowledge are becoming
more complex and expensive, and the variety of equipment
any one investigator might need drives the need for shared
services and facilities. Several individuals and groups have
been studying the future of shared experimental facilities;
it is likely a future initiative would involve multiple schools.
The school remains financially sound but is experiencing
inflationary pressure on many core expenses without cor-
responding increases in revenues. Despite targeted salary
increases for midcareer and computational faculty, the school
continues to face very significant challenges in faculty hiring
and retention, with most of the concern around base salaries
and the overall cost of living in the Bay Area. The costs of
start-up packages and construction for lab build-outs also
continue to escalate. Endowed professorships and a suite
of general-purpose endowments are the revenue sources for
many of these expenses, so the school is highly dependent on
endowment performance to keep up with these rising costs.
CONSOLIDATED BUDGET OVERVIEWThe SoE projects a 2018/19 consolidated budget with total
revenues and operating transfers of $430.5 million and
expenses of $431.1 million. Transfers to assets for locally
funded capital projects and transfers to other assets will add
$8.2 million. Compared with 2017/18 year-end projections,
2018/19 revenues will decrease 5.3% and expenses will
increase 4.3%. This reflects $30 million in one-time gifts in
2017/18 with associated spending that will begin in 2018/19.
Sponsored research remains the largest single component of
SoE finances, at approximately 35% of revenue; however, this
proportion has been shrinking steadily over the last few years.
Federal and non-federal grants are projected to remain flat.
The overall school reserve position is strong, but the funds are
asymmetrically distributed among faculty, departments, and
the school. Of the total reserves, individual faculty and labo-
ratory groups control 82% ($109 million) of designated fund
balances and 91% ($118 million) of expendable gift balances,
most of which are earmarked for research. The majority of
reserves controlled by the school are restricted to faculty and
student support, so the dean does not have much financial
flexibility to support new initiatives and meet the rising costs
of outfitting new research space.
CAPITAL PLAN For 2018/19, the SoE was allocated $4 million in facilities
reserve funding to renovate labs for new faculty housed in
several engineering buildings. As construction of the Neuro/
ChEM-H (Chemistry, Engineering & Medicine for Human
Health) Research Complex progresses, the SoE is providing
additional funding to outfit individual labs for engineering
faculty in both institutes.
There are several studies in the Engineering capital plan, ad-
dressing issues such as near-term and longer-term renova-
tions to the Gates Building and exploration of options for the
PRL. However, the SoE does not plan any action on the PRL
until university long-range planning is more fully developed,
as there may be university-wide action on student maker
spaces.
The school’s main focus is on the programming study for
Bridge Building jointly developed by the SoE and the School
of Humanities and Sciences (H&S). This building will house
some faculty from the Department of Computer Science and
the Department of Statistics, who will pursue the areas of
data science and AI broadly with many disciplines in H&S.
The building is currently envisioned to house centers or insti-
tutes in these areas of study along with the Brown Institute
for Media Innovation. The target completion date for the
study is late spring 2018.
32 ACADEMIC UNITS
SCHOOL OF HUMANITIES AND SCIENCES
PROGRAMMATIC DIRECTIONSThe School of Humanities and Sciences (H&S) continues
to maintain a position of academic strength, with invest-
ments focused on its core activities, while also partnering
in university initiatives such as the Neurosciences/ChEM-H
(Chemistry, Engineering & Medicine for Human Health)
Research Complex. In the upcoming academic year, H&S
will undergo a change in leadership. Richard Saller’s decade
as dean of H&S has been marked by a broad strengthening of
the school’s faculty, large-scale renewal of the physical plant,
and reestablishment of financial stability.
H&S grew its faculty 10% between 2010 and 2014, replacing
losses experienced after the economic recession. For the
past three years, hiring has been at replacement rate, but
large faculty start-up costs from the hiring surge continue
to impact H&S’s budget, creating a somewhat constrained
financial environment. The school intends to continue hiring
at replacement rate for the foreseeable future, with any ad-
ditional growth targeted toward new university initiatives and
enhanced faculty diversity.
Facilities growth and renewal continue as the school imple-
ments a large multiyear plan. During the past decade, the
Arts District was established through the Bing Concert Hall,
Anderson Collection, McMurtry Art and Art History, and
Roble Gym building projects. Natural science facilities are
also undergoing large-scale renewal with development of the
Sapp Center for Science Teaching and Learning, construction
of the Bass Biology Building, and investments in ChEM-H and
Neurosciences facilities. Science facility renewal will continue
for several more years as aging Chemistry Department build-
ings are replaced.
H&S contributions to these construction projects, along
with investments in new faculty research support, have sig-
nificantly reduced Dean’s Office reserves. Replacement-rate
hiring has moved the school toward financial equilibrium,
and H&S is working to reestablish an annual net surplus in
the operating budget to position the school to participate in
future university initiatives and building construction projects.
The school remains concerned about undergraduate interests
shifting away from the humanities, arts, and social sciences.
More than a dozen initiatives have been launched in the
humanities, and undergraduate majors have increased 7%
over the past four years. Similar initiatives are being devel-
oped in the social sciences. The numbers of majors, along
with enrollment numbers, in both clusters will be closely
monitored going forward. Funding for doctoral students is
also under analysis.
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 497.7 508.4 521.8
Expenses
Salaries and Benefits 315.9 326.8 340.3
Non-Salary 157.5 163.8 168.1
Total Expenses 473.4 490.6 508.4
Operating Results 24.3 17.8 13.4
Transfers From (to) Endowment & Other Assets (22.0) (5.8) (4.5)
Transfers From (to) Plant 0.0 (6.7) (8.6)
Surplus / (Deficit) 2.3 5.3 0.3
Beginning Fund Balances 273.5 276.3 281.6
Ending Fund Balances 276.3 281.6 281.9
Endowment Payout
32%
SponsoredResearch
18%
Other 7%General Funds
39%
Gifts 3%
2018/19 Consolidated Revenues$521.8 Million
Auxiliary Income1%
33ACADEMIC UNITS
CONSOLIDATED BUDGET OVERVIEWFor 2018/19, H&S projects revenues and operating transfers
of $521.8 million and expenses of $508.4 million, resulting in
an operating surplus of $13.4 million. After $13.1 million of
net transfers to assets, the school projects an increase in con-
solidated fund balances of $300,000, with an ending balance
of $281.9 million. Dean’s Office fund balances are projected
to decrease mainly due to spending reserves on large capital
projects. Fund balance growth in department-, program-, and
faculty-controlled awards offsets this decrease.
For the third consecutive year, endowment payout growth
will be less than inflation growth in expenses. H&S is highly
dependent upon endowment to fund core operations—par-
ticularly faculty salaries and graduate student support. With
30% of the school’s consolidated funding coming from
endowment, these shortfalls have a significant impact on
finances. The $3.7 million shortfall in 2016/17 was addressed
through funding reductions to graduate aid, elimination of
nonessential expenditures, and use of departmental reserves.
The $2.4 million shortfall in 2017/18 was partially mitigated
by provostial funding, with the remainder addressed by
funding reductions. The 2018/19 endowment shortfall is
projected to be $500,000, and H&S has not budgeted for a
third year of funding reductions, in the hope that endowment
growth will offset this gap in future years. Recent projections
of low growth in endowment payout and continued gaps in
2019/20 and 2020/21, however, raise concerns that addi-
tional funding reductions may be necessary.
Dean’s Office unrestricted reserves have declined from a high
of $74 million in 2010/11 to $30 million at the end of 2016/17.
Reserves have contributed to funding several large construc-
tion projects, including the McMurtry Art and Art History and
Bass Biology buildings, along with the post-recession faculty
hiring surge. A small continued net use of reserves is pro-
jected for the next few years, gradually diminishing as lower
costs associated with replacement-rate hiring take effect.
Department- and program-controlled balances are growing,
but the aggregate trend overshadows the fact that most units
are in relative equilibrium. A smaller number of units saw
large balance growth, with some receiving large one-time
gifts, while others experienced savings from variances in
incoming graduate student cohort size. The Dean’s Office is
initiating several projects to better understand departmental
approaches for projecting restricted balances and reserves,
with a goal of having departments develop more strategic and
data-driven approaches for managing fund balances.
Faculty-controlled balances have also grown during the past
five years, primarily as a result of the post-recession hir-
ing surge and large start-up packages for a few key faculty.
Balance growth is projected to slow as replacement-rate hir-
ing continues in H&S.
Sponsored research volume was quite erratic between
2011/12 and 2015/16. Volume has been less volatile since
then, and current projections indicate 2018/19 growth equal
to the rate of inflation, in line with university-wide sponsored
research trends. In addition to impacting direct research ex-
penditures, changes in sponsored research volume also shift
faculty summer salary and graduate student support to/from
department, program and faculty-controlled funding sources.
CAPITAL PLANH&S manages a large capital plan focused on the develop-
ment of the new science quad, renewal of performance
spaces, and research lab modifications for new faculty.
Occupancy of the Bass Biology Building will occur in fall
2018, triggering faculty moves from the Mudd Chemistry
Building into renovated spaces in the Keck Science and Lorry
Lokey Laboratory buildings. In preparation for the demoli-
tion of Herrin Hall, development and renewal of the Stock
Farm Greenhouse Facility and modifications to lab space in
the Gilbert Biology Building are under way to support plant
biology research. H&S’s capital plan commitments extend
to the Neuro/ChEM-H Research Complex and the Encina
Complex Upgrade Project; construction of both is expected
to be complete in mid-2019.
34 ACADEMIC UNITS
SCHOOL OF LAW
PROGRAMMATIC DIRECTIONSOver the past year, Stanford Law School (SLS) has main-
tained its position at the very top of national law school
rankings—along with Harvard and Yale. This success is due
to the strength of the school’s faculty and students, which
results from the high priority placed on the continued influx
of these talented individuals. Innovations in the curriculum
have been made to meet the demands of a rapidly chang-
ing legal profession and to better prepare students for their
professional futures.
There are exciting changes occurring in the study and practice
of law, and SLS is in the enviable position of having exception-
al faculty who are passionate about bringing these new areas
of legal thought into classrooms, the legal academy, and the
legal profession. However, the school is in the midst of a gen-
erational shift in faculty; 23 of 48 tenured research faculty will
be 59 or older in 2018. In anticipation of future retirements,
SLS leadership has focused on retaining, recruiting, and hir-
ing the very best faculty across all ranks and working hard
to establish a pipeline of new faculty, who will in many ways
shape the future of the law school and its national reputation.
This year the school is focused on strengthening a variety of
academic programs. By expanding curriculum offerings in
the areas of public service, policy work, global legal practice,
and legal technology, SLS is able to address relevant and im-
portant topics of interest to law students, as well as to better
prepare graduates for a changing professional landscape.
The law school’s efforts in policy on multiple fronts have
been another focus this year. One of the newer experiential
learning programs, the Law and Policy Lab, has offered 81
small-group practicums since its inception. These practicums
match experienced faculty and student teams with actual
clients—many from federal, state, or local government. These
teams are tackling real-world challenges in areas such as tax
code reform, childhood obesity, and the legalization of mari-
juana, and provide students with an invaluable educational
experience.
After five years of the policy lab practicum program, several
of the faculty involved have been discussing the possibility of
more systematically offering policy analytic skills to the stu-
dents who have interest in policy-relevant classes. Student
interest in policy labs also leads to questions about how best
to serve students interested in pursuing policy careers.
The global initiative, now in its fourth year, exposes students
to transnational issues across substantive areas of the
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 98.1 99.3 101.4
Expenses
Salaries and Benefits 60.6 63.9 68.6
Non-Salary 23.8 25.4 26.3
Total Expenses 84.4 89.3 94.9
Operating Results 13.8 10.0 6.6
Transfers From (to) Endowment & Other Assets (11.8) (20.5) (5.8)
Transfers From (to) Plant 0.0 (1.0) (0.6)
Surplus / (Deficit) 2.0 (11.5) 0.2
Beginning Fund Balances 34.7 36.7 25.2
Ending Fund Balances 36.7 25.2 25.3
Endowment Payout
45%
Sponsored Research 2%
Executive Education 4% General Funds36%
Gifts 13%
2018/19 Consolidated Revenues$101.4 Million
35ACADEMIC UNITS
law. Over the past two years, the school has improved and
expanded the program by allocating additional staff and
faculty to help create the curriculum and teach the classes.
In addition to the on-campus classes, there are global study
classes held in part overseas: last year students traveled
with faculty members to China, India, and the Netherlands,
and this year there are courses in China, Hong Kong, India,
Austria, and Japan.
SLS is also exploring changes in technology—data analytics,
machine learning—and how these changes are altering legal
decision making and how students should be taught. A par-
ticular focus is on the changes in the delivery of legal services
and the practice of law. Like policy, this is a topic that many
faculty think about when engaged in research, teaching, and
other activities. The school is in the process of determining
whether the appropriate courses are currently being offered
and whether there are beneficial opportunities for faculty who
want to pursue these topics in their teaching and research.
The caliber, diversity, and varied professional interests of law
students are important factors in keeping SLS at the top of the
national rankings. Many other schools are trying to compete
for the same high-caliber students, and they have done so
by bolstering scholarship awards and providing significant
numbers of merit scholarships at significant dollar levels.
SLS continues to provide only need-based financial aid,
and it continues to make fundraising for financial aid a high
priority. The school’s generous Loan Repayment Assistance
Program (LRAP) also ensures that graduates who wish to do
so can pursue careers in the public service and public inter-
est sectors.
CONSOLIDATED BUDGET OVERVIEWThe 2018/19 consolidated budget comprises total revenues
and operating transfers of $101.4 million, expenses of $94.9
million, and transfers to assets of $6.4 million. SLS there-
fore projects an increase in expendable fund balances of
roughly $100,000. Transfers to assets comprise $3.6 mil-
lion transferred to student loan to provide funding for LRAP,
$600,000 transferred to plant for the continuation of the
Crown Quadrangle renovation project, and $2.2 million of
endowment income reinvested into funds functioning as
endowment (FFE).
Consolidated revenue, exclusive of operating transfers, is
estimated to increase 3% to $66.3 million. After expansion
of executive education programs in recent years, designated
income ($5.1 million) will be more consistent. Expendable
gifts are projected to grow 2% to $13.1 million. As a result of
new gifts to endowment and prior-year FFE investments, en-
dowment income should rise 4% to $45.5 million. Sponsored
research remains steady and will generate $2.2 million; half of
this total is for the U.S. Department of State grant to support
the Afghanistan Legal Education Project.
Total consolidated expenses are anticipated to grow more
than 6.2% to $94.9 million. A portion of this growth is at-
tributed to ongoing faculty recruitment and retention efforts.
Additionally, as the law curriculum evolves, there will be other
new expenses associated with the Mills Legal Clinic and the
global initiative program. Lastly, both Law School Student
Affairs and Admissions & Financial Aid will receive new re-
sources for diversity and inclusion staffing and programming.
The aforementioned activities will contribute to an increase
in compensation of over 7% to $68.6 million. The largest
compensation group, academic salaries, will grow to $36.6
million. Non-compensation expenses will rise almost 4% to
$26.3 million, increasing at similar rates in both internal and
external categories.
SLS consolidated expendable fund balances will increase by
roughly $100,000 to $25.3 million. Of this amount, $12.9
million is unavailable; it is in noncash investments in the Law
School Venture Fund and housing loans. The remaining $12.4
million is available. It consists of $11.6 million for restricted
purposes, such as academic programs and centers and finan-
cial aid, and $800,000 for unrestricted purposes.
36 ACADEMIC UNITS
SCHOOL OF MEDICINE
PROGRAMMATIC DIRECTIONSThe School of Medicine is an academic medical center that,
combined with Stanford Health Care and Lucile Packard
Children’s Hospital Stanford | Stanford Children’s Health,
is known as Stanford Medicine. Its mission is tripartite: to
improve human health locally and globally through innova-
tive discovery and the translation of new knowledge; to serve
the community by providing outstanding and compassionate
care; and to inspire and prepare the future leaders of science
and medicine. Stanford Medicine’s vision is bold: to lead the
biomedical revolution in precision health. A fundamental
shift from reactive medicine to proactive and personalized
health care, precision health is made possible by revolutions
in genomics, data, and technology. The goal of precision
health is to predict, prevent, and cure—precisely.
Stanford Medicine is at the final stage of the integrated stra-
tegic planning process to develop an overarching plan that is
inclusive of its research, education, and patient care missions.
The process began with a thorough diagnostic assessment of
Stanford Medicine’s organizational culture, capabilities, and
performance. Thirteen cross-organizational workgroups in-
corporated the perspective of every clinical and basic science
department and both health care delivery systems, based on
input from thousands of surveys and interviews.
Three integrated strategic priorities have emerged from
this planning process: Value Focused, Digitally Driven, and
Uniquely Stanford. As health care costs continue to rise,
Stanford Medicine is focused on the value equation—excel-
ling at quality while driving down cost. With its long history
of technological innovation, Stanford Medicine is in an unpar-
alleled position to lead health care in the digital age. Finally,
Stanford Medicine is committed to continuing to partner with
the university at every opportunity, embracing the distinctive
Stanford culture that emphasizes collaboration across disci-
plines and schools.
This planning process is complementary to the university’s
long-range planning process and aligned with its emerging
priorities. Stanford Medicine’s plan will not be final until it is
presented to the Stanford University Board of Trustees in June
2018. Even after that, it will be regularly updated to reflect
new opportunities and challenges. An annual working plan
will outline deliverables and measurable gauges of success.
The school has successfully increased its research fund-
ing. In 2017 it earned the number three spot in terms of
total National Institutes of Health (NIH) funding to schools
of medicine (though effective levels of NIH funding have
decreased over the last decade). Stanford Medicine also
launched Project Baseline, a collaboration with Verily, Google,
and Duke University to conduct a longitudinal observational
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 2,244.4 2,408.3 2,527.5
Expenses
Salaries and Benefits 1,338.3 1,446.0 1,575.0
Non-Salary 789.4 837.4 892.6
Total Expenses 2,127.7 2,283.4 2,467.6
Operating Results 116.7 125.0 59.8
Transfers From (to) Endowment & Other Assets 1.1 17.1 12.7
Transfers From (to) Plant 0.0 (21.5) 8.3
Surplus / (Deficit) 117.8 120.6 80.8
Beginning Fund Balances 1,119.3 1,237.1 1,357.7
Ending Fund Balances 1,237.1 1,357.7 1,438.5
Endowment Payout
7%
SponsoredResearch
28%
Designated Clinic42%
Auxiliary Income 2%
Other 11%General Funds 5%
Gifts 5%
2018/19 Consolidated Revenues$2,527.5 Million
37ACADEMIC UNITS
study involving 10,000 participants, and the Apple Heart
Study to determine whether the Apple Watch’s heart rate
sensor can identify irregular heart rhythms. Through the
newly opened Laboratory for Cell and Gene Medicine, de-
signed to accelerate the development of cell and gene thera-
pies, the school has increased research competitiveness in
new areas.
Last fall, the School of Medicine began implementing a new
MD program curriculum, which strengthens educational
experiences in the basic sciences and gives students an op-
tion to take the pre-clerkship curriculum over three years
to enable time for in-depth scholarship. The school also
launched a new physician assistant master’s program with
an inaugural class of 27 students. For PhD students, the
school established Foundations in Experimental Biology, a
unique multidisciplinary course for incoming students, and
minicourses that allow students and postdocs to tailor their
education across disciplines.
Diversity continues to be a key priority, and the school has
engaged in a wide range of inclusion initiatives, including
the opening of the Diversity Center of Representation and
Empowerment last fall. With the help of expanded program-
ming, outreach, and scholarships, the 2017/18 PhD and MD
entering classes included 22% and 26% underrepresented
minorities, respectively. In 2017, Stanford Medicine became
the first academic medical center in the United States to have
a chief wellness officer, an important milestone in the national
effort to address physician burnout.
CONSOLIDATED BUDGET OVERVIEWThe school projects total revenues and transfers of $2,527.5
million in 2018/19 and expenses of $2,467.6 million, yield-
ing an operating surplus of $59.8 million. A contribution of
$21.0 million as transfer from plant and other assets increases
the net change in current funds to $80.8 million. Offsetting
growth in health care services, tuition, and sponsored re-
search is an expected decline in gift revenue, driven by receipt
of a large one-time gift in 2017/18.
Total revenues and transfers are projected to increase by
4.9%, or $119.1 million, in 2018/19. Key drivers include the
following:
n Renewed funds flow agreements with the hospitals will
contribute growth of 7.6%, or $84.3 million, in health
care services revenue that will reach $1,200.1 million in
2018/19. This growth is driven by increases in clinical
program activities and incremental faculty and clinicians.
n Tuition revenue is expected to grow 8.3%, primarily from
the new physician assistant master’s program introduced
in 2017/18.
n Federal and non-federal sponsored research revenue is
projected to grow 3.3%, mainly driven by new faculty
hires.
Expenses are projected to increase by 8.1%, or $184.2 million,
in 2018/19. Major areas of increase are the following:
n The school projects net recruitment of 34 faculty, 20 in the
Medical Center line and 14 in the university tenure line. In
addition, it anticipates adding 80 clinician educators for
2018/19.
n Total compensation for faculty, clinicians, and staff is
expected to increase 8.9% in 2018/19. The main driv-
ers are increases in clinical activity growth, incremental
recruitment, and the annual salary program.
n Projected growth in sponsored research and health care
services revenue will drive related non-compensation
expenses higher in 2018/19. Rent expenses are expected
to increase with the move of administrative functions to
Redwood City and new Research Park leases.
Transfers to plant of $5.6 million for renovation of research
park spaces will be offset by return of $13.9 million from com-
pleted capital projects and bridged funds on the Lorry I. Lokey
Stem Cell Research Building. An additional $12.7 million will
be transferred from pending to current gifts.
CAPITAL PLANThe school’s capital plan for 2018/19 includes ongoing work
on the Center for Academic Medicine I and the BioMedical
Innovation Building, construction on both of which began in
2017/18. They are on schedule to be completed in 2020 and
on budget at $222 million and $210 million, respectively.
Additionally, the capital plan includes renovation and tenant
improvements for new wet and dry lab research spaces in
Stanford Research Park. The lease of 1701 Page Mill Road
will increase the school’s wet lab research space by 116,000
square feet. This $24 million wet lab renovation project is
planned to begin in 2018, with occupancy projected for 2019.
Pending the identification of a specific location, feasibility,
engineering, and design studies for the dry lab research space
will begin in 2018/19, with construction planned for 2020.
The total project cost is estimated to be $10 million.
38 ACADEMIC UNITS
VICE PROVOST AND DEAN OF RESEARCH
The Office of the Vice Provost and Dean of Research (DoR)
is responsible for facilitation of faculty research and scholar-
ship across all of the schools and departments and serves
as cognizant dean for the 18 university-wide independent
laboratories, institutes, and centers. These organizations
provide intellectual and physical environments for research
that invite scientific and scholarly dialogue, facilitate interdis-
ciplinary collaborations, support policy-relevant research, and
increase the success of faculty in obtaining research funding.
The office has oversight of the implementation of research
policies and manages the compliance and administrative of-
fices that support research. DoR also oversees major shared
facilities that support a broad range of research and scholarly
activities.
PROGRAMMATIC DIRECTIONSThrough all of its activities, DoR seeks to support faculty
competitiveness in research and scholarship. This is par-
ticularly important as obtaining extramural funding becomes
increasingly challenging. DoR will pursue this goal through
the following four program objectives in 2018/19:
n Creating opportunities for interdisciplinary research
through the independent laboratories, institutes, and
centers;
n Providing state-of-the-art shared facilities;
n Minimizing compliance and administration burdens for
faculty and staff; and
n Mitigating research-related safety risks.
The Woods Institute for the Environment (Woods) is
launching a major new multidisciplinary initiative on climate
change that will include other Stanford institutes, schools,
and departments, as well as organizations beyond Stanford.
Effectively addressing climate change through both adapta-
tion and mitigation requires an unparalleled level of systems
thinking. The focus will be on workshops about the relation-
ship between climate change adaptation and infrastructure
development, environmental impacts of sustainable energy
expansion, and the role of international development assis-
tance in climate change mitigation.
The Freeman Spogli Institute for International Studies (FSI)
plans initiatives related to the Middle East; global health,
governance, and security; governing the global economy;
European security; biosecurity; and U.S.–Asia security,
and seeks to increase its impact in the public policy arena
through its International Policy Outreach Lab. New education
programs will make more use of case studies, place greater
emphasis on technology, and introduce new specializations
(e.g., cyber policy).
[[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 291.7 241.7 228.6
Expenses
Salaries and Benefits 127.9 133.9 141.1
Non-Salary 98.9 97.3 96.5
Total Expenses 226.8 231.2 237.6
Operating Results 65.0 10.5 (9.0)
Transfers From (to) Endowment & Other Assets (30.2) 8.0 7.0
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) 34.8 18.6 (2.0)
Beginning Fund Balances 195.3 230.1 248.7
Ending Fund Balances 230.1 248.7 246.7
Endowment Payout 18%
SponsoredResearch
31%
Other 7% General Funds25%
Gifts 14%
2018/19 Consolidated Revenues$228.6 Million
Auxiliary Income 3%Affiliates 2%
39ACADEMIC UNITS
New programs in the Stanford Institute on Economic Policy
Research are designed to deepen the understanding of
pressing economic challenges and opportunities in the
United States and globally, and increase student interest in
economic policy and public service to create a pipeline of
thought leaders.
Bio-X, ChEM-H (Chemistry, Engineering & Medicine for
Human Health), and the Stanford Neurosciences Institute
(SNI) are collaborating to optimize opportunities for research
and education in the life sciences. SNI and ChEM-H are
jointly planning knowledge centers and community labs that
will benefit life sciences researchers and students broadly.
The independent labs and institutes that focus on the physical
sciences are developing new programs in advanced imaging
to leverage the Stanford–SLAC relationship and attract and
support the most talented postdoctoral fellows.
CONSOLIDATED BUDGET OVERVIEWDoR projects a 2018/19 consolidated budget with total rev-
enues and operating transfers of $228.6 million and expenses
of $237.6 million, resulting in a net deficit of $9 million. After
transfers to assets of $7 million, the net change in current
funds is a deficit of $2.0 million. Compared with 2017/18
year-end projections, 2018/19 revenues will decrease 5.4%
and expenses will increase 2.8%.
Total revenues and transfers are projected to decrease by
5.4%, or $13.1 million. This is primarily due to the reduction in
projected gift and sponsored funding sources. Gift revenue is
projected based on known development initiatives and trend
analysis. DoR has benefited from large unanticipated gifts,
though it projects gift revenue conservatively, thus resulting
in a planned decrease of 17%, or $6.7 million. Sponsored
revenue is projected to decrease by 12%, or $9.5 million.
Federal sponsored funding is expected to increase by 5%, or
$2.2 million. Non-federal funding is projected to decrease by
36%, or $11.8 million. This reduction is primarily due to the
fact that a variety of programs and projects are coming to
an end in 2018/19, including the Global Climate and Energy
Project and the Beamline at SLAC. Several units, such as FSI
and Woods, have also experienced a slow ramp-up of non–
federally funded projects.
The overall DoR reserve position is strong; however, funds
are restricted to the control of faculty and departments.
Of the total reserves, 84% ($165 million) are controlled by
faculty and department programs, and all of these funds are
earmarked for research.
CAPITAL PLAN To preserve the historic architecture of the Encina Complex
and improve its functionality as a university-wide hub for
international studies, renovations are currently under way to
convert major portions of Encina Hall and Commons from ad-
ministrative use to academic use. Once completed, Encina’s
physical space will promote greater collaboration among fac-
ulty and students; provide more teaching facilities; and create
dynamic relationships across social science, area studies, and
policy research. The reconfigured space will also improve
spatial flow and access throughout the entire complex while
maintaining its character-defining features.
The project will seismically upgrade Encina Commons,
convert approximately 16,000 square feet of administrative
space for academic use, and renovate the courtyard between
Encina Hall and the Commons. An outdated kitchen in
Encina Commons will be demolished, allowing for a generous
garden courtyard and patio area. The new courtyard, with
its landscape, hardscape, and water feature, will become
the new outdoor gathering space for daily use as well as for
outdoor receptions, ceremonies, and informal gatherings.
The redesigned outdoor space will also inspire interaction
between FSI and Humanities and Sciences, as well as facili-
tate interdisciplinary classes and create room for a new Policy
Implementation Lab to help students and research practitio-
ners put their ideas into practice. The project will cost $25.8
million and is scheduled to be completed in mid-2019/20.
40 ACADEMIC UNITS
VICE PROVOST FOR UNDERGRADUATE EDUCATION
PROGRAMMATIC DIRECTIONSThe Office of the Vice Provost for Undergraduate Education
(VPUE) serves as the nexus for key programs and initiatives
that meaningfully engage all 7,000 undergraduate students
over the course of their Stanford careers. Working in col-
laboration with faculty, schools, and departments across the
university, VPUE advocates for a preeminent undergraduate
experience; facilitates students’ acclimation to the college
environment; helps undergraduates explore, define, and
achieve their intellectual ambitions; and encourages their
development into confident, creative, and engaged leaders.
Over the past year, VPUE has continued to foster student suc-
cess and well-being by making substantial progress in three
main focus areas:
n Building strong academic foundations with general
education courses and signature ongoing programs that
help students develop the skills needed for a successful
academic career. These programs include the Program
in Writing and Rhetoric, Thinking Matters, Ways of
Thinking/Ways of Doing, Education as Self Fashioning,
Immersion in the Arts: Living in Culture, and Structured
Liberal Education.
n Providing targeted opportunities that inspire students to
explore their intellectual interests and to discover their
academic passions. In 2017/18, Stanford Introductory
Seminars offered over 200 faculty-led seminars spanning
all seven schools, each course capped at 16 undergraduate
students. This past summer, 375 students participated in
one of VPUE’s three-week, on-campus intensive learning
experiences: Sophomore College, Arts Intensive, and Bing
Honors College. Approximately 1,000 students each year
receive support through one of VPUE’s undergraduate
research grant programs, facilitating student participation
in faculty-designed or independent research.
n Encouraging learning through experience and reflection by
providing opportunities for students to apply classroom
learning to real-world situations as they engage in hands-
on practice. Long considered one of VPUE’s flagship
experiential learning programs, the Bing Overseas Studies
Program (BOSP) provides roughly 900 undergraduate stu-
dents each year with transformative, culturally immersive
learning opportunities overseas. This past year also saw
Stanford in New York (SiNY) enter the third year of its
pilot phase. SiNY offered its first spring quarter and, as a
result, expanded to a full, academic year–long experiential
program, offering 20 students per quarter the opportunity
to study and do internships in one of the world’s most
iconic cities. VPUE, in partnership with the Haas Center
for Public Service (Haas) and the deans of Stanford Earth,
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 64.6 64.1 64.6
Expenses
Salaries and Benefits 41.0 39.3 40.4
Non-Salary 26.4 24.8 26.0
Total Expenses 67.4 64.1 66.4
Operating Results (2.8) 0.0 (1.8)
Transfers From (to) Endowment & Other Assets 0.1 0.1 0.1
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) (2.6) 0.2 (1.7)
Beginning Fund Balances 21.5 22.9 23.1
Ending Fund Balances 22.9 23.1 20.5
Endowment Payout
50%
Other 5%Auxiliary Income
6%General Funds
36%
Gifts 3%
2018/19 Consolidated Revenues$64.6 Million
Revenues and expenses in this chart and table include $16.5 million of activity that is accounted for as operating transfers in Appendix A.
41ACADEMIC UNITS
School of Engineering, and School of Humanities and
Sciences, will continue the initiative to add directors of
community engaged learning, which has significantly
enhanced the quantity and quality of service-learning
courses offered across the campus. VPUE will receive
incremental base general funds in 2018/19 to support this
initiative. Combined with continued funding from other
school deans and Haas, VPUE hopes to have the resources
to maintain this program at a robust level.
Looking ahead, VPUE has identified two additional areas of
focus for 2018/19:
n Providing enhanced guidance and support to specific,
vulnerable student populations, and
n Assisting all students in organizing academic choice and
discovering purposeful pathways.
VPUE’s annual student assessments, in conjunction with
those of Institutional Research and Decision Support, have
shown that, by focusing on these two areas, it will support
needs that cut across Stanford’s diverse and evolving student
population. In recent surveys, Stanford students report high
levels of stress and uneven feelings of belonging, with first-
generation, low-income (FLI) students reporting higher levels
of stress than their continuing-generation peers. Studies
show that targeted interventions such as the Leland Scholars
Program (LSP), now in its seventh year, can be beneficial in
mitigating these concerns. In 2018/19, VPUE will undertake
coordinated efforts to elevate and enhance LSP—the four-
week, community-building summer bridge program that
provides 60 first-year students from underresourced high
schools with introductory academic work in chemistry, writ-
ing, and oral communication immediately prior to their frosh
year. As another approach to student well-being, in 2017/18
VPUE launched a pilot residential seminar program, Frosh
101, with 100 students to address issues of belonging, com-
munity, and identity. Next year, the program will expand to
some 300 students.
In addition, VPUE seeks strategically to engage in thought-
ful and deliberate reimagining of undergraduate advising.
This effort will include building stronger collaborations
with campus partners and identifying how to make the best
use of new online tools such as Carta, without discounting
the undeniable benefit students receive from in-person,
sustained engagement with highly trained academic advisors.
During 2018/19, VPUE will add another professional advisor.
Funded by VPUE, this advisor will enhance the capacity of
Undergraduate Advising and Research to provide dedicated
support to students from underresourced high schools.
CONSOLIDATED BUDGET OVERVIEWVPUE projects a 2018/19 consolidated budget with total rev-
enues and operating transfers of $64.6 million, total expenses
of $66.4 million, and total transfers from assets of $124,000,
yielding an overall deficit of $1.7 million.
Approximately half of the projected deficit is attributable to
disadvantageous foreign currency exchange rates. Given the
size of BOSP’s operations, VPUE’s budget has, at times, ben-
efited from a strong U.S. dollar; at other times, the budget has
been negatively impacted. VPUE has maintained a currency
reserve fund precisely for this contingency, and in 2018/19,
VPUE will be drawing down on those reserves.
Another significant source of the 2018/19 deficit relates to a
$1.5 million decrease in one-time provostial and presidential
funding as commitments supporting the pilot SiNY program,
LSP, and a co-term advising position come to an end. VPUE
has been rigorously assessing these pilots and is actively
seeking ongoing donor support for those initiatives that have
proven to be particularly effective. Development efforts to
date have been promising, and VPUE is optimistic that such
efforts will yield incremental, sustainable revenues that will
mitigate any future-year deficits.
Outside of standard cost rise and the incremental academic
advisor FTE referenced above, 2018/19 is expected to be a
year of minimal programmatic growth, with more organiza-
tional focus on strengthening and sustaining base programs.
VPUE anticipates ending 2018/19 with an overall fund bal-
ance of $20.5 million. A steady growth in unrestricted fund
balances over the past several years has provided VPUE
with the flexibility to make strategic use of its reserves. In
2018/19, VPUE plans to deliberately reduce its reserves to
address the current year’s projected deficit.
42 ACADEMIC UNITS
VICE PROVOST FOR GRADUATE EDUCATION
PROGRAMMATIC DIRECTIONS The Office of the Vice Provost for Graduate Education (VPGE)
plays a key leadership role to ensure that Stanford graduate
students have the best possible educational experience.
VPGE marshals distinctive resources across the university
as a catalyst for academic innovation and creative problem
solving to address systemic challenges within Stanford’s large
and complex organization. Over 9,400 graduate students
pursue 15 distinct types of degrees in 212 graduate degree
programs across the seven schools. Students are encour-
aged to be bold in their ambition and prepare to have impact
in an increasingly diverse and complex world. To these ends,
VPGE provides opportunities for leadership and professional
development, interdisciplinary learning, and advancement
of diversity within Stanford’s inclusive community. VPGE’s
programs and fellowships reach over 5,100 graduate students
annually, including 850 students supported by one or more of
VPGE’s seven fellowship programs.
FellowshipsVPGE fellowship funding will increase 8%, from $37.8 mil-
lion in 2017/18 to $40.7 million in 2018/19, despite minimal
growth in endowment payout and general funds income. This
plan enables the number of VPGE fellows to remain constant.
For endowed fellowships, the Stanford Graduate Fellowships
in Science and Engineering (SGFs) and the Stanford
Interdisciplinary Graduate Fellowships, the number of new
awards may be reduced if endowment income remains flat.
Stipend amounts will increase 4% next year, while tuition
will increase 3.5%. Fund balances will cover this expected
increase in graduate student support.
Departments, schools, and students rely heavily on VPGE’s
funding, which helps with departmental planning, given
multiyear funding; increases diversity in graduate student
enrollment; and mitigates financial stress and affordability
challenges for students.
Innovative ProgramsVPGE continues to develop opportunities open to all graduate
students through the Graduate Professional Development
(GPD) framework, which includes initiatives that promote
professional skills in major domains, such as leadership, com-
munication, teaching, and preparation for faculty careers. The
GPD framework itself is an interactive tool that students use
to assess their skills, determine priorities for gaining profi-
ciency, and locate resources at Stanford—many of which are
provided by VPGE.
Endowment Payout forGraduate
Fellowship 79%
General Funds19%
Other Sources 1%Investment Income 1%
2018/19 Consolidated Revenues$43.7 Million
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 41.0 41.8 43.7
Expenses
Salaries and Benefits 4.0 4.1 4.6
Graduate Student Support 36.7 37.8 40.7
Non-Salary 2.4 2.6 3.2
Total Expenses 43.0 44.5 48.6
Operating Results (2.0) (2.7) (4.8)
Transfers From (to) Endowment & Other Assets (0.3) (0.2) (0.3)
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) (2.3) (3.0) (5.2)
Beginning Fund Balances 54.8 52.5 49.5
Ending Fund Balances 52.5 49.5 44.4
Revenues and expenses in this chart and table include $35.8 million of activity that is accounted for as operating transfers in Appendix A.
43ACADEMIC UNITS
A major focus to improve graduate education is to strengthen
student-faculty advising relationships. When advising
goes well, it may be the best part of a student’s graduate
education. When it doesn’t, it can be a major impediment.
Graduate students and faculty alike have conveyed a range of
concerns about advising. With input from the Committee on
Graduate Studies, directors of graduate studies, faculty, stu-
dents, and colleagues at peer universities, VPGE is developing
clear guidelines and disseminating established best practices,
including templates to scaffold conversations as well as ad-
vising workshops for students and faculty on parallel tracks.
Topics range from setting expectations to giving feedback and
resolving conflict.
VPGE provides innovative programs in collaboration with
Stanford’s seven schools to recruit and retain students from
diverse backgrounds and enhance their educational experi-
ences while at Stanford. Among several initiatives, two are
noteworthy for their impact and national visibility. VPGE has
scaled the Enhancing Diversity in Graduate Education (EDGE)
Doctoral Fellowship Program from 57 to 100 new awards
annually. EDGE supports incoming PhD students who bring
diversity, broadly defined, in the context of their academic
fields. EDGE provides mentoring, professional development,
and research funds. The Diversifying Academia, Recruiting
Excellence (DARE) Doctoral Fellowship Program is in its 10th
year of supporting advanced PhD students who bring diver-
sity to their fields as they prepare for academic careers. With
188 fellowships awarded thus far, over 130 DARE fellows have
graduated, and 75% are employed in the academic sector.
This is an era when many graduate students turn to the uni-
versity for more holistic support. Students seek more central
resources that supplement specialized advanced study in
their degree programs, including professional development
and career preparation, as well as enhancing their daily lives
at Stanford. They have articulated their perspectives through
VPGE’s “What’s Possible” portal as well as submissions to the
university’s long-range planning process. Students have iden-
tified several factors that may impede academic progress and
therefore offer opportunities for change. These opportunities
involve requests for resources to mitigate financial stress,
improve faculty advising, hire and retain diverse faculty, in-
crease the diversity of graduate enrollment, promote a more
inclusive culture through training for faculty and staff, add
resources to support mental health and well-being, further
subsidize health insurance, and add subsidies for child care.
Collaborating with university leaders, students, faculty, and
staff across the campus, VPGE will continue to explore how
to address these needs and prioritize them in the context of
the university’s long-range planning.
CONSOLIDATED BUDGET OVERVIEWVPGE was launched in 2007 with a highly restricted endowed
fund balance for the SGF program. As growth was more grad-
ual than initially envisioned, VPGE accrued a designated fund
balance from general funds as well as patent income from the
Office of Technology Licensing (including an unprecedented
$9 million). As a result, since 2015, VPGE’s fiscal strategy has
been to sustain an annual deficit in the consolidated budget
to be covered by designated and endowed fund balances. The
reserves cover higher expenses for graduate student funding
and programs as well as anticipated declines in endowment
income for multiyear fellowships.
VPGE projects a 2018/19 consolidated budget with total rev-
enue and operating transfers of $43.7 million and expenses of
$48.6 million, resulting in an operating deficit of $4.8 million.
After asset transfers of $300,000, a deficit of $5.2 million in
fund balances is expected. This will reduce the consolidated
fund balance to $44.4 million at year-end, as planned.
The 2018/19 consolidated expenses comprise 85% direct
graduate student support, 9% compensation and benefits,
and 6% programmatic non-compensation expenses. VPGE
will provide $40.7 million in direct graduate student fund-
ing for fellowship programs in 2018/19. Tuition and salary/
stipend rate increases in fellowships and programs drive this
increase in funding. Compensation and non-compensation
expenses are expected to increase slightly to $4.6 million and
$3.2 million, respectively.
VPGE is confident the budget plan will provide sufficient
stability and flexibility over the next three years. Forecast
models indicate consolidated deficits will be increased annu-
ally, bringing the consolidated fund balance to $32.8 million
by 2020/21. VPGE will monitor the fund balance closely as
it makes decisions while long-range planning unfolds. There
is excitement about initiatives that will emerge, which at
present have unknown budgetary implications. The need for
a sustainable growth model is unarguable. Next steps will
entail some difficult decisions, as there are always more good
ideas and compelling needs than resources to support them.
VPGE will work to identify what matters most and where
there is leverage for change in the highest priorities.
44 ACADEMIC UNITS
VICE PROVOST FOR TEACHING AND LEARNING
The Office of the Vice Provost for Teaching and Learning
(VPTL) broadly supports learning across all of Stanford’s
schools and beyond the campus, advancing faculty-led pro-
grams and initiatives. VPTL’s mission reflects campus priori-
ties; it is intended to help Stanford invent the future research
university through faculty-initiated teaching and learning
innovation for undergraduate, graduate, professional, and life-
long learning. VPTL’s activities and services draw upon core
competencies in pedagogy, educational technology, learning
environments, academic business development, and strategic
collaboration throughout the university.
Throughout 2017/18, VPTL actively engaged in the long-range
planning (LRP) initiative. VPTL submitted proposals with
partners across campus, shored up essential campus-based
learning services, and prepared to support university-wide
priorities that will emerge from the LRP effort.
PROGRAMMATIC DIRECTIONSIn 2017/18, VPTL mapped out five areas of strategic focus
for 2018/19 that reflect the goals of faculty, departments,
and schools and that capitalize on the organization’s core
competencies to best meet increased needs expressed by
both faculty and students. The five areas are pedagogy and
learning success, learning spaces and tools, expanded credit
and degree programs, global engagement, and—a smaller but
important area—support for the research community. As a
service organization that is responsive to campus priorities,
VPTL established an academic advisory council (AAC) com-
posed of dean-appointed representatives, as well as three
focus-area steering groups with representation from each of
the seven schools and from students.
Pedagogy and Learning SuccessVPTL provides instructors and students with customized
support for learning, using principles of goal-based design,
engagement, inclusion, and reflection. In 2018/19 VPTL will
continue to support increased and improved educational
opportunities for instructors and graduate students to ac-
quire discipline-specific pedagogical foundations, develop
new teaching ideas, and apply inclusion and engagement
strategies in their teaching. One specific opportunity VPTL
will support with campus partners is the development of a
graduate student teaching certificate using blended modes
of face-to-face instruction combined with online learning.
Learning success programs delivered by VPTL optimize
student learning and resilience through tutoring, coaching,
workshops, and learning communities. These programs
help the university expand its efforts around inclusion and
diversity, especially helping first-generation and low-income
students build capacity and develop a sense of belonging at
Stanford. In 2018/19 VPTL will hire peer leaders and expand
academic skills and discipline-specific study support to
General Funds29%
Gifts 3%
Executive Education/
Other67%
2018/19 Consolidated Revenues$41.2 Million
Endowment Payout
1%
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 45.5 40.1 41.2
Expenses
Salaries and Benefits 24.3 24.6 25.5
Non-Salary 18.4 15.4 15.6
Total Expenses 42.6 39.9 41.2
Operating Results 2.8 0.2 0.1
Transfers From (to) Endowment & Other Assets (0.5) 0.0 0.0
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) 2.4 0.2 0.1
Beginning Fund Balances 9.3 11.7 11.9
Ending Fund Balances 11.7 11.9 12.0
45ACADEMIC UNITS
student community centers, residence halls, and depart-
ments. This will not only fill an unmet need for student
learning support, but also help tailor this support to distinct
academic disciplines.
Learning Spaces and ToolsIn 2018/19 VPTL will continue work started in 2017/18 with
Land, Buildings and Real Estate to build a comprehensive
and rigorous framework designing instructional spaces when
planning new buildings and renovating existing buildings.
VPTL will facilitate a campus-wide instructional space study
with campus partners and school representatives. The long-
term goal is to use the output of this study to better inform
the location, type, and size of both formal and informal
classroom spaces. This will improve support for learners and
instructors while also allowing flexibility to accommodate the
future needs of evolving teaching practices.
Faculty are increasingly interested in adopting new tech-
nologies, tools, and platforms that in some cases promise
dramatic improvements in student learning activities or sub-
stantial time savings for faculty and other instructors. VPTL
has been asked to serve as a central resource to support the
secure, efficient, and effective adoption of these digital tools.
In 2018/19 VPTL will continue to use its depth of knowledge
in this area to analyze and implement tools that faculty/
students want while optimizing Stanford’s investment and
minimizing risk.
Expanded Credit and Degree ProgramsHistorically, admission to many Stanford programs has
been limited by physical capacity. In addition to supporting
broader, non-degree learning opportunities, VPTL supports
schools and departments in delivering hybrid degree and
online degree programs to learners worldwide. Upon school
and department demand, in 2018/19 VPTL will deliver three
new hybrid/online degree programs and two new graduate
certificate programs, all in different schools. Additionally,
VPTL will explore new delivery modes to not only enhance
the learner’s experience, but also help address issues such as
the needs to scale learning and to make the most of valuable
faculty time over the long term.
Global EngagementVPTL plays a significant role in extending the global reach
and impact of Stanford’s educational mission. By the end of
2018/19, VPTL will help create hybrid, remote, and in-country
educational programs and support meaningful engagement in
six countries: China, France, India, South Africa, Thailand, and
United Arab Emirates. The engagement in India and South
Africa is related primarily to VPTL’s 2017/18 addition of the
Stanford Center for Health Education (SCHE), a partnership
with the School of Medicine. SCHE supports a more effective
and efficient approach to the training of health professionals
at Stanford and around the world. SCHE is being studied as a
model for global engagement by interested faculty, schools,
and departments.
Research CommunityVPTL supports faculty and graduate students interested in
conducting research on learning by managing data on learn-
ing/learners and making that data available for research,
suitably anonymized. The emergence of online courses with
massive enrollments has enabled an entirely new field of edu-
cational research: the analysis of educational data on a very
large scale. The Stanford Lytics Lab at the Graduate School of
Education, supported by VPTL, is currently developing a body
of experimentally validated research that identifies targeted
interventions most likely to improve student learning at scale.
CONSOLIDATED BUDGET OVERVIEW The 2018/19 consolidated budget for VPTL projects total rev-
enues and operating transfers of $41.2 million and expenses
of $41.2 million, resulting in a small net operating surplus of
$67,000.
Total revenues in 2018/19 are projected to increase by $1.1
million, or 2.8%, from 2017/18. This increase is due to the
expansion of departmentally requested online degree and hy-
brid programs as well as the growth in new faculty-developed
graduate certificate programs.
Total expenses in 2018/19 are projected to increase by $1.3
million, or 3.1%, from 2017/18. Compensation expenses are
projected to increase $968,000, or 3.9%, primarily due to
annual merit increases. Non-compensation expenses are
projected to increase by $285,000, or 1.9%, which is slightly
below the rate of inflation. This is primarily due to a change in
the funding model for Converged Communications Services.
VPTL expects to have a $12 million fund balance at the end of
2018/19. It plans to utilize that balance to support additional
program development for residential and online students;
new technologies, tools, and platforms; pilots of new modes
of course delivery; and technology reserves to refresh VPTL’s
technology-rich spaces throughout campus over the next
several years.
46 ACADEMIC UNITS
VICE PRESIDENT FOR THE ARTS
Endowment Payout
30%
SponsoredResearch
1%
Other 21% General Funds21%
Gifts 27%
2018/19 Consolidated Revenues$22.6 Million
IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 25.0 22.6 22.6
Expenses
Salaries and Benefits 10.6 10.7 12.6
Non-Salary 10.6 13.5 13.0
Total Expenses 21.2 24.2 25.5
Operating Results 3.8 (1.6) (2.9)
Transfers From (to) Endowment & Other Assets 2.2 0.0 0.0
Transfers From (to) Plant 0.0 (0.2) (1.0)
Surplus / (Deficit) 6.0 (1.8) (3.9)
Beginning Fund Balances 21.7 27.8 25.9
Ending Fund Balances 27.8 25.9 22.0
PROGRAMMATIC DIRECTIONSThe Vice Presidency for the Arts (VPA) was established in
February 2017 by the president and provost. It brings togeth-
er five arts organizations previously housed under the School
of Humanities and Sciences (H&S): the Cantor Arts Center,
the Anderson Collection at Stanford University, Stanford
Live and Bing Concert Hall, the Stanford Arts Institute, and
the Institute for Diversity in the Arts (IDA). In addition, a
central office provides administrative oversight, supports
extracurricular student arts activities, distributes arts grants,
and spearheads university arts initiatives. The academic arts
departments remain in H&S as key collaborative partners for
the VPA.
Building on the accomplishments of the Stanford Arts
Initiative (Stanford Challenge, 2007-2011), the VPA plans to
move the arts to the next level. In 2017/18, the VPA under-
took a process of strategic planning in alignment with the
university-wide long-range planning effort. Out of this pro-
cess, the VPA has articulated two major themes: (1) making
Stanford a vibrant home for art and artists, and (2) drawing
on Stanford’s multidisciplinary strengths to impact signifi-
cantly the future of the arts. The two goals will be achieved
through new and newly consolidated programmatic initiatives
as follows:
n A vibrant home for art and artists: Stanford has long
been known for its strengths as a research university, but
has not been recognized as a leader in the arts. The VPA
is committed to changing this dynamic. This will involve
magnifying successful programming, collections, and ex-
hibitions presented by VPA organizations. In addition, the
VPA will launch a major new visiting artist series, which
will bring some of the best and most interesting artists
practicing today to Stanford for short-term residencies
to engage with students and faculty while workshopping
their next projects. The VPA is also working to develop
a new public art program, which will create a dynamic
presence of contemporary art on campus. Finally, the VPA
continues to build support for students in extracurricular
arts activities and exploration of career goals in the arts.
n “Only at Stanford” arts programs: The arts are changing
rapidly through connections across media and artistic
disciplines, new technological opportunities, and chang-
ing audience habits. Stanford has an opportunity to use
its multidisciplinary strengths to help define and forge the
future of the arts. To take advantage of this opportunity,
the VPA is prioritizing programs and approaches that can
only take place at Stanford. In particular, new initiatives
are under way in art and technology, next-generation
storytelling, art and public policy, and arts leadership.
47ACADEMIC UNITS
In addition to the VPA-wide initiatives outlined above, new
programmatic directions at the Cantor Arts Center and
Stanford Live are of note. The Cantor Arts Center’s new di-
rector, Susan Dackerman, who came to Stanford in September
2017, is revamping the exhibition planning and academic
engagement structure for the museum. Strategic planning in
2017/18 will result in a revised operating strategy starting in
2018/19. Also in 2018/19, Stanford Live will open a renovated
Frost Amphitheater, which will house large-scale performanc-
es presented in partnership with external organizations. This
will result in a significant increase in earned revenues and
also increased operating expenses for the organization.
CONSOLIDATED BUDGET OVERVIEW The financial situations of the different VPA units vary dra-
matically. Each unit has its own dedicated funds, with varying
levels of restrictions. Cantor, Anderson, and Stanford Live all
operate in many ways as nonprofit businesses rather than ac-
ademic units, and their financial model reflects that orienta-
tion. Fundraising for special projects is frequent, and growth
in program expenses and one-time expenses is driven by the
availability of appropriate funding, so expenses are quite vari-
able year over year. VPA units frequently book gifts in a given
year that are earmarked to be spent in subsequent years, so
reserve funds are deployed across multiple fiscal years.
The VPA projects a 2018/19 consolidated budget with total
revenues and operating transfers of $22.6 million and ex-
penses of $25.5 million, resulting in an operating deficit of
$2.9 million that reflects the strategic deployment of reserves.
After transfers to plant of $1 million, the net decline in current
funds is $3.9 million.
Revenues and operating transfers are expected to remain flat
from 2017/18. Earned income is expected to increase by $1.2
million due to anticipated revenue from Frost Amphitheater,
opening in 2018/19. However, gift revenue is expected to
be lower by $1.1 million, mainly due to receipt of an unusu-
ally high one-time gift in 2017/18. This will be slightly offset
by higher gift and membership revenues expected by the
museums in connection with anniversary activities in 2019.
Expenses are expected to grow by $1.3 million due to an
increase in staff to support the new Frost Amphitheater and
VPA infrastructure and to fill critical vacant positions at the
Cantor Arts Center to support the new director’s strategic
priorities. There are also expected to be one-time expendi-
tures for Cantor Arts Center art acquisitions. Transfers of $1
million to plant include Cantor Arts Center security upgrade
and space/storage utilization projects.
The VPA’s financial priorities in 2018/19 are to:
n Sustain base operations of the VPA organizations;
n Develop an efficient and scalable infrastructure to support
the VPA organizations;
n Strategically use reserves to update the Cantor Arts
Center to bring it up to standards and make it a leading ac-
credited university museum capable of supporting future/
digital art forms; and
n Develop and pilot new initiatives, including new artist resi-
dencies and enhanced student professional development
programs in the arts.
VPA generally funds new initiatives and pilot programs
through expendable gifts. Core programs are sustained
through endowment payouts, expendable gifts, earned in-
come, and general funds. VPA has made the strategic deci-
sion to centralize several positions, along with the funding
associated with these positions, to create efficiencies and
become more scalable to support growth and new initiatives.
VPA’s overall reserve position is strong, with an expected fund
balance of $26 million beginning in 2018/19. However, the
reserves are unevenly distributed among the organizations
within VPA, and restricted to use for those organizations.
The Cantor Arts Center controls 65% of the fund balance,
and Stanford Live controls 17%. Anderson and IDA control
less than 3%. The majority of the remaining reserves are
restricted for visiting artists and student extracurricular arts
program support.
CAPITAL PLANThe most significant VPA capital project is the renovation of
Frost Amphitheater, scheduled to be completed in fall 2018.
Additionally, in 2018/19 the Cantor Arts Center will conduct
a study to identify opportunities to optimize space use for
exhibitions and operations. Finally, VPA is working with H&S
to conduct a feasibility study and to evaluate programmatic
needs for performance and multidisciplinary arts space as a
precursor to considering the possibility of a renovation of the
Memorial Auditorium facility.
48 ACADEMIC UNITS
HOOVER INSTITUTION
PROGRAMMATIC DIRECTIONSWith its eminent scholars and world-renowned archives,
the Hoover Institution seeks to improve the human condi-
tion by advancing ideas that promote economic opportunity
and prosperity, while securing and safeguarding peace. The
Hoover Institution generates ideas from its fellowship, col-
lects knowledge in its Library & Archives, and communicates
such knowledge and ideas to a broad audience, particularly
undergraduate students at Stanford and elsewhere.
Hoover is approaching the beginning of its centennial year in
2018/19. During its first one hundred years, the institution
earned an enviable position in the policy research community
due to its fellows and archives. As Hoover enters into its next
century, the institution will reinforce its strengths in research
and education and accelerate its pace of innovation. Recent
activities lay the foundation for these upcoming strategic
objectives.
Hoover’s hallmark is independent policy scholarship that is
distinguished by empirical and intellectual rigor. Therefore,
a strong and vital fellowship is critically important. Hoover
will formalize its existing fellow recruiting process, seek-
ing to identify a diverse group of fellows ascending in their
careers. The institution recently appointed Joshua Rauh as
the director of research to lead the effort of cultivating the
fellowship. Under his direction, the institution will launch
the Hoover Fellows program next year, recruiting scholars for
five-year term appointments. Hoover hopes to appoint three
fellows per year, to build a pipeline of scholars for more senior
positions at the institution. In addition, Hoover will continue
to appoint adjunct fellows, seeking to expand its senior fel-
lowship by identifying scholars from other institutions at the
pinnacle of their careers. Raghuram Rajan from the University
of Chicago and Stephen Kotkin of Princeton University are
two of the scholars appointed as adjunct senior fellows in the
last year. The 2018/19 budget plan includes expenses for this
more rigorous recruitment process, as well as for a limited
number of short-term adjunct appointments.
Hoover views the convening of scholars to tackle changes in
public policy as an essential function, which it performs pri-
marily through conferences and seminars. Output from these
events will reach and influence audiences beyond those able
to attend in person. These gatherings, which include scholars
from organizations beyond Hoover and Stanford, allow the in-
stitution to leverage its existing fellowship and further identify
talent to build the core fellowship.
Hoover has a unique opportunity to educate and inform
policy leaders and the broader public by utilizing its edu-
cational platforms and facilities, both at Stanford and in
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 61.2 64.9 68.9
Expenses
Salaries and Benefits 44.1 44.1 47.0
Non-Salary 22.1 25.5 27.2
Total Expenses 66.1 69.7 74.2
Operating Results (5.0) (4.8) (5.3)
Transfers From (to) Endowment & Other Assets 2.6 1.5 0.0
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) (2.4) (3.3) (5.3)
Beginning Fund Balances 45.9 43.5 40.2
Ending Fund Balances 43.5 40.2 34.9
Endowment Payout
43%
Other 2% General Funds 1%
Gifts 52%
2018/19 Consolidated Revenues$68.9 Million
Sponsored Research 2%
49ACADEMIC UNITS
its Washington, D.C. office. Hoover created the Educating
Americans in Public Policy initiative to translate the institu-
tion’s work into accessible, shareable content. Since the
launch of the initiative’s Web platform, PolicyEd.org, in
late 2016, Hoover content has garnered more than 38 mil-
lion views. The institution will continue to develop unique
educational content on this platform in the coming year.
Locally, the recent opening of the David and Joan Traitel
Building provides new opportunities to engage and inform the
broader Stanford community with lecture series, policy boot
camps, and other programs. One example is the Cardinal
Conversations series, begun in January 2018 in collaboration
with the university and the Freeman Spogli Institute. The
speaker series is a thought-provoking community discussion
of key issues across the political spectrum and is included in
the 2018/19 budget.
The Library & Archives commit themselves to collecting,
preserving, and providing access to the most vital mate-
rial related to global, political, social, and economic change.
Technology is vital to achieving this commitment. In the
past year, Hoover implemented a new content management
system and initiated partnerships with international and U.S.
institutions and with private-sector companies to increase
the capacity of its digitization efforts. In the next year,
Hoover will leverage these new capabilities to bring its most
significant collections online in a robust, searchable form, to
be used for pure or applied research.
The Library & Archives will enhance their collections by grow-
ing specific collecting areas in support of the mission while
simultaneously deaccessioning collections outside the mis-
sion. Hoover will continue to support a significant output of
scholarship and education derived from its archival holdings
through conferences, workshops, and fellowship programs.
CONSOLIDATED BUDGET OVERVIEWFor 2018/19, Hoover projects revenues of $68.9 million and
expenses of $74.2 million. In prior years, Hoover received
restricted gifts for specific projects and scholars in advance of
associated expenditures. To balance the budget in 2018/19,
Hoover will use $5.3 million of these accumulated restricted
reserves, as planned. Net of these results, end-of-year fund
balances will total $34.9 million.
Hoover projects revenues to increase by $4.0 million, or
6.2%, over 2017/18. Endowment income will grow 3.9%,
with the difference from university growth projections due to
new endowment gifts. After several years of extraordinary
expendable giving growth, Hoover expects gifts to grow more
moderately in 2017/18, by 2.6%, or $900,000.
In 2018/19, expenses will be $4.5 million more than in
2017/18, as expenditures in the current year are below budget
due to staff vacancies. Growth from the 2017/18 budget is
a more modest $1.9 million and will be limited to available
revenue, occurring primarily in the following areas:
n Expenses for fellow recruitment under the Hoover Fellows
program and limited-term adjunct fellow appointments
are included.
n An increase in the number of events held in the David
and Joan Traitel Building will necessitate additional staff,
including a new event manager and audiovisual personnel.
Rental income will offset these staff costs. Additionally,
Hoover will begin to build deferred maintenance reserves
in 2018/19.
n Hoover intends to celebrate its centennial year with
speaker series, publications, and exhibitions. The 2018/19
budget plan includes costs for these programs.
CAPITAL PLANThe Hoover Institution completed a master plan study to
evaluate its overall facilities and space needs. The Hoover
program requires collaborative meeting space, a securable
single point of entry, and optimized archival storage. Based
on these needs, Hoover leadership is exploring the option of
demolishing the Herbert Hoover Memorial Building (HHMB)
and the Lou Henry Hoover Building (LHH) and replacing
these buildings with new facilities. If Hoover selects this
approach and university approval is obtained, construction
will be phased and only begin once funding from new capital
gifts has been identified. For 2018/19, activities will consist
primarily of additional planning efforts related to studying the
viability of demolishing LHH, with its replacement targeted
for Hoover fellows and meeting facilities. A replacement for
LHH should be completed within the next five years, with
HHMB replacement occurring subsequently. Hoover is also
collaborating with Stanford University Libraries regarding a
proposed expansion of the off-site Stanford Auxiliary Library.
Hoover has agreed to partially fund the expansion of this
facility at a rate proportional to the size of Hoover’s archival
storage needs.
50 ACADEMIC UNITS
STANFORD UNIVERSITY LIBRARIES
PROGRAMMATIC DIRECTIONSJane Stanford envisioned for the university a grand library that
would “draw to our far-off shore … eager, hungry students for
knowledge.” While the first library building fell in the 1906
earthquake before it even opened, what is now known as the
Cecil H. Green Library took its place in 1919. As they prepare
to celebrate the 100th anniversary of the central building, the
Stanford Libraries are proud to have developed into a dynamic
information system powering research and study, supporting
every corner of campus and, per Jane Stanford’s vision, draw-
ing students eager for knowledge.
Attentive to the emphasis on data services in the long-range
planning process, the Stanford Libraries will continue their
decades-long programs of collection and service in providing
data sets, training, support, and access to analytical software
for sciences, engineering, social sciences, and humanities.
The Libraries’ expertise in understanding scholarly needs,
skill in negotiating favorable rates and appropriate contrac-
tual terms, and goal of avoiding redundant purchases while
assuring broader access will continue. In addition, the digital
archive program, the Stanford Digital Repository (SDR), will
continue to provide on-demand, long-term, and scalable
archival storage for data and research results. In 2018/19,
the SDR will incorporate 3.5 million books digitized by Google
since 2004, dramatically extending its ability to support re-
search in the humanities and social sciences.
Recognizing the increased emphasis on digital research
methodologies and associated student demand, the Libraries
will continue their popular program of workshops on digital
research tools, including data curation, data and statistical
software, geospatial information systems applications, da-
tabase design and management, and digital archiving. With
supplemental funding from the Dean of Research, work will
proceed in 2018/19 on the development of the Research
Information Ecosystem, an intelligence system that leverages
the capacities of the SDR, Stanford Profiles, and Stanford
Electronic Research Administration (SeRA) to improve utility
and efficiency in the Stanford research community.
Since 2016, the Libraries have extended access for faculty
and students to rich archival holdings across the globe with
the development of the International Image Interoperability
Framework (IIIF) and Mirador image browser. IIIF supports
streaming of an estimated 1 billion images from hundreds
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 87.7 90.7 91.5
Expenses
Salaries and Benefits 45.3 46.9 48.5
Non-Salary 39.5 40.5 41.5
Total Expenses 84.8 87.4 90.0
Operating Results 2.9 3.3 1.5
Transfers From (to) Endowment &
Other Assets (0.1) 0.0 0.0
Transfers From (to) Plant 0.0 0.1 0.0
Surplus / (Deficit) 2.8 3.4 1.5
Beginning Fund Balances 12.1 14.9 18.3
Ending Fund Balances 14.9 18.3 19.8
Endowment Payout
18%
Sponsored Research
2%
Gifts 2%
Other 3%
General Funds65%
University Press10%
2018/19 Consolidated Revenues$91.5 Million
51ACADEMIC UNITS
of cultural organizations directly to researchers’ computers,
while Mirador enables annotation of portions of images,
transcription, translation, comparison of multiple versions,
and even reassembly of dismembered manuscript books and
assembly of 3D objects. The Libraries will continue to coor-
dinate the work of a global community developing IIIF and
Mirador, and will initiate discovery services that will improve
the delivery of IIIF-compliant digital images to researchers
at Stanford.
Planning for the third and final module of Stanford Auxiliary
Library number three, the Libraries’ off-site storage facility,
will be initiated in 2018/19. The module is being planned in
collaboration with Hoover and is forecast to accommodate
transfers of collections from campus for eight to ten years.
Also ongoing in 2018/19 will be the collaborative digitization
of Stanford’s extensive historic newspapers.
In 2017/18, Stanford University Press, an enterprise division
of the Stanford Libraries, moved to a new distributor, Ingram
Academic. In addition, the Press continued to refine its pub-
lishing programs, reducing the number of titles in order to
focus more editorial and marketing resources on each title.
This strategic move, along with superior marketing services
from the new distributor, led to a per-title revenue increase
of 25% above the 2017/18 budget, and a total book sale rev-
enue increase of 10% above budget. For 2018/19, the Press
projects a break-even budget, with revenues and expenses
each at $8.1 million.
These strategic moves have also resulted in increased at-
tention from prospective authors and agents, enabling the
Press to sign higher-profile titles. The lead title for the fall
2018 season will be John Hennessy’s book Leading Matters,
an account of his leadership strategy and its development.
Additionally, representation of Stanford faculty within the
program has more than doubled in the past year, growth that
is anticipated to continue into 2018/19 and 2019/20. Income
from The Zohar, the first complete, annotated translation of
the founding work of Jewish mysticism, which has a world-
wide audience, is also expected to drive revenue in 2018/19.
Innovations in digital publishing at the Press will continue
through some open-access digital publications and the
Interactive Scholarly Works program, which will release four
new publications in 2018/19. In fall 2018, the Press will also
publish a collaboratively authored, open-access, online text-
book for undergraduate American history classes.
CONSOLIDATED BUDGET OVERVIEWThe 2018/19 consolidated budget shows total revenues
and operating transfers of $91.5 million and expenses of
$90.0 million, yielding an operating surplus of $1.5 million.
Revenues and transfers are forecast to increase less than 1%
from the level projected for 2017/18. Modest increases in
the range of 3% to 4% are anticipated for expendable gifts
and endowment payout. However, the volume of sponsored
activity is projected to decline by about one-third from the
peak level in 2017/18. Two major foundation grants totaling
$2.5 million that propelled sponsored activity over the past
two years will both expire in December 2018, with only one
new sizable grant anticipated.
Expenses are forecast to increase $2.6 million. The Libraries’
staff headcount has not grown since 2014/15, as recruiting
and retaining academic staff remain challenging. The salary
budget is estimated to grow about 3.9% in anticipation of
continuing high turnover. The library information budget is
forecast at $25.7 million, an increase of 5.1%. However, over-
all expenses will only grow 3%, as $506,000 of converged
communications budget will be transferred to University IT
in 2018/19, when these services will become centrally funded.
Consolidated fund balances at the end of 2018/19 are expect-
ed to be $19.8 million, of which about 20% is unrestricted to
operations. Approximately $10 million of the fund balances
will reside in restricted gift and endowment funds. A compre-
hensive study is under way to analyze possible utilization of
these resources in the short and long run to relieve inflation-
ary pressure on the library information budget. In addition,
over $5 million in fund balances are in the LOCKSS (Lots of
Copies Keep Stuff Safe) auxiliary unit, an open-source system
allowing peer libraries to preserve digital library materials.
52 ACADEMIC UNITS
SLAC NATIONAL ACCELERATOR LABORATORY
PROGRAMMATIC DIRECTIONSStanford University operates SLAC for the Department of
Energy (DOE) through a management and operating contract.
The DOE considers Stanford one of the best contractors,
as evidenced by its fiscal year 2017 performance feedback:
“Stanford University continues to provide outstanding corpo-
rate support to SLAC. This level of strong contractor support
is uncommon within the DOE-SC complex.” SLAC’s success
depends on a robust partnership with Stanford University to
attract and support some of the world’s best and most in-
novative scientists.
Based on its strategic plan, SLAC’s investments are focused
on two broad areas: photon science programs enabled by its
X-ray user facilities and particle physics and particle astro-
physics programs.
Scientific User FacilitiesSLAC’s user facilities draw more than 2,700 researchers from
around the world annually, with Stanford users representing
more than 10%. The laboratory operates two leading X-ray
scientific user facilities: the Linac Coherent Light Source
(LCLS) and the Stanford Synchrotron Radiation Light Source
(SSRL). LCLS is the world’s first hard X-ray free-electron laser
(XFEL). This facility has transformed the field of X-ray sci-
ence and positioned SLAC as a world-leading center for XFEL
science. To maintain this preeminence, SLAC and the DOE
are pursuing a vigorous series of developments (LCLS-II and
LCLS-II High Energy) that will expand the accelerator’s range
of X-ray energies, significantly enhancing SLAC’s scientific
capability and capacity.
SSRL provides X-ray beams and advanced instrumentation
for research ranging from energy storage to drug discovery.
SSRL facilitates tremendous scientific synergy between SLAC
and Stanford. A large number of faculty groups from four of
Stanford’s schools pursue research enabled by SSRL. In ad-
dition to past investments, Stanford is contributing funding
towards a new macromolecular crystallography beam line,
which will enable structural biology research. SSRL is also
building a new energy materials beam line that will further
leverage materials research programs at Stanford.
A joint initiative between Stanford and the DOE laid the
groundwork for Stanford and SLAC to host a world-leading
National User Center, funded by the National Institutes of
Health, for cryo-electron microscopy (cryo-EM). cryo-EM
is a transformative scientific tool of the future for atomic-
resolution structural biology.
[IN MILLIONS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Total Revenues 591.9 576.6 514.2
Expenses
Salaries and Benefits 190.6 194.9 226.3
Non-Salary 115.7 120.1 140.8
SLAC Construction 282.9 257.5 142.7
SLAC Fee Paid to Stanford 4.6 4.6 4.6
Total Expenses 593.8 577.0 514.4
Operating Results (1.9) (0.4) (0.2)
Transfers From (to) Endowment &
Other Assets 0.0 0.0 0.0
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) (1.9) (0.4) (0.2)
Beginning Fund Balances 7.6 5.6 5.1
Ending Fund Balances 5.6 5.1 4.9
DOE Research Funds
71%
University Funds1%DOE
Construction Funds28%
2018/19 Consolidated Revenues$514.2 Million
53ACADEMIC UNITS
Science ProgramsSLAC recognizes that providing world-class research facilities
is not enough. To ensure that the best science is carried out
at SLAC, the laboratory takes a leadership role in identifying
and pursuing new science, leveraging Stanford’s ability to
attract world-class scientists. In addition to large-scale user
facilities, SLAC’s core capabilities as recognized by the DOE
include advanced instrumentation, condensed matter physics
and materials science, chemical and molecular science, ac-
celerator science and technology, fusion energy science, and
particle physics. In addition, SLAC is working with Stanford
to leverage its capabilities toward applied programs; these ef-
forts have had significant success in applied energy research.
SLAC is a major partner in the ATLAS experiment at the Large
Hadron Collider at the European Organization for Nuclear
Research (CERN). The ATLAS experiment explores the prop-
erties of the Higgs boson while searching for physics beyond
the Standard Model of particle physics. SLAC’s cosmic fron-
tier program includes the Fermi Gamma-ray Space Telescope,
research and development efforts for the next generation of
dark matter experiments, and construction of the ground-
based Large Synoptic Survey Telescope (LSST).
Joint Stanford-SLAC institutes, including the Stanford PULSE
Institute (PULSE), the Stanford Institute for Materials and
Energy Sciences (SIMES), and the SUNCAT Center for
Interface Science and Catalysis, create a competitive advan-
tage for SLAC and Stanford in offering the vast capabilities of
both institutes to SLAC’s sponsors. PULSE faculties bring ex-
pertise to leverage SLAC’s world-leading position in ultra-fast
X-ray science. SIMES is developing next-generation battery
technologies, and SUNCAT is expanding carbon dioxide fuel
research with a five-year, $7.5 million grant from the DOE’s
Joint Center for Artificial Photosynthesis.
CONSOLIDATED BUDGET OVERVIEWThe 2018/19 consolidated budget shows total expenses of
$514.4 million. Of this, $510.0 million is from the DOE con-
tract and comprises $332.5 million for DOE-funded research,
$142.7 million for construction, and $34.8 million for research
funded by others. While the DOE funds the vast majority
(93%) of the SLAC budget, SLAC’s strategy to diversify fund-
ing sources to include other federal and non-federal agencies
is starting to show real results.
Research program awards will increase over $50.0 million for
2018/19 over 2017/18, reflecting SLAC’s growth and diversifi-
cation of its sponsor base. This growth includes the cryo-EM
National User Center, as well as the start of operation costs
for the LCLS-II and LSST projects.
Construction project costs will decline in 2018/19 by more
than $110.0 million from 2017/18 as the DOE-funded LCLS-II
and LSST projects wind down and start the transition to op-
erations. LCLS-II in particular has a total cost exceeding $1.0
billion over the life of the project. Planning for new construc-
tion of the LCLS-II High Energy project begins in 2018/19 with
a total estimated project cost nearing $350 million.
Included in the DOE contract is a performance fee of $4.6
million paid to the university for operating SLAC. Of this $4.6
million, the university allocates roughly $1.9 million to SLAC
for general funds plus $1.0 million for director discretionary
activities each year.
CAPITAL PLANSLAC’s long-range development plan supports future scien-
tific program direction by consolidating research activities,
upgrading infrastructure, renovating facilities, and demolish-
ing substandard structures. This plan serves as a working
document and resource guide beyond the immediate future
of planned capital projects.
SLAC’s large DOE-funded projects enable its research to stay
at the cutting edge of science. The LCLS-II project builds on
the success of LCLS to ensure that the United States main-
tains a world-leading capability for advanced research in
energy, materials, biology, and chemistry. In 2018, funding
has been approved for the initiation of yet another upgrade
project for LCLS to enable the production and use of high-
energy, ultra-short pulse X-rays delivered at a high repetition
rate; it includes X-ray instrumentation to enable experiments
by the external user community.
SLAC’s building projects provide the laboratory and office
spaces necessary for scientists, engineers, and staff. The
university-funded shell of the Arrillaga Science Center (for-
merly Photon Sciences Laboratory Building) will be complete
with the $57.0 million DOE-funded outfitting of the first two
floors in late 2018. This environmentally sustainable facility
will include labs, characterization, cleanroom spaces, the NIH
National User Center for cryo-EM, and office and collabora-
tion space. The university-funded expansion of the Stanford
Guest House at SLAC has been placed on hold. This will
impact the ability of users of the new LCLS II facility to find
local accommodations when the facility completes transition
to operations in 2020.
54 ACADEMIC UNITS
CONSOLIDATED BUDGET FOR OPERATIONS, 2018/19: ADMINISTRATIVE & MAJOR AUXILIARY UNITS[IN MILLIONS OF DOLLARS] TOTAL REVENUES RESULT OF TRANSFERS CHANGE IN AND OPERATING TOTAL CURRENT (TO)/FROM EXPENDABLE TRANSFERS EXPENSES OPERATIONS ASSETS FUND BALANCE
Administrative Units Business Affairs 253.0 255.1 (2.1) (0.2) (2.3) Office of Development 93.7 94.6 (0.9) (0.0) (0.9) General Counsel & Public Safety 47.7 47.5 0.2 0.0 0.2 Land, Buildings and Real Estate 343.9 331.8 12.1 (10.1) 2.0 Offices of the President and Provost 135.7 127.2 8.5 0.7 9.1 Office of Public Affairs 4.2 4.4 (0.1) 0.0 (0.1) Stanford Alumni Association 45.9 46.2 (0.4) 0.0 (0.4) Stanford Management Company 41.2 41.5 (0.4) 0.0 (0.4) Student Affairs 78.8 80.4 (1.6) 0.0 (1.6) Undergraduate Admission and Financial Aid 204.1 204.8 (0.7) 0.0 (0.7) University Communications 9.1 9.2 (0.1) 0.0 (0.1) University Human Resources 14.9 16.3 (1.4) 0.0 (1.4)
Major Auxiliary Units Athletics (Operations and Financial Aid) 139.9 143.7 (3.8) 0.0 (3.8) Residential & Dining Enterprises 276.0 272.8 3.1 (4.1) (0.9)
Total Administrative & Auxiliary Units 1,687.9 1,675.6 12.3 (13.7) (1.4)
55ADMINISTRATIVE & AUXILIARY UNITS
CHAPTER 3
ADMINISTRATIVE & AUXILIARY UNITS
This chapter focuses on initiatives and priorities in the administrative and auxiliary units of
the university.
Development & Alumni 8%
Admission & Financial Aid 12%
Business Affairs
15%
Other1 7%
Land, Buildings & Real Estate 20%
Athletics 9%
2018/19 Consolidated Expenses by Administrative & Auxiliary Units
Academic$4,989.9 Million
Administrative & Major Auxiliary Units
$1,675.6 Million
1 Other is Stanford Management Company, General Counsel & Public Safety, Public Affairs, University Communications, and University Human Resources.
Residential & Dining 16%
President & Provost 8%
Student Affairs 5%
56 ADMINISTRATIVE & AUXILIARY UNITS
BUSINESS AFFAIRSThe Business Affairs organization provides administrative
infrastructure, systems, services, and support for the ben-
efit of the university community. Business Affairs’ vision
is, “Together we will make administration seamless and
efficient to enable and support teaching, learning and re-
search.” Business Affairs units include Financial Management
Services (Controller’s Office, Treasurer’s Office, Purchasing &
Payments, Financial Management Consulting and Support,
and Global Business Services); University IT (IT Services,
Administrative Systems, Information Security Office, UIT
Shared Services); Office of Research Administration; Office
of the Chief Risk Officer; and Business Development.
The 2018/19 consolidated budget for Business Affairs shows
revenues and transfers of $253.0 million and expenses of
$255.1 million. After transfers to assets of $200,000, total
fund balances are projected to be approximately $36.3 million
at the end of 2018/19, a use of $2.3 million. Business Affairs
will use $1.1 million of reserves to fund one-time information
security priorities. Additional reserve use will fund strate-
gic operations priorities including the talent development
rotational program, anticipated fit-up of new facilities at the
Redwood City campus, refurbishment of Business Affairs’
remaining space on the historic campus, and enterprise IT
systems initiatives in the areas of cloud computing and ser-
vice management.
Revenues and transfers will increase by $16.3 million, or 7%,
from 2017/18 year-end projections. This increase is primarily
due to a $17.6 million increment in general funds and growth
in revenues of $1 million (or 1%), offset by transfers to other
units. Of the increase to general funds, $7 million is from
the change to university central funding for converged com-
munications (a service bundle of telecommunications and
network connectivity and related devices used broadly across
Stanford). Cost rise growth accounts for $8.8 million, which
includes $3.5 million related to liability insurance increases.
The remaining $1.7 million of incremental general funds is
allocated to base additions for IT priorities, including video
conferencing to support the connection of Stanford employ-
ees between campus locations, cloud computing, operations
and maintenance costs for enterprise systems, and informa-
tion security initiatives.
Total expenses are projected to be 8.4%, or $19.7 million,
greater than in 2017/18. The increase is primarily driven
by eight new budgeted positions, filling many currently
open positions, and the effects of a strong salary program.
Combined, these result in an 8.3%, or $12.2 million, increase
in compensation expense. The $7.5 million increase in other
operating expenses is due to the converged communications
central funding change and cost rise.
Each year Business Affairs focuses on a specific group of
principal initiatives, many of which span multiple years with
annual milestones and deliverables. These initiatives are
focused on continuous improvement in delivering excellent
client service, making administrative processes and systems
more efficient, and mitigating enterprise risk.
The top Business Affairs initiatives include the following:
n Business Affairs in Redwood City: Business Affairs
supports and collaborates with Land, Buildings and
Real Estate to facilitate completion of the Redwood City
campus design, construction, and operations planning. In
collaboration with University Human Resources, it deliv-
ers change management training and tools to prepare,
equip, and support employees in their transition. Business
Affairs also partners with university department leaders
to develop an integrated collaboration/communication
solution that includes voice, video, and instant messaging,
supporting robust solutions between the main campus,
Redwood City, and other alternate work locations.
n Cloud Adoption: Business Affairs facilitates adoption
of cloud-based technologies that enable Stanford to be
nimble, cost-efficient, secure, and innovative with a variety
of computing and collaboration needs. University IT (UIT)
is redeploying existing resources and hiring to meet the
university demand for support.
n Service Management: Business Affairs is in the third year
of a multiyear principal initiative to implement ServiceNow
to transform and unify service management for University
IT (UIT) and the broader campus community. Service
Management is a coherent framework that includes all
of the policies, processes, and procedures used to man-
age the services UIT delivers. The system also supports
service offerings across the campus community, including
but not limited to University Human Resources, Financial
Management Services, Residential & Dining Enterprises,
University Communications, Student Affairs, and the Dean
of Research.
n Information Security: Information security has been a
top-five Business Affairs principal initiative for several
years. The goal is to provide security solutions such that
Stanford has no incidents attributable to a lack of best
practices. The major focus continues to be on high-risk
data and includes (a) ensuring minimum security stan-
dards are met for all university-managed servers and
applications handling high-risk data; (b) developing and
adopting minimum security standards for cloud-based
systems; and (c) remediating file storage risk.
n Talent Development: In support of growing its internal
talent, Business Affairs is continuing the multiyear pro-
gram for staff development that includes exposure, experi-
ence, and education. It is also continuing a pilot program
in which each year three employees participate in yearlong
rotational assignments.
n Purchase to Pay: Business Affairs is engaged in a mul-
tiyear, multifocused effort aimed at improvement in the
spend management and purchasing marketplace areas.
The focus is on establishing a collaborative approach to
produce higher and more sustainable levels of adoption.
One step is establishing a university-wide Spend Advisory
Board, including representation from SLAC and the hos-
pitals. Business Affairs is also implementing Amazon for
Business as the university’s purchasing marketplace, with
built-in compliance that is simple and easy to use, and
requires little training.
OFFICE OF DEVELOPMENTThe Office of Development (OOD) projects revenues and
transfers of $93.7 million and total expenses of $94.6 mil-
lion in 2018/19, resulting in the planned use of $945,000 in
reserves. OOD fund balances are anticipated to decline due
to short-term investments in the Engineering development
team, facilities and equipment expenses related to the im-
pending move of many development staff to Redwood City,
and a significant long-term investment in a comprehensive
talent management program for development staff.
OOD’s main funding sources remain general funds and sup-
port from the School of Medicine and Stanford Health Care
for Medical Center Development costs.
Total expenses for 2018/19 are 2.6% higher than the 2017/18
year-end projection. Growth in core development programs
focused on undergraduate education and international
outreach will be offset by a reduction in expense associated
with OOD’s ongoing project to replace its IT infrastructure
(ADAPT, the Alumni and Development Applications Platform
Transition).
In 2016/17, philanthropic support for Stanford University,
including both of its affiliated hospitals, reached $1,129.3 mil-
lion. Over half of all gifts made in 2016/17 were of $100 or
less, which is a testament to the dedication of our alumni and
friends to the breadth of disciplines and activities at Stanford.
Looking ahead to 2018/19, OOD will remain actively engaged
with existing and prospective donors to support key university
and hospital priorities, particularly graduate student housing
in Escondido Village and initiatives that are now emerging
from the university’s comprehensive long-range planning
process. OOD will invest general funds and reserves in criti-
cal areas consistent with its strategic goals:
n Create an environment that attracts top candidates and
provides employees with opportunities for growth and
development—OOD has hired an executive director for
strategic talent management who is actively building a
talent acquisition team focused on establishing a pipeline
of qualified staff for all positions. Beyond recruitment, this
group will devote its attention and energy to supporting
development staff during their full life cycle at Stanford,
with a near-term focus on retention and professional
development. With growth in the number of staff who
telecommute or work remotely and the upcoming move
of many development staff to Redwood City, the new
executive director will also lead OOD’s efforts to become
more effective in working across distributed campuses and
teams.
n Support the university’s long-range planning process—
With all units focused on the future, development staff
are being thoughtful about how best to organize and
ready OOD for what will come after the planning process
is complete. A component of this preparation is the
comprehensive review of existing field staff portfolios and
prospective donors who are not currently staffed by gift
officers.
n Engage volunteer leaders—OOD has launched a program
called LEAD (Lifelong Engagement and Advocacy for
Development), which is aimed at identifying and inspiring
future leadership volunteers and will continue to focus on
creatively engaging volunteers in university life.
57ADMINISTRATIVE & AUXILIARY UNITS
n Develop systems and business processes that maximize
Stanford’s ability to engage donors and prospects in
timely, meaningful, and personalized ways—OOD is in
active partnership with the Stanford Alumni Association
and University IT to retire its 20-year-old IT infrastructure
and move to Salesforce and other technologies. The
ADAPT project was launched in July 2015 and will take
place over five years. It covers all aspects of OOD’s sys-
tem needs, including constituent management, commu-
nications, events, marketing automation, gift processing,
reporting and business intelligence, and stewardship.
GENERAL COUNSEL AND PUBLIC SAFETY
Office of General CounselThe Office of General Counsel (OGC) projects a balanced
consolidated budget of $23.4 million in 2018/19. Of this,
$14.3 million is a direct pass-through for health care legal
services, $3.9 million is from university units that reimburse
OGC for legal services on an annual basis, and the remaining
$5.2 million is from general funds. OGC anticipates a modest
$300,000 surplus for 2017/18, due to salary savings. The
2018/19 budget reflects a 4.6% increase from the 2017/18
year-end projection.
Client demands for legal services continue to increase year
over year, increasing the volume of work that is required.
OGC received additional base general funds from the provost
to expand in-house capacity as well as to address market
equity and retention issues.
OGC will continue to focus on its main strategic priorities:
proactively trying to achieve additional savings by reviewing
operational costs and increasing efficiency; identifying risk
to minimize it; providing preventative counseling and more
comprehensive client training; and resolving disputes early.
OGC remains committed to its effort to maintain an optimal
balance between inside and outside counsel, and provide
cost-effective, high-quality service.
Department of Public SafetyThe 2018/19 consolidated budget for the Department of
Public Safety (DPS) includes revenues and transfers of $24.3
million offset by projected expenses of $24.1 million, leaving a
projected surplus of $159,000. The majority of DPS’s budget
is supported by general funds (85.2%). Incoming transfers
from Parking & Transportation Services to support parking
enforcement and related activities make up approximately
10% of the total, and revenues from special-event security
operations account for the remaining 4.8%.
Stanford and the City of Palo Alto continue working toward
finalizing the terms of a new fire services agreement, which
is expected to be the foundation for a five-year contract with
the option to renew. Since October 2015, when the original
contract expired, Palo Alto has provided fire services to
Stanford under a series of short-term extensions. The fire
contract budget projection for 2018/19 of $7.8 million is
based on the model described in the current extension to the
contract. Actual 2018/19 expenses to Stanford could change,
assuming a new agreement is finalized as both parties intend.
DPS remains committed to increasing its numbers of sworn
and nonsworn personnel and will need to add staff in order to
adequately address safety and security needs of the growing
campus community. Hiring and retention of personnel have
been challenging as virtually every Bay Area police agency
has multiple vacancies. Other areas of focus for 2018/19
include the implementation of a county-mandated interop-
erable emergency communications system, additional func-
tional improvements to the university’s AlertSU system, and
groundbreaking for the new Public Safety facility expected to
be completed in 2019/20.
LAND, BUILDINGS AND REAL ESTATELand, Buildings and Real Estate (LBRE) is responsible for the
university’s Capital Plan; commercial real estate on endowed
lands; campus utilities, grounds, and parking and trans-
portation; and stewardship for 8,180 acres of campus and
contiguous land, as well as the construction and operational
management of the Stanford Redwood City campus. LBRE
also manages operations and maintenance (O&M) for over
320 academic buildings and 6 parking structures totaling over
10 million square feet (sf).
During 2018/19, LBRE estimates revenues and transfers of
$343.9 million and expenses of $331.8 million, yielding an
operating surplus of $2 million after an expected transfer of
$10.1 million for capital renewal projects.
Total expenses in 2018/19 are expected to increase by $11.3
million, or 3.5%, over 2017/18 as a result of:
58 ADMINISTRATIVE & AUXILIARY UNITS
n Incremental O&M costs of $3.7 million for new campus
structures, primarily Bass Biology and Neurosciences/
Chemistry, Engineering & Medicine for Human Health;
n Leasing of 16 buses for the Marguerite fleet, at a cost of
$1.1 million;
n The filling of vacant positions from the prior year for 12
months, for an increase of $4.6 million, including benefits;
and
n General increases in compensation and materials.
In addition to the responsibilities listed above, LBRE leads
numerous initiatives that typically span years from concept
to completion. These initiatives are described in detail in
Chapter 4, Capital Plan and Capital Budget, and include:
n Stanford Redwood City
n Escondido Village Graduate Residences
n General Use Permit (GUP)
n Growth and transportation
n Parking and circulation
Furthermore, LBRE is currently implementing the Facilities
2020 operational initiative.
Facilities 2020
Facilities 2020, an initiative that moves facilities operations
from a “central shops” organization to a hybrid “district”
organization, will return 55,000 GUP sf from LBRE to aca-
demic (or other) use as determined by the university. It will
save significant maintenance technician travel hours and,
as a result, will reduce both the workforce and dependence
on vehicles. Four District Work Centers (DWCs) will be
constructed in strategic locations on campus to allow the
technicians to be closer to the buildings they serve, thereby
enhancing customer service. Occupancy of the DWCs is
planned for early 2019. Facilities 2020 also improves plan-
ning and scheduling of facilities work; allows better tuning of
processes to improve quality and timeliness of work using
new key performance indicator tracking; and provides greater
employee training opportunities for safety, skill set improve-
ment, and career development.
Once fully implemented, Facilities 2020 is estimated to return
$1.5 million annually to general funds (after reducing the $2.3
million savings estimate by the $817,000 in debt service for
the construction of the DWCs).
Custodial Contract
Over the past five years, the university has benefited from a
below-market custodial contract that has yielded about $2
million in cost avoidance. However, this contract expired in
August 2017, and the service provider, Cushman & Wakefield
(C&W), sought to increase the contract cost 25%. After
four months of negotiations, LBRE ultimately selected UG2
instead of C&W.
UG2 is perfectly positioned for a partnership with Stanford;
it can provide outstanding service, and it sees value in having
a Stanford contract to expand its portfolio. Due to increasing
prices in the custodial market, the new contract is up 21%
from the prior, though it is $400,000 per year less than the
C&W contract would have been. The new UG2 contract is
still at the low end of the market, and the university will con-
tinue to achieve cost avoidance compared to a full market-
based contract over this new contract’s life, which expires
December 31, 2022 (and can be extended for two additional
years).
OFFICES OF THE PRESIDENT AND PROVOST The budget of the Offices of the President and Provost (PPO)
for 2018/19 will consist of revenues and operating transfers
of $135.6 million and expenses of $127.1 million, resulting in
a net change of $9.1 million in the consolidated fund balance
after a $668,000 transfer from plant funds. The primary
contributor to this increase in fund balance is unspent en-
dowment payout that supports the new Knight-Hennessy
Scholars program.
PPO is a diverse collection of units that share a reporting re-
lationship to the president or provost. At present there are 14
such units, but PPO’s composition changes each year and can
vary not only in size but in requirements for support. In ad-
dition to the President’s Office and the Provost’s Office, PPO
includes the Academic Secretary’s Office, Continuing Studies,
Faculty and Staff Housing, Institutional Research & Decision
Support (IR&DS), the Office for Institutional Equity and
Access, the Office for Religious Life, the University Budget
Office, the Secretary of the Board of Trustees, and several
other small units that support university-wide services.
For 2018/19, PPO will continue using reserves to assist with
staffing needs, cover unanticipated expenses throughout its
59ADMINISTRATIVE & AUXILIARY UNITS
organization, and fund renovations. A small increment of
general funds will support additional staff in IR&DS to allow
work on university initiatives.
In fall 2018, the Knight-Hennessy Scholars program will
welcome its first cohort of 50 graduate students to Stanford.
Over the next few years, the number of scholars will be
expanded to 100. These high-achieving students with dem-
onstrated leadership and civic commitment will receive full
funding to pursue a graduate education at Stanford. In addi-
tion to their core Stanford degree programs, these scholars
will have additional opportunities for leadership training,
mentorship, and cohort-based experiential learning across
multiple disciplines.
A key initiative that began in early 2016/17 is the long-range
plan (LRP). After celebrating Stanford’s 125 years of innova-
tion in education and research, the president and provost
began a strategic planning exercise to help envision Stanford
in the next decade. The LRP effort is based on developing a
bold vision for Stanford’s future and organized around key
conceptual categories: education, research, our commu-
nity, and engagement beyond our university. The President’s
Office is directly responsible for planning and support for this
ongoing initiative. The initiative and its outcomes will impact
PPO’s immediate operations as it moves to plan implementa-
tion, fund near-term strategic objectives, and make related
decisions about staffing and resources to support the LRP.
OFFICE OF PUBLIC AFFAIRSThe Office of Public Affairs (OPA) projects total 2018/19
revenues and transfers of $4.2 million and expenses of $4.4
million (both unchanged from the projected 2017/18 levels),
resulting in the use of some operating reserves. Incremental
base general funds allocated to OPA include funding to sup-
port its mission of monitoring the public policy and political
environment for Stanford.
OPA forecasts an ending balance of $430,000, of which it
will use approximately $335,000 to maintain a very modest
reserve to support internal and external strategic programs.
In consultation with university leadership, OPA’s Government
and Community Relations Office (GCR) leads Stanford’s
engagement with federal, state, and local governments, as
it also fosters Stanford’s relationship with neighboring com-
munities. GCR promotes the university’s research and edu-
cation mission through contact with public officials, tracking
of pertinent legislation and regulatory proposals, and, when
appropriate, lobbying on behalf of the university on a wide
variety of issues ranging from land use policies to funding for
the basic sciences.
The current federal policy environment requires significantly
increased efforts and resources to defend and advance the
university’s research, education, and clinical care mission.
There will be opportunities to advance some priorities, includ-
ing regulatory reform at research funding agencies and the
Department of Education, as well as Bay Area transportation
upgrades that are components of transportation infrastruc-
ture funding legislation. Still, the university continues to
confront the most challenging policy environment it has faced
in many years, with ongoing challenges related to research
support and related policy, college costs, endowments and
tax policy, health care, and immigration, among other areas.
Other key topics of importance to the university include
admission and financial aid policies, student services and
rights, campus sexual assault and campus safety, student-
athlete rights, privacy protection of research involving hu-
man samples, treatment of animals used in research, state
research funding, transportation, land use/zoning policies,
affordable housing, tax policies, and resources for nonprofit
organizations.
Several local government entities, most significantly Santa
Clara County and the City of Palo Alto, control how Stanford
strategically and thoughtfully uses its land and infrastructure
systems to serve its mission. Stanford’s application for a new
General Use Permit from Santa Clara County was submitted
in November 2016 and has proceeded through the initial stag-
es of the informal and formal processes, most importantly the
release of a draft Environmental Impact Report in October
2017. In 2018/19, public engagement will continue, and
community reactions to Stanford’s proposed development
will influence mitigation measures and other policy areas of
importance to local governments. The Santa Clara County
Board of Supervisors will probably make its final decisions in
late 2018 or early 2019, so this will be a high-priority focus
in 2018/19. Stanford will also participate in regional efforts
among public- and private-sector entities to address regional
transportation and housing challenges.
60 ADMINISTRATIVE & AUXILIARY UNITS
STANFORD ALUMNI ASSOCIATIONThe Stanford Alumni Association (SAA) projects $45.8
million in gross revenues and operating transfers and $46.2
million in total expenses in 2018/19, resulting in a reduction
of $355,000 in its consolidated fund balance. Reserve bal-
ances are projected to be $2.3 million at the end of 2018/19.
Business and program revenues, coupled with income from
lifetime membership and other endowment fund payouts, will
generate over 75% of SAA’s gross revenues. The remaining
revenues will come from base and one-time general funds.
Gross revenues and expenses remain relatively level with
2017/18 projections.
SAA’s internal revenue streams in 2017/18 have improved
over those in 2016/17. Despite ongoing world instability,
contributions from Travel/Study have rebounded, and those
from Stanford Sierra Programs have grown. SAA continues
to spend from reserves to support graduate-only student
and alumni engagement initiatives and infrastructure needs.
Internal reserves will also fund a digital content platform for
Stanford magazine stories. With operating cost pressures an
ongoing challenge, SAA remains focused on revenue growth
and cost savings across its portfolio.
With over 50% of the alumni body consisting of graduate-on-
ly alumni, SAA continues its strategic focus toward success-
fully engaging this segment, along with graduate-only stu-
dents. The general funds received in 2017/18 are supporting
expanded graduate-only programming, including Graduate
Alumni Day, a homecoming-style event to be piloted in May
2018. SAA is also working to increase engagement and con-
nection with graduate-only alumni through targeted digital
communications and content.
Another area of focus for SAA involves young alumni (alumni
one to ten years out), a demographic within which SAA has
identified some potentially concerning engagement trends.
While still highly engaged, the young-alumni segment is the
only demographic with negative engagement growth in the
past two years. One-time general funds received in 2018/19
will go toward testing program offerings designed to better
engage this segment. The lion’s share of these funds will
be focused on enhancing the young-alumni experience at
Reunion Homecoming, a key touchpoint for these alumni.
The balance will support freelance resources for digital
marketing and communications efforts that will address the
needs of both young and graduate-only alumni.
As the university has engaged in long-range planning,
SAA has conducted its own long-term strategic planning.
Offerings in support of SAA’s strategic directives—activate
community, ignite curiosity, and amplify impact—will further
the connection between alumni and the university as well as
grow alumni-to-alumni and alumni-to-student connections.
Technology upgrades are critical to SAA’s future success and
remain a top priority.
In support of this priority, the migration of the shared SAA/
Office of Development constituent database to a Salesforce
platform paves the path for both organizations to better serve
and meet the digital needs and expectations of alumni, do-
nors, staff, and campus partners. From targeted and dynamic
communications to digital content on topics and platforms
relevant to alumni, this technology overhaul will allow SAA to
connect with and engage an increasingly diverse alumni body.
SAA’s mission is unchanged—to reach, serve, and engage
all alumni and students; to foster a lifelong intellectual and
emotional connection between the university and its gradu-
ates; and to provide the university with goodwill and support.
SAA is confident the strategic investments discussed above
will deliver a significant return to the university in heightened
connection, increased engagement, and a stronger commu-
nity of alumni and students.
STUDENT AFFAIRSStudent Affairs, which comprises more than 25 offices that
provide undergraduate and graduate students with a range of
services, opportunities, and resources, began academic year
2017/18 under the leadership of a new vice provost, Susie
Brubaker-Cole. Its mission centers on “educating students
to make meaningful contributions as citizens of a complex
world.”
In 2018/19, Student Affairs projects total revenues and trans-
fers of $78.7 million and expenses of $80.4 million, resulting
in an operating deficit of $1.6 million. Total revenues and
transfers will decrease by 1.4%, or $1.1 million, from 2017/18
year-end projections. Total expenses will increase by less
than 1%, or $566,000, from 2017/18 year-end projections.
The operating deficit of $1.6 million will reduce fund balances
from $30.3 million to $28.7 million, with $1 million coming
from designated funds and $567,000 from expendable gifts.
Student Affairs’ decrease in revenue is in the area of re-
stricted revenue, which is projected to drop by $2 million.
61ADMINISTRATIVE & AUXILIARY UNITS
A change in Vaden Health Center’s pharmacy model ac-
counts for $1.8 million of this decrease. Student Affairs’
total general funds allocation will increase by $851,000. Of
one-time general funds received in 2017/18, $1 million will be
converted to incremental base general funds in 2018/19. The
2018/19 budget plan includes $1 million in new general funds,
$330,500 in incremental base and $714,000 in one-time
funds. Operating transfers will remain the same.
This 2018/19 budget reflects a commitment to evolve and re-
focus the Student Affairs enterprise to respond to the univer-
sity’s most pressing student needs. To develop this focused
approach, Student Affairs engaged in an intensive inquiry
into how students have experienced Stanford in recent years.
Student Affairs has also engaged key university partners—the
offices of the Vice Provost for Undergraduate Education and
Vice Provost for Graduate Education, Residential & Dining
Enterprises, and the schools—to collectively advance themes
that have emerged from the long-range planning process.
It is clear that today’s student population is diverse and
comes from backgrounds and experiences richly different
from those of previous generations of Stanford students.
Accordingly, Student Affairs’ new general funds allocation is
focused on equity, inclusion, and belonging, the core condi-
tions required to create a climate in which all students thrive.
Together, three of Student Affairs’ core programs create a tru-
ly inclusive and equitable community. These programs, the
First-Generation and/or Low-Income Program, Inclusion and
Diversity Education, and the Stanford Community Centers,
work as a triad, a three-legged stool supporting integrative
learning across campus. These are Student Affairs’ areas of
highest priority, identified in its mission statement and its
articulation of its most important work.
Student Affairs’ work in the coming years will focus on the
following key themes and goals:
n Equity and Inclusion: Design experiences and systems to
ensure that students have equitable access to opportunity.
Engage students, faculty, and staff in critical thinking and
practice around identity, diversity, and inclusiveness.
n Community and Belonging: Foster experiences, relation-
ships, and environments to ensure that every student feels
a firm and abiding sense of belonging and contributes to
the good of our community.
n Mental Health and Well-Being: Develop and strengthen
the foundational conditions that support students to be
engaged, powerful learners.
n Integrative Learning: Enhance opportunities for students
to engage in purposeful learning that is mutually enhanc-
ing with the classroom.
n House in Order: Ensure that each department in Student
Affairs embodies excellence in its core functions.
UNIVERSITY COMMUNICATIONSThe Office of University Communications projects total
operating revenues and transfers of $7.1 million and expenses
of $7.1 million, resulting in a balanced operating budget. Total
revenues and transfers are budgeted to increase 12% from
$6.3 million in 2018/19, and total expenses are expected to
increase 13% from $6.3 million.
Under the office’s Strategic Communication Framework, its
broad objectives for 2018/19 include:
n Sharing the many contributions of Stanford people and
discoveries through authentic, compelling content to help
Stanford achieve even greater societal impact;
n Generating public and private support for Stanford, higher
education, and research through thought leadership, edu-
cation, and engagement with key constituents;
n Improving communications collaboration and capacity,
leveraging shared resources and emerging technologies to
amplify Stanford’s overall investment in communications;
n Strengthening community engagement through open,
transparent, and two-way communication that fosters
connection and a culture of trust, openness, and respect;
and
n Proactively developing strategies to help manage crises,
emergencies, and complex institutional issues.
Incremental base general funds allocated include funding
to support two strategic positions and a broad spectrum of
services provided by University Communications to the cam-
pus community, as well as resources to support a number of
university initiatives in 2018/19, such as:
n Conveying the need for ongoing federal support for re-
search and the value of innovation to economic growth;
n Highlighting the strength and importance of the humani-
ties and of student exposure to a broad, liberal education;
n Implementing the long-range planning effort and vision,
and its emerging priorities;
62 ADMINISTRATIVE & AUXILIARY UNITS
n Addressing issues of affordability, housing, student ser-
vices, and financial aid;
n Seeking to demonstrate the vital role and value of research
universities and higher education broadly;
n Conducting regional efforts to support the General Use
Permit process;
n Opening the Redwood City campus;
n Improving communication to students; and
n Welcoming the inaugural class of the Knight-Hennessy
Scholar program.
The Office of University Communications is at the intersec-
tion of virtually all activities that take place at the university.
It oversees all central internal and external communica-
tion programs for the university, including executive com-
munications; institutional media relations; primary Web,
mobile, digital, and social platforms; visual identity and
brand management; crisis response; and the Stanford News
Service, Stanford Report, and Stanford Video. University
Communications manages special programs such as a pilot
with Sirius XM radio, and shares management oversight of
Stanford Web Services jointly with University IT. The unit
manages university-wide communications policies, includ-
ing those on filming and photography, Web accessibility,
social media, visual identity, and use of the Stanford name. It
provides leadership, tools, guidelines, training, and resources
to the more than 600 decentralized communications profes-
sionals within campus units and the seven schools.
Decentralized communications offices rely upon University
Communications for strategic advice and execution.
University Communications also produces daily, high-quality
content about university discoveries and maintains its exist-
ing high-profile communications programs and channels.
The magnitude and impact of University Communications’
output are significant and growing as the university transi-
tions to self-publishing content and as audiences turn to the
Web and social platforms as their primary sources of news
and information. Stanford now reaches millions more people
on its own platforms than it does through mainstream media
organizations (which are declining). Content about Stanford
generated by University Communications reaches vast global
audiences of 60 million people monthly via central social
media channels; more than 9 million people annually via the
university home and news websites; 36,000 people through
the daily Stanford Report; and thousands of journalists, par-
ents, and community members via numerous other vehicles.
University Communications forecasts a modest consoli-
dated ending balance of $226,000, of which approximately
$154,000, or 68%, is in auxiliary operations, designated, and
endowment related expenditures.
UNIVERSITY HUMAN RESOURCESUniversity Human Resources (UHR) facilitates Stanford’s
mission of excellence in teaching, learning, and research by:
n Creating a work environment where people feel valued,
supported, and respected, and have the opportunity to
make meaningful contributions;
n Delivering programs that foster employee engagement
and performance; and
n Improving human resources administrative processes.
UHR units include Talent Management & Workforce Strategy,
Employee & Labor Relations, Client Services, Compensation,
Benefits (including Work Life Office, childcare centers, and
Faculty Staff Help Center), and HR Communications.
The 2018/19 consolidated budget shows revenues and oper-
ating transfers of $14.9 million and expenses of $16.3 million.
The budget plan commits $1.0 million of prior years’ opera-
tional savings as well as an estimated $360,000 in unspent
one-time funds at 2017/18 year-end to supplement revenues
and transfers. These funds will be used to support projects
critical to UHR’s strategic plan.
Considering the 2017/18 year-end projection, the current
progress of initiatives, and the 2018/19 budget plan, the
projected fund balance at the end of 2018/19 is $2.2 million
(70% operating reserve and 30% childcare centers desig-
nated reserve). These funds will maintain UHR’s ability to ad-
dress unforeseen emergencies; self-fund emerging same-year
initiatives; manage shortfalls due to fringe volatility; and meet
the university’s evolving priorities. Additionally, UHR will
continue to invest in priorities for Stanford’s childcare centers,
including expanding and relocating the Children’s Center of
the Stanford Community, supporting the operation of three
on-campus childcare centers by granting expense relief to the
third-party operator, and opening the new childcare center at
Stanford Redwood City.
UHR’s priorities follow its established three-year strategic
plan with the following focus areas:
Workforce Planning: Identify and plan for the workforce need-
ed, now and in the future, in alignment with strategic initiatives
63ADMINISTRATIVE & AUXILIARY UNITS
and evolving needs—Following a workforce planning pilot with
the School of Engineering, data requirements and analytics
to assess workforce planning needs are now in place, and
analysis of critical positions is under way. Additional pilots
will be initiated in 2018/19.
Talent Attraction: Attract, recruit, and deploy a diverse work-
force of individuals who are highly qualified and motivated to
perform to their full potential and to contribute at the highest
levels—UHR completed a recruiting process assessment that
resulted in changes to recruiting services for high-volume and
hard-to-fill positions. The revised process includes shared
candidate pipelines. UHR is now optimizing the recruiting
system and enhancing key aspects of the recruiting process,
improving job-posting templates, providing interview train-
ing, and creating processes that support internal movement.
Talent Management: Build superior organizational capability by
developing and retaining people—UHR developed and is now
leading a change management strategy and plan to support
the university’s expansion to Stanford Redwood City and the
relocation of over 2,700 people to the new campus. UHR will
also launch two programs that are the foundation for talent
management efforts: a performance management process
for schools/academic units and manager development for
performance feedback.
Employee Engagement: Engage and reward staff, ensuring
employees feel connected to and involved with Stanford’s mis-
sion and community as well as valued for their contributions
and service—UHR’s emphasis on employee engagement will
integrate long-range planning initiatives that target the work
environment, employee development, benefits and rewards,
and community.
HR Excellence: Enhance HR capability and service excel-
lence—UHR assumed responsibility for protection of minors
and will continue efforts to communicate and manage this
program university-wide. UHR also published a new policy
on telecommuting and remote working with training and
communication toolkits, and will continue to support man-
agers and employees in implementing telecommuting and
remote working to help address long commutes and foster
work-life balance. UHR will also continue to optimize its
shared services model, improving access to as well as quality,
consistency, and efficiency of service.
64 ADMINISTRATIVE & AUXILIARY UNITS
MAJOR AUXILIARY UNITS
The budget lines for the School of Medicine, the Graduate School of Business (GSB), Humanities & Sciences
(H&S), the Vice Provost for Undergraduate Education (VPUE), and Stanford University Libraries (SUL)
include auxiliary revenues and expenses. These auxiliary operations include the Schwab Center of the
GSB, Stanford University Press in SUL, Bing Overseas Studies in VPUE, and Stanford in Washington and Bing
Nursery School in H&S. These items are separately identified in the schools’ consolidated forecasts in Appendix
A. The major independent auxiliaries are Athletics and Residential & Dining Enterprises (R&DE).
ATHLETICSIn fiscal terms, 2018/19 will be the first of several challeng-
ing years for the Department of Athletics, PE, and Recreation
(DAPER). DAPER projects a deficit of approximately $3.8
million in 2018/19 based on projected revenues of $139.9 mil-
lion and expenses of $143.7 million. A forecast of no growth
in revenues from 2017/18 is combined with a $3.6 million
(2.5%) expected increase in expenses. Significant decreases
in revenues are anticipated in two key areas (football ticket
sales and annual giving), offsetting the planned increases in
other revenue areas. DAPER’s consolidated budget covers
two distinct sets of activities: auxiliary operations ($132.9
million) and designated activities ($7.0 million).
Auxiliary Operations
Auxiliary operations encompass intercollegiate activities
($3.0 million deficit), financial aid ($2.7 million deficit), and
ancillary activities ($1.9 million surplus), with the surplus
from the third area helping to support the first two.
Intercollegiate Activities
Revenues and transfers from intercollegiate activities in
2018/19 are projected to be $81.6 million. Projected expens-
es are $84.6 million. The $3.0 million deficit is partly funded
through net income from ancillary operations, specifically the
golf course and camp operations. Intercollegiate revenues
and transfers are projected to be flat from 2017/18. A signifi-
cant decrease (approximately $1.8 million) in revenue from
football ticket sales due to a less favorable home schedule
and deflated ticket sales nationally, plus a $600,000 de-
crease in annual giving due to changes in tax deductibility of
seat-based gifts, will offset increases in revenue from broad-
casting ($1.1 million), Pac-12 Conference payout ($600,000),
and other areas. Expenses related to intercollegiate activi-
ties are expected to increase 2.9% due to a few key items.
Compensation expenses are increasing due to contractual
obligations, a planned generous salary program to match the
overall university program, and the impact of tax changes on
high-earning employees. Facility expenses continue to rise
due to expected utility rate increases and lack of a deferred
maintenance program. Finally, travel expenses for varsity
teams continue to rise.
Financial Aid
DAPER’s financial aid endowment continues to be a huge
asset to the department. However, financial aid expenses
are projected to exceed endowment payouts by $2.7 mil-
lion in 2018/19. Projected revenues are $24.2 million, and
projected expenses are $26.9 million. This compares to
projected 2017/18 revenues of $23.5 million and expenses of
$26.0 million. The 2018/19 budget provides approximately
340 scholarships that benefit over 500 student-athletes.
The increase in expenses is due primarily to general growth
in tuition and room and board rates, with no planned changes
to total scholarships awarded.
Ancillary Activities
Revenues and transfers from ancillary activities in 2018/19
are projected to be $27.1 million. These revenues comprise
general funds (primarily to support the Recreation and
Wellness area of the department), a contribution from the
university benefits pool (to support facilities open to all stu-
dents, faculty, and staff), and revenues from the golf course,
the equestrian center, the Stanford Campus Recreation
Association, and camp operations. Expenses related to
these activities are projected to be $25.2 million in 2018/19.
The golf course and camp operations produce a surplus of
approximately $1.9 million that supports the intercollegiate
65ADMINISTRATIVE & AUXILIARY UNITS
side of DAPER’s operations. All areas of ancillary activities
are projected to have inflationary growth in revenues and
expenses over 2017/18 projections.
Designated Activities
DAPER’s designated activities consist primarily of camps,
which are mainly pass-through operations and not actively
managed by the department. The remaining activities gener-
ate revenues that are transferred to support auxiliary opera-
tions. Significant changes are not expected in any designated
activities in 2018/19. In total, both revenues and expenses
from designated activities are projected to be $7.0 million in
2018/19, equal to the 2017/18 projection.
RESIDENTIAL & DINING ENTERPRISES Residential & Dining Enterprises (R&DE) is a university aux-
iliary generating revenues primarily through room and board,
conferences, cafés, catering, a guest house, concessions, and
other enterprises. R&DE houses over 13,800 undergradu-
ate and graduate students and their dependents and serves
approximately 6 million meals annually, while providing
stewardship for 5 million square feet of physical plant. R&DE
supports the university’s academic mission by providing high-
quality services to students and the Stanford community in a
sustainable and fiscally responsible manner. R&DE ensures
critical facility needs for life safety and code compliance are
met while maintaining safe, comfortable, and contemporary
living and dining spaces.
The 2018/19 budget plan projects a break-even auxiliary
budget with total revenues and net transfers of $272.8 mil-
lion to offset related expenses. The consolidated budget
plan also includes a planned use of reserves of $1.0 million to
fund partial debt service on the Escondido Village Kennedy
Residences.
The 2018/19 combined undergraduate room and board rate
increase is 4.3% (5.5% room and 2.5% board), while the
graduate housing room rent rate increase is 4.75%. Overall
room and board revenues are projected to increase by $8.5
million. Combining these revenues with others, R&DE total
auxiliary revenues (excluding transfers) for 2018/19 are pro-
jected to increase by $10.1 million (4.2%) over the prior-year
projection.
R&DE plans to use the projected increases in revenues along
with continued efficiencies in operations to enhance the
preventive maintenance program, increase the funding of
its asset renewal program to support life cycle replacement
of infrastructure items, expand its apprenticeship programs
for the development of trades staff, fund debt service on new
and renovated facilities, and address inflationary impacts on
operating costs.
The 2018/19 budget plan reflects incoming transfers to fund
certain debt service related to R&DE’s capital plan and to help
maintain room rental rates at reasonable levels vis-à-vis the
local community. The plan also includes revenues, expenses,
and additional offsetting transfers in to provide more housing
for students at campus rates in the local community. In addi-
tion, the plan includes strategic funding to support residential
living and learning; R&DE plans to transfer out approximately
$11.4 million to Residential Education, Residential Computing,
the Graduate Life Office, and Summer Sessions, among oth-
ers.
R&DE continues to make significant investments in its physi-
cal plant. R&DE has developed a long-range capital plan and
planned maintenance program to address its facility renewal
needs, with planned expenditures of $40.2 million in 2017/18
and $45.0 million in 2018/19, as well as additional invest-
ments in future years, for a variety of renovation projects.
R&DE has also initiated a plan to address a backlog of de-
ferred maintenance across residential and dining facilities.
The long-range capital plan and deferred maintenance back-
log plan both address life safety system upgrades to meet
current code; interior and exterior restorations; and window,
roof, plumbing, mechanical, and electrical replacements
across the student housing and dining system.
Stanford is in the construction phase of building additional
graduate housing in Escondido Village. This housing will
include approximately 2,400 new bed spaces, replacing
approximately 400 bed spaces that were demolished, for a
net increase in graduate living of approximately 2,020 bed
spaces.
R&DE operates in a dynamic and changing environment;
therefore, it is essential that it plans for uncertainties. It does
this by constantly pursuing excellence, diversifying revenue
sources, managing costs, mitigating risk, increasing internal
controls, driving business results, and maintaining appropri-
ate reserves.
66 ADMINISTRATIVE & AUXILIARY UNITS
67CAPITAL PLAN AND CAPITAL BUDGET
CHAPTER 4
CAPITAL PLAN AND CAPITAL BUDGET
At over $4.1 billion, the Capital Plan reflects one of the larg-
est capital programs in Stanford’s history. It demonstrates
the significant investment Stanford continues to make in
its facilities, driven by the academic priorities for teaching,
research, and related activities, described in Chapter 2, and
the initiatives of the administrative and auxiliary units that
support the academic mission, described in Chapter 3. It also
demonstrates Stanford’s commitment to student and faculty
housing, with 55% of the plan allocated to building, acquiring,
or renovating new and existing housing inventory. Significant
examples of this commitment are the $1.2 billion Escondido
Village (EV) Graduate Residences, which will increase the
graduate student housing stock by 2,020 net new beds, and
the $500 million Housing Acquisition Initiative (HAI) for
faculty and staff.
With the 2017/18 project completions, Stanford will have
invested over $6 billion in its facilities, infrastructure, and
commercial real estate since 2000. Across the campus,
aging facilities have been replaced with new and renovated
buildings capable of supporting cutting-edge science, engi-
neering, medicine, and collaborative research, joined by new
facilities for business, athletics, law, and the arts. Off-campus
commercial development projects provide additional income
to the university.
In addition to the many projects currently under way and
previously forecasted, the Capital Plan now includes the
following new projects: a new Undergraduate Housing and
Dining complex ($196 million), the final phase of the Stanford
Auxiliary Library ($24.2 million), tenant improvements at
1701 Page Mill Road ($24 million), and interior and exterior
improvements to a heritage house ($7 million).
The following nine significant projects make up 84%
of Stanford’s Capital Plan: the EV Graduate Residences
($1,160.6 million), Stanford Redwood City Phase 1 ($568.8
million), the Housing Acquisition Initiative ($500 million),
the Neuro/ChEM-H (Chemistry, Engineering & Medicine
for Human Health) Research Complex ($257 million),
Center for Academic Medicine 1 (CAM 1) ($222 million),
BioMedical Innovations Building 1 and Connective Elements
(BMI 1) ($210 million), a new Undergraduate Housing and
Dining complex ($196 million), University Terrace Faculty
Homes ($180 million), and Middle Plaza at 500 El Camino
Real Residential ($154.6 million). The remaining 16% of the
Capital Plan comprises 15 projects and 6 infrastructure pro-
grams. For a detailed listing of all Capital Plan projects and
programs, see the tables on pages 80–82.
The Capital Budget for 2018/19 is $1.2 billion and includes
anticipated expenditures with a principal focus on housing
and Stanford Redwood City.
The Capital Plan accounts for long-term budget impacts
on operations and maintenance (O&M), utilities, and debt
service. These obligations are included in the university’s
long-range budget planning.
This chapter first provides an overview of the capital planning
process, then describes current strategic initiatives, which
gives context to the subsequent report on the 2018/19-
2020/21 Capital Plan and its related constraints, and finally
concludes with a discussion on the 2018/19 Capital Budget
and its impact on 2018/19 operations.
Stanford’s 2018/19–2020/21 Capital Plan and 2018/19 Capital Budget are based on projections of the major
capital projects that the university plans to pursue in support of its academic mission. The rolling Capital
Plan includes projects that are in progress or are expected to commence during the next three years. The
Capital Budget represents the anticipated capital expenditures in the first year of the three-year plan. Both the
Capital Plan and the Capital Budget are subject to change based on funding availability, budget affordability, and
university priorities.
68 CAPITAL PLAN AND CAPITAL BUDGET
CAPITAL PLANNING OVERVIEW
CAPITAL PLANNING AT STANFORDStanford’s Capital Plan is a three-year rolling plan with com-
mitments made for projects with fully identified and approved
funding. Cash flow expenditure forecasts for these projects
extend beyond the three-year period, and budget impacts on
O&M and debt service will commence at project completion.
The plan includes forecasts of both cash flow and budget
impacts by year, as well as the impacts of projects beyond
the three-year period (see tables on page 74).
The Capital Plan is set in the context of a longer-term capital
forecast. The details of this forecast, particularly funding
sources and schedules, are less clear than those of the three-
year plan, as the needs and funding sources that may emerge
over the long-term horizon are difficult to anticipate. Plans
tend to evolve as some projects prove more feasible than
others based upon shifting funding realities and academic
priorities.
This year’s capital planning process includes a new category
of focused project studies, through which program priorities
and associated scope, schedule, and funding strategies will
be evaluated and proposed. The outcomes of these stud-
ies could determine future capital projects that support the
academic and research needs of the university. Schools and
units that have significant project studies identified include
the Graduate School of Education, the School of Engineering,
the Graduate School of Business, the School of Earth, Energy
and Environmental Sciences, the School of Humanities and
Sciences, Stanford Medical Center, the Hoover Institution,
the Dean of Research, and the Department of Athletics,
Physical Education, and Recreation. Concurrently, university
leadership is in the process of a comprehensive long-range
planning (LRP) effort. The broad vision resulting from the LRP
may include innovations in research, teaching, campus life,
and community outreach that may influence these studies
and other facility needs. In addition, the university is in the
process of negotiating a new General Use Permit with Santa
Clara County to obtain entitlements to facilitate future initia-
tives to be planned and implemented.
The outcomes of the various studies will enable university
leadership to prioritize future capital projects based on pro-
gram need, square footage allocation requests, availability of
funding, and alignment with the LRP effort.
STRATEGIC INITIATIVESThe following university strategic initiatives are integral to
this year’s Capital Plan:
n Stanford Redwood City
n EV Graduate Residences
n General Use Permit
n Growth and transportation
n Campus circulation and parking
Stanford Redwood CityStanford Redwood City is under construction, with planned
occupancy commencing in February 2019. Consistent with
the strategic development envisioned upon the 2005 acqui-
sition of the Redwood City property, select administrative
staff will relocate to this site in order to preserve core cam-
pus space for the university’s highest academic priorities.
Stanford Redwood City gives the university an opportunity
to provide its administrative staff with an outstanding, sus-
tainable, and healthy workplace environment. This new
campus will comprise Class A office buildings, conference
and dining facilities, a fitness center with lap pool, and a
child care center. A 2.5-acre park, multiple courtyards, and
a greenway connecting the entire campus will create an at-
tractive setting. Chapter 1, page 14, provides more details on
this strategic project, including university budget impacts of
the new campus.
EV Graduate ResidencesStanford’s bold commitment to build a 1.8-million-square-
foot (sf) residential complex with 2,434 new graduate beds
(2,020 net of demolitions) addresses a critical need to pro-
vide additional graduate student housing on campus in an
undersupplied and escalating housing market.
The new complex will primarily house single graduate stu-
dents, although units will be available for couples without
children. The apartments will be similar to the premium
studios, two-bedroom suites, and junior studio suites offered
in the neighboring Kennedy Graduate Residences. The four
new residence halls will each provide lounges, huddle rooms,
laundry rooms, exercise areas, and music practice spaces.
In addition to housing students, a primary objective of this
project is to provide opportunities to build a vibrant sense of
community among the graduate students and to encourage
69CAPITAL PLAN AND CAPITAL BUDGET
strong connections to the campus. The two-story market
pavilion, entry tower, and associated arcaded court will face
the campus and define an inviting gateway into Escondido
Village from the terminus of Serra Mall. These community
gateway components, which will include a café/bar, a grand
lounge, and a mini-market for online shopping and pickup,
will also provide a relaxed architectural scale that tempers
the height of the residential wings. The arcaded court and
hardscape, as well as the more casual commons space, will
support programs that will serve as the hub for graduate life.
The central commons will face and engage the existing EV
greenway and include a number of features to engage the
community (outdoor seating for socializing and eating, event
space, coffee cart, art, etc.).
This project includes two new underground parking structures
(adding 750 net new parking spaces) to support the graduate
students and community. Manzanita Garage, located across
Campus Drive from the EV Graduate Residences, will house
860 parking spaces, with passive and active recreation space
above. The EV parking structure, to be constructed along
Serra Street, will house 315 parking spaces, with additional
spaces above to accommodate Americans with Disabilities
Act requirements, loading, and service.
The construction of the EV Graduate Residences and parking
garages is under way, with occupancy targeted for fall 2020.
General Use PermitStanford has submitted an application to Santa Clara County
for an updated General Use Permit to guide campus planning
over the next two decades. This permit is known as the “2018
General Use Permit” because approval is expected in 2018.
Stanford has been operating under two key Santa Clara
County entitlement documents: a Community Plan and a
2000 General Use Permit. The Community Plan provides
a set of rules and policies to guide the university’s land use
planning over an extended period of time. The General Use
Permit implements those policies and includes specific con-
ditions to minimize the impacts of Stanford’s development.
The Community Plan and 2000 General Use Permit were
intended to provide Stanford with flexibility in its land use
within an agreed-upon framework, with accountability to the
county, neighbors, and the campus communities. Stanford’s
application for the 2018 General Use Permit includes a devel-
opment request for 2.275 million sf of academic facilities and
3,150 housing units/student beds, with construction expected
to be completed by 2035. This next General Use Permit will
help Stanford address emerging teaching, research, and hous-
ing needs over this time period.
Growth and TransportationReduction of single-occupancy-vehicle trips to the campus
and other Stanford lands is likely the most difficult chal-
lenge to overcome as the University grows. Though Stanford
has a tremendous track record with its award-winning
Transportation Demand Management (TDM) programs,
it must do more, not only for the core campus but also for
other Stanford lands as the university and the surrounding
areas continue to grow. Informed by extensive studies con-
ducted in consultation with multiple transportation experts
as well as an innovative transportation mode choice model,
Stanford has developed a list of feasible actions and initiatives
to reduce travel by single-occupancy vehicles. The regional
services and infrastructure are at peak time capacity, and no
“silver bullet” exists to solve this regional problem. Stanford
will continue to focus on TDM efforts for the Stanford popu-
lation, working collaboratively with large private employers,
neighbors, local agencies, and transportation specialists to
identify and implement incremental programs that mitigate
traffic impacts and improve the regional network. Stanford
will also continue recent efforts to support and facilitate de-
velopment of regional solutions, such as the Caltrain Business
Plan and the US 101 Managed Lanes project, as well as local
solutions, such as the Peninsula Bikeway. The University is
now engaged in a number of land use planning efforts focused
on future growth. The studies include strong emphases on
major circulation patterns and transit system options as well
as on identifying how land use choices can optimize transpor-
tation and TDM options.
Campus Circulation and ParkingAs Stanford continues to expand its core campus footprint as
well as increase its density, campus planners have identified
alternatives for improving circulation, reducing congestion,
and promoting safety. The measures that the university has
prioritized will have positive impacts on campus circulation
and service, vehicular traffic, and the safety of bicyclists and
pedestrians.
70 CAPITAL PLAN AND CAPITAL BUDGET
East Campus Circulation Circulation and parking will be reconfigured on the east cam-
pus to accommodate significant capital projects including the
EV Graduate Residences, the Public Safety Building, and the
Emergency Operations Center & Electronic Communications
Hub (EOC/ECH). The components of the work in this area
include the following:
l Campus Drive/Serra Street Roundabout—The
roundabout will replace two separate existing inter-
sections, improve pedestrian crossings, and reconfig-
ure the barrels of Campus Drive with dedicated bike
lanes and a uniform landscaped median.
l Serra Mall Closure—The plan to close Serra Mall
from Galvez Street to Campus Drive for pedestrians,
bikes, and shuttles requires the completion of “en-
abling” projects including reconfigured service areas
and parking at Encina Hall, service improvements
at Burnham Pavilion, and a new drop-off at Schwab
Graduate Residences. These projects are important
because Serra Mall is the primary path for infrastruc-
ture improvements for the major capital projects on
the east side of campus.
l Serra Street Reconfiguration—Enhancements
planned on Serra Street from Campus Drive to El
Camino include improving vehicular lanes, reconfigur-
ing intersections and pedestrian crossings, upgrading
bike lanes, and adding transit and drop-off areas.
l Manzanita Garage—This facility will build on the
best practices of the Wilbur and Roble parking struc-
tures, with parking below grade and a recreation field
above. The 860 new spaces will support, in part, the
needs of the EV Graduate Residences.
l EV Parking Structure—This below-grade facility
along Serra Street will include 315 spaces, with ad-
ditional parking above. Together, the Manzanita and
EV underground parking structures and surface park-
ing will provide 750 net new parking spaces.
l Bonair Siding Road—To provide safe access to the
new Public Safety Building and EOC/ECH, Bonair
Siding Road will be reconfigured to include appropri-
ate vehicular lanes, bike lanes, sidewalks, and lighting.
West Campus CirculationModifications to circulation on the west side of campus will
accommodate the future Neuro/ChEM-H Research Complex,
CAM 1, and the soon-to-be-completed Bass Biology Building.
The components of this work include the following:
l Serra Mall Extension—To promote connections,
improve pedestrian safety, and facilitate Marguerite
shuttle circulation, Serra Mall will be extended to
an improved intersection at Foundations Way and
Campus Drive.
l Via Pueblo Extension—To facilitate service, Via
Pueblo will be extended from Via Ortega to Panama
Street.
l North/South Axis—Improvements to the North/
South Axis from Serra Mall to Roth Way will provide
a safe bike/pedestrian connector.
l New Parking Structure—827 new parking
spaces (585 net new) will be constructed below the
CAM 1 building.
Roundabouts The roundabouts constructed at the intersections of Campus
Drive/Escondido Road, Campus Drive/Bowdoin Street,
Campus Drive/Santa Teresa Street, and Campus Drive/
Galvez Street are evidence of how vehicular circulation, as
well as bicycle and pedestrian safety, can be improved. In
addition to the ongoing construction of the Campus Drive/
Serra Street and Galvez Street/Arboretum Road roundabouts,
which are key components of the east campus improve-
ments, the design of additional roundabouts at Campus
Drive/Quarry Road, Campus Drive/Palm Drive, Campus
Drive/Mayfield Avenue, and Campus Drive/Roth Way will
be studied.
THE CAPITAL PLAN, 2018/19–2020/21Stanford’s academic campus, including the School of
Medicine (SoM) but excluding the hospitals, has nearly 700
facilities providing over 18.4 million sf of space, including
approximately 4.8 million sf for student housing units and
2.4 million sf for parking structures. The physical plant has a
historical cost of $10.1 billion and an estimated replacement
cost of $12.6 billion.
The Capital Plan includes a forecast of Stanford’s annual
programs to restore, maintain, and improve campus facilities
for teaching, research, housing, and related activities and
71CAPITAL PLAN AND CAPITAL BUDGET
outlines Stanford’s needs for new facilities. The Capital Plan
is compiled, reviewed, and approved in a coordinated manner
across the university. The plan carefully balances institutional
needs for new and renovated facilities with the challenging
constraints of limited development entitlements, available
funding, and budget affordability.
Projects listed in the Capital Plan are those approved by the
provost. In addition, the Board of Trustees oversees projects
meeting the following criteria:
n Projects with a total cost of $25 million and above,
n New building construction (including faculty housing), and
n Changes in land use.
Projected expenditures under the 2018/19-2020/21 Capital
Plan, which includes major construction projects in various
stages of development, numerous infrastructure projects
and programs, and a housing acquisition program, total $4.1
billion. The table below provides a comparison of the current
Capital Plan with the last two.
COMPARATIVE CAPITAL PLANS[IN MILLIONS OF DOLLARS] 2018/19 2017/18 2016/17
Design/Construction 2,931.7 2,890.7 2,213.5
Forecasted 340.1 608.5 1,062.1
Infrastructure and HAI 840.4 779.7 809.0
Total 4,112.2 4,278.9 4,084.6
This year’s plan is $166.7 million (4%) lower than last year’s.
Projects no longer included in the current plan—because they
are being completed in 2017/18 or reevaluated as studies—
more than offset projects added to the plan.
PROJECTS IN DESIGN AND CONSTRUCTIONProjects in design and construction total $2.9 billion (71% of
the plan). Construction of these projects is contingent upon
fundraising of $90.5 million (3%). This category comprises
15 projects, as shown in the table on page 80.
The cost of projects in design and construction increased by
$41 million from 2017/18 as a result of the advancement of
projects from the forecasted category and budget increases,
partially offset by project completions. Projects moving from
the forecasted to the design and construction stage include
Middle Plaza at 500 El Camino Real—Residential ($154.6
million), the EOC/ECH ($20.1 million), and the Cabrillo-
Dolores Faculty Homes ($18.4 million). Projects scheduled
to be completed in 2017/18 and thus excluded from the plan
include the Anne T. and Robert M. Bass Biology Research
Building and associated projects ($152.2 million), Denning
House ($23.1 million), Durand Renovation ($17.4 million),
and the Schwab Residential Center Renovation ($13.1 million).
FORECASTED CONSTRUCTION PROJECTSForecasted projects are those anticipated to receive Board of
Trustees approval over the next three years. These projects
total $340.1 million (8% of the plan) and are listed on page
81. Like those in design and construction, these projects are
contingent upon funding. For this group, $77 million (23%)
remains to be fundraised, and $107.9 million (32%) of funding
has yet to be identified.
Project costs within this category have decreased by $268.4
million from 2017/18. A number of projects have moved
into the design and construction category, as noted above.
Others have been re-categorized as studies. This decrease
is partially offset by new projects added to this year’s Capital
Plan, including an Undergraduate Housing and Dining com-
plex ($196 million).
INFRASTRUCTURE PROGRAMSStanford’s ongoing efforts to renew its infrastructure are
reflected in a budget of $340.4 million (8% of the plan) and
are listed on page 82. Costs for infrastructure programs have
increased by $60.7 million from last year.
Infrastructure programs include the Investment in Plant
(Planned Maintenance) Program, the Capital Utilities
Program (CUP), the Stanford Infrastructure Program (SIP),
redevelopment of networking and communications infrastruc-
ture in the east campus, upgrades to information technology
and communications systems, and the Residential & Dining
Enterprises (R&DE) Major Renovation Plan. SIP projects are
funded through construction project surcharges. The other
projects are funded by central funds, debt, and/or service
center charge-out rates.
72 CAPITAL PLAN AND CAPITAL BUDGET
Investment in Plant (Planned Maintenance) ProgramAnnual Investment in Plant assets represent the mainte-
nance funds planned to be invested to preserve and optimize
Stanford’s existing facilities and infrastructure (e.g., pathways,
outdoor structures, and grounds). These projects are based
on life cycle planning, the key concept being that life expec-
tancies of facility subsystems are known and, as a result,
maintenance schedules can be predicted. The three-year
estimated program cost is $169.9 million.
Capital Utilities ProgramThe $72.4 million, three-year CUP plan will improve the
Central Energy Facility as well as the heating, cooling, electric,
domestic water, lake water, sewer, and energy systems. The
CUP covers expansion of systems as required by campus
growth ($41.6 million) and renewal of systems that are near
the end of their useful life ($30.8 million). The expansion
total includes $21.6 million to fund utilities projects related
to the EV Graduate Residences.
Stanford Infrastructure ProgramSIP consists of campus and transportation projects and
programs for the improvement and general support of the
university’s academic community, hospitals, and physical
plant. SIP expenditures are expected to total $57.4 million
over the next three years (excluding funding for replacement
parking spaces). This year’s plan includes roundabouts, the
Serra Mall closure, and infrastructure projects related to EV
Graduate Residences, in addition to annual SIP program ele-
ments.
East Campus Networking and Communications RedevelopmentSignificant portions of the university’s networking and com-
munications systems, including two ECHs, underground con-
duits and cabling, and networking equipment, will have to be
replaced, relocated, and/or substantially upgraded to support
the EV Graduate Residences and other planned development
in the east campus. The total cost of $15 million for this
project is in addition to the annual upgrades to information
technology and communications systems below.
Information Technology and Communications SystemsThe university’s computing and communications systems
provide comprehensive data, voice, and video services to
the campus community. Over time, these systems must be
improved and/or replaced to maintain a consistently high
level of service. Additionally, new technologies provide more
efficient, faster, and/or more cost-effective solutions. Planned
upgrades to these critical university systems total $14.9 mil-
lion, including $2.4 million to replace systems at two ECHs.
R&DE Major Renovation Plan This R&DE program addresses health and safety issues,
seismic upgrades, code compliance, energy conservation
and sustainability, and major programmatic improvements
in the student housing and dining physical plant. Projects
anticipated over the next three years total $10.8 million and
include phased installation of new sprinklers and fire alarm
systems in Escondido Village high-rise and low-rise housing.
Completed projects will be maintained through the Stanford
Housing, Dining, and Hospitality Asset Renewal Programs.
HOUSING ACQUISITION INITIATIVE Established in 2014, the HAI reflects the high priority that
Stanford places on its ability to provide affordable housing
options for existing and prospective faculty and staff. In rec-
ognition of this critical need, the Board of Trustees approved
$500 million in funding this program. To date, the HAI has
expended $246 million in acquiring various for-sale and rental
properties for faculty and staff.
OTHER STANFORD ENTITIESIn an effort to present a comprehensive view of university-
planned construction, the capital planning process has
included Stanford’s commercial real estate investments,
Stanford Health Care (SHC), Lucile Packard Children’s
Hospital (LPCH), and SLAC National Accelerator Laboratory.
Although the tables at the end of this chapter do not include
these capital projects, brief descriptions of the real estate,
SHC, and LPCH capital programs follow. The SLAC capital
programs are addressed in Chapter 2.
73CAPITAL PLAN AND CAPITAL BUDGET
Real EstateThe Real Estate department, part of Stanford’s Land, Buildings
& Real Estate unit, is managing seven projects totaling $1.2
billion in various stages of planning and development on
Stanford lands. Three of these projects—3181 Porter Drive,
3406 Hillview, and the office component of Middle Plaza—
will provide the university with income. Academic projects
managed by Real Estate include Stanford Redwood City Phase
1 and three housing developments: University Terrace Faculty
Homes in Palo Alto, the residential portion of Middle Plaza in
Menlo Park, and the Cabrillo-Dolores residences in the faculty
subdivision. University Terrace is providing 180 single-family
and condominium homes for faculty purchase, and faculty be-
gan moving into some of the homes in 2017. Cabrillo-Dolores
and Middle Plaza are scheduled to break ground in late 2018
and will add 223 housing units.
Stanford Health Care and Lucile Packard Children’s HospitalStanford Medicine’s Renewal Project includes the develop-
ment of approximately 1.3 million sf of net new hospital,
clinic, and medical office space on the main medical campus
and the Hoover medical campus. The project received devel-
opment entitlements from the City of Palo Alto in 2011, and
significant project milestones have been achieved since that
time. Major utility upgrades to serve the new medical facili-
ties have been completed along Welch and Quarry Roads. All
improvements on the Hoover medical campus are complete,
including the renovation of the historic Hoover Pavilion, the
construction of a new 1,070-car parking structure, and the
construction of a 92,000-sf Neuroscience Health Center,
which opened for patient care in January 2016. On the main
medical campus, the $1.4 billion LPCH expansion is sub-
stantially complete, and the facility opened for patient care
in December 2017. Completion of approximately 75,000 sf
of shelled space within the new LPCH building is anticipated
in 2019. Construction of the new SHC pavilions continues
to progress, with interior finish work, building systems test-
ing, and site work currently under way. The SHC project is
estimated to cost $2.1 billion, with completion anticipated
in late 2019.
OVERALL SUMMARYA table summarizing the 2018/19-2020/21 Capital Plan ap-
pears on the next page. The expenditures necessary to com-
plete the three-year Capital Plan are anticipated to extend
beyond 2020/21. To differentiate between the estimated
costs of the plan and the forecasted spending to complete
projects and programs, an additional table (Capital Plan Cash
Flows) forecasts the Capital Plan expenditure cash flow based
on project and program schedules.
O&M and debt service costs for each project will impact
the university’s budget once construction is substantially
complete. Although the Capital Plan Summary shows the
full budget impacts of all completed projects, it is important
to note that these impacts align with the project completion
schedule and will therefore be absorbed by the university
budget over a period beyond the three-year plan. The Capital
Plan Impact on Budget table forecasts these budget impacts
by area of responsibility (e.g., general funds, formula schools).
The tables at the end of this chapter provide a detailed list of
the projects included in the Capital Plan.
The following sections address Capital Plan funding sources
and uses, along with resource constraints.
Capital Plan Funding SourcesAs the pie chart on page 75 shows, Stanford’s Capital Plan
relies on several funding sources, including current funds,
gifts, and debt. Depending upon fundraising realities and
time frames, some projects will prove more difficult than
others to undertake. As a result, it is possible that projects in
the Capital Plan will have to be canceled, delayed, or scaled
back in scope.
For any projects relying on gifts to be raised, the Office of
Development has determined that fundraising plans are
feasible, although the time frames for the receipt of gifts are
subject to change. “Resources to be identified” are expected
to come from a combination of school, department, and uni-
versity reserves, as well as other sources.
74 CAPITAL PLAN AND CAPITAL BUDGET
SUMMARY OF THREE-YEAR CAPITAL PLAN 2018/19-2020/21[IN MILLIONS OF DOLLARS] PROJECT FUNDING SOURCE
GIFTS UNIVERSITY DEBT ANNUAL CONTINUING COSTS
SERVICE ESTIMATED CAPITAL CENTER/ RESOURCES PROJECT BUDGET CURRENT IN HAND OR TO BE AUXILIARY ACADEMIC TO BE DEBT OPERATIONS & COST 2018/19 FUNDS 1 PLEDGED RAISED DEBT DEBT OTHER IDENTIFIED 2 SERVICE MAINTENANCE 3
Projects in Design & Construction 2,931.7 1,010.5 695.7 471.9 90.5 866.4 655.0 152.2 67.7 56.2
Forecasted Projects 340.1 55.3 26.6 5.1 77.0 84.1 39.4 107.9 8.4 1.0
Total Construction Plan 3,271.8 1,065.9 722.3 477.0 167.5 950.5 694.4 152.2 107.9 76.1 57.2
Infrastructure Programs and HAI 840.4 172.0 477.3 343.1 20.0 20.1
Total Three-Year Capital Plan 2018/19-2020/21 4,112.2 1,237.8 1,199.6 477.0 167.5 1,293.6 714.4 152.2 107.9 96.3 57.2
1 Includes funds from university and school reserves and the GUP and SIP programs.2 Anticipated funding for this category is through a combination of school, department and university reserves and other sources.3 Operations & Maintenance includes planned and reactive/preventive maintenance, zone management,
utilities, contracts, grounds and outdoor lighting.
CAPITAL PLAN CASH FLOWS[IN MILLIONS OF DOLLARS] 2017/18 & 2021/22 & PRIOR 2018/19 2019/20 2020/21 THEREAFTER TOTAL
Projects in Design & Construction 1,219.9 1,010.5 590.8 84.2 26.3 2,931.7
Forecasted Projects 8.0 55.3 98.6 119.5 58.7 340.1
Total Construction Plan 1,227.9 1,065.9 689.4 203.7 85.0 3,271.8
Infrastructure Programs and HAI 286.8 172.0 145.9 123.7 112.0 840.4
Total Three-Year Capital Plan 2018/19–2020/21 1,514.7 1,237.8 835.3 327.4 197.0 4,112.2
CAPITAL PLAN IMPACT ON BUDGET[IN MILLIONS OF DOLLARS] 2021/22 & 2019/20 2020/21 THEREAFTER TOTAL
Debt Service General Funds 23.7 1.8 11.4 37.0 Formula and Other Schools 14.3 4.8 0.7 19.9 Auxiliary 0.7 30.6 6.1 37.4
Other1 1.0 0.8 0.2 2.0
Total Debt Service 39.7 38.1 18.5 96.3
Operations and Maintenance General Funds 21.5 (1.9)2 0.6 20.2
Formula and Other Schools 13.5 4.6 18.1
Auxiliary 0.4 14.5 4.0 18.9
Total Operations and Maintenance 35.4 17.2 4.6 57.2
1 Primarily the hospitals along with Forsythe facility, Faculty Staff Housing, and outside entities. 2 Include credits due to demolitions.
75CAPITAL PLAN AND CAPITAL BUDGET
Uses of Funds by Program Category and Project TypeThe middle chart below divides Capital Plan activity into
program categories. The largest is Housing, at 55% of the
plan; Academic/Research and Academic Support are both
at 18%. The bottom chart breaks out the same activity into
project types, including New Construction, Renovations, and
Infrastructure.
THE CAPITAL PLAN 2018/19-2020/21 $4.1 BILLION
Service Center/Auxiliary Debt
31%
Academic Debt17%
Gifts to be Raised
4%
Current Funds29%
Resources to be Identified3%Other 4%
Gifts in Hand or Pledged
12%
Infrastructure8%
Housing55%
Academic Support
18%
Athletics/Student Activities
1%
Academic/Research18%
Sources of Funds
Uses of Funds by Program Category
Infrastructure 8%Renovations 3% New
Construction89%
Uses of Funds by Project Type
CAPITAL PLAN CONSTRAINTS
AffordabilityThe incremental internal debt service expected at the
completion of all projects commencing in the three-year plan
period (completion dates range from 2017/18 to 2024/25)
totals $96.3 million annually (excluding debt service for
bridge financing the receipt of gifts and operating lease
payments). Of this amount, $37 million will be serviced by
general funds, $19.9 million by the formula schools, and $39.4
million by auxiliary and other operations. Service center debt
is funded through rates paid by customers and has been al-
located and included in the totals for general funds, formula
schools, auxiliary operations, and other operations.
The additional O&M costs expected at the completion of all
projects commencing in the three-year period total $57.2 mil-
lion per year. Of this amount, $20.2 million will be serviced
by general funds, $18.1 million by the formula schools, and
$18.9 million by auxiliary and other operations. O&M and
debt service on capital projects compete directly with other
academic program initiatives for funding allocations.
Debt CapacityAs of May 1, 2018, $633 million of bond proceeds are avail-
able to finance capital projects and faculty mortgages, includ-
ing $6 million of unexpended tax-exempt bond proceeds, and
$627 million of unexpended taxable bond proceeds. Interim
financing facilities totaling $500 million of taxable commer-
cial paper, $300 million of tax-exempt commercial paper, and
$440 million of undrawn lines of credit are also available. In
addition, during the remaining months of fiscal year 2017/18
through the end of 2018/19, $91 million in internal amortiza-
tion proceeds on debt-funded projects will become available
to lend to projects, and $136 million in forecasted pledge and
other payments will retire debt issued to bridge finance the
receipt of gifts and cost of construction.
The three-year Capital Plan will require a total of $1.7 billion
of debt for projects under construction or for projects to be
approved in or before 2018/19:
n $1,051 million to complete projects already approved or
under construction;
n $378 million for projects to be approved in 2018/19; and
n $253 million to bridge finance the receipt of gift pledges
for projects approved or under construction.
76 CAPITAL PLAN AND CAPITAL BUDGET
Additional debt may be required to finance the Faculty Staff
Housing program. Fiscal year to May 1, 2018, the portfolio of
debt-subsidized mortgages had increased by $61.2 million
over the prior year to $586 million.
Projects identified in the three-year Capital Plan and to be
approved after 2018/19 will require an additional $180 million
in debt. Debt for these projects has not been committed, and
allocations will be evaluated in the context of debt capacity,
affordability, viability of the funding plan, and GUP limitations.
EntitlementsThe main Stanford campus encompasses 8,180 acres in six
jurisdictions. Of this total, 4,017 acres, including most of
the central campus, are within unincorporated Santa Clara
County.
In December 2000, Santa Clara County approved a General
Use Permit that allows Stanford to construct up to 2,035,000
additional gross sf of academic-related buildings on the core
campus and up to 3,018 new housing units. An additional
1,450 housing units were approved on March 24, 2016, pursu-
ant to General Use Permit Condition F.7, raising the housing
allocation to 4,468 housing units. This additional approval
accommodates the EV Graduate Residences.
Conditions of approval included the following:
n Creation of an academic growth boundary to limit the
buildable area to the core campus for a minimum of 25
years;
n Approval of a sustainable development study (SDS) before
new construction exceeds 1 million gross sf (Santa Clara
County approved the SDS in April 2009); and
n Construction of 605 units of housing for each 500,000
gross sf of new academic building.
Given the stringent requirements imposed by the General
Use Permit and the increasingly difficult entitlement envi-
ronment, Stanford carefully manages the allocation of new
growth. Construction through 2016/17 accounted for 1.4
million General Use Permit sf. The 2018/19-2020/21 Capital
Plan includes 468,590 General Use Permit sf currently in
design and construction and due to demolitions, a credit of
64,900 General Use Permit sf in forecasted projects. With
the completion of planned housing projects, Stanford will
have added 4,424 net new housing units since approval of
the General Use Permit, exceeding the housing linkage
requirement for the full academic build-out allowed by the
General Use Permit.
As discussed on page 69, Stanford has submitted an ap-
plication to Santa Clara County for an updated General Use
Permit. This permit is expected to be approved in 2018.
THE CAPITAL BUDGET, 2018/19At $1.2 billion, the 2018/19 Capital Budget reflects only a
portion of the costs of the projects in the Capital Plan, as
most of them span more than one year. The following table
highlights the major capital projects for which expenditures
under the 2018/19 Capital Budget will be significant, as well
as the percentage of each project expected to be complete by
the end of 2018/19. The map on page 79 shows the locations
of these projects.
MAJOR CAPITAL PROJECTS— PERCENT OF COMPLETION 2018/191
[IN MILLIONS OF DOLLARS] ESTIMATED CAPITAL ESTIMATED PERCENT BUDGET PROJECT COMPLETE BY 2018/19 COST 2018/19
Escondido Village Graduate Residences 441.5 1,160.6 76%
Stanford Redwood City Phase 1 143.4 568.8 100%
Neuro/ChEM-H Research Complex 96.3 257.0 100%
Center for Academic Medicine 1 (CAM 1) 86.8 222.0 69%
BioMedical Innovations Building 1 and Connective Elements (BMI 1) 101.6 210.0 86%
University Terrace Faculty Homes (180 units) 20.0 180.0 100%
Middle Plaza at 500 El Camino Real - Residential (215 units) 38.1 154.6 42%
Public Safety Building 16.5 31.5 69%
Encina Complex Upgrades 11.1 25.8 100%
Arrillaga Hall (formerly Athletic Academic Advising and Rowing Building) 11.8 22.6 100%
Emergency Operations Center & Electronic Communications Hub 13.5 20.1 100%
Cabrillo-Dolores Faculty Homes (8 units) 12.8 18.4 89%
Total 993.4 2,871.4 1 Board approved projects scheduled to be in construction and with
forecasted expenditures greater than $10 million in 2018/19.
77CAPITAL PLAN AND CAPITAL BUDGET
THE CAPITAL BUDGET 2018/19 $1.2 BILLION
New Construction86%
Renovations3%
Infrastructure11%
Uses of Funds by Project Type
Housing45%
Academic Support
18%
Athletics/Student
Activities1%
Academic/Research25%
Infrastructure11%
Uses of Funds by Program Category
In 2018/19, LBRE anticipates substantial completion of six
major projects with total budgets of $1.1 billion and estimated
2018/19 expenditures of $296.1 million. When completed,
the new Stanford Redwood City campus will provide admin-
istrative staff with an outstanding, sustainable, and healthy
workplace environment; the Neuro/ChEM-H Research
Complex will allow Stanford to recruit the best faculty from
many disciplines, bringing them together for frequent col-
laboration and interaction; University Terrace Faculty Homes
will provide 180 units to faculty for purchase; upgrades to
Encina Complex will improve its functionality as a university
hub for international studies; Arrillaga Hall will consolidate
a number of Department of Athletics, Physical Education,
and Recreation programs and allow optimization of vacated
space; and a new essential services building that meets
seismic code requirements will house both the EOC and a
new ECH.
SOURCES AND USESThe Capital Budget is supported by multiple funding sources:
current funds (which include the Capital Facilities Fund [CFF],
funds from university and school reserves, and General Use
Permit and SIP fees), gifts, and debt. The university typically
allocates CFF or debt funding to projects in the absence of
other available funding. The timing of gift receipts, which
may be bridge financed, will affect the mix of project funding.
The following pie charts show the uses of funds under the
$1.2 billion Capital Budget by project type and program cat-
egory. Expenditures of $560.6 million (45%) are anticipated
for Housing projects, including the EV Graduate Residences,
University Terrace Faculty Homes, Middle Plaza Residential,
and the HAI. Academic/Research projects, forecasted at
$305 million (25%), include the Neuro/ChEM-H Research
Complex, CAM 1, and BMI 1. Academic Support projects
are projected at $223 million (18%), primarily for Stanford
Redwood City. Infrastructure expenditures of $137.6 million
(11%) includes Investment in Plant (Planned Maintenance),
the CUP, and SIP. Lastly, expenditures for Athletics/Student
Activities projects are forecasted at $11.8 million (1%).
Annual transfers to the CFF are projected to be $123.4 million
in 2017/18 and $113.7 million in 2018/19, with corresponding
commitments of $105.9 million and $91.1 million for these
two years. The table on the next page lists projects antici-
pated to receive CFF funding in 2017/18 and 2018/19.
78 CAPITAL PLAN AND CAPITAL BUDGET
CAPITAL BUDGET IMPACT ON 2018/19 OPERATIONSThe 2018/19 Consolidated Budget for Operations includes
incremental debt service and O&M expenses for projects to
be completed in either 2017/18 or 2018/19, but operational
for less than 12 months in the year completed.
Capital projects requiring debt are funded from internal loans
that are amortized over the asset life in equal installments
(principal and interest). The budgeted interest rate (BIR)
used to calculate the internal debt service is a blended rate
of interest expense on debt issued for capital projects, bond
issuance, and administrative costs. The BIR will remain at
4.25% for 2018/19.
Consolidated internal debt service, including that borne
by formula units, auxiliaries, service centers, Faculty Staff
Housing, and real estate investment, is projected to increase
from $196.9 million to $222.0 million. Additional debt ser-
vice related to the Rosewood Hotel and the Sand Hill Road
Office Complex is not included in the Consolidated Budget
for Operations. In addition, annual lease payments for rental
properties occupied by the SoM are projected to be $51.5
million in 2018/19.
The projected internal debt service funded by unrestricted
funds, including general funds and schools’ designated funds,
will increase by $23.6 million in 2018/19. The net change
in debt service brings the total annual internal debt service
borne by unrestricted funds to $82.8 million.
In 2018/19, the university will incur about $4.4 million of
incremental O&M costs. Of this, $3.9 million will result from
completion of the Bass Biology Building. O&M costs for
smaller capital projects and infrastructure programs account
for the balance of the increase.
CAPITAL PLAN PROJECT DETAIL In addition to a map identifying some key project locations,
the following pages provide tables that list capital projects
in three categories: projects in design and construction,
forecasted construction projects, and infrastructure projects
and programs.
CAPITAL FACILITIES FUND (CFF)Funding Sources and Committed Uses of Funding[IN MILLIONS OF DOLLARS] 2017/18 2018/19
Sources of Funding
Formula Units
School of Medicine 27.8 16.2
Hoover Institution 4.4 4.6
Non-Formula 91.2 92.9
Total Funding 123.4 113.7
Committed Uses of Funding
Center for Academic Medicine 1 (CAM 1) 16.2
Neuro/ChEM-H Research Complex 5.9 5.3
Research Park Labs Tenant Improvements 5.7 2.5
3172 Porter Drive Tenant Improvements 2.0
Stanford Redwood City Phase 1 0.5
Other School of Medicine Projects 5.8
Hoover Institution Projects 4.4 4.6
Formula Units Project Subtotal 32.2 20.8
Public Safety Building 18.3
Children’s Center of the Stanford Community 9.2
Bioengineering Equipment 7.1 (2.0)1
Emergency Operations Center 7.2
Stanford Redwood City Phase 1 5.8
General Use Permit 4.9 2.2
Encina Complex Upgrades 3.5
Lagunita Diversion Dam Removal 3.5
School of Engineering Lab Renovation 2.5
Graduate School of Education Building Renovations 2.0
Heritage House Improvements 2.0 5.0
Stanford Institute for Chemical Biology Renovations 1.9
Searsville Dam and Reservoir 1.5 1.8
Stanford Auxiliary Library Shelving 1.0
Undergraduate Housing and Dining Study 1.0
Escondido Village Graduate Residences 26.5
Demolitions of Herrin Lab/Herrin Hall/Mudd 9.4
Stanford Redwood City Operating Costs 6.0
Lorry Lokey Lab Building Renovations 5.7
Searsville Water Replacement 2.6
Campus Conference Rooms Video Conferencing Improvements 2.5
Campus Camera Pilot 2.2
Dinkelspiel Renovations 1.8
Dams Renewal 1.5
Bridges Renewal 1.0
Other Non-Formula Units Projects 2.3 4.1
Total Commitments 105.9 91.1
Annual Funding less Commitments 17.5 22.6
Balance at Beginning of Year 10.7 28.2
Uncommitted Balance 28.2 50.81 Reimbursement from grant.
79CAPITAL PLAN AND CAPITAL BUDGET
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enan
ce, z
one
man
agem
ent,
utili
ties,
con
trac
ts, g
roun
ds a
nd o
utdo
or li
ghtin
g.4 O
ther
fund
ing
is fr
om S
HC
and
LPC
H.
5 Uni
vers
ity T
erra
ce F
acul
ty H
omes
deb
t will
be
paid
off
by s
ales
pro
ceed
s. O
ther
fund
ing
is fr
om L
and
Dev
elop
men
t Fun
d.
81CAPITAL PLAN AND CAPITAL BUDGET
2018
/19-
2020
/21
CA
PIT
AL
PLA
N
FOR
ECA
STED
CO
NST
RU
CT
ION
PR
OJE
CT
S[I
N M
ILLI
ON
S O
F D
OLL
ARS
]
PR
OJEC
T FUN
DING
SOUR
CE
GI
FTS
UNI
VERS
ITY D
EBT
ANNU
AL CO
NTIN
UING
COST
S
FISCA
L YEA
R ES
TIMAT
ED
CAPIT
AL
IN
HAN
D
SERV
ICE C
ENTE
R/
RESO
URCE
S
SCHO
OL/
PROJ
ECT
PROJ
ECT
BUD
GET
CURR
ENT
O
R
TO B
E A
UXILI
ARY
AC
ADEM
IC
TO
BE
DEBT
OP
ERAT
IONS
&
DE
PART
MEN
T SC
HEDU
LE
COST
20
18/1
9 FU
NDS 1
PLED
GED
RAISE
D DE
BT
DEBT
OT
HER
IDEN
TIFIED
2 SE
RVIC
E M
AINT
ENAN
CE 3
Und
ergr
adua
te H
ousi
ng &
Din
ing
R&
DE
20
18-2
2 1
96.0
1
3.7
1
.0
7
0.0
3
4.0
9
1.0
2
.0
4.0
Ra
ins
Hou
ses
Reno
vatio
ns (
Phas
es 2
A -
2E)
R&D
E 20
21-2
2 5
0.1
50.
1
3
.7
Stan
ford
Aux
iliar
y Li
brar
y, P
hase
3 (
SAL
3.3)
S
UL
20
19-2
1 2
4.2
0
.8
0.3
7.0
16.
9
0
.6
170
1 Pag
e M
ill R
oad
Tena
nt Im
prov
emen
ts
SO
M
2018
-19
24.
0
17.
8
6.0
18.
0
1.3
2
.0
Dem
oliti
on o
f Her
rin L
ab/H
errin
Hal
l/M
udd
H&
S 20
17-2
0 1
4.9
9
.0
9.8
5
.1
(5.
9)D
istr
ict W
ork
Cen
ters
L
BRE
20
17-1
9 1
4.0
1
2.9
1
4.0
0
.8
0.3
LK
SC R
enov
atio
n Ph
ase
II an
d III
SO
M
2020
-22
9.9
0
.2
2.5
7.4
0
.5
Her
itage
Hou
se Im
prov
emen
ts
PRE
S/PR
OV
20
18-1
9 7
.0
0.9
7
.0
Subt
otal
- Fo
reca
sted
Pro
ject
s
3
40.1
5
5.3
2
6.6
5
.1
77.
0
84.
1
39.
4
-
1
07.9
8
.4
1.0
SUBT
OTA
L - C
ON
STRU
CT
ION
PLA
N
3,2
71.8
1
,065
.9
722
.3
477
.0
167
.5
950
.5
694
.4
152
.2
107
.9
76.
1
57.
2 1
Incl
udes
fund
s fr
om u
nive
rsity
and
sch
ool r
eser
ves
and
the
GU
P an
d SI
P pr
ogra
ms.
2 A
ntic
ipat
ed fu
ndin
g fo
r thi
s ca
tego
ry is
thro
ugh
a co
mbi
natio
n of
sch
ool,
depa
rtm
ent a
nd u
nive
rsity
rese
rves
and
oth
er s
ourc
es.
3 O
pera
tions
& M
aint
enan
ce in
clud
es p
lann
ed a
nd re
activ
e/pr
even
tive
mai
nten
ance
, zon
e m
anag
emen
t, ut
ilitie
s, c
ontr
acts
, gro
unds
and
out
door
ligh
ting.
82 CAPITAL PLAN AND CAPITAL BUDGET
2018
/19-
2020
/21
CA
PIT
AL
PLA
N
INFR
AST
RU
CT
UR
E P
RO
GR
AM
S A
ND
HA
I[I
N M
ILLI
ON
S O
F D
OLL
ARS
]
PR
OJEC
T FUN
DING
SOUR
CE
GI
FTS
UNI
VERS
ITY D
EBT
ANNU
AL CO
NTIN
UING
COST
S
FISCA
L YEA
R ES
TIMAT
ED
CAPIT
AL
IN
HAN
D
SERV
ICE C
ENTE
R/
RESO
URCE
S
SCHO
OL/
PROJ
ECT
PROJ
ECT
BUD
GET
CURR
ENT
O
R
TO B
E A
UXILI
ARY
AC
ADEM
IC
TO
BE
DEBT
OP
ERAT
IONS
&
DE
PART
MEN
T SC
HEDU
LE
COST
20
18/1
9 FU
NDS 1
PLED
GED
RAISE
D DE
BT
DEBT
OT
HER
IDEN
TIFIED
2 SE
RVIC
E M
AINT
ENAN
CE 3
Inve
stm
ent i
n Pl
ant (
Plan
ned
Mai
nten
ance
)
Non
-For
mul
a/A
dmin
L
BRE
20
19-2
1 6
8.6
2
5.4
6
8.6
Fo
rmul
a S
OM
20
19-2
1 2
1.6
7
.0
21.
6
R&D
E (S
HA
RP/D
ARP
/HA
RP)
R&
DE
20
19-2
1 6
9.0
2
2.4
6
9.0
D
APE
R D
APE
R
2019
1
0.7
1
0.7
1
0.7
Subt
otal
- In
vest
men
t in
Plan
t (Pl
anne
d M
aint
enan
ce)
169
.9
65.
5
169
.9
Cap
ital U
tiliti
es P
rogr
am (C
UP)
Syst
em E
xpan
sion
L
BRE
20
19-2
1 4
1.6
2
6.2
41.
6
2
.7
Sy
stem
Ren
ewal
L
BRE
20
19-2
1 3
0.8
1
2.5
30.
8
2
.0
Subt
otal
- C
UP
72.
4
38.
7
72.
4
4.7
Stan
ford
Infr
astr
uctu
re P
rogr
am (
SIP)
L
BRE
20
19-2
1 5
7.4
2
1.3
5
7.4
East
Cam
pus
Net
wor
king
& C
omm
unic
atio
ns R
edev
elop
men
t B
A
201
8-19
1
5.0
2
.9
6
.9
8.1
1
.7
Info
rmat
ion
Tech
nolo
gy a
nd C
omm
unic
atio
ns S
yste
ms
BA
20
19-2
1 1
4.9
5
.6
3
.0
11.
9
2.2
R&D
E M
ajor
Ren
ovat
ion
Plan
4 R
&D
E
2019
-21
10.
8
3.6
10.
8
0
.8
Subt
otal
– In
fras
truc
ture
Pro
gram
s
3
40.4
1
37.6
2
27.3
9
3.1
2
0.0
9.4
Hou
sing
Acq
uisi
tion
Initi
ativ
e (H
AI)
LB
RE
2015
-25
500
.0
34.
4
250
.0
250
.0
1
0.7
Subt
otal
– H
AI
500
.0
34.
4
250
.0
250
.0
1
0.7
TOTA
L CA
PITA
L PL
AN
4
,112
.2
1,2
37.8
1
,199
.6
477
.0
167
.5
1,2
93.6
7
14.4
1
52.2
1
07.9
9
6.3
5
7.2
1 In
clud
es fu
nds
from
uni
vers
ity a
nd s
choo
l res
erve
s an
d th
e G
UP
and
SIP
prog
ram
s. A
lso
incl
udes
Tie
r II c
ontr
ibut
ion
for t
he H
ousi
ng A
cqui
sitio
n In
itiat
ive.
2 Ant
icip
ated
fund
ing
for t
his
cate
gory
is th
roug
h a
com
bina
tion
of s
choo
l, de
part
men
t and
uni
vers
ity re
serv
es a
nd o
ther
sou
rces
.3 O
pera
tions
& M
aint
enan
ce in
clud
es p
lann
ed a
nd re
activ
e/pr
even
tive
mai
nten
ance
, zon
e m
anag
emen
t, ut
ilitie
s, c
ontr
acts
, gro
unds
and
out
door
ligh
ting.
4 R&
DE
Maj
or R
enov
atio
n Pl
an p
roje
cts
gene
rally
incl
ude
prog
ram
and
cod
e up
grad
es v
s. P
lann
ed M
aint
enan
ce w
hich
incl
udes
sub
syst
em re
plac
emen
t.
83APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
APPENDIX A
CONSOLIDATED BUDGETS FOR SELECTED UNITS
n Consolidated Budget for Operations by Unit, 2018/19
n Summary of 2018/19 General Funds Allocations (Excludes Formula Units)
Consolidated Budget for Operations for Selected Units, 2018/19
Academic Units
n Graduate School of Business
n School of Earth, Energy & Environmental Sciences
n Graduate School of Education
n School of Engineering
n School of Humanities and Sciences
n School of Law
n School of Medicine
n Vice Provost and Dean of Research
n Vice Provost for Undergraduate Education
n Vice Provost for Graduate Education
n Vice Provost for Teaching and Learning
n Vice President for the Arts
n Hoover Institution
n Stanford University Libraries
Auxiliary Units
n Athletics
n Residential & Dining Enterprises
84 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
CONSOLIDATED BUDGET FOR OPERATIONS BY UNIT, 2018/19[IN MILLIONS OF DOLLARS]
TOTAL REVENUES RESULT OF TRANSFERS CHANGE IN AND OPERATING TOTAL CURRENT (TO)/FROM EXPENDABLE TRANSFERS EXPENSES OPERATIONS ASSETS FUND BALANCE
Academic Units Graduate School of Business 1 290.4 288.8 1.6 (1.4) 0.2 School of Earth, Energy & Environmental Sciences 71.1 73.7 (2.6) 0.5 (2.1) Graduate School of Education 78.6 78.9 (0.4) (1.7) (2.1) School of Engineering 430.5 431.1 (0.6) (8.2) (8.8) School of Humanities and Sciences 1 521.8 508.4 13.4 (13.1) 0.3 School of Law 101.4 94.9 6.6 (6.4) 0.2 School of Medicine 1 2,527.5 2,467.6 59.8 21.0 80.8 Vice Provost and Dean of Research 228.6 237.6 (9.0) 7.0 (2.0) Vice Provost for Undergraduate Education 1 48.1 50.8 (2.8) 0.1 (2.6) Vice Provost for Graduate Education 7.9 12.7 (4.8) (0.3) (5.1) Vice Provost for Teaching and Learning 41.2 41.2 0.1 0.1 Vice President for the Arts 22.6 25.5 (2.9) (1.0) (3.9) Hoover Institution 68.9 74.2 (5.3) (5.3) Stanford University Libraries 1 91.5 90.0 1.5 1.5 SLAC 514.2 514.4 (0.2) (0.2)Total Academic Units 5,044.2 4,989.9 54.3 (3.5) 50.8
Administrative Units Business Affairs 253.0 255.1 (2.1) (0.2) (2.3) Office of Development 93.7 94.6 (0.9) (0.9) General Counsel & Public Safety 47.7 47.5 0.2 0.2 Land, Buildings and Real Estate 343.9 331.8 12.1 (10.1) 2.0 Offices of the President and Provost 135.7 127.2 8.5 0.7 9.1 Office of Public Affairs 4.2 4.4 (0.1) (0.1) Stanford Alumni Association 45.9 46.2 (0.4) (0.4) Stanford Management Company 41.2 41.5 (0.4) (0.4) Student Affairs 1 78.8 80.4 (1.6) (1.6) Undergraduate Admission and Financial Aid 204.1 204.8 (0.7) (0.7) University Communications 9.1 9.2 (0.1) (0.1) University Human Resources 14.9 16.3 (1.4) (1.4)
Major Auxiliary Units Athletics (Operations and Financial Aid) 139.9 143.7 (3.8) (3.8) Residential & Dining Enterprises 276.0 272.8 3.1 (4.1) (0.9)Total Administrative & Auxiliary Units 1,687.9 1,675.6 12.3 (13.7) (1.4)
Internal Transaction Adjustment 2 (178.5) (143.1) (35.4) 29.4 (6.0)Indirect Cost Adjustment 3 (279.9) (279.9) Grand Total from Units 6,273.7 6,242.5 31.3 12.2 43.4 Central Accounts 4 152.8 (44.2) 197.1 (149.9) 47.2 Central Adjustment 5 98.1 15.0 83.1 (3.0) 80.1 Total Consolidated Budget 6,524.7 6,213.3 311.4 (140.7) 170.7
Notes:1 The budgets for these units include auxiliary operations, which are separately identified in the units’ consolidated forecast in Appendix A.2 Internal revenues and expenses are included in the unit budgets. This adjustment backs out these internal activities from the Consolidated Budget to avoid
double counting them.3 The academic unit budgets include both direct and indirect sponsored income and expenditures. Indirect cost funding passes through the schools and and
is allocated to the budget units as general funds. At that point, indirect cost recovery becomes part of unrestricted income for the university. In order not to double count, indirect cost recovery of $279.9 million received by the schools is taken out in the “Indirect Cost Adjustment” line.
4 Central Accounts encompass funds not belonging to any particular budget unit that are used for university-wide activities, such as academic debt service payments, centrally funded tuition allowance, miscellaneous university expenses, Presidential and Provostial discretionary funds, and the general funds surplus.
5 Additional central adjustments for revenues, expenses, and asset transfers are made to bring the sum of the unit projections in line with the overall consolidated budget plan. $98.1 million has been added to total revenue and transfers and reflects the expectation that the university will receive a level of expendable gifts and gifts to endowment principal not yet anticipated by the individual budget units.
85APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SUMMARY OF 2018/19 BASE GENERAL FUNDS ALLOCATIONS (EXCLUDES FORMULA UNITS)[IN THOUSANDS OF DOLLARS] SALARY & PROGRAMMATIC 2017/18 TO 2017/18 GF NON-SALARY ADDITIONS/ 2018/19 GF 2018/19 PERCENT ALLOCATION INFLATION (ADJUSTMENTS) ALLOCATION CHANGE CHANGE
School of Earth, Energy, and Environmental Sciences 12,008 474 260 12,742 734 6.1%
Graduate School of Education 19,232 735 232 20,199 967 5.0%
School of Engineering 83,970 3,198 (625) 86,543 2,573 3.1%
School of Humanities and Sciences 188,877 7,143 (24) 195,996 7,119 3.8%
School of Law 32,771 1,238 2,209 36,218 3,447 10.5%
Vice Provost and Dean of Research 48,396 1,832 678 50,906 2,510 5.2%
Vice Provost for Undergraduate Education 22,280 808 140 23,227 948 4.3%
Vice Provost for Graduate Education 8,179 336 (17) 8,498 319 3.9%
Vice Provost for Teaching and Learning 11,369 426 132 11,927 558 4.9%
Vice President for the Arts 3,783 136 341 4,259 476 12.6%
Stanford University Libraries 53,730 2,003 (207) 55,526 1,796 3.3%
Total – Academic 1 484,594 18,329 3,120 506,042 21,449 4.4%
Business Affairs 2 129,972 5,302 8,648 143,922 13,950 10.7%
Office of Development 50,160 2,036 1,697 53,893 3,733 7.4%
Land, Buildings and Real Estate 3 17,124 187 301 17,611 488 2.8%
Offices of the President & Provost 21,005 791 700 22,495 1,491 7.1%
Office of Public Affairs 2,801 109 37 2,946 145 5.2%
Stanford Alumni Association 12,091 393 (99) 12,384 294 2.4%
Student Affairs 38,248 1,656 1,010 40,914 2,666 7.0%
Admission and Financial Aid Operations 12,064 458 67 12,589 526 4.4%
University Communications 5,649 250 356 6,255 606 10.7%
University Human Resources 13,044 516 356 13,916 872 6.7%
Other Units 4 30,258 1,092 416 31,766 1,508 5.0%
Central Obligations 5 45,615 (2,597) 5,980 48,998 3,382 7.4%
Total - Administrative 378,031 10,192 19,467 407,690 29,659 7.8%
Undergraduate Financial Aid 22,696 5,413 28,109 5,413 23.9%
O&M and Utilities 110,258 3,868 6,199 120,325 10,067 9.1%
Debt Service 32,238 454 32,693 454 1.4%
Capital Facilities Fund 6 88,710 3,310 92,020 3,310 3.7%
University Reserves 50,000 (5,000) 45,000 (5,000) -10.0%
Total - Other Allocations 303,903 4,322 9,922 318,147 14,245 4.7%
Total Non-Formula Allocations 1,166,527 32,843 32,510 1,231,880 65,353 5.6%
Unallocated Surplus 29,311 14,865 (14,446) -49.3%
Total Non-Formula General Funds 1,195,838 32,843 32,510 1,246,745 50,907 4.3%
Notes:1 For this table, the TA tuition allowance expense budgeted centrally and distributed annually on a one-time basis is redistributed to the academic units
according to their individual allocations.2 Property and general insurance allocations are moved from Business Affairs to Central Obligations.3 Operations and Maintenance (O&M) and Utilities allocations are moved from Land, Buildings and Real Estate to Other Allocations.4 Other Units include general funds allocations for General Counsel, Hoover, SLAC, Athletics, Stanford University Press, and the Stanford Faculty Club.5 Central Obligations include RA tuition allowance and miscellaneous university expenses, property insurance, general insurance, fire contract, and Stanford
Research Computing Center allocations.
86 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
GR
AD
UA
TE
SC
HO
OL
OF
BU
SIN
ES
S20
18/1
9 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
65,
041
67
,473
Gen
eral
Fun
ds A
lloca
tion
69,5
32
81
69,6
13
186,
514
19
6,76
2
Re
stric
ted
Reve
nues
87,1
98
32,8
45
85,6
72
745
7,
675
21
4,13
5
7,
455
6,
365
Inte
rnal
Rev
enue
1,99
1
4,
579
6,
570
(1
33)
(2,0
51)
O
pera
ting
Tran
sfer
s 20
1
546
(690
)
58
258,
877
26
8,54
9
Tota
l Rev
enue
s 69
,733
89
,817
32
,845
84
,982
74
5
12,2
53
290,
376
Ex
pens
es
55,
876
59
,211
Aca
dem
ic S
alar
ies
57,4
66
10,3
44
64
67
,874
45,
390
49
,092
Staf
f Sal
arie
s 43
,096
5,
725
21
2,
006
50
,848
47,
030
46
,615
Bene
fits
& O
ther
Com
pens
atio
n 43
,113
5,
675
51
1
13
4
644
50
,077
75,
353
86
,067
Non
-Sal
ary
Expe
nses
75
,975
15
,357
1,
044
39
8
527
2,
517
95
,818
26,
278
23
,593
Inte
rnal
Exp
ense
s 10
,160
9,
323
69
8
3,95
7
24,1
38
249,
927
26
4,57
8
Tota
l Exp
ense
s 22
9,81
0
46,4
24
2,25
4
399
74
5
9,12
4
288,
756
8,
950
3,
971
O
pera
ting
Res
ults
(1
60,0
77)
43,3
93
30,5
92
84,5
83
0
3,12
9
1,62
0
29,
591
(1
,944
) Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
(350
) (1
,089
)
(1
,439
)
Tr
ansf
ers
From
(to
) Pl
ant
38,
540
2,
027
Su
rplu
s /
(Defi
cit)
(1
60,0
77)
43,3
93
30,2
42
83,4
94
0
3,12
9
181
68,
116
10
6,65
6
Begi
nnin
g Fu
nd B
alan
ces
(144
,178
) 90
,334
73
,603
87
,795
1,13
0
108,
684
106,
656
10
8,68
4
Endi
ng F
und
Bala
nces
(3
04,2
55)
133,
727
10
3,84
4
171,
290
4,25
9
108,
865
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
• T
his
sche
dule
incl
udes
an
allo
cati
on o
f tui
tion
reve
nue
and
cent
ral a
dmin
istr
ativ
e co
sts,
con
sist
ent w
ith
Stan
ford
’s p
olic
y fo
r un
its
oper
atin
g un
der
a fo
rmul
a ag
reem
ent.
87APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
EA
RT
H, E
NE
RG
Y &
EN
VIR
ON
ME
NTA
L S
CIE
NC
ES
2018
/19
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 1
3,15
2
13,4
94
G
ener
al F
unds
Allo
catio
n 13
,850
13,8
50
49,
455
51
,689
Rest
ricte
d Re
venu
es
8,
266
2,
378
29
,826
12
,702
53,1
73
(9
0)
(111
)
Inte
rnal
Rev
enue
(138
)
(1
38)
4,
235
5,
189
O
pera
ting
Tran
sfer
s 30
,499
1,
487
1,
512
(2
9,79
3)
530
4,23
5
66,
752
70
,261
Tota
l Rev
enue
s 44
,350
9,
616
3,
890
33
13
,232
0
71
,120
Ex
pens
es
15,
993
16
,761
Aca
dem
ic S
alar
ies
11,2
45
2,62
3
983
2,51
1
17
,362
8,
275
8,
683
Staf
f Sal
arie
s 8,
689
33
2
96
18
9,13
5
26,
843
27
,217
Bene
fits
& O
ther
Com
pens
atio
n 16
,809
4,
307
2,
009
1,
312
4,
073
28,5
10
13,
919
15
,513
Non
-Sal
ary
Expe
nses
5,
450
2,
202
1,
002
44
0
6,42
7
15
,522
2,
824
3,
120
Inte
rnal
Exp
ense
s 2,
157
29
2
383
17
9
203
3,21
4
67,
854
71
,293
To
tal E
xpen
ses
44,3
50
9,75
7
4,47
3
1,93
1
13,2
32
0
73,7
43
(1
,102
) (1
,032
) O
pera
ting
Res
ults
0
(141
) (5
84)
(1,8
98)
0
0
(2,6
23)
(1
,446
) (1
0)
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
564
Tr
ansf
ers
From
(to
) Pl
ant
500
500
(2
,547
) (4
78)
Surp
lus
/ (D
efici
t)
0 (1
41)
(84)
(1
,898
) 0
0
(2
,123
)
57,
928
55
,381
Be
ginn
ing
Fund
Bal
ance
s
16,2
59
19,4
16
19,2
28
54,9
02
55,
381
54
,902
En
ding
Fun
d Ba
lanc
es
16
,118
19
,332
17
,329
52
,779
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
88 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
GR
AD
UA
TE
SC
HO
OL
OF
ED
UC
AT
ION
2018
/19
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 2
0,11
1
19,9
08
G
ener
al F
unds
Allo
catio
n 20
,906
20,9
06
56,
095
55
,320
Rest
ricte
d Re
venu
es
6,
532
10
,515
13
,521
25
,841
56,4
09
(1
88)
(200
)
Inte
rnal
Rev
enue
(200
)
(2
00)
(4
98)
2,06
1
O
pera
ting
Tran
sfer
s 16
,307
(3
21)
(3,8
13)
(10,
731)
1,
442
75,
520
77
,089
To
tal R
even
ues
37,2
13
6,01
1
6,70
2
2,79
0
25,8
41
0
78,5
57
Ex
pens
es
13,
812
14
,578
Aca
dem
ic S
alar
ies
10,1
41
1,19
4
296
2,59
6
14
,227
16,
074
17
,383
Staf
f Sal
arie
s 9,
157
1,
432
1,
407
88
5
5,07
5
17
,955
17,
950
19
,119
Bene
fits
& O
ther
Com
pens
atio
n 9,
777
1,
466
1,
630
64
8
5,84
9
19
,371
23,
962
23
,462
Non
-Sal
ary
Expe
nses
7,
505
1,
929
3,
051
45
3
12,1
05
25
,043
2,
917
2,
361
Inte
rnal
Exp
ense
s 63
4
508
79
6
190
21
6
2,
343
74,
715
76
,903
To
tal E
xpen
ses
37,2
13
6,52
9
7,18
1
2,17
6
25,8
41
0
78,9
40
80
4
186
O
pera
ting
Res
ults
0
(5
18)
(479
) 61
4
0
0
(383
)
43
8
(1,6
87)
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
(1,6
92)
(1,6
92)
Tr
ansf
ers
From
(to
) Pl
ant
1,
243
(1
,501
) Su
rplu
s /
(Defi
cit)
0
(5
18)
(479
) (1
,078
) 0
0
(2
,075
)
53,
614
54
,851
Be
ginn
ing
Fund
Bal
ance
s 15
7
31,6
91
16,8
40
4,66
2
53,3
50
54,
851
53
,350
En
ding
Fun
d Ba
lanc
es
157
31
,173
16
,360
3,
585
51
,275
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
89APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
EN
GIN
EE
RIN
G20
18/1
9 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 8
9,87
8
94,1
86
G
ener
al F
unds
Allo
catio
n 93
,905
93,9
05
280,
453
31
4,57
4
Re
stric
ted
Reve
nues
40,6
45
43,0
99
66,9
84
147,
118
297,
847
4,
612
3,
800
Inte
rnal
Rev
enue
(2,5
03)
6,
479
3,
977
46,
866
42
,186
Ope
ratin
g Tr
ansf
ers
94,6
88
(11,
120)
(9
,184
) (4
4,16
5)
4,54
2
34
,760
421,
809
45
4,74
6
Tota
l Rev
enue
s 18
8,59
3
27,0
22
33,9
15
22,8
19
151,
660
6,
479
43
0,48
9
Ex
pens
es
65,
770
71
,121
Aca
dem
ic S
alar
ies
50,8
52
4,14
7
3,82
1
328
15
,957
1,
533
76
,638
32,
079
36
,720
Staf
f Sal
arie
s 31
,027
2,
976
1,
593
13
3
2,55
0
1,74
1
40,0
20
130,
192
14
3,11
3
Be
nefit
s &
Oth
er C
ompe
nsat
ion
64,2
82
12,2
79
10,5
57
2,82
0
57,4
53
1,06
6
148,
456
140,
974
14
5,47
6
N
on-S
alar
y Ex
pens
es
35,7
44
10,2
34
10,4
81
18,4
32
72,7
97
1,90
0
149,
589
16,
920
16
,893
Inte
rnal
Exp
ense
s 6,
689
3,
179
3,
082
47
4
2,90
4
66
16,3
92
385,
935
41
3,32
3
Tota
l Exp
ense
s 18
8,59
3
32,8
16
29,5
34
22,1
86
151,
660
6,
306
43
1,09
5
35,
874
41
,422
O
pera
ting
Res
ults
0
(5,7
94)
4,38
1
633
0
17
4
(606
)
(15,
460)
(1
6,15
3)
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
(4,0
00)
(1
,200
)
(5
,200
)
(8,5
51)
Tran
sfer
s Fr
om (
to)
Plan
t
(3,0
00)
(3
,000
)
20,
414
16
,719
Su
rplu
s /
(Defi
cit)
0
(12,
794)
4,
381
(5
67)
0
174
(8
,806
)
275,
459
29
6,38
7
Begi
nnin
g Fu
nd B
alan
ces
1
128,
178
13
2,20
2
52,4
44
28
0
313,
105
296,
387
31
3,10
5
Endi
ng F
und
Bala
nces
1
11
5,38
4
136,
583
51
,877
454
30
4,29
9
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
90 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
HU
MA
NIT
IES
AN
D S
CIE
NC
ES
2018
/19
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 19
3,10
1
196,
922
Gen
eral
Fun
ds A
lloca
tion
204,
264
204,
264
270,
958
27
7,87
6
Re
stric
ted
Reve
nues
14
1 6,
682
14
,434
16
4,91
7
93,6
88
5,62
9
285,
490
1,
868
1,
929
Inte
rnal
Rev
enue
80
43
5
1
1,45
2
1,96
8
31,
792
31
,689
Ope
ratin
g Tr
ansf
ers
136,
182
46
,535
(1
,516
) (1
53,7
45)
1,90
5
746
30
,107
497,
720
50
8,41
5
Tota
l Rev
enue
s 34
0,66
7
53,6
52
12,9
18
11,1
72
95,5
94
7,82
6
521,
830
Ex
pens
es
129,
628
13
4,27
9
A
cade
mic
Sal
arie
s 10
7,78
4
16,6
45
1,56
1
1,50
8
12,4
44
215
14
0,15
7
47,
891
50
,531
Staf
f Sal
arie
s 40
,170
1,
577
1,
468
57
5,
058
4,
368
52
,698
138,
403
14
2,00
9
Be
nefit
s &
Oth
er C
ompe
nsat
ion
100,
369
12
,532
5,
020
1,
564
26
,405
1,
586
14
7,47
6
139,
120
14
4,96
9
N
on-S
alar
y Ex
pens
es
77,4
70
15,8
29
5,21
8
2,20
3
48,5
13
1,50
0
150,
732
18,
363
18
,806
Inte
rnal
Exp
ense
s 10
,787
1,
937
1,
777
46
9
2,07
5
283
17
,328
473,
406
49
0,59
5
Tota
l Exp
ense
s 33
6,58
0
48,5
18
15,0
45
5,80
1
94,4
95
7,95
1
508,
390
24,
313
17
,820
O
pera
ting
Res
ults
4,
087
5,
134
(2
,127
) 5,
371
1,
099
(1
25)
13,4
39
(21,
985)
(5
,751
) Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
(4
,501
)
(4
,501
)
(6,7
43)
Tran
sfer
s Fr
om (
to)
Plan
t (4
,402
) (3
,100
)
(1
,099
)
(8,6
01)
2,
328
5,
326
Su
rplu
s /
(Defi
cit)
(3
15)
2,03
4
(2,1
27)
871
0
(125
) 33
8
273,
494
27
6,27
9
Begi
nnin
g Fu
nd B
alan
ces
5,98
8
145,
449
69
,739
60
,598
(168
) 28
1,60
5
276,
279
28
1,60
5
Endi
ng F
und
Bala
nces
5,
673
14
7,48
3
67,6
12
61,4
68
(2
93)
281,
943
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
91APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
LAW
2018
/19
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 3
4,57
5
36,0
22
G
ener
al F
unds
Allo
catio
n 36
,749
36,7
49
63,
736
64
,754
Rest
ricte
d Re
venu
es
5,
590
13
,212
45
,634
2,
169
66,6
05
(7
9)
(286
)
Inte
rnal
Rev
enue
(285
)
(2
85)
(8
5)
(1,2
12)
O
pera
ting
Tran
sfer
s 53
,611
(3
,900
) (1
1,88
0)
(39,
462)
(1
,631
)
98,
147
99
,278
To
tal R
even
ues
90,3
60
1,40
5
1,33
2
6,17
2
2,16
9
0
101,
438
Ex
pens
es
30,
093
32
,852
Aca
dem
ic S
alar
ies
34,6
75
183
14
7
10
276
35,2
91
13,
175
13
,835
Staf
f Sal
arie
s 14
,600
36
20
8
14
,844
17,
288
17
,198
Bene
fits
& O
ther
Com
pens
atio
n 17
,905
11
7
172
7
24
1
18
,442
20,
166
21
,723
Non
-Sal
ary
Expe
nses
19
,695
73
9
136
42
7
1,44
2
22
,439
3,
635
3,
716
Inte
rnal
Exp
ense
s 3,
485
16
2
86
132
2
3,86
8
84,
358
89
,324
To
tal E
xpen
ses
90,3
60
1,23
7
541
57
7
2,16
9
0
94,8
84
13,
789
9,
954
O
pera
ting
Res
ults
0
168
79
1
5,59
5
0
0
6,55
4
(11,
755)
(2
0,50
0)
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
(5
00)
(5,3
00)
(5,8
00)
(1,0
00)
Tran
sfer
s Fr
om (
to)
Plan
t
(150
) (2
50)
(200
)
(6
00)
2,
034
(1
1,54
6)
Surp
lus
/ (D
efici
t)
0 18
41
95
0
0
15
4
34,
670
36
,704
Be
ginn
ing
Fund
Bal
ance
s 29
3
1,23
2
23,5
34
98
25,1
58
36,
704
25
,158
En
ding
Fun
d Ba
lanc
es
293
1,
250
23
,575
19
3
25,3
12
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
92 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
ME
DIC
INE
2018
/19
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
CLIN
IC
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
10
9,48
2
116,
740
Gen
eral
Fun
ds A
lloca
tion
123,
508
12
3,50
8
2,03
1,21
3 2,
206,
980
Rest
ricte
d Re
venu
es
24
2,79
4 1
,050
,974
13
0,10
1
182,
665
707
,104
2,
011
2,
315,
648
80
,773
83
,927
Inte
rnal
Rev
enue
98,3
77
(52,
712)
58
44
,001
89
,724
22
,936
69
2
O
pera
ting
Tran
sfer
s 23
5,77
4
(13,
565)
(1
41,3
24)
(11,
501)
(6
3,87
0)
(6,9
06)
(1
,392
)
2,24
4,40
4 2,
408,
339
To
tal R
even
ues
359,
283
32
7,60
6
856,
938
11
8,65
8
118,
794
700
,198
46
,012
2,
527,
488
Ex
pens
es
54
8,58
1
597,
249
Aca
dem
ic S
alar
ies
27,1
09
52,2
21
394,
548
24
,586
26
,888
12
4,42
6
5,74
6
655,
525
22
5,80
4
241,
858
Staf
f Sal
arie
s 82
,322
37
,879
44
,659
17
,061
11
,648
51
,188
14
,441
25
9,19
9
56
3,95
9
606,
914
Bene
fits
& O
ther
Com
pens
atio
n 46
,911
67
,269
37
2,35
2
27,3
40
19,2
03
119,
191
8,
041
66
0,30
7
64
2,40
7
679,
234
Non
-Sal
ary
Expe
nses
12
3,58
2
97,8
61
27,1
22
33,5
07
30,6
05
374,
890
17
,885
70
5,45
2
14
6,99
4
158,
121
Inte
rnal
Exp
ense
s 79
,358
20
,379
18
,256
26
,404
11
,019
30
,502
1,
239
18
7,15
8
2,12
7,74
5 2,
283,
376
To
tal E
xpen
ses
359,
283
27
5,60
9
856,
938
12
8,89
9
99,3
63
700,
198
47
,351
2,
467,
641
11
6,65
9
124,
963
O
pera
ting
Res
ults
0
51
,997
0
(10,
241)
19
,431
0
(1
,339
) 59
,847
1,
110
17
,106
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
(5
,000
)
17,6
91
12
,691
(21,
464)
Tr
ansf
ers
From
(to
) Pl
ant
8,
844
(5
78)
8,26
6
11
7,76
9
120,
606
Su
rplu
s /
(Defi
cit)
0
55
,841
0
7,44
9
18,8
53
0
(1,3
39)
80,8
04
1,11
9,33
6 1,
237,
115
Be
ginn
ing
Fund
Bal
ance
s 96
6
771,
356
47
7
401,
415
18
2,16
7
1,
340
1,
357,
721
1,23
7,11
5 1,
357,
721
En
ding
Fun
d Ba
lanc
es
966
82
7,19
7
477
40
8,86
4
201,
020
1,
438,
525
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
• T
his
sche
dule
incl
udes
an
allo
cati
on o
f tui
tion
reve
nue
and
cent
ral a
dmin
istr
ativ
e co
sts,
con
sist
ent w
ith
Stan
ford
’s p
olic
y fo
r un
its
oper
atin
g un
der
a fo
rmul
a ag
reem
ent.
93APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RO
VO
ST
AN
D D
EA
N O
F R
ES
EA
RC
H20
18/1
9 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 5
7,13
6
55,1
69
G
ener
al F
unds
Allo
catio
n 57
,821
300
58,1
21
217,
458
16
9,92
2
Re
stric
ted
Reve
nues
1,
523
7,60
0
33,4
57
41,2
89
69,7
20
15
3,59
0
8,
974
8,
899
Inte
rnal
Rev
enue
3,
641
574
5,94
0
10,1
55
8,
176
7,
693
Ope
ratin
g Tr
ansf
ers
39,9
99
4,65
4
(25,
547)
(1
3,40
4)
1,00
0
6,
702
291,
744
24
1,68
4
Tota
l Rev
enue
s 10
2,98
3
12,8
28
8,21
0
27,8
86
70,7
20
5,94
0
228,
567
Ex
pens
es
31,
922
31
,672
Aca
dem
ic S
alar
ies
9,59
8
1,73
3
2,12
5
4,45
4
11,5
54
2,26
0
31,7
24
45,
907
51
,234
Staf
f Sal
arie
s 45
,847
2,
274
2,
990
2,
308
2,
042
35
3
55,8
14
50,
053
50
,983
Bene
fits
& O
ther
Com
pens
atio
n 20
,299
3,
971
4,
775
4,
635
18
,955
88
3
53,5
19
86,
087
84
,881
Non
-Sal
ary
Expe
nses
21
,767
6,
191
10
,320
6,
626
36
,649
2,
349
83
,902
12,
800
12
,382
Inte
rnal
Exp
ense
s 6,
151
73
9
2,29
2
1,85
8
1,52
1
79
12,6
39
226,
769
23
1,15
1
Tota
l Exp
ense
s 10
3,66
3
14,9
08
22,5
03
19,8
80
70,7
20
5,92
5
237,
599
64,
975
10
,532
O
pera
ting
Res
ults
(6
79)
(2,0
80)
(14,
293)
8,
005
0
16
(9
,032
)
(30,
199)
8,
036
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
1,00
0
6,03
6
7,03
6
Tr
ansf
ers
From
(to
) Pl
ant
34,
776
18
,568
Su
rplu
s /
(Defi
cit)
(6
79)
(2,0
80)
(13,
293)
14
,041
0
16
(1
,996
)
195,
257
23
0,08
2
Begi
nnin
g Fu
nd B
alan
ces
1,60
9
96,3
18
96,6
56
53,9
81
86
24
8,65
0
230,
082
24
8,65
0
Endi
ng F
und
Bala
nces
92
9
94,2
38
83,3
63
68,0
22
10
2
246,
654
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s an
d th
eref
ore
will
not
mat
ch th
e ba
se fi
gure
sho
wn
in th
e ta
ble
on p
age
85.
94 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RO
VO
ST
FO
R U
ND
ER
GR
AD
UA
TE
ED
UC
AT
ION
2018
/19
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 1
6,60
1
17,6
67
G
ener
al F
unds
Allo
catio
n 18
,384
18,3
84
40,
634
38
,409
Rest
ricte
d Re
venu
es
615
931
2,
177
32,1
70
3,
851
39
,744
(4
6)
(55)
Inte
rnal
Rev
enue
(56)
(5
6)
(8
,446
) (8
,833
)
Ope
ratin
g Tr
ansf
ers
28,4
30
(2,0
52)
(3,5
15)
(32,
378)
(503
) (1
0,01
9)
48,
743
47
,188
To
tal R
even
ues
47,4
29
(1,1
77)
(1,3
38)
(209
) 0
3,
347
48
,053
Ex
pens
es
7,
359
7,
689
Aca
dem
ic S
alar
ies
8,01
0
8,
010
12,
509
13
,397
Staf
f Sal
arie
s 14
,193
14,1
93
9,
445
9,
470
Bene
fits
& O
ther
Com
pens
atio
n 9,
832
9,83
2
15,
661
14
,828
Non
-Sal
ary
Expe
nses
12
,838
37
3,15
3
16,0
29
2,
430
1,
771
Inte
rnal
Exp
ense
s 2,
556
3
194
2,
753
47,
404
47
,155
To
tal E
xpen
ses
47,4
29
40
0
0
3,
347
50
,816
1,
338
33
O
pera
ting
Res
ults
0
(1
,217
) (1
,338
) (2
09)
0
0
(2,7
64)
11
3
137
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
124
124
Tr
ansf
ers
From
(to
) Pl
ant
1,
451
17
0
Surp
lus
/ (D
efici
t)
0
(1,2
17)
(1,2
14)
(209
) 0
0
(2
,640
)
21,
479
22
,930
Be
ginn
ing
Fund
Bal
ance
s 1,
557
6,
776
4,
506
10
,262
23
,100
22,
930
23
,100
En
ding
Fun
d Ba
lanc
es
1,55
7
5,55
9
3,29
2
10,0
53
20,4
60
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
95APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RO
VO
ST
FO
R G
RA
DU
AT
E E
DU
CA
TIO
N20
18/1
9 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
8,38
8
7,76
7
G
ener
al F
unds
Allo
catio
n 8,
090
8,09
0
33,
040
33
,958
Rest
ricte
d Re
venu
es
187
34
,889
35
,077
(5
0)
Inte
rnal
Rev
enue
0
(31,
276)
(3
2,66
7)
O
pera
ting
Tran
sfer
s 2,
145
(7
03)
75
(36,
816)
(3
5,29
8)
10,
102
9,
058
To
tal R
even
ues
10,2
36
(702
) 26
2
(1,9
27)
0
0
7,86
9
Ex
pens
es
55
0
567
A
cade
mic
Sal
arie
s 88
7
88
7
2,
030
2,
055
St
aff S
alar
ies
2,13
5
16
2,15
1
1,
440
1,
456
Be
nefit
s &
Oth
er C
ompe
nsat
ion
1,57
9
7
1,58
5
6,
502
6,
999
N
on-S
alar
y Ex
pens
es
5,30
7
828
52
1
640
7,
296
64
9
717
In
tern
al E
xpen
ses
298
42
447
78
7
11,
171
11
,793
To
tal E
xpen
ses
10,2
05
828
58
7
1,08
7
0
0
12,7
07
(1
,069
) (2
,736
) O
pera
ting
Res
ults
30
(1
,531
) (3
24)
(3,0
13)
0
0
(4,8
38)
(1
,263
) (2
45)
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s (3
06)
(3
06)
Tr
ansf
ers
From
(to
) Pl
ant
(2
,332
) (2
,980
) Su
rplu
s /
(Defi
cit)
(2
76)
(1,5
31)
(324
) (3
,013
) 0
0
(5
,144
)
54,
843
52
,511
Be
ginn
ing
Fund
Bal
ance
s (3
5)
23,9
17
2,70
5
22,9
43
49,5
31
52,
511
49
,531
En
ding
Fun
d Ba
lanc
es
(311
) 22
,386
2,
381
19
,930
44
,387
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• T
he g
ener
al fu
nds
allo
cati
on s
how
n in
this
sch
edul
e in
clud
es o
ne-t
ime
allo
cati
ons
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
96 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RO
VO
ST
FO
R T
EA
CH
ING
AN
D L
EA
RN
ING
2018
/19
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 1
0,82
6
11,5
01
G
ener
al F
unds
Allo
catio
n 12
,092
12,0
92
41,
784
33
,579
Rest
ricte
d Re
venu
es
1,02
5 33
,002
1,
200
19
4
35,4
21
(1
,879
) (1
,976
)
Inte
rnal
Rev
enue
43
0 (2
,457
)
(2
,027
)
(5
,251
) (2
,986
)
Ope
ratin
g Tr
ansf
ers
13,6
54
(17,
741)
(168
)
(4
,254
)
45,
480
40
,117
To
tal R
even
ues
27,2
01
12,8
04
1,20
0
27
0
0
41,2
32
Ex
pens
es
1,
752
1,
794
Aca
dem
ic S
alar
ies
747
97
3
127
1,84
7
14,
422
15
,002
Staf
f Sal
arie
s 13
,007
2,
294
45
2
15
,752
8,
083
7,
764
Bene
fits
& O
ther
Com
pens
atio
n 5,
686
1,
903
34
0
1
7,93
0
16,
799
13
,857
Non
-Sal
ary
Expe
nses
7,
088
6,
954
10
5
24
14,1
71
1,
576
1,
496
Inte
rnal
Exp
ense
s 68
5
692
88
3
1,
468
42,
632
39
,913
To
tal E
xpen
ses
27,2
13
12,8
14
1,11
2
28
0
0
41,1
67
2,
848
20
4
Ope
rati
ng R
esul
ts
(11)
(1
0)
88
(1)
0
0
66
(4
84)
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
Tr
ansf
ers
From
(to
) Pl
ant
2,
364
20
4
Surp
lus
/ (D
efici
t)
(11)
(1
0)
88
(1)
0
0
66
9,
345
11
,708
Be
ginn
ing
Fund
Bal
ance
s 62
10
,668
1,
037
14
6
11,9
12
11,
708
11
,912
En
ding
Fun
d Ba
lanc
es
51
10,6
57
1,12
5
144
11
,978
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• T
he g
ener
al fu
nds
allo
cati
on s
how
n in
this
sch
edul
e in
clud
es o
ne-t
ime
allo
cati
ons
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
97APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RE
SID
EN
T F
OR
TH
E A
RT
S20
18/1
9 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
3,85
7 4,
459
G
ener
al F
unds
Allo
catio
n 4,
678
4,
678
19,
338
17,1
59
Re
stric
ted
Reve
nues
3,93
1 6,
029
6,91
7 52
2
17,3
98
(8
0)
(199
)
Inte
rnal
Rev
enue
(294
)
(2
94)
1,
876
1,16
3
Ope
ratin
g Tr
ansf
ers
18,7
53
(3,9
95)
(6,6
85)
(7,2
28)
846
24,
990
22,5
82
Tota
l Rev
enue
s 23
,431
(3
59)
(656
) (3
10)
522
0 22
,628
Ex
pens
es
24
9 25
7
Aca
dem
ic S
alar
ies
204
30
234
6,
980
7,57
5
Staf
f Sal
arie
s 9,
003
9,
003
3,
372
2,84
2
Bene
fits
& O
ther
Com
pens
atio
n 3,
294
29
3,32
4
9,
641
12,8
34
N
on-S
alar
y Ex
pens
es
10,6
01
486
500
500
463
12
,549
93
8 70
4
Inte
rnal
Exp
ense
s 32
8
40
40
408
21,
180
24,2
11
Tota
l Exp
ense
s 23
,431
48
6 54
0 54
0 52
2 0
25,5
20
3,
810
(1,6
29)
Ope
rati
ng R
esul
ts
0 (8
45)
(1,1
96)
(850
) 0
0 (2
,892
)
2,
221
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
(200
) Tr
ansf
ers
From
(to
) Pl
ant
(1,0
13)
(1
,013
)
6,
031
(1,8
29)
Surp
lus
/ (D
efici
t)
0 (8
45)
(2,2
09)
(850
) 0
0 (3
,905
)
21,
729
27,7
62
Begi
nnin
g Fu
nd B
alan
ces
10
2,59
4 16
,567
6,
762
25,9
33
27,
762
25,9
33
Endi
ng F
und
Bala
nces
10
1,
749
14,3
58
5,91
1
22
,028
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• T
he g
ener
al fu
nds
allo
cati
on s
how
n in
this
sch
edul
e in
clud
es o
ne-t
ime
allo
cati
ons
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 85
.
98 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
HO
OV
ER
IN
ST
ITU
TIO
N20
18/1
9 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
845
1,
010
Gen
eral
Fun
ds A
lloca
tion
1,
067
1,06
7
61,
034
63
,507
Rest
ricte
d Re
venu
es
100
725
36
,455
29
,632
67
5
67
,588
17
1
81
In
tern
al R
even
ue
83
83
(8
83)
300
Ope
ratin
g Tr
ansf
ers
71,0
65
(808
) (4
0,42
4)
(29,
632)
20
0
61,
167
64
,898
To
tal R
even
ues
72,2
31
0
(3,9
69)
0 67
5
0
68,9
37
Ex
pens
es
21,
553
21
,589
Aca
dem
ic S
alar
ies
22,2
68
15
263
269
22,8
14
9,
838
10
,466
Staf
f Sal
arie
s 11
,215
13
19
2
69
11,4
89
12,
677
12
,081
Bene
fits
& O
ther
Com
pens
atio
n 12
,407
9
14
1
15
3
12
,710
19,
852
22
,880
Non
-Sal
ary
Expe
nses
24
,179
40
131
18
4
24
,534
2,
227
2,
669
Inte
rnal
Exp
ense
s 2,
627
48
10
2,68
5
66,
146
69
,685
To
tal E
xpen
ses
72,6
95
77
643
14
2
675
0
74
,232
(4
,979
) (4
,787
) O
pera
ting
Res
ults
(4
64)
(77)
(4
,612
) (1
42)
0
0
(5,2
94)
2,
559
1,
500
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
Tr
ansf
ers
From
(to
) Pl
ant
(2
,420
) (3
,287
) Su
rplu
s /
(Defi
cit)
(4
64)
(77)
(4
,612
) (1
42)
0
0
(5,2
94)
45,
938
43
,518
Be
ginn
ing
Fund
Bal
ance
s 46
4
982
37
,524
1,
261
40
,231
43,
518
40
,231
En
ding
Fun
d Ba
lanc
es
90
5
32,9
12
1,12
0
34,9
36
Not
es
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
99APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
STA
NFO
RD
UN
IVE
RS
ITY
LIB
RA
RIE
S20
18/1
9 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
6/17
20
17/1
8
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
018/
19
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 5
7,00
2
58,1
06
G
ener
al F
unds
Allo
catio
n
57,3
30
1,70
0
59,0
30
26,
798
28
,261
Rest
ricte
d Re
venu
es
50
406
1,
424
16
,932
1,
938
7,
550
28
,300
41
6
445
Inte
rnal
Rev
enue
30
0 88
54
442
3,
491
3,
931
Ope
ratin
g Tr
ansf
ers
14,1
78
605
(7
34)
(11,
247)
899
3,
701
87,
707
90
,743
To
tal R
even
ues
71,8
58
1,09
9
690
5,
685
1,
938
10
,203
91
,474
Ex
pens
es
10,
897
11
,197
Aca
dem
ic S
alar
ies
11,4
21
120
16
6
12
11,7
20
21,
528
22
,679
Staf
f Sal
arie
s 18
,244
10
1
182
1,12
6
3,76
1
23,4
14
12,
902
12
,982
Bene
fits
& O
ther
Com
pens
atio
n 11
,386
77
19
9
30
381
1,
265
13
,337
35,
763
36
,921
Non
-Sal
ary
Expe
nses
28
,757
61
76
4,
945
43
1
4,04
3
38,3
14
3,
703
3,
615
Inte
rnal
Exp
ense
s 2,
001
71
402
741
3,
215
84,
793
87
,394
To
tal E
xpen
ses
71,8
09
359
69
5
5,39
0
1,93
8
9,81
0
90,0
00
2,
914
3,
348
O
pera
ting
Res
ults
50
74
0
(5)
295
0
39
3
1,47
3
(1
19)
8
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
5
5
90
Tran
sfer
s Fr
om (
to)
Plan
t
2,
795
3,
446
Su
rplu
s /
(Defi
cit)
50
74
0
0
295
0
39
3
1,47
8
12,
101
14
,896
Be
ginn
ing
Fund
Bal
ance
s 56
9
4,84
7
2,58
9
7,45
5
2,
882
18
,343
14,
896
18
,343
En
ding
Fun
d Ba
lanc
es
619
5,
587
2,
589
7,
751
3,27
5
19,8
21
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s an
d th
eref
ore
will
not
mat
ch th
e ba
se fi
gure
sho
wn
in th
e ta
ble
on p
age
85.
100 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
AUXILIARY ACTIVITIESA
TH
LET
ICS
2018
/19
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
20
16/1
7 20
17/1
8
DESI
GNAT
ED
REST
RICT
ED
ENDO
WM
ENT
ENDO
WM
ENT
2018
/19
AC
TUAL
S PR
OJEC
TION
AU
XILIA
RY
FUND
S EX
PEND
ABLE
SC
HOLA
RSHI
P OT
HER
TOTA
L
Re
venu
es
48
,528
53
,886
Inte
rcol
legi
ate
54,3
00
54,3
00
22
,715
23
,458
Rest
ricte
d Re
venu
es—
Scho
lars
hips
24,1
97
24
,197
32
,621
18
,970
Rest
ricte
d Re
venu
es—
Oth
er
11,3
10
7,
400
18
,709
14
,301
15
,645
Uni
vers
ity F
unds
16
,399
16
,399
7,
498
9,
676
Aux
iliar
ies
(e.g
., G
olf C
ours
e)
9,96
7
9,96
7
12
,095
8,
498
Oth
er
6,87
4
1,75
0
8,
624
7,
736
7,
690
Cam
ps
711
7,
000
7,71
1
1,
492
4,
935
Ope
ratin
g Tr
ansf
ers
17,7
46
(1,7
50)
(8,5
96)
(7
,400
)
146,
986
14
2,75
8
Tota
l Rev
enue
s an
d Tr
ansf
ers
105,
997
7,
000
2,
713
24
,197
0
13
9,90
7
Ex
pens
es
63
,958
65
,597
Com
pens
atio
n 65
,152
3,
900
69,0
52
24
,828
26
,000
Scho
lars
hips
2,
713
24
,197
26,9
10
23
,534
15
,717
Faci
litie
s/M
aint
enan
ce
15,9
00
100
16,0
00
9,
813
12
,217
Trav
el/E
nter
tain
men
t 12
,583
20
0
12
,783
10
,814
10
,214
Gen
eral
Ser
vice
s/Su
pplie
s 6,
440
2,
800
9,24
0
3,
456
8,
132
Oth
er
9,14
4
9,14
4
40
0
395
Deb
t Ser
vice
40
7
407
79
5
176
Cap
ital E
xpen
ditu
res
175
17
5
137
,597
13
8,44
7
To
tal E
xpen
ses
109,
801
7,
000
2,
713
24
,197
0
14
3,71
1
26
3
(8,0
00)
Tr
ansf
ers
(To)
/Fro
m A
sset
s
9,
652
(3
,689
)
Surp
lus/
(Defi
cit)
(3
,804
) 0
0
0
0
(3
,804
)
11
,056
20
,705
Begi
nnin
g Fu
nd B
alan
ces
(225
) 4,
143
12
,337
760
17
,015
20
,705
17
,016
Endi
ng F
und
Bala
nces
(4
,029
) 4,
143
12
,337
760
13
,211
101APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
AUXILIARY ACTIVITIES
RESIDENTIAL & DINING ENTERPRISES2018/19 Auxiliary Budget Plan*[IN THOUSANDS OF DOLLARS] 2016/17 2017/18 2018/19 ACTUALS PROJECTION PLAN
Revenues Student Payments—Room & Board 159,931 166,988 174,880
Student Payments—R&B Off Campus 14,381 14,785 15,346
Conference Income 16,789 17,490 17,894
Catering and Executive Dining 20,073 19,609 19,464
Retail, Concessions, and Vending 10,908 11,317 11,759
Stanford Guest House 5,234 5,540 5,622
Other Operating Income 6,304 6,011 6,905
Interest Income 296 286 296
Total Revenues 233,916 242,026 252,166
Transfers Grad Housing Subsidy: Off Campus 18,320 19,840 21,269
Debt Service & Rate Containment Subsidies 15,817 13,911 13,893
Transfers (Net) related to Capital Projects (4,165) (185) (3,130)
Transfers to ResEd, ResComp and GLO (10,700) (11,006) (11,376)
Total Transfers 19,272 22,560 20,656
Total Revenue and Transfers 253,188 264,586 272,822
Expenses Salaries and Benefits 71,844 76,366 80,777
Food Cost 16,615 17,281 17,522
EM&S, Services, Commissions and Other 24,796 30,109 27,187
Rental and Leases Off Campus 30,002 31,254 33,159
Utilities and Telecommunication 15,605 15,370 16,169
Maintenance and Asset Renewal 28,144 30,707 33,546
Debt Service 57,440 54,568 53,936
G&A, Insurance and Taxes 8,742 8,931 10,526
Total Expenses 253,188 264,586 272,822
Auxiliary Operating Results 0 0 0
Transfers (Net) To/From Reserves 1,447 (1,960) (950)
Total Results and Transfers 1,447 (1,960) (950)
Beginning Fund Balance 22,115 23,562 21,602
Projected Ending Fund Balance 23,562 21,602 20,652
Notes:• The revenue, transfer, and expense amounts in this table represents the auxiliary operation of R&DE only.
• Fund Balance does not include endowment principal—$4 million Funds Functioning as Endowment (FFE).
102 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
103APPENDIX B: SUPPLEMENTARY INFORMATION
APPENDIX B
SUPPLEMENTARY INFORMATION
The tables and graphs in this Appendix provide historical and statistical data on enrollment, tuition and
room and board rates, financial aid, faculty, staff, selected expenditures, the endowment, and fund
balances. The short summaries below serve as an introduction to the schedules and highlight interesting
trends or historical occurrences.
Schedule 1—Student Enrollment for Autumn QuarterTotal enrollment for undergraduate and graduate students
rose slightly less in 2017/18 as compared to the prior
year’s growth. As recorded in autumn 2017, undergraduate
enrollment was 7,056 and total graduate enrollment was
9,368. Overall enrollment grew 0.5% over the prior year,
comparable to a 0.6% median of year-over-year growth
from the past 5 years. The graduate student body continues
to grow at a faster pace than the undergraduate, growing
0.7% over last year’s enrollment versus 0.3% growth in
undergraduate enrollment.
Schedule 2—Freshman Student Apply/Admit/Enroll StatisticsStanford’s matriculant yield of 1,703 in the fall of 2017 is
in fact at the same level as ten years ago. The number did
drop slightly from the prior year with 36 fewer students. As
Stanford’s popularity rises (as seen by significant growth
in applications over the past ten years), the percent of
applicants admitted has declined to account for the number
of admission spots and maintain the overall undergraduate
class size. Even so, Stanford continues its prominence as a
top tier institution and is second only to Harvard among its
peers in the percent of admitted applicants that decide to
enroll with an 81.7% yield rate.
Schedule 3—Graduate Student Apply/Admit/Enroll StatisticsThe entering graduate student body followed a similar trend
to the freshman undergraduate class. Application numbers
grew at a slower pace than the prior year with only a 0.7%
increase. Of the 45,907 applications, 4,157 were admitted,
resulting in a 9.1% admit rate. This rate follows a general
downward trend in admit rates over the past ten years.
Notably though, the percent of those admitted who went on
to enroll was 64.9%, which is the highest yield rate in the
past ten years.
Schedule 4—Postdoctoral Scholars by School and by GenderThe postdoctoral scholar population in most schools
continues to trend up. Slightly higher growth in the School of
Engineering and School of Medicine drove a total growth of
3.4% over the prior year. Of the 2,375 postdoctoral scholars
in 2017/18, almost 60% reside in the School of Medicine. The
distribution of postdoctoral scholars by gender has remained
roughly 40% female and 60% male over the past ten years.
Schedule 5—Graduate Student and Postdoc SupportAt Stanford, teaching assistants and research assistants earn
salaries as part of their compensation, and most receive an
allowance towards their tuition charges. Graduate fellows
receive financial aid that covers some or all of their tuition
charges, and most receive stipends that help cover living and
research-related expenses. Postdoctoral students receive
104 APPENDIX B: SUPPLEMENTARY INFORMATION
salaries and benefits as part of their appointment, and many
also receive tuition allowance and living expense stipends.
Grants and contracts cover roughly a quarter of graduate
student expenses and about 70% of postdoctoral scholar
expenses. University and school unrestricted (or general
use) funds, designated funds, and endowment income
funds restricted specifically to graduate student aid cover
the remaining expenses. In 2016/17, the total support to
graduate students and postdoctoral scholars at Stanford
reached $559 million as graduate support increased 6.9%
and postdoctoral support increased 7.2% over the prior year.
There are three main factors that drive the university’s growth
in graduate and postdoctoral support: 1) enrollment growth,
2) tuition and salary growth, and 3) an increasingly larger
share of the student body receiving support as units expand
their programs and funding support.
Schedule 6—Graduate Enrollment by School and DegreeThis table shows the trend of graduate student enrollment
within each school and across degree programs. In 2017/18
approximately 61% of graduate student enrollments were
in either H&S or Engineering. The enrollment has increased
university-wide over the ten-year span at a compounded
annual growth rate of 1.3%. During this period, School of
Medicine has added the most students (279) while School
of Earth, Energy & Environmental Sciences has had the
fastest total growth (46%). In particular, the Master’s
student body fluctuated among the units considerably with
declines in Engineering and Humanities & Sciences dropping
86 and 62 students respectively. Offsetting these declines,
Master’s students in the School of Medicine grew by 58
students primarily due to the launch of the Master of Science
in Physician Assistant Studies program. In spite of these
shifts, the makeup of graduate students has stayed relatively
consistent over this period: 52% doctorate, 28% masters, and
20% professional.
Schedule 7—Undergraduate Tuition and Room & Board RatesThe 2018/19 annual undergraduate tuition rate, mandatory
fees, and cost of room and board are projected to increase to
$67,117, an increase of 3.7% versus the previous year. While
annual increases have remained at 3.5% for the past five
years, room and board charges will increase 4.3% in 2018/19,
causing the slightly higher total cost growth rate. The room
and board increase will provide additional funding needed
to proactively address aging utility infrastructure between
buildings and main lines, ensuring long-term savings on
maintenance costs.
Schedule 8—Undergraduate Financial Aid by Type of Aid and Source of FundsThis schedule shows the various types of financial aid
awarded to undergraduate students, including non-need
based scholarships. In 2016/17, total undergraduate financial
aid was $194.5 million, a 4.6% increase over the previous
year. Combined funding from federal and state grants
continued their decreasing trend, collectively dropping from
$10.2 million in 2013/14 to $9.4 million in 2016/17 (more
drastic if factoring in inflation). During this same period,
scholarships awarded by Stanford increased from $146.4
million to $167.2 million. This upward trend is primarily driven
by restricted gift and endowment income support, which has
grown 6.9% annually during the past four years on average.
Schedule 9—Undergraduate Need-Based Financial AidThis schedule shows the total needs and sources of support
for undergraduate students who receive need-based
financial aid. The total needs are driven by the growth in
the student budget and by the number of students on aid.
For 2018/19, the budget for need-based aid will increase by
5.1%. This increase is greater than the 3.7% overall increase
in tuition and room and board rates mostly due to Stanford’s
commitment to and success in building the capacity of the
university to provide more opportunities to first-generation
and low-income students. The endowment has played a
progressively larger role toward this aim, comprising 46.5%
of projected funding sources in 2018/19 as compared with
41% in 2013/14, thereby availing unrestricted funds to be
redirected to other areas of the university.
Schedule 10—Majors with the Largest Number of Baccalaureate Degrees ConferredThis schedule shows the twenty undergraduate majors
that granted the most degrees in 2016/17. Human Biology
was the most popular degree up through 2012/13. Starting
in 2013/14, Computer Science took the top spot, posting
105APPENDIX B: SUPPLEMENTARY INFORMATION
a significant growth of 60% over 2012/13. Nearly all
undergraduate students and a growing number of graduate
students take the introductory Computer Science course.
Computer Science degrees continued to grow in 2016/17,
increasing 3%, as well as the combination of Chemical,
Electrical, and Mechanical Engineering degrees, which
increased collectively at a rate of 5%.
Schedule 11—Students Housed on CampusThe percentage of undergraduate students housed on
campus has been above 90% for the twenty years shown in
this table. The graduate on-campus housing program has
expanded significantly since 1998/99, and the trailing ten-
year average of graduate students housed by Stanford is 58%.
The subsidized off-campus housing program for graduate
students has grown rapidly from 362 students in 2013/14 to
1146 students in 2017/18, due to a displacement caused by
the construction of new graduate housing on campus. For
2017/18, the percentage of graduate students housed by
Stanford has grown to 64.0%, from 60.1% in 2014/15. This
percentage will increase significantly in the coming years
with the new Escondido Village Graduate Residences, which
is expected to open in Fall 2020.
Schedule 12—Total Professorial FacultyThe total professoriate has increased by 39 (1.8%) to 2,219
in 2017/18, not far off from the ten-year annual growth rate
of 1.9%. Whereas tenure-line faculty grew modestly at 0.7%
overall, non-tenure line professors grew by 4.4%, mostly
due to Medical Center Line faculty growth in the School of
Medicine.
Schedule 13—Distribution of Tenured, Non-Tenured, and Non-Tenure Line FacultyThis schedule provides a disaggregated view of the data in
Schedule 12 by school over the last three years. The School
of Medicine and School of Humanities and Sciences have held
roughly 70% of faculty appointments across the university.
At the university level the total number of tenured faculty
expanded by 20 (about 1.7%), the number of non-tenured
faculty in the tenure line stayed relatively flat, and the number
of non-tenure line faculty increased by 47 (about 7%) from
2015/16 to 2017/18. The School of Medicine continues to
drive the majority of faculty growth, increasing tenured and
non-tenure line faculty by 5.8% and 8.9% respectively during
this three-year period.
Schedule 14—Number of Non-Teaching EmployeesThis schedule shows the number of regular non-teaching
employees by academic, administrative, and auxiliary units.
The number of employees increased by 456 (3.3% growth)
in 2017. In particular, the School of Medicine grew 4.4% by
adding 213 employees. Although not as high as in prior years,
the School of Medicine’s expansion is a result of continued
growth in clinical and research activity. The university
established the Vice President for the Arts in 2017 resulting
in the transition of staff from Humanities and Sciences to
the new unit (included under “Other Academic”). Since
2008/09 when Stanford was forced to right-size because of
the recession, it has experienced a continuous annual growth
of around 3%.
Schedule 15—Fringe Benefits DetailFringe benefits rates provide a mechanism to support
the various components of non-salary compensation for
employees. Stanford has four distinct fringe benefits rates
for (1) regular benefits-eligible employees, which include
most faculty and staff; (2) postdoctoral research affiliates;
(3) casual/temporary employees; and (4) graduate research
and teaching assistants. This schedule shows the programs
and costs that contribute to the weighted average of the four
individual benefits rates, which was 27.9% in 2016/17. Versus
2015/16, the total fringe benefits program costs increased
by 5.0% in 2016/17, which is in line with annual growth from
2009/10 (6.8%). Retirement and insurance benefits, which
account for 91% of fringe benefits, grew by 9.4% and 5.4%,
respectively. Severance pay noticeably dropped from a peak
in 2015/16, thus returning to a level in line with the average
from the last eight years.
Schedule 16—Sponsored Research Expense by Agency and Fund SourceIn 2016/17, federally sponsored research expenses increased
2.6% to a total of $696.1 million, continuing a trend of slower
growth since the 5.5% increase experienced in 2014/15.
The research expenses sponsored by non-federal sources
remained at the same high rate of growth as the prior year,
increasing 9.4% to a total of $291.1 million. Overall, the direct
research volume was $730.1 million in 2016/17. The mix of
funding has slowly shifted from federal to non-federal over
the displayed period. Ten years earlier in 2007/08, federal
direct research comprised 77.5% of direct funding, but that
figure fell to 67.2% in 2016/17.
106 APPENDIX B: SUPPLEMENTARY INFORMATION
Schedule 17—Sponsored Research Contracts and Grants by SchoolThis table presents the sponsored research expenses for
the schools and the Dean of Research over seven years.
The School of Medicine holds the majority share of these
expenses at 65%, though it’s annual growth has slowed to
6.7% since the large 11.4% growth in 2014/15. The other
two units with the largest share of sponsored research are
the School of Humanities and Sciences and the School of
Engineering, increasing 3.3% and 3.7% respectively over
the prior year. Though its share of total sponsored research
expense is small, the Graduate School of Business recorded
the largest percent increase, growing 72.3% over the
prior year.
Schedule 18—Plant Expenditures by Unit This schedule shows historical expenses from reserves or
borrowed funds for building or infrastructure projects related
to various units. Expenditures for equipment are excluded
from these figures. Total plant expenditures in 2016/17 were
$399.6 million. Some key drivers of the plant expenditures
include project completions of the Sapp Center for Science
Teaching and Learning, the David and Joan Traitel Building
(formerly Hoover Institution Conference Center and Office
Building), and the Roble Field Garage. In addition, projects in
design and construction contributed to plant expenditures,
such as Stanford Redwood City-Phase 1, the Anne T. and
Robert M. Bass Biology Research Building, and the Escondido
Village Graduate Residences and Parking Structures.
Schedule 19—Endowment Market Value and Merged Pool Rate of Return The annual nominal rate of return for the merged pool
in 2016/17 was 13.1% for the 12 months ending June 30,
2017. Though this positive performance did slightly trail
the 13.2% median return for U.S. colleges and universities,
it outperformed the 12.8% return for a traditional “70/30”
portfolio of equities and bonds. The endowment market
value grew to $24.8 billion, a 10.7% increase over 2015/16.
The target payout rate remains 5.5%.
Schedule 20—Expendable Fund Balances at Year EndThis schedule shows total expendable fund balances
(excluding sponsored research) by academic unit (excluding
SLAC) over the past decade. Aided by continuous growth in
its health care services revenue, the School of Medicine will
triple its fund balance in 2018/19 compared with 2008/09.
In the same time frame, it will go from representing 37% of
the total academic unit fund balances to 54%. Other units
with fast expendable fund balance growth over this time
period include the Graduate School of Business, the Graduate
School of Education, and Dean of Research.
Schedule 21—Academic Unit Expendable Fund Balances at Year End by Level of ControlThis schedule shows total expendable fund balances
(excluding sponsored research) by level of control within
the academic units over the last three years along with the
compound annual growth. “Level of control” indicates the
authority of funds within each school. Overall, approximately
80% of the fund balances comprise the combination of
school/institution and department/program levels in the
past three years. The dynamics of fund balance growth has
also varied by level of control among the schools. The fund
balances at the department/program and faculty levels had
significant annual growth at 11.4% and 15.3%, respectively,
while fund balances show a small 1.6% increase at the
school/institution level.
Schedule 22—Consolidated Budget for Operations HistoryThis schedule shows actual results from 2011/12 through
2016/17, including the 2017/18 year end projection and
the 2018/19 budget plan for the Consolidated Budget
for Operations. While expense growth has outpaced
revenue growth for the period shown (6.7% versus 6.1%,
respectively), the net operating results each year continue
to provide steady additions to fund balances, even after
transfers to assets such as endowment principal and plant.
On average, the university nets an operating income of
roughly 8% of revenue over the displayed period.
107APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 1
STUDENT ENROLLMENT FOR AUTUMN QUARTER2008/09 through 2017/18
UNDERGRADUATE GRADUATE TGR 1 TOTAL TOTAL
YEAR WOMEN MEN TOTAL WOMEN MEN TOTAL WOMEN MEN TOTAL GRADUATE ALL
2008/09 3,384 3,428 6,812 2,450 4,509 6,959 548 821 1,369 8,328 15,140
2009/10 3,405 3,473 6,878 2,507 4,529 7,036 558 847 1,405 8,441 15,319
2010/11 3,334 3,553 6,887 2,635 4,678 7,313 597 869 1,466 8,779 15,666
2011/12 3,342 3,585 6,927 2,651 4,675 7,326 571 899 1,470 8,796 15,723
2012/13 3,346 3,653 6,999 2,697 4,690 7,387 600 884 1,484 8,871 15,870
2013/14 3,274 3,706 6,980 2,773 4,724 7,497 574 826 1,400 8,897 15,877
2014/15 3,314 3,704 7,018 2,887 4,809 7,696 596 826 1,422 9,118 16,136
2015/16 3,331 3,663 6,994 2,966 4,776 7,742 584 870 1,454 9,196 16,190
2016/17 3,412 3,620 7,032 3,030 4,901 7,931 557 816 1,373 9,304 16,336
2017/18 3,546 3,510 7,056 3,159 4,797 7,956 567 845 1,412 9,368 16,424
Source: IR&DS Office, fall quarter third week enrollment figures.1 Terminal Graduate Registration (TGR) allows students to register at a reduced tuition rate
while they work on a dissertation, thesis, or department project.
108 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 2
FRESHMAN APPLY/ADMIT/ENROLL STATISTICSFall 2008 through Fall 2017
TOTAL APPLICATIONS ADMISSIONS ENROLLMENT PERCENT OF PERCENT OF PERCENT OF CHANGE FROM APPLICANTS ADMITTED PREVIOUS ADMITTED APPLICANTS YEAR NUMBER YEAR NUMBER (ADMIT RATE) NUMBER ENROLLING (YIELD)
Fall 2008 25,299 5.6% 2,400 9.5% 1,703 71.0%
Fall 2009 30,429 20.3% 2,426 8.0% 1,694 69.8%
Fall 2010 32,022 5.2% 2,340 7.3% 1,674 71.5%
Fall 2011 34,348 7.3% 2,437 7.1% 1,707 70.0%
Fall 2012 36,632 6.6% 2,423 6.6% 1,771 73.1%
Fall 2013 38,828 6.0% 2,208 5.7% 1,677 76.0%
Fall 2014 42,167 8.6% 2,145 5.1% 1,678 78.2%
Fall 2015 42,497 0.8% 2,140 5.0% 1,720 80.4%
Fall 2016 43,997 3.5% 2,118 4.8% 1,739 82.1%
Fall 2017 44,073 0.2% 2,085 4.7% 1,703 81.7%
Source: IR&DS Office.
109APPENDIX B: SUPPLEMENTARY INFORMATION
GRADUATE STUDENT APPLY/ADMIT/ENROLL STATISTICSFall 2008 through Fall 2017
TOTAL APPLICATIONS ADMISSIONS ENROLLMENT PERCENT PERCENT OF PERCENT OF CHANGE FROM APPLICANTS ADMITTED PREVIOUS ADMITTED APPLICANTS YEAR ENTERING STANFORD NUMBER YEAR NUMBER (ADMIT RATE) NUMBER ENROLLING (YIELD)
Fall 2008 34,566 2.8% 4,350 12.6% 2,379 54.7%
Fall 2009 36,326 5.1% 4,419 12.2% 2,345 53.1%
Fall 2010 37,983 4.6% 4,580 12.1% 2,608 56.9%
Fall 2011 38,750 2.0% 4,570 11.8% 2,628 57.5%
Fall 2012 41,855 8.0% 4,439 10.6% 2,582 58.2%
Fall 2013 41,539 -0.8% 4,479 10.8% 2,630 58.7%
Fall 2014 43,992 5.9% 4,399 10.0% 2,625 59.7%
Fall 2015 44,437 1.0% 4,318 9.7% 2,656 61.5%
Fall 2016 45,577 2.6% 4,532 9.9% 2,698 59.5%
Fall 2017 45,907 0.7% 4,157 9.1% 2,696 64.9%
Source: IR&DS Office.
SCHEDULE 3
110 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 4
POSTDOCTORAL SCHOLARS BY SCHOOL AND BY GENDER 12008/09 through 2017/18
BY SCHOOL 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Graduate School of Business 0 2 0 0 0 0 0 0 0 0
School of Earth, Energy & Environmental Sciences 26 40 44 50 59 72 76 75 67 72
Graduate School of Education 10 11 9 9 12 19 20 22 19 23
School of Engineering 158 202 212 228 259 274 308 341 364 407
School of Humanities and Sciences 284 315 392 401 413 427 416 437 435 431
School of Law 1 1 0 2 1 2 0 0 0 0
School of Medicine 1,033 1,090 1,231 1,247 1,252 1,258 1,312 1,341 1,355 1,389
SLAC 0 0 0 0 0 8 21 48 57 53
Total 1,512 1,661 1,888 1,937 1,996 2,060 2,153 2,264 2,297 2,375
By Gender
Female 607 673 754 795 828 834 828 878 905 933
Male 905 988 1,134 1,142 1,168 1,226 1,325 1,386 1,392 1,442
Source: IR&DS Office, fall quarter third week enrollment figures.1 The postdoctoral scholar population includes medical fellows in the School of Medicine.
111APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 5
GR
AD
UA
TE
STU
DEN
T A
ND
PO
STD
OC
SU
PP
OR
T[I
N M
ILLI
ON
S O
F D
OLL
ARS
]
2015
/16
2016
/17
GE
NERA
L/SC
HOOL
REST
RICT
ED
GENE
RAL/
SCHO
OL
RE
STRI
CTED
20
15/1
6 TO
201
6/17
FUNG
IBLE
DE
SIGNA
TED
ST
UDEN
T AID
GR
ANTS
&
FU
NGIB
LE
DESIG
NATE
D ST
UDEN
T GR
ANTS
&
C
HANG
E
FUND
S 1 FU
NDS
FUND
S CO
NTRA
CTS
TOTA
L FU
NDS 1
FUND
S AI
D FU
NDS
CONT
RACT
S TO
TAL
AMOU
NT
PERC
ENT
Gra
duat
e St
uden
t Sup
port
Sa
larie
s
Teac
hing
Ass
ista
nts
14.0
0.
5
13.2
0.
1
27.7
17
.2
0.4
12
.0
0.1
29
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1.9
6.
9%
Rese
arch
Ass
ista
nts
7.5
8.
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19.4
39
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75.3
8.
7
8.8
18
.0
44.5
80
.0
4.6
6.
2%
Oth
er S
alar
ies
0.5
0.
5
0.5
0.
2
1.7
0.
4
0.5
0.
6
0.3
1.
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0.1
3.
4%
Be
nefit
s 4.
2
5.5
6.
7
2.6
19
.0
5.6
5.
2
6.8
3.
0
20.6
1.
6
8.2%
Tota
l Sal
arie
s &
Ben
efits
26
.1
15.3
39
.8
42.6
12
3.8
31
.9
14.9
37
.4
47.9
13
2.0
8.
2
6.6%
Tu
ition
Allo
wan
ce
48.5
4.
4
10.1
18
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81.5
51
.1
4.3
11
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20.8
87
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7.
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Fe
llow
ship
Tui
tion
28.4
4.
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63.1
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106.
5
34.8
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9
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St
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ds
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4.
0
37.0
22
.1
81.4
23
.8
3.8
37
.5
21.9
87
.0
5.6
6.
9%
Tota
l Gra
duat
e St
uden
t Sup
port
12
1.3
28
.3
150.
0
93.5
39
3.2
14
1.7
25
.8
151.
4
101.
3
420.
2
27.0
6.
9%
Perc
ent o
f Tot
al
30.9
%
7.2%
38
.1%
23
.8%
10
0.0%
33
.7%
6.
1%
36.0
%
24.1
%
100.
0%
Post
docs
Sa
larie
s 2.
9
12.4
12
.3
58.7
86
.3
2.7
14
.0
13.7
63
.4
93.7
7.
4
8.6%
Be
nefit
s 1.
1
3.3
4.
3
15.5
24
.3
1.0
3.
7
4.3
15
.7
24.7
0.
5
1.9%
Tu
ition
0.
2
0.
2
0.2
0.2
-14.
8%
St
ipen
ds
0.8
1.
5
2.4
14
.0
18.7
0.
7
1.5
2.
9
15.1
20
.2
1.5
7.
9%
Tota
l Pos
tdoc
Sup
port
5.
0
17.2
19
.1
88.2
12
9.5
4.
6
19.2
20
.9
94.1
13
8.8
9.
3
7.2%
Perc
ent o
f Tot
al
3.8%
13
.3%
14
.8%
68
.1%
10
0.0%
3.
3%
13.9
%
15.0
%
67.8
%
100.
0%
1 G
ener
al/S
choo
l fun
gibl
e fu
nds
are
gene
ral f
unds
and
som
e G
ift a
nd E
ndow
ed fu
nds
that
can
be
used
for a
ny p
urpo
se w
ithin
a s
choo
l.
112 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 6
GRADUATE ENROLLMENT BY SCHOOL AND DEGREE 1
2008/09 through 2017/18
2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Graduate School of Business 877 895 928 940 961 971 1,002 1,007 1,012 1,048
Doctoral 99 97 101 105 103 110 121 130 131 126
Master’s 60 57 56 67 82 83 89 91 93 105
Professional 718 741 771 768 776 778 792 786 788 817
School of Earth, Energy & Environmental Sciences 256 286 309 338 350 349 361 365 356 374
Doctoral 202 219 233 270 277 267 283 293 287 298
Master’s 54 67 76 68 73 82 78 72 69 76
Graduate School of Education 346 335 365 355 343 355 334 341 312 313
Doctoral 178 166 181 171 178 181 171 158 151 153
Master’s 168 169 184 184 165 174 163 183 161 160
School of Engineering 3,267 3,289 3,452 3,452 3,418 3,381 3,419 3,458 3,523 3,502
Doctoral 1,568 1,593 1,604 1,694 1,716 1,707 1,671 1,721 1,760 1,825
Master’s 1,699 1,696 1,848 1,758 1,702 1,674 1,748 1,737 1,763 1,677
School of Humanities and Sciences 2,103 2,092 2,162 2,159 2,224 2,261 2,300 2,296 2,286 2,213
Doctoral 1,746 1,748 1,799 1,794 1,845 1,871 1,907 1,922 1,901 1,890
Master’s 357 344 363 365 379 390 393 374 385 323
School of Law 586 590 636 631 641 631 650 649 668 669
Doctoral 21 17 17 20 23 23 21 20 21 21
Master’s 2 39 35 63 59 63 55 70 68 83 89
Professional 526 538 556 552 555 553 559 561 564 559
School of Medicine 893 954 927 921 934 949 985 1,012 1,074 1,172
Doctoral 422 434 427 428 431 443 471 483 511 526
Master’s 35 62 59 64 61 60 64 74 106 164
Professional 436 458 441 429 442 446 450 455 457 482
Continuing Studies 67 68 73 77
Master’s 3 67 67 73 77
University-wide 8,328 8,441 8,779 8,796 8,871 8,897 9,118 9,196 9,304 9,368
Doctoral 4,236 4,274 4,362 4,482 4,573 4,602 4,645 4,727 4,762 4,839
Master’s 2,412 2,430 2,649 2,565 2,525 2,518 2,672 2,666 2,733 2,671
Professional 1,680 1,737 1,768 1,749 1,773 1,777 1,801 1,802 1,809 1,858
Source: IR&DS Office, fall quarter third week enrollment figures.1 Includes doctoral (including Terminal Graduate Registration), master’s, and professional students
(JDs, MDs, MBAs). Beginning 2014/15, includes MLA degrees.2 LLMs and JSMs are re-classified to Master’s in this table from 2012/13.3 Beginning 2014/15, MLA students from Continuing Studies are included.
113APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 7
UNDERGRADUATE TUITION, MANDATORY FEES, AND ROOM & BOARD RATES1988/89 through 2018/19[IN DOLLARS] PERCENT CHANGE PERCENT CHANGE PERCENT CHANGE FROM FROM FROM UNDERGRADUATE PREVIOUS ROOM & PREVIOUS PREVIOUS YEAR TUITION YEAR MANDATORY FEES 1 BOARD YEAR TOTAL COST YEAR
1988/89 12,564 5.8% 5,257 6.1% 17,821 5.9%
1989/90 13,569 8.0% 5,595 6.4% 19,164 7.5%
1990/91 14,280 5.2% 5,930 6.0% 20,210 5.5%
1991/92 15,102 5.8% 6,160 3.9% 21,262 5.2%
1992/93 16,536 9.5% 6,314 2.5% 22,850 7.5%
1993/94 17,775 7.5% 6,535 3.5% 24,310 6.4%
1994/95 18,669 5.0% 6,796 4.0% 25,465 4.8%
1995/96 19,695 5.5% 7,054 3.8% 26,749 5.0%
1996/97 20,490 4.0% 7,337 4.0% 27,827 4.0%
1997/98 21,300 4.0% 7,557 3.0% 28,857 3.7%
1998/99 22,110 3.8% 7,768 2.8% 29,878 3.5%
1999/00 23,058 4.3% 7,881 1.5% 30,939 3.6%
2000/01 24,441 6.0% 8,030 1.9% 32,471 5.0%
2001/02 25,917 6.0% 8,304 3.4% 34,221 5.4%
2002/03 27,204 5.0% 8,680 4.5% 35,884 4.9%
2003/04 28,563 5.0% 9,073 4.5% 37,636 4.9%
2004/05 29,847 4.5% 9,500 4.7% 39,347 4.5%
2005/06 31,200 4.5% 9,932 4.5% 41,132 4.5%
2006/07 32,994 5.8% 10,367 4.4% 43,361 5.4%
2007/08 34,800 5.5% 10,808 4.3% 45,608 5.2%
2008/09 36,030 3.5% 11,182 3.5% 47,212 3.5%
2009/10 37,380 3.7% 501 11,463 2.5% 49,344 4.5%
2010/11 38,700 3.5% 501 11,876 3.6% 51,077 3.5%
2011/12 40,050 3.5% 519 12,291 3.5% 52,860 3.5%
2012/13 41,252 3.0% 537 12,721 3.5% 54,510 3.1%
2013/14 42,690 3.5% 555 13,166 3.5% 56,411 3.5%
2014/15 44,184 3.5% 573 13,631 3.5% 58,388 3.5%
2015/16 45,729 3.5% 591 14,107 3.5% 60,427 3.5%
2016/17 47,331 3.5% 609 14,601 3.5% 62,541 3.5%
2017/18 48,987 3.5% 630 15,112 3.5% 64,729 3.5%
2018/19 50,703 3.5% 651 15,763 4.3% 67,117 3.7%
UNDERGRADUATE TUITION ROOM & BOARD TOTAL COST
Compound Annual Increase, 1988/89 – 2018/19 (30 years): 4.8% 3.7% 4.5% Compound Annual Increase, 2008/09 – 2018/19 (10 years): 3.5% 3.5% 3.6%
1 Campus health service fee.
114 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 8U
ND
ERG
RA
DU
AT
E FI
NA
NC
IAL
AID
BY
TY
PE
OF
AID
AN
D S
OU
RC
E O
F FU
ND
S 1
2007
/08
thro
ugh
2016
/17
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
20
07/0
8 20
08/0
9 20
09/1
0 20
10/1
1 20
11/1
2 20
12/1
3 20
13/1
4 20
14/1
5 20
15/1
6 20
16/1
7
Stan
ford
Sch
olar
ship
s
Nee
d-ba
sed
Aw
ards
2
Sta
nfor
d U
nres
tric
ted
Fund
s 6,
701
9,93
3 32
,803
36
,266
34
,586
34
,073
24
,658
21
,877
18
,030
22
,116
Gift
s an
d En
dow
men
t Inc
ome
3 74
,487
99
,682
89
,180
83
,352
92
,260
93
,058
10
1,56
8 10
8,81
6 11
6,92
3 12
1,41
2
A
thle
tic A
war
ds
15,2
27
15,9
42
16,7
56
17,3
81
18,0
18
18,7
87
20,1
41
19,9
52
22,7
27
23,6
88
Tota
l Sta
nfor
d Sc
hola
rshi
ps
96,4
15
125,
557
138,
739
136,
999
144,
864
145,
919
146,
367
150,
645
157,
680
167,
216
Exte
rnal
Gra
nts
Fede
ral
5,28
5 5,
627
7,49
5 7,
581
7,47
4 7,
211
6,87
2 7,
283
6,92
3 6,
946
St
ate
3,86
0 3,
117
3,54
8 3,
811
3,66
6 3,
474
3,34
4 3,
275
2,68
7 2,
503
O
ther
10
,070
10
,216
10
,304
10
,085
9,
904
9,45
9 9,
475
9,65
6 10
,177
10
,422
Tota
l Ext
erna
l Gra
nts
19,2
15
18,9
61
21,3
48
21,4
77
21,0
43
20,1
43
19,6
91
20,2
14
19,7
86
19,8
71
Loan
s
Fede
ral
6,54
5 4,
447
5,39
6 5,
083
5,78
6 5,
796
5,34
5 5,
405
4,40
2 4,
018
O
ther
3,
044
3,19
4 1,
610
1,87
4 2,
097
1,80
7 2,
049
2,41
3 2,
500
2,42
4
Tota
l Loa
ns
9,58
9 7,
641
7,00
6 6,
957
7,88
3 7,
603
7,39
4 7,
818
6,90
2 6,
442
Fede
ral W
ork-
Stud
y Ea
rnin
gs
1,02
2 1,
078
1,22
7 1,
212
1,33
6 1,
168
1,19
3 1,
053
1,60
3 99
1
Gra
nd T
otal
12
6,24
0 15
3,23
6 16
8,31
9 16
6,64
4 17
5,12
6 17
4,83
3 17
4,64
5 17
9,73
0 18
5,97
1 19
4,52
0
Sour
ce: I
R&D
S O
ffice
.1 F
igur
es a
re a
ctua
l exp
ense
s an
d ar
e in
thou
sand
s of
dol
lars
. Th
e da
ta in
clud
e al
l fun
ds a
war
ded
to u
nder
grad
uate
stu
dent
s ad
min
iste
red
thro
ugh
the
Fina
ncia
l Aid
Offi
ce, i
nclu
ding
aid
that
is n
ot n
eed-
base
d.2 I
nclu
de e
ndow
ed fu
nds
that
are
not
nee
d-ba
sed
per d
onor
s’ w
ishe
s. T
he a
mou
nt is
$10
6,44
2 in
201
6/17
. Th
us, t
he fi
gure
s in
this
sch
edul
e w
ill n
ot e
qual
the
sum
of t
he a
mou
nts
for S
tanf
ord
fund
ed n
eed-
base
d aw
ards
in S
ched
ule
9.3 I
nclu
des
supp
ort f
rom
the
Stan
ford
Fun
d.
Not
e: A
cor
rect
ion
was
mad
e to
the
Loan
s fig
ures
repo
rted
in 2
015/
16.
115APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 9
UN
DER
GR
AD
UA
TE
NEE
D-B
ASE
D F
INA
NC
IAL
AID
Proj
ecte
d 20
18/1
9 S
tude
nt B
udge
t N
eeds
and
Sou
rces
,In
clud
ing
Pare
ntal
and
Stu
dent
Con
trib
utio
ns 1
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
7/18
TO 2
018/
19
20
13/1
4
2014
/15
20
15/1
6 20
16/1
7 20
17/1
8 20
18/1
9
CHA
NGE
AC
TUAL
S AC
TUAL
S AC
TUAL
S AC
TUAL
S PR
OJEC
TED
BUDG
ET
AMOU
NT
PERC
ENT
Nee
ds
Tuiti
on, R
oom
& B
oard
17
8,51
9
184,
179
18
6,45
5
195,
085
20
4,17
5
214,
731
10
,555
5.
2%
Bo
oks
and
Pers
onal
Exp
ense
s 17
,535
18
,134
18
,061
18
,695
19
,432
20
,274
84
3
4.3%
Tr
avel
2,
599
2,
635
2,
662
2,
755
2,
870
2,
989
11
9
4.1%
Tota
l Stu
dent
Exp
ense
s 19
8,65
2
204,
948
20
7,17
8
216,
534
22
6,47
7
237,
994
11
,517
5.
1%
Sour
ces
To
tal F
amily
Con
trib
utio
n (I
nclu
des
pare
nt c
ontr
ibut
ion
for a
ided
stu
dent
s,
se
lf-he
lp, s
umm
er s
avin
gs, a
sset
s, e
tc.)
58
,585
59
,861
57
,777
59
,136
59
,093
62
,323
3,
230
5.
5%
En
dow
men
t Inc
ome 2
81
,442
86
,921
95
,173
99
,860
10
4,27
7
110,
620
6,
343
6.
1%
Ex
pend
able
Gift
s 1,
765
2,
550
2,
798
2,
786
2,
415
2,
050
(3
65)
-15.
1%
Th
e St
anfo
rd F
und
18,2
88
18,4
60
18,4
98
18,6
73
20,3
24
19,6
50
(674
) -3
.3%
Fe
dera
l Gra
nts
5,51
1
5,76
5
5,77
7
5,80
9
5,80
0
5,97
3
173
3.
0%
C
alifo
rnia
Sta
te S
chol
arsh
ips
3,29
0
3,23
8
2,66
5
2,48
4
2,42
0
2,42
9
9
0.4%
O
utsi
de A
war
ds
4,78
2
5,20
6
5,72
5
5,53
4
5,48
4
5,80
4
320
5.
8%
D
epar
tmen
t Sou
rces
1,
433
1,
081
1,
396
1,
216
1,
200
1,
035
(1
65)
-13.
8%
U
nres
tric
ted
Fund
s 23
,555
21
,866
17
,368
21
,036
25
,464
28
,110
2,
646
10
.4%
Tota
l Sou
rces
19
8,65
2
204,
948
20
7,17
8
216,
534
22
6,47
7
237,
994
11
,517
5.
1%
Num
ber o
f Stu
dent
s on
Nee
d-Ba
sed
Aid
3,
278
3,
254
3,
196
3,
198
3,
242
3,
290
48
1.
5%1
In th
is ta
ble,
sou
rces
of a
id o
ther
than
the
fam
ily c
ontr
ibut
ion
incl
ude
only
aid
aw
arde
d to
stu
dent
s w
ho a
re re
ceiv
ing
scho
lars
hip
aid
from
Sta
nfor
d. T
hus,
the
sum
of t
he a
mou
nts
for s
chol
arsh
ips
and
gran
ts w
ill n
ot e
qual
the
figur
es in
Sch
edul
e 8.
2 En
dow
men
t inc
ome
incl
udes
rese
rve
fund
s an
d sp
ecifi
cally
inve
sted
fund
s.
116 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 10
MAJORS WITH THE LARGEST NUMBER OF BACCALAUREATE DEGREES CONFERRED 12007/08 through 2016/17
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Computer Science 2 66 65 85 87 143 132 211 217 265 273
Human Biology 193 229 219 191 177 177 165 185 157 130
Engineering 73 93 82 99 99 98 123 125 103 100
Mechanical Engineering 55 48 54 56 50 60 53 79 94 86
Science, Technology, and Society 24 35 40 60 53 65 105 99 96 86
Economics 165 162 141 120 103 97 86 98 107 83
Biology 3 140 121 123 124 106 108 99 97 107 79
Symbolic Systems 28 29 18 21 21 37 44 38 55 63
Psychology 80 73 79 72 94 84 56 68 54 62
Electrical Engineering 37 47 36 43 39 36 33 42 50 61
International Relations 107 102 108 103 96 88 63 63 59 61
Management Science and Engineering 54 51 59 64 69 55 63 63 60 54
Political Science 96 71 74 72 72 55 61 44 54 53
Mathematical and Computational Science 16 25 22 20 17 25 23 31 27 42
History 50 59 63 56 67 67 48 36 45 41
English 57 75 69 58 68 67 55 51 56 40
Chemical Engineering 18 23 20 23 23 22 22 39 30 35
Mathematics 36 48 35 37 43 37 43 36 37 32
Earth Systems 26 24 32 40 53 33 44 30 21 29
Bioengineering 22 27
Source: SIRIS Student Analytics, IR&DS Office.1 This table includes the 20 degrees in which the most undergraduate degrees were awarded in 2016/17.2 In last year’s report, the Computer Science majors count for 2015/16 was 263. This change is due to a systems update that provides more accurate data.3 In previous years, “Biological Sciences” degrees were not reported in the Budget Plan under the “Biology” section. This year’s report counts Biological
Sciences degrees conferred in previous years as Biology degrees. Any discrepancies between prior years’ numbers of Biology majors arises from this name change.
117APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 11
STUDENTS HOUSED ON CAMPUS1998/99 through 2017/18
PERCENT OF GRADUATE STUDENTS PERCENT OF
UNDERGRADUATES UNDERGRADUATES GRADUATE STUDENTS HOUSED IN OFF-CAMPUS GRADUATE STUDENTS
YEAR HOUSED ON CAMPUS 1 HOUSED ON CAMPUS HOUSED ON CAMPUS SUBSIDIZED APARTMENTS HOUSED BY STANFORD
1998/99 5,917 90% 3,717 250 52.5%
1999/00 5,955 90% 3,408 584 52.4%
2000/01 5,969 91% 3,887 687 59.4%
2001/02 6,199 93% 3,748 932 62.1%
2002/03 6,138 91% 3,828 932 62.6%
2003/04 6,067 91% 4,013 632 59.6%
2004/05 6,046 90% 4,391 553 61.1%
2005/06 6,116 91% 4,218 430 56.8%
2006/07 6,050 90% 4,255 356 56.2%
2007/08 6,087 90% 4,421 130 55.6%
2008/09 6,160 90% 4,319 138 53.5%
2009/10 6,300 92% 4,650 55.1%
2010/11 6,257 91% 4,695 71 54.3%
2011/12 6,302 91% 4,700 68 54.2%
2012/13 6,371 91% 4,776 198 56.1%
2013/14 6,448 92% 4,645 362 56.3%
2014/15 6,503 93% 5,037 440 60.1%
2015/16 6,401 92% 5,001 708 62.1%
2016/17 6,538 93% 4,840 1,125 64.1%
2017/18 6,559 93% 4,847 1,146 64.0%
Source: The Office of Finance and Administration.1 Students who are in overseas programs are not included.
118 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 12
TOTAL PROFESSORIAL FACULTY1983/84 through 2017/18
TENURE NON-TENURE ASSOCIATE ASSISTANT LINE LINE GRAND PROFESSORS PROFESSORS PROFESSORS 1 TOTAL PROFESSORS TOTAL
1983/84 682 195 286 1,163 129 1,292
1984/85 691 194 272 1,157 135 1,292
1985/86 708 191 261 1,160 135 1,295
1986/87 711 192 262 1,165 150 1,315
1987/88 719 193 274 1,186 149 1,335
1988/89 709 200 268 1,177 147 1,324
1989/90 715 198 265 1,178 146 1,324
1990/91 742 195 278 1,215 161 1,376
1991/922 756 205 263 1,224 182 1,406
1992/93 740 209 245 1,194 214 1,408
1993/94 729 203 241 1,173 225 1,398
1994/95 724 198 252 1,174 256 1,430
1995/96 723 205 241 1,169 287 1,456
1996/97 731 205 239 1,175 313 1,488
1997/98 750 213 231 1,194 341 1,535
1998/99 758 217 237 1,212 383 1,595
1999/00 771 204 255 1,230 411 1,641
2000/01 764 198 268 1,230 440 1,670
2001/02 768 204 274 1,246 455 1,701
2002/03 771 202 259 1,232 481 1,713
2003/04 783 196 269 1,248 498 1,746
2004/05 792 193 280 1,265 514 1,779
2005/06 789 210 263 1,262 511 1,773
2006/07 807 210 261 1,278 529 1,807
2007/08 813 217 261 1,291 538 1,829
2008/09 821 224 267 1,312 564 1,876
2009/10 836 233 270 1,339 571 1,910
2010/11 826 237 261 1,324 579 1,903
2011/12 839 246 265 1,350 584 1,934
2012/13 865 252 281 1,398 597 1,995
2013/14 887 252 290 1,429 614 2,043
2014/15 912 257 306 1,475 643 2,118
2015/16 948 243 314 1,505 648 2,153
2016/17 956 253 305 1,514 666 2,180
2017/18 965 254 305 1,524 695 2,219
Source: IR&DS Office, September 1st figures.1 Assistant Professors “Subject to Ph.D.” are included.2 Beginning in 1991/92, Medical Center Line and Senior Fellows in policy centers and institutes are included in non-tenure line professors.
119APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 13
DISTRIBUTION OF TENURED, NON-TENURED, AND NON-TENURE LINE PROFESSORIAL FACULTY1
2015/16 through 2017/18 2015/16 2016/17 2017/18 NON- NON- NON- NON- TENURE NON- TENURE NON- TENURE SCHOOL UNIT OR PROGRAM TENURED TENURED LINE TOTAL TENURED TENURED LINE TOTAL TENURED TENURED LINE TOTAL
School of Earth, Energy & Environmental Sciences 39 12 9 60 43 11 4 58 43 12 4 59
Graduate School of Education 43 12 4 59 39 11 9 59 39 11 9 59
School of Engineering 184 55 19 258 188 55 14 257 194 57 10 261
School of Humanities and Sciences 442 122 17 581 442 121 18 581 437 122 19 578
Humanities 176 46 10 232 177 46 11 234 174 51 11 236
Natural Sciences 142 41 3 186 143 38 3 184 145 35 5 185
Social Sciences 124 35 4 163 122 37 4 163 118 36 3 157
School of Law 47 5 10 62 46 8 10 64 46 7 10 63
Other 0 0 16 16 0 0 17 17 0 0 19 19
Subtotal 755 206 75 1,036 758 206 72 1,036 759 209 71 1,039
Graduate School of Business 77 46 0 123 79 44 0 123 80 44 0 124
School of Medicine 293 92 570 955 304 89 591 984 310 89 621 1,020
SLAC 36 0 3 39 34 0 3 37 32 1 3 36
Total 1,161 344 648 2,153 1,175 339 666 2,180 1,181 343 695 2,219
Source: IR&DS Office, September 1st figures.1 Population includes appointments made part-time, “Subject to Ph.D.,” and coterminous with the availability of funds.
120 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 14
NUMBER OF NON-TEACHING EMPLOYEES1
As of December 15 Each Year 2009 through 2017 2016 TO 2017 CHANGE 2009 2010 2011 2012 2013 2014 2015 2016 2017 AMOUNT PERCENT
Academic Units
Graduate School of Business 343 338 341 373 402 424 456 477 491 14 2.9%
School of Earth, Energy & Environmental Sciences 85 85 98 101 100 107 115 129 127 (2) -1.6%
Graduate School of Education 116 120 156 166 167 186 199 198 202 4 2.0%
School of Engineering 425 432 455 479 495 520 505 468 485 17 3.6%
School of Humanities and Sciences 706 705 705 730 760 764 804 801 756 (45) -5.6%
School of Law 153 154 155 158 162 155 158 159 157 (2) -1.3%
School of Medicine 3,419 3,609 3,725 3,902 3,998 4,248 4,393 4,840 5,053 213 4.4%
Vice Provost & Dean of Research 527 537 569 612 630 642 672 684 716 32 4.7%
University Libraries 537 572 569 582 579 442 400 406 401 (5) -1.2%
SLAC 1,436 1,539 1,572 1,552 1,443 1,402 1,400 1,430 1,464 34 2.4%
Other Academic (Hoover Institution, VPUE, VPGE, VPTL, VPA)2 281 270 290 340 344 368 457 532 632 100 18.8%
Academic Unit Total 8,028 8,361 8,635 8,995 9,080 9,258 9,559 10,124 10,484 360 3.6%
Administrative Units
Business Affairs 872 854 867 912 932 961 962 1,023 1,070 47 4.6%
Land, Buildings & Real Estate 452 452 475 513 531 533 545 537 530 (7) -1.3%
Office of Development 249 251 314 329 352 369 377 386 408 22 5.7%
Offices of the President & Provost 190 191 195 214 212 243 222 247 274 27 10.9%
Student Affairs, Admission & Financial Aid 286 282 320 331 340 350 345 368 373 5 1.4%
Stanford Alumni Association 111 114 107 114 121 123 123 115 121 6 5.2%
Stanford Management Company 61 64 72 70 75 79 64 54 50 (4) -7.4%
Other Administrative (Public Affairs, University Communications, General Counsel and Public Safety) 129 128 125 134 148 154 162 167 159 (8) -4.8%
Administrative Units Total 2,350 2,336 2,475 2,617 2,711 2,812 2,800 2,897 2,985 88 3.0%
Auxiliary Units
Athletics 153 158 175 173 185 205 212 229 245 16 7.0%
Residential & Dining Enterprises 524 556 550 589 623 660 735 742 734 (8) -1.1%
Auxiliary Unit Total 677 714 725 762 808 865 947 971 979 8 0.8%
Total 11,055 11,411 11,835 12,374 12,599 12,935 13,306 13,992 14,448 456 3.3%
Annual Percentage Change -1.9% 3.2% 3.7% 4.6% 1.8% 2.7% 2.9% 5.2% 3.3%
Source: IR&DS Office.1 Includes benefits-eligible employees only. Does not include students, or employees working less than 50% time or hired for less than 6 months. 2 VPTL was established in 2015. VPA was established in 2017.
121APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 15FR
ING
E B
ENEF
ITS
DET
AIL
120
09/1
0 th
roug
h 20
16/1
7 [I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
FR
INGE
BEN
EFIT
PRO
GRAM
20
09/1
0 20
10/1
1 20
11/1
2 20
12/1
3 20
13/1
4 20
14/1
5 20
15/1
6 20
16/1
7
Reti
rem
ent P
rogr
ams
U
nive
rsity
Ret
irem
ent
99,3
73
104,
407
11
0,75
4
118,
045
12
9,24
6
137,
726
14
6,08
5
156,
726
So
cial
Sec
urity
93
,704
97
,920
10
5,09
4
112,
378
11
9,45
8
125,
968
13
4,53
8
143,
989
Fa
culty
Ear
ly R
etire
men
t 24
,931
1,
301
3,
322
4,
048
3,
749
4,
836
6,
098
8,
064
St
anfo
rd R
etire
men
t
Ann
uity
Pla
n/O
ther
2 46
8
332
10
,613
4,
994
21
9
291
39
1
5,31
4
Tota
l Ret
irem
ent P
rogr
ams
218,
476
20
3,96
0
229,
783
23
9,46
6
252,
672
26
8,82
2
287,
112
31
4,09
4
Insu
ranc
e Pr
ogra
ms
M
edic
al In
sura
nce
101,
060
11
0,01
8
130,
424
13
5,83
4
154,
665
17
7,83
7
185,
068
20
7,51
7
Re
tirem
ent M
edic
al
14,2
45
22,7
10
26,2
84
19,7
48
18,6
64
16,9
86
18,1
20
8,73
0
W
orke
r’s C
omp/
LTD
/
Une
mpl
oym
ent I
nsur
ance
16
,969
15
,740
19
,499
23
,556
27
,529
25
,869
22
,810
22
,165
D
enta
l Ins
uran
ce
12,5
92
12,8
17
13,5
52
13,2
14
12,9
76
12,4
27
12,7
84
12,1
77
G
roup
Life
Insu
ranc
e/O
ther
15
,382
15
,431
20
,829
17
,772
20
,716
22
,355
22
,840
25
,206
Tota
l Ins
uran
ce P
rogr
ams
160,
248
17
6,71
6
210,
588
21
0,12
4
234,
550
25
5,47
5
261,
623
27
5,79
6
Mis
cella
neou
s Pr
ogra
ms
Se
vera
nce
Pay
2,94
8
6,09
6
7,38
7
7,91
0
14,4
61
8,01
8
13,1
62
7,71
9
Sa
bbat
ical
Lea
ve
14,1
87
14,3
60
14,8
10
17,9
15
20,0
52
19,6
22
21,4
12
22,1
97
O
ther
12
,064
12
,489
13
,637
15
,556
17
,294
18
,722
19
,523
19
,778
Tota
l Mis
cella
neou
s Pr
ogra
ms
29,1
99
32,9
45
35,8
34
41,3
81
51,8
07
46,3
61
54,0
97
49,6
94
Tota
l Fri
nge
Bene
fits
Prog
ram
s 40
7,92
3
413,
621
47
6,20
5
490,
971
53
9,02
9
570,
657
60
2,83
2
639,
583
Car
ry-f
orw
ard/
Adj
ustm
ent
from
Prio
r Yea
r(s)
98
5
14,0
96
(4,2
20)
(8,1
60)
(2,6
54)
(2,8
49)
13,2
14
7,47
3
Tota
l Wit
h Ca
rry-
forw
ard/
Adj
ustm
ent
408,
908
42
7,71
7
471,
985
48
2,81
1
536,
375
56
7,80
8
616,
046
64
7,05
6
Wei
ghte
d A
vera
ge F
ringe
Ben
efits
Rat
e 27
.7%
27
.2%
28
.2%
27
.1%
28
.4%
28
.3%
28
.5%
27
.9%
Not
e:1
The
frin
ge ra
te a
t the
bot
tom
of t
he ta
ble
is th
e w
eigh
ted
aver
age
of th
e fo
ur d
istin
ct fr
inge
rate
s th
at a
re c
harg
ed to
(1
) re
gula
r ben
efits
-elig
ible
em
ploy
ees,
whi
ch in
clud
es a
ll fa
culty
and
sta
ff w
ith c
ontin
uing
app
oint
men
ts o
f hal
f-tim
e or
mor
e;
(2)
post
doct
oral
sch
olar
s; (
3) c
asua
l or t
empo
rary
em
ploy
ees;
and
(4)
grad
uate
teac
hing
and
rese
arch
ass
ista
nts.
2 The
Sta
nfor
d Re
tirem
ent A
nnui
ty P
lan
had
a $1
0.5
mill
ion
rese
rve
cont
ribut
ion
in 2
011/
12 d
ue to
und
erfu
nded
pen
sion
obl
igat
ions
.
122 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 16
SPONSORED RESEARCH EXPENSE BY AGENCY AND FUND SOURCE 1
2010/11 through 2016/17[IN THOUSANDS OF DOLLARS]
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
US Government 2
Health & Human Services 446,906 413,713 412,511 409,312 444,746 469,355 492,347
Department of Defense 71,627 84,048 89,598 86,630 83,078 82,956 85,493
National Science Foundation 68,856 67,828 69,846 66,492 67,211 66,794 61,300
Department of Energy (excluding SLAC) 24,338 22,810 24,069 27,041 26,853 26,609 25,936
National Aeronautics and Space Administration 22,471 20,963 22,113 17,905 17,881 18,113 17,645
Other U.S. Sponsors 7,952 8,551 7,699 8,477 10,382 9,534 9,089
Department of Education 4,921 4,872 5,675 5,174 5,075 5,258 4,255
Subtotal for U.S. Government Agencies 647,071 622,784 631,512 621,031 655,227 678,619 696,066
Direct Expense-U.S. 463,313 443,430 450,993 441,726 465,581 482,386 490,572
Indirect Expense-U.S. 3 183,758 179,355 180,519 179,305 189,645 196,233 205,493
Non-U.S. Government
Subtotal for Non-U.S. Government 180,105 186,416 202,620 220,557 243,120 265,970 291,060
Direct Expense-Non-U.S. 146,174 150,566 163,903 179,775 198,407 218,401 239,563
Indirect Expense-Non-U.S. 33,931 35,849 38,717 40,782 44,713 47,569 51,497
Grand Totals-U.S. plus Non-U.S.
Grand Total 827,176 809,200 834,132 841,588 898,346 944,589 987,126
Grand Total Direct 609,487 593,996 614,896 621,501 663,988 700,787 730,136
Grand Total Indirect 217,689 215,204 219,236 220,087 234,358 243,802 256,990
Percent of Total from U.S. Government 78.2% 77.0% 75.7% 73.8% 72.9% 71.8% 70.5%
Source: Office of Research Administration; Sponsored Projects Report for the Year Ended August 31, 2017.1 Figures are only for sponsored research; sponsored instruction and other non-research sponsored activity is not included.
In addition, SLAC expense is not included in this table.2 Agency figures include both direct and indirect expense. 3 Veterinary Service Center indirects are included in this figure.
123APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 17
SPONSORED RESEARCH CONTRACTS AND GRANTS BY SCHOOL 1
2010/11 through 2016/17[IN THOUSANDS OF DOLLARS]
SCHOOL/UNIT 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Graduate School of Business 1,265 1,273 1,402 380 341 383 661
School of Earth, Energy & Environmental Sciences 12,675 14,795 15,060 14,717 15,431 12,841 11,596
Graduate School of Education 15,056 16,974 17,306 18,027 19,902 21,467 21,060
School of Engineering 135,921 144,847 149,235 148,717 143,484 135,975 141,057
School of Humanities and Sciences 77,342 74,436 80,063 72,089 73,890 86,285 89,160
School of Law 389 410 932 300 1,018 651 581
School of Medicine 498,174 475,100 484,162 505,405 563,225 602,615 643,202
Vice Provost & Dean of Research 82,265 77,391 81,367 76,714 74,600 79,269 74,416
Other 2 4,088 3,974 4,422 5,467 6,456 5,102 5,393
Total 827,176 809,200 833,948 841,816 898,346 944,589 987,126
Source: Research Financial Compliance & Services; Sponsored Projects Report for the Year Ended August 31, 2017, page 10.1 Figures are only for sponsored research including both direct and indirect costs; sponsored instruction or other non-research sponsored activity is not included.
In addition, SLAC expense is not included in this table.2 “Other” includes Hoover Institution, Stanford University Libraries, Undergraduate Admissions and Financial Aid, Vice Provost for Student Affairs,
Vice President for the Arts, President and Provost’s Office, Business Affairs, Public Affairs, and Continuing Studies and Summer Session.
124 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 18
PLANT EXPENDITURES BY UNIT 12009/10 through 2016/17[IN THOUSANDS OF DOLLARS]
SCHOOL/UNIT 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Graduate School of Business 116,731 295,433 25,577 2,961 1,455 781 54,692 11,651
School of Earth, Energy & Environmental Sciences 2,950 5,117 2,118 730 192 3,384 1,034 2,047
Graduate School of Education 2,955 843 1,423 769
School of Engineering 55,976 19,198 9,968 4,165 170,713 10,637 35,228 13,623
School of Humanities and Sciences 14,419 7,930 7,136 107,202 10,089 75,930 46,120 64,607
School of Law 43,434 50,185 4,168 66 11,774 192 895 15
School of Medicine 104,880 31,731 32,820 76,588 15,317 45,380 67,525 13,607
University Libraries 280 41,676 4,651 2,216 970
Athletics 10,963 16,639 9,116 29,955 49,001 6,286 44,292 7,090
Residential & Dining Enterprises 21,773 14,288 47,750 27,788 134,083 35,046 111,465 41,737
All Other 2 92,761 46,668 49,130 123,850 175,837 377,341 105,569 244,253
TOTAL 467,123 488,032 187,784 374,728 610,138 560,397 469,036 399,599
Source: Schedule G-5, Capital Accounting.1 Expenditures are from either plant or borrowed funds and are for building construction or improvements, or infrastructure. 2 Includes General Plant Improvements expense.
125APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 19
ENDOWMENT MARKET VALUE AND MERGED POOL RATE OF RETURN 2002/03 through 2016/17 MERGED POOL (FOR 12 MONTHS ENDING JUNE 30)
MARKET VALUE OF THE ENDOWMENT ANNUAL NOMINAL ANNUAL REAL
YEAR (IN THOUSANDS) 1 RATE OF RETURN RATE OF RETURN 2
2002/03 8,613,805 8.8% 7.2%
2003/04 9,922,041 18.0% 15.4%
2004/05 12,205,035 19.5% 17.0%
2005/063 14,084,676 19.5% 16.2%
2006/07 17,164,836 23.4% 20.7%
2007/08 17,214,373 6.2% 4.0%
2008/09 12,619,094 -25.9% -27.1%
2009/10 13,851,115 14.4% 13.4%
2010/11 16,502,606 22.4% 20.0%
2011/12 17,035,804 1.0% -0.7%
2012/13 18,688,868 12.2% 10.8%
2013/14 21,446,006 16.8% 15.2%
2014/15 22,222,957 7.0% 6.0%
2015/16 22,398,130 -0.4% -1.6%
2016/17 24,784,943 13.1% 11.5%
Source: Stanford University Annual Financial Report and Stanford University Investment Report.1 In addition to market value changes generated by investment returns, annual market value changes are affected by the transfer of
payout to support operations, new gifts, and transfers to other assets such as plant funds.2 The real rate of return is the nominal rate less the rate of price increases, as measured by the Gross Domestic Product price deflator.3 Beginning in 2005/06, living trusts are no longer included in the reported value of the endowment. The effect is to lower the market
value for 2005/06 and beyond. For comparison, the restated value for 2005/06 would have been about $14.7 billion.
126 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 20
EXP
END
AB
LE F
UN
D B
ALA
NC
ES A
T Y
EAR
-EN
D20
08/0
9 th
roug
h 20
18/1
9[I
N M
ILLI
ON
S O
F D
OLL
ARS
]
20
08/0
9 TO
20
18/1
9
PR
OJEC
TED
PLAN
CO
MPO
UND
20
08/0
9 20
09/1
0 20
10/1
1 20
11/1
2 20
12/1
3 20
13/1
4 20
14/1
5 20
15/1
6 20
16/1
7 20
17/1
8 20
18/1
9 GR
OWTH
Aca
dem
ic U
nits
Gra
duat
e Sc
hool
of B
usin
ess
67.0
82
.2
65.7
79
.0
95.0
91
.4
76.1
68
.1
106.
7
108.
7
108.
9
5.0%
Scho
ol o
f Ear
th, E
nerg
y &
En
viro
nmen
tal S
cien
ces”
37
.9
42.3
46
.8
48.2
50
.0
54.2
59
.4
57.9
55
.4
54.9
52
.8
3.4%
Gra
duat
e Sc
hool
of E
duca
tion
32.2
35
.5
38.5
38
.1
37.4
42
.0
45.0
53
.6
54.9
53
.4
51.3
4.
8%
Scho
ol o
f Eng
inee
ring
199.
7
202.
5
219.
5
232.
8
250.
4
261.
7
255.
3
275.
2
295.
6
313.
1
304.
3
4.3%
Scho
ol o
f Hum
aniti
es a
nd S
cien
ces
245.
8
264.
3
284.
3
285.
1
278.
8
255.
3
266.
4
295.
5
276.
3
281.
6
281.
9
1.4%
Scho
ol o
f Law
19
.1
20.1
21
.6
21.9
21
.6
24.1
24
.2
34.7
36
.7
25.2
25
.3
2.9%
Scho
ol o
f Med
icin
e 47
7.4
52
3.1
57
2.5
61
2.9
76
9.4
84
6.7
99
9.2
1,
119.
1
1,23
7.1
1,
357.
7
1,43
8.5
11
.7%
Vic
e Pr
ovos
t and
Dea
n of
Res
earc
h 10
8.2
11
1.2
11
8.6
13
3.3
14
1.4
16
3.6
18
6.2
19
5.2
23
0.1
24
8.7
24
6.7
8.
6%
Vic
e Pr
ovos
t for
U
nder
grad
uate
Edu
catio
n 19
.9
22.0
22
.1
22.8
20
.3
20.2
20
.3
21.5
22
.9
23.1
20
.5
0.3%
Vic
e Pr
ovos
t for
Gra
duat
e Ed
ucat
ion
39.1
45
.1
46.2
49
.8
49.7
56
.3
56.4
54
.8
52.5
49
.5
44.4
1.
3%
Vic
e Pr
ovos
t for
Tea
chin
g an
d Le
arni
ng1
13
.3
15.4
9.
3
11.7
11
.9
12.0
Vic
e Pr
esid
ent f
or th
e A
rts2
28
.0
25.9
22
.0
Hoo
ver
Inst
itutio
n 35
.2
38.7
40
.2
38.6
34
.7
41.5
66
.8
45.9
43
.5
40.2
34
.9
-0.1
%
Uni
vers
ity L
ibra
ries
17.5
21
.6
18.4
14
.6
14.2
7.
0
8.7
12
.1
14.9
18
.3
19.8
1.
3%
Tota
l Aca
dem
ic U
nits
(ex
clud
ing
SLA
C)
1,29
9.0
1,
408.
6
1,49
4.4
1,
577.
1
1,76
2.9
1,
877.
3
2,07
9.2
2,
243.
1
2,46
6.1
2,
612.
2
2,66
3.3
7.
4%
1 V
ice
Prov
ost f
or T
each
ing
and
Lear
ning
was
cre
ated
in 2
012
/13.
Prio
r to
its in
cept
ion,
all
activ
ity w
as c
aptu
red
with
in th
e Pr
esid
ent a
nd P
rovo
st’s
Offi
ce.
2 V
ice
Pres
iden
t for
the
Art
s w
as c
reat
ed in
20
16/1
7. P
rior t
o its
ince
ptio
n, a
ll ac
tivity
was
cap
ture
d w
ithin
the
Scho
ol o
f Hum
aniti
es &
Sci
ence
s.
127APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 21
ACADEMIC UNIT EXPENDABLE FUND BALANCESBy Level of Control2014/15 through 2016/17[IN MILLIONS OF DOLLARS] COMPOUND ANNUAL 2014/15 2015/16 2016/17 GROWTH
School Earth, Energy & Environmental Sciences 59.4 57.9 55.4 -3.5% School 25.3 25.4 24.5 -1.5% Department/Program 22.3 19.5 17.9 -10.5% Faculty/PI 11.8 12.9 12.9 4.7%
Graduate School of Education 45.0 53.6 54.9 10.4% School 21.6 23.7 23.1 3.5% Department/Program 14.1 19.7 21.0 22.0% Faculty/PI 9.3 10.2 10.8 7.7%
School of Engineering 255.3 275.2 295.6 7.6% School 51.9 64.2 60.5 8.0% Department/Program 97.5 102.3 112.4 7.4% Faculty/PI 105.9 108.7 122.6 7.6%
School of Humanities and Sciences 246.6 273.6 276.3 5.8% School 78.2 88.4 78.8 0.4% Department/Program 89.2 95.6 101.6 6.7% Faculty/PI 79.2 89.6 95.9 10.0%
School of Law 24.2 34.7 36.7 23.2% School 20.3 30.2 32.1 25.7% Department/Program 3.8 4.4 4.6 8.9% Faculty/PI 0.1 105.8%
School of Medicine 999.2 1,119.1 1,237.1 11.3% School 333.8 323.6 338.2 0.7% Department/Program 445.5 508.4 570.3 13.1% Faculty/PI 219.9 287.0 328.7 22.3%
Vice Provost and Dean of Research 186.2 195.2 230.1 11.2% VP/Dean 21.5 16.3 8.6 -36.6% Lab/Center/Institute 144.4 159.2 198.7 17.3% Faculty/PI 20.3 19.7 22.7 5.7%
Graduate School of Business 1 76.1 68.1 106.7 18.4%
Hoover Institution 1 66.8 45.9 43.5 -19.3%
Vice Provost for Graduate Education 1 56.4 54.8 52.5 -3.5%
Vice Provost for Undergraduate Education 1 20.3 21.5 22.9 6.3%
Vice Provost for Teaching and Learning 1 15.4 9.3 11.7 -12.7%
Vice President for the Arts 1 19.8 21.9 28.0 18.9%
University Libraries 1 8.7 12.1 14.9 31.2%
All Academic Units (excluding SLAC)
School/Institution/VP 744.4 738.5 769.1 1.6%
Dept/Prog/Lab/Ctr/Institute 888.0 975.2 1,102.5 11.4%
Faculty/PI 446.8 529.4 594.5 15.3%
Total All Academic Units (excluding SLAC) 2,079.2 2,243.1 2,466.1 8.9%
Source: Fund level of restriction as coded in financial system.1 Fund balances in these units are largely under the control of the Dean/Director/Vice Provost or Program/Department.
128 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 22
CO
NSO
LID
AT
ED B
UD
GET
FO
R O
PER
AT
ION
S H
IST
OR
Y[I
N M
ILLI
ON
S O
F D
OLL
ARS
]
2011
/12
TO 2
018/
19
2011
/12
2012
/13
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
COM
POUN
D
ACTU
ALS
ACT
UALS
AC
TUAL
S AC
TUAL
S AC
TUAL
S AC
TUAL
S PR
OJEC
TION
PL
AN
ANNU
AL G
ROW
TH
Reve
nues
Und
ergr
adua
te P
rogr
ams
29
8.1
3
11.0
3
17.4
3
30.9
3
42.3
3
56.9
3
70.4
3
84.4
3.
7%
G
radu
ate
Prog
ram
s
287.
2
297
.0
313
.8
329
.0
340
.5
361
.2
378
.3
393
.0
4.6%
Roo
m a
nd B
oard
13
5.9
1
44.8
1
51.3
1
64.3
1
74.1
1
86.6
1
95.7
2
04.7
6.
0%
Stu
dent
Inco
me
7
21.2
7
52.9
7
82.5
8
24.2
8
57.0
9
04.7
9
44.5
9
82.1
4.
5%
Dire
ct C
osts
- U
nive
rsity
63
9.3
6
56.8
6
69.7
7
16.7
7
53.6
7
86.9
8
25.3
8
44.7
4.
1%
In
dire
ct C
osts
22
6.4
2
25.5
2
27.7
2
42.6
2
51.4
2
64.6
2
72.7
2
79.9
3.
1%
Uni
vers
ity S
pons
ored
Res
earc
h
865
.7
882
.3
897
.3
959
.2
1,0
05.0
1
,051
.5
1,0
98.0
1
,124
.6
3.8%
S
LAC
Spo
nsor
ed R
esea
rch
3
68.0
3
50.9
3
69.3
4
30.4
4
47.8
5
84.6
5
72.5
5
10.0
4.
8%
H
ealth
Car
e Se
rvic
es
600
.5
714
.8
778
.2
957
.9
1,0
33.9
1
,126
.5
1,2
20.0
1
,311
.0
11.8
%
G
ifts
In S
uppo
rt o
f Ope
ratio
ns
177.
8
180
.7
211
.8
233
.3
250
.8
324
.3
250
.0
250
.0
5.0%
N
et A
sset
s Re
leas
ed F
rom
Res
tric
tions
1
10.0
1
77.7
1
30.2
1
56.9
1
40.3
1
59.0
1
74.9
1
74.9
6.
8%
In
vest
men
t Inc
ome
End
owm
ent I
ncom
e
861.
7
921
.7
984
.7
1,0
65.5
1
,147
.5
1,1
74.8
1
,236
.8
1,3
19.9
6.
3%
O
ther
Inve
stm
ent I
ncom
e
160.
6
118
.3
232
.1
222
.6
258
.0
176
.2
276
.6
292
.5
8.9%
In
vest
men
t Inc
ome
1
,022
.3
1,0
40.0
1
,216
.8
1,2
88.1
1
,405
.6
1,3
51.0
1
,513
.3
1,6
12.4
6.
7%
S
peci
al P
rogr
am F
ees
and
Oth
er In
com
e
437
.0
473
.6
507
.1
516
.0
540
.0
531
.3
545
.7
559
.8
3.6%
Tota
l Rev
enue
s
4,3
02.5
4
,572
.9
4,8
93.5
5
,366
.0
5,6
80.4
6
,032
.8
6,3
18.9
6
,524
.7
6.1%
Exp
ense
s
Com
pens
atio
n
2,36
4.1
2
,516
.5
2,6
65.3
2
,881
.5
3,1
22.8
3
,368
.0
3,5
93.8
3
,853
.6
7.2%
F
inan
cial
Aid
2
40.6
2
42.5
2
48.8
2
60.5
2
69.5
2
86.7
3
05.5
3
21.1
4.
2%
Inte
rnal
Deb
t Ser
vice
14
1.8
1
61.8
1
72.7
1
98.6
1
85.2
1
98.9
1
96.9
2
22.0
6.
6%
Oth
er O
pera
ting
Expe
nse
1
,204
.6
1,2
38.8
1
,381
.6
1,5
25.0
1
,541
.0
1,7
61.7
1
,827
.4
1,8
16.5
6.
0%
Tota
l Exp
ense
s
3,9
51.2
4
,159
.6
4,4
68.3
4
,865
.6
5,1
18.5
5
,615
.3
5,9
23.6
6
,213
.3
6.7%
Ope
rati
ng R
esul
ts
351
.3
413
.2
425
.1
500
.4
561
.9
417
.5
395
.3
311
.4
-1.7
%
Tran
sfer
s
Tra
nsfe
rs fr
om (
to)
Endo
wm
ent P
rinci
pal
(88
.6)
(11
7.4)
(
112.
5)
(11
0.7)
(
125.
6)
(90
.4)
(77
.0)
(45
.0)
T
rans
fers
from
(to
) Pl
ant
(17
2.1)
(
154.
3)
(23
5.5)
(
165.
2)
(25
4.6)
(
208.
7)
(14
8.8)
(
117.
3)
O
ther
Inte
rnal
Tra
nsfe
rs
10.
7
42.
2
40.
1
34.
3
33.
9
24.
5
28.
7
21.
6
Tota
l Tra
nsfe
rs
(24
9.9)
(
229.
5)
(30
7.8)
(
241.
6)
(34
6.2)
(
274.
5)
(19
7.1)
(
140.
7)
Chan
ge in
Fun
d Ba
lanc
es
101.
4
183
.8
117
.3
258
.8
215
.7
143
.0
198
.2
170
.7
Begi
nnin
g Fu
nd B
alan
ce
2,32
0.6
2
,422
.0
2,6
05.8
2
,723
.1
2,9
81.9
3
,197
.5
3,3
40.5
3
,538
.7
6.2%
Endi
ng F
und
Bala
nce
2,4
22.0
2
,605
.8
2,7
23.1
2
,981
.9
3,1
97.5
3
,340
.5
3,5
38.7
3
,709
.4
6.3%
129APPENDIX B: SUPPLEMENTARY INFORMATION
130 APPENDIX B: SUPPLEMENTARY INFORMATION
Design & Production: Pat Brito, Design & Print Services
Cover Photo: Stanford News Service, Photo Library.
Printed on recycled paper, using soy ink and
chemical free processing.
Approved:This Budget Plan was approved by the Stanford University Board of Trustees June 13–14, 2018.
This publication can be found at: https://budget.stanford.edu/budget-plans
STAN
FOR
D U
NIV
ERSIT
Y BU
DG
ET PLA
N 2
01
8/1
9
s ta n f o r d u n i v e r s i t y
B ud g e t Pl an2018 / 19
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