stanford university budget plan 2017/18: chapter 4 ... · plan comprises 24 projects and 8...
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67CAPITAL PLAN AND CAPITAL BUDGET
CHAPTER 4
CAPITAL PLAN AND CAPITAL BUDGET
At almost $4.3 billion, the Capital Plan reflects the larg-
est capital program 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 47% of the plan allocated to building,
acquiring, or renovating new and existing housing inventory.
Significant examples of this commitment are the $1.1 billion
Escondido Village (EV) Graduate Residences, which will in-
crease the graduate student housing stock by 2,020 net new
beds, and the $500 million Housing Acquisition Initiative for
faculty and staff.
With the 2016/17 project completions, Stanford will have in-
vested approximately $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, en-
gineering, medicine, and the collaborative research among
them, as well as with 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 pre-
viously forecasted, the Capital Plan now includes the follow-
ing new projects: Tenant Improvements at 3145 ($58.8 mil-
lion) and 3172 ($15.8 million) Porter Drive, a new Emergency
Operations Center/Electronic Communications Hub
(EOC/ECH) ($35.1 million), new faculty homes at Cabrillo/
Dolores ($18 million), and renovations at both the Li Ka Shing
Center ($10 million) and the Center for Advanced Study in
Behavioral Sciences ($9.8 million).
The following ten significant projects make up 81% of
Stanford’s Capital Plan: the EV Graduate Residences
($1,091.7 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) ($222.9 million), BioMedical
Innovations Building 1 and Tunnel (BMI 1) ($210 million),
Middle Plaza at 500 El Camino Real Residential ($182 mil-
lion), University Terrace Faculty Homes ($176.5 million),
the Anne T. and Robert M. Bass Biology Research Building
(Bass Biology Building) and associated projects ($152.2 mil-
lion), and the new Earth, Energy & Environmental Sciences
Building ($100 million). The remaining 19% of the Capital
Plan comprises 24 projects and 8 infrastructure programs.
For a detailed listing of all Capital Plan projects and programs,
see the tables on pages 82–84.
The Capital Plan accounts for the long-term budget impacts
on operations, maintenance, and utilities (O&M) and debt
service. These obligations are included in the university’s
long-range budget planning.
This chapter provides an overview of the capital planning
process, describes current strategic initiatives, presents the
2017/18–2019/20 Capital Plan and related constraints, and
discusses the 2017/18 Capital Budget.
Stanford’s 2017/18–2019/20 Capital Plan and 2017/18 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 of these years. 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 construction
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 76).
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.
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 City Stanford’s plans for an off-site administrative campus in
Redwood City continue to move forward. Consistent with the
strategic development envisioned with the 2005 acquisition
of the Redwood City property, select administrative staff will
relocate to this site in order to preserve core campus space
for the university’s highest academic priorities. Plans have
commenced to implement a comprehensive Phase 1 develop-
ment of 653,647 square feet (sf)—565,777 sf of office build-
ings, 78,262 sf of amenity buildings, and 9,608 sf of utility
and IT infrastructure—as well as parking for 1,702 vehicles.
Site work, demolition, and foundations have commenced
with construction for the core and shell anticipated to begin
in spring 2017. Full build-out of the 35-acre parcel is capped
at 1,518,000 sf, as detailed in the Stanford in Redwood City
Precise Plan. Stanford does not have specific plans for the
timing or composition of the remaining square footage of the
campus at this time.
The prospective Phase 1 will accommodate about 2,700
staff: School of Medicine (SoM), including Medical Center
Development (946); Business Affairs (893); Land, Buildings
and Real Estate (LBRE) (170); the Office of Development
(154); University Human Resources (135); Continuing Studies
(85); Libraries (73); Residential & Dining Enterprises (R&DE)
(73); the Vice Provost for Teaching and Learning (25); and
other tenants yet to be confirmed (100). The development
and subsequent move will free up almost 150,000 sf on
campus as well as in the Stanford Research Park; space in the
latter will then be re-leased to third-party tenants at market
rates, increasing revenues to Stanford.
Stanford Redwood City gives the university an opportunity to
provide its administrative staff with an outstanding, sustain-
able, and healthy workplace environment. This new campus
will comprise Class A office buildings, conference and din-
ing 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 attractive setting.
EV Graduate Residences Stanford’s bold commitment to build a 1.8 million-sf resi-
dential complex with 2,431 new graduate beds responds to
a critical need to provide additional graduate student hous-
ing on campus in an undersupplied and escalating housing
market. The construction of the EV Graduate Residences
supports the campus land use strategy to increase the density
of Escondido Village in order to provide adequate housing
for a growing graduate student population, and enables the
university to devote other areas of the core campus to under-
graduate housing and academics.
The new complex will primarily house single graduate stu-
dents, although units will be available for couples without
children. Demolition of existing two-story buildings that
house approximately 400 students will be required, result-
ing in an overall gain of 2,020 net new beds. The variety of
apartments builds upon the suite models of premium studios,
two-bedroom suites, and junior studio suites, as 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.
69CAPITAL PLAN AND CAPITAL BUDGET
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
strong connections to the campus. The two-story market
pavilion, entry tower, and associated arcade 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 pick-up, will also
provide an architectural scale that is comfortable and tem-
pers 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 be programmed and energized by a range
of activation components (i.e., outdoor seating and eating,
event space, coffee cart, art, etc.).
This project includes two new underground parking structures
to support the graduate students and community. Manzanita
Garage will house 850 parking spaces with passive recreation
space above. The EV parking structure to be constructed
along Serra Street will house 350 parking spaces with ad-
ditional spaces above to accommodate ADA requirements,
loading, and service.
The construction of the EV Graduate Residences and park-
ing garages will take place over three years, with occupancy
targeted for fall 2020.
General Use Permit Stanford has submitted an application to Santa Clara County
for an updated General Use Permit (GUP) to guide campus
planning over the next two decades. This permit is known as
the “2018 GUP” due to expected approval in 2018.
Stanford has been operating under two key Santa Clara
County entitlement documents: a Community Plan and a
2000 GUP. 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 GUP implements those policies
and includes specific conditions to minimize the impacts of
Stanford’s development.
The 2000 Community Plan and GUP were intended to pro-
vide 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 GUP includes a development 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 GUP will help Stanford address emerging teaching,
research, and housing needs over this time period.
Growth and Transportation Reduction of trips to the campus is likely the most difficult
challenge and one that may constrain the university’s future
growth. Though Stanford has a tremendous track record with
its award-winning Transportation Demand Management
(TDM) programs, the university must do more, not only for
the core campus but also for other Stanford lands. Informed
by extensive studies with multiple transportation experts
as well as an innovative transportation mode choice model,
Stanford has developed a matrix of choices and actions that
can be implemented to improve the local transportation net-
work. The region’s network is at capacity at peak times, and
no “silver bullet” exists to solve this regional problem. It will
likely take years of constant prioritization to make a positive
impact. The university will continue to focus on this effort
and work collaboratively with large private employers, neigh-
bors, 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 development
of large-scale regional solutions, such as Caltrain electrifica-
tion and the 101 High Occupancy Vehicle (HOV) lane through
San Mateo County. A number of land use planning efforts
focused on future growth are now under way. These include
strong emphases on major circulation patterns and transit
system options as well as on identifying how land use choices
can optimize transportation and TDM options.
Campus Circulation and Parking As 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.
East Campus Circulation Circulation and parking will be reconfigured on the east cam-
pus to accommodate significant capital projects including
the EV Graduate Residences, Public Safety Building, and the
EOC/ECH. The components of the work in this area include:
70 CAPITAL PLAN AND CAPITAL BUDGET
STANFORD’S COMMITMENT TO HOUSING
From its earliest days, Stanford has focused on supporting a residential academic environment. Currently, Stanford provides on-campus housing for almost all undergraduate students, just over 50% of graduate students, and about one-third of Stanford faculty members. Stanford prioritizes use of its core academic lands to house students and faculty because housing students and faculty in close proximity fosters collaboration and learning. Staff and other affiliated housing has been provided outside of the academic campus lands, in nearby jurisdictions.
Stanford’s commitment to housing of all types is evident in the current Capital Plan. In total, housing projects represent $2.0 billion, or almost half of the entire 2017/18-2019/20 Capital Plan. The table below provides a consolidated list of all current housing projects followed by a more detailed description of the individual projects:
EV Graduate Residences is the largest capital project in Stanford history. The project will add 2,020 net new graduate beds in Escondido Village, raising the percentage of graduate students housed to approximately 75%, from just over 50% today. The project includes construction of ap-proximately 1,200 parking spaces (750 net new) in two un-derground structures. Unit types will include premium stu-dio, two-bedroom, and junior studio apartments. Amenities are planned to include a market pavilion that houses a café, mini-market, and grand event lounge; a large multi-purpose room; meeting and huddle spaces; music practice spaces; and technology resource spaces.
The Housing Acquisition Initiative recognizes that Stanford’s housing strategies are necessarily multi-pronged.
The Board of Trustees approved this initiative to expand Stanford’s housing supply by acquiring land or residential units proximate to, or within easy transit of, campus. The Colonnade apartment community was purchased under this initiative and provides 167 units of housing for faculty and staff. The program is anticipated to yield a combination of rental units for faculty and staff and single-family homes available for purchase by faculty on the affordable restricted ground lease.
Middle Plaza Residential is a new mixed-use development under application with the City of Menlo Park. The project is expected to include 215 multi-family rental units, which will be made available to faculty and staff. Unit types are ex-pected to comprise both one- and two-bedroom apartments.
University Terrace Faculty Homes is a 17-acre development in Palo Alto consisting of 68 single-family homes and 112 condominiums. All units will be made available to faculty for purchase at affordable prices through use of the restricted ground lease. Amenities will include a community center building, fitness center, and pool.
Cabrillo/Dolores Faculty Homes is currently under design development and will consist of 8 homes in the faculty subdivision. Two university-owned homes located along Dolores will be demolished to make way for this project, which will add much-needed affordable homes within the neighborhood.
Renovations of Rains and Schwab support and maintain Stanford’s existing student housing stock.
2017/18–2019/20 Number of Capital Plan Project Description Resident Type Beds/Units (in millions of dollars)
New Housing Additions
EV Graduate Residences Graduate Students 2,020 net new beds 1,091.7
Housing Acquisition Initiative Faculty and Staff 270 1 units 500.0
Middle Plaza Residential Faculty and Staff 215 units 182.0
University Terrace Faculty Homes Faculty 180 units 176.5
Cabrillo/Dolores Faculty Homes Faculty 8 units 18.0
Renovations of Existing Housing Various Renovations Graduate Students n/a 59.9
Total 2,028.11 Acquisitions of 270 units are anticipated over the next 7-8 years
71CAPITAL PLAN AND CAPITAL BUDGET
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 850 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 350 spaces with ad-
ditional parking above.
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 the circulation on the west side of campus
will accommodate the future Neuro/ChEM-H Research
Complex, the Bass Biology Building, and CAM 1. The compo-
nents of this work include:
l Serra Mall Extension—To promote connections,
improve pedestrian safety, and facilitate Marguerite
shuttle circulation, Serra Mall will extend to an im-
proved intersection at Foundations Way and Campus
Drive.
l Via Pueblo Extension—To facilitate service, Via
Pueblo will extend 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—854 new parking
spaces (550 net new) will be constructed below the
CAM 1 building.
Roundabouts The roundabout installations on Campus Drive at the inter-
sections of Escondido Road, Bowdoin Street, Santa Teresa
Street, and Galvez Street are evidence of how circulation can
improve without compromising bicycle and pedestrian safety.
In addition to the Campus Drive/Serra Street roundabout that
is a key component of our east campus improvements, three
additional roundabouts will be studied at the intersections
of Galvez Street/Arboretum Road, Campus Drive/Mayfield
Avenue, and Campus Drive/Roth Way.
THE CAPITAL PLAN, 2017/18-2019/20Stanford’s academic campus, including SoM but excluding
the hospitals, has over 700 facilities providing nearly 18.8
million sf of space, including approximately 5.3 million sf for
student housing units and 2.4 million sf for parking structures.
The physical plant has a historical cost of $9.3 billion and an
estimated replacement cost of $12.7 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
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. Many are under the purview of the Board of
Trustees. Board-level approval is required for projects meet-
ing specific criteria, including:
n Projects with a total cost of $10 million and above.
n New building construction (including faculty housing).
n Projects that use 5,000 or more new sf within the aca-
demic growth boundary.
72 CAPITAL PLAN AND CAPITAL BUDGET
n Changes in land use.
n Projects with major exterior design changes.
Projected expenditures in the 2017/18–2019/20 Capital Plan,
which include major construction projects in various stages
of development and numerous infrastructure projects and
programs, total $4.3 billion. The table below provides a com-
parison of the current and the last two Capital Plans.
COMPARATIVE CAPITAL PLANS[IN MILLIONS OF DOLLARS] 2017/18 2016/17 2015/16
Design/Construction 2,890.7 2,213.5 1,521.9
Forecasted 608.5 1,062.1 862.0
Infrastructure and Other 779.7 809.0 514.3
Total 4,278.9 4,084.6 2,898.2
This year’s plan is $194.3 million (5%) higher than last year’s.
New projects and scope and corresponding budget increases
for existing projects have more than offset projects complet-
ing in 2016/17.
PROJECTS IN DESIGN AND CONSTRUCTIONProjects in design and construction total $2.89 billion (68%
of the plan). Construction of these projects is contingent
upon fundraising of $130.1 million (5%). This category com-
prises 18 projects, as shown in the table on page 82.
The cost of projects in design and construction has gone up
by $677.2 million from 2016/17 as a result of the advance-
ment 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 CAM 1 ($222.9 million), BMI 1 ($210 million),
the Public Safety Building ($31.5 million), Encina Complex
Upgrades ($25.8 million), the Athletic Academic Advising
and Rowing Building (AAARB) ($25 million), Denning House
($23.1 million), Environmental Health & Safety Facility
Expansion ($16.5 million), two children’s centers ($19 million
total), Schwab Residential Center Renovations ($11.3 mil-
lion), and four District Work Centers ($8.5 million). Projects
scheduled to be completed in 2016/17 and thus excluded
from the plan include the David and Joan Traitel Building ($65
million) and the Kingscote Renovation ($17.5 million).
FORECASTED CONSTRUCTION PROJECTSForecasted projects are those anticipated to receive Board of
Trustees approval over the next three years. These projects
total $608.5 million (14% of the plan) and are listed on page
83. Like those in design and construction, these projects are
contingent upon funding. For this group, $161.8 million (27%)
remains to be fundraised, and $24.9 million (4%) has yet to
be identified.
Project costs within this category have decreased by $453.6
million from 2016/17. A number of projects have moved into
the design and construction category, as noted above. This
decrease is partially offset by new projects added to this
year’s Capital Plan, including Tenant Improvements at 3145
($58.8 million) and 3172 ($15.8 million) Porter Drive, a new
EOC/ECH ($35.1 million), new faculty homes at Cabrillo/
Dolores ($18 million), and renovations at both the Li Ka Shing
Center ($10 million) and the Center for Advanced Study in
Behavioral Sciences ($9.8 million).
INFRASTRUCTURE AND OTHER PROGRAMSThe Housing Acquisition Initiative and Stanford’s ongoing
efforts to renew its infrastructure are reflected in a budget of
$779.7 million (18% of the plan) and are listed on page 84.
Infrastructure and Other Programs costs have decreased
$29.3 million from last year.
The largest program in this category is the Housing
Acquisition Initiative. Established in 2014, this program
reflects the high priority that Stanford places on its ability to
provide affordable housing options for existing and prospec-
tive faculty and staff. In recognition of this critical need, the
Board of Trustees has increased the overall funding of this
program, originally established at $200 million, to a total of
$500 million.
Infrastructure programs include the Investment in Plant
(Planned Maintenance) Program, the Stanford Infrastructure
Program (SIP), the Capital Utilities Program (CUP), upgrades
to Information Technology and Communications Systems, the
R&DE Major Renovation Plan, Whole Building Energy Retrofit
Program Group 2, Storm Drainage projects, and a Campus
Drive roundabout. SIP projects are funded through construc-
tion project surcharges. The other projects are funded by
central funds, debt, and/or service center charge-out rates.
73CAPITAL 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 $156.4 million.
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 $43.2 million
over the next three years (excluding funding for replace-
ment parking spaces). SIP projects include campus transit,
parking lot infrastructure, and site improvements; landscape
design and enhancements; bicycle, cart, and pedestrian path
construction; and lighting, signage, and outdoor art installa-
tions. This year’s plan includes $25.4 million to fund campus
infrastructure projects.
Capital Utilities ProgramThe $36.2 million, three-year CUP plan will improve electrical,
hot water, water, chilled water, and wastewater utility sys-
tems. The CUP covers expansion of systems as required by
campus growth ($20.5 million) and replacement of systems
that are near the end of their useful life ($15.7 million).
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 $16.8 mil-
lion, including $2.4 million to replace systems at two ECHs.
R&DE Major Renovation Plan This Residential & Dining Enterprises (R&DE) program ad-
dresses 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 $11.4 million and include phased installa-
tion 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.
Whole Building Energy Retrofit Program Group 2This retrofit program seeks to reduce energy consumption in
Stanford’s largest energy-intensive buildings. The program
began in 2003/04 with studies of the top 12 energy-consum-
ing buildings, representing $15.9 million of energy expenses
per year, or nearly 36% of the campus total. It has since been
expanded to additional large energy-consuming buildings.
The retrofits completed thus far have delivered annual en-
ergy cost savings of $4.7 million (a payback of less than four
years) and PG&E rebates of $2.2 million. The forecasted cost
for future projects is $7.2 million. Details of this program are
shown in the table on the following page.
Storm Drainage The ongoing storm drainage program includes projects for
improving and expanding the capacity of the campus storm
drainage system, building storm water detention facilities,
replacing deteriorated pipes, and improving drainage around
buildings. In addition, recently adopted storm water quality
regulations necessitate new storm water treatment approach-
es, such as bioswales and bioretention facilities, to minimize
conveyance of contamination from common storms to natural
water bodies. These approaches will be incorporated region-
ally or on new building sites, as appropriate. New approaches
involving storm and irrigation water runoff capture and reuse
will also be implemented where appropriate. The Capital Plan
also includes improvements to the storm drainage system in
the faculty/staff housing area of campus, adding storm drain-
age infrastructure where none exists and upgrading existing
drainage infrastructure to conventional levels of protection.
The three-year estimated program cost is $4.5 million.
Campus Drive RoundaboutAs previously discussed, Stanford plans to construct a
roundabout at Campus Drive and Serra Street at a cost of
$4 million.
74 CAPITAL PLAN AND CAPITAL BUDGET
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 entities (with the exception of academic projects man-
aged by Stanford Real Estate), brief descriptions of the real
estate, SHC, and LPCH capital programs follow. The SLAC
capital programs are addressed in Chapter 2.
Real Estate LBRE’s Real Estate department (Real Estate) is managing
ten projects totaling $1.25 billion in various stages of plan-
ning and development on Stanford lands. Six of these are
commercial real estate investment projects. These are
3170 Porter Drive, 3181 Porter Drive, 3406 Hillview Avenue,
2131 Sand Hill Road, the Middle Plaza office buildings, and
renovations at the Old Winery (formerly the Stanford Barn).
The university is the beneficiary of the income from these
investments. Academic projects managed by Real Estate
are Stanford Redwood City Phase 1, which broke ground
in January 2017, and three new housing developments:
University Terrace Faculty Homes in Palo Alto, Middle Plaza
at 500 El Camino Real – Residential in Menlo Park, and
the Cabrillo/Dolores Residences in the faculty subdivision.
University Terrace will provide 180 units for faculty purchase,
with the first units being delivered by June 2017. The remain-
ing two housing projects are currently in the planning phase.
Stanford Health Care and Lucile Packard Children’s Hospital Stanford 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
WHOLE BUILDING ENERGY RETROFIT PROGRAM ESTIMATED ANNUAL ACTUAL PROJECT RETROFIT STATUS CONSUMPTION SAVINGS SAVINGS
Stauffer I - Chemistry Complete 38% 46%
Gordon & Betty Moore Materials Research 1 Complete 32% 10%
Paul Allen Center for Integrated Systems (CIS) Complete 15% 14%
Forsythe (George) Hall Complete 8% 8%
Stauffer II - Physical Chemistry Complete 38% 43%
Gates Computer Science Complete 29% 27%
Beckman Center for Molecular and Genetic Medicine Complete 46% 32%
Gilbert Biological Sciences Complete 35% 32%
Cantor Center for Visual Arts Complete 13% 14%
Bing Wing (Green Library West) Complete 16% 50%
Packard Electrical Engineering Complete 26% 37%
Arrillaga Alumni Center Complete 27% 31%
RAF I Complete 11% 11%
RAF II Complete 30% 30%
CIS Distributed Digital Control 2 Complete 5% TBD
Clark Center 2 Complete 11% TBD
Green Earth Sciences Design 15%
Varian Physics Laboratory Design 24%
Mechanical Engineering Laboratory Construction 24%
Keck Science Study complete 20%
Center for Clinical Sciences Research (CCSR) Study complete 13% 1 Construction scope reduced from original survey.2 Actual savings to be verified.
75CAPITAL PLAN AND CAPITAL BUDGET
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, construction of both the new SHC pavilions
and the LPCH expansion continues to progress, with interior
finish work, building systems testing, and site work currently
underway. The SHC and LPCH hospital projects are esti-
mated to cost $2.0 billion and $1.3 billion respectively, with
anticipated completion in 2018/19 for SHC and 2017/18 for
LPCH.
OVERALL SUMMARYA table summarizing the 2017/18–2019/20 Capital Plan ap-
pears on the next page. It includes projects and programs in
the design and construction and forecasted stages, as well as
infrastructure and other categories that are currently active or
are anticipated to commence in the next three years.
The expenditures necessary to complete the three-year
Capital Plan are anticipated to extend beyond 2019/20. 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 shows below, 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 under-
take. As a result, it is possible that projects in the Capital Plan
will have to be cancelled, 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
THE CAPITAL PLAN 2017/18-2019/20 $4.3 BILLION
Service Center/Auxiliary Debt
29%
Academic Debt19%
Gifts to be Raised
7%
Current Funds29%
Resources to be Identified1%Other 3%
Gifts in Hand or Pledged
12%
Infrastructure/Other7%
Housing47%
Academic Support
17%
Athletics/Student Activities
1%
Academic/Research28%
Sources of Funds
Uses of Funds by Program Category
Infrastructure/Other 6%
Renovations 8% NewConstruction
86%
Uses of Funds by Project Type
76 CAPITAL PLAN AND CAPITAL BUDGET
SUMMARY OF THREE-YEAR CAPITAL PLAN 2017/18-2019/20 [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 2017/18 FUNDS 1 PLEDGED RAISED DEBT DEBT OTHER IDENTIFIED 2 SERVICE MAINTENANCE 3
Projects in Design & Construction 2,890.7 1,045.9 656.2 496.9 130.1 762.0 696.3 149.2 72.3 53.6
Forecasted Projects 608.5 54.6 118.3 24.5 161.8 175.6 103.4 24.9 17.1 8.9
Total Construction Plan 3,499.2 1,100.4 774.5 521.4 291.9 937.6 799.7 149.2 24.9 89.4 62.5
Infrastructure Programs 779.7 130.8 453.6 300.6 25.5 17.0 0.1
Total Three-Year Capital Plan 2017/18-2019/20 4,278.9 1,231.2 1,228.1 521.4 291.9 1,238.2 825.2 149.2 24.9 106.4 62.6
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/preventative maintenance, zone management, utilities, contracts, grounds, and outdoor
lighting.
CAPITAL PLAN CASH FLOWS[IN MILLIONS OF DOLLARS] 2016/17 & 2020/21 & PRIOR 2017/18 2018/19 2019/20 THEREAFTER TOTAL
Projects in Design & Construction 579.7 1,045.9 812.6 409.7 42.8 2,890.7
Forecasted Projects 11.7 54.6 185.3 222.6 134.4 608.5
Total Construction Plan 591.4 1,100.4 997.9 632.3 177.2 3,499.2
Infrastructure Programs 233.0 130.8 130.4 129.2 156.4 779.7
Total Three-Year Capital Plan 2017/18-2019/20 824.3 1,231.2 1,128.3 761.5 333.6 4,278.9
CAPITAL PLAN IMPACT ON BUDGET [IN MILLIONS OF DOLLARS] 2020/21 & 2018/19 2019/20 THEREAFTER TOTAL
Debt Service General Funds 3.1 22.7 20.6 46.4
Formula and Other Schools 0.3 15.8 7.0 23.1
Auxiliary 0.4 0.3 35.5 36.1
Other 1 0.3 0.2 0.2 0.8
Total Debt Service 4.1 39.0 63.3 106.4
Operations and Maintenance General Funds 4.7 13.8 3.3 21.8
Formula and Other Schools 13.5 14.0 27.5
Auxiliary 0.4 12.9 13.3
Total Operations and Maintenance 5.1 27.3 30.2 62.6
1 Primarily the hospitals along with Forsythe facility, Faculty Staff Housing, and outside entities.
77CAPITAL PLAN AND CAPITAL BUDGET
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.
Uses of Funds by Program Category and Project TypeThe middle chart on page 75 divides Capital Plan activity into
program categories—Academic/Research, Infrastructure and
Other, Academic Support, Housing, and Athletics/Student
Activities—with the largest categories being Housing,
Academic/Research, and Academic Support at 47%, 28%,
and 17% of the plan, respectively. The bottom chart breaks
out the same activity into project types, including New
Construction, Infrastructure, and Renovations.
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 $106.4 million annually (excluding debt service for
bridge financing the receipt of gifts and operating lease
payments). Of this amount, $46.4 million will be serviced
by general funds, $23.1 million by the formula schools (GSB
and SoM), and $36.9 million by auxiliary and other opera-
tions. Service center debt is funded through rates paid by
customers and has been allocated 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 $62.6
million per year. Of this amount, $21.8 million will be serviced
by general funds, $27.5 million by the formula schools, and
$13.3 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, 2017, $1.1 billion of bond proceeds are available
to finance capital projects and faculty mortgages, including
$281 million of unexpended tax-exempt bond proceeds, and
$780 million of unexpended taxable bond proceeds. Interim
financing facilities totaling $500 million of taxable commer-
cial paper, $296 million of tax-exempt commercial paper, and
$448 million of undrawn lines of credit are also available. In
addition, through fiscal year-end 2016/17 and 2017/18, $97
million in internal amortization proceeds on debt-funded
projects will become available to lend to projects, and $301
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 $2.3 billion
of debt for projects under construction or for projects to be
approved in or before 2017/18:
n $1,510 million to complete projects already approved or
under construction;
n $337 million for projects to be approved in 2017/18; and
n $433 million to bridge finance the receipt of gift pledges
for projects approved or under construction.
Additional debt may be required to finance the Faculty Staff
Housing program. As of May 1, 2017, the portfolio of debt-
subsidized mortgages had increased by $20.5 million to $496
million.
Projects identified in the three-year Capital Plan and to be
approved after 2017/18 will require an additional $200 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 Stanford campus encompasses 8,180 acres in six jurisdic-
tions. 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 GUP 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, pursuant to GUP
Condition F.7, raising the housing allocation to 4,468 hous-
ing units.
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
78 CAPITAL PLAN AND CAPITAL BUDGET
n Construction of 605 units of housing for each 500,000
gross sf of new academic building.
Given the stringent requirements imposed by the GUP and
the increasingly difficult entitlement environment, Stanford
carefully manages the allocation of new growth. Construction
through 2015/16 accounted for 1.4 million GUP sf. The
2017/18-2019/20 Capital Plan includes 463,963 GUP sf
currently in design and construction and 30,032 GUP sf in
forecasted projects, including the related demolitions. With
the completion of planned housing projects, Stanford will
have added 4,424 net new housing units since approval of
the GUP, exceeding the housing linkage requirement for the
full academic build-out allowed by the GUP.
As discussed on page 69, Stanford has submitted an applica-
tion to Santa Clara County for an updated GUP. This permit
is expected to be approved in 2018.
THE CAPITAL BUDGET, 2017/18At $1.2 billion, the 2017/18 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 2017/18 Capital Budget will be significant, as well
as the percentage of each project expected to be complete by
the end of 2017/18. The map on page 81 shows the locations
of these projects.
In 2017/18, LBRE anticipates substantial completion of five
major projects with total budgets of $404.6 million and
estimated 2017/18 expenditures of $150.8 million. When
completed, University Terrace Faculty Homes will provide
180 units to faculty for purchase (see Stanford’s Commitment
to Housing section); the Bass Biology Building will be
the cornerstone of a future science quad in the Biology/
Chemistry/Computer Science Precinct; improvements to
Frost Amphitheater will enable the facility to be used for a
greater variety of events; the Athletic Academic Advising and
Rowing Building will consolidate a number of Department of
Athletics, Physical Education, and Recreation programs and
allow optimization of vacated space; and Durand Phase 4 will
complete the renovation of the building.
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 GUP 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
category. Anticipated expenditures of $439.8 million
(36%) for Academic/Research projects include the Neuro/
ChEM-H Research Complex, CAM 1, BMI 1, and the Bass
Biology Building. Academic Support projects are projected at
MAJOR CAPITAL PROJECTS - PERCENT OF COMPLETION 2017/181
[IN MILLIONS OF DOLLARS] ESTIMATED CAPITAL ESTIMATED PERCENT BUDGET PROJECT COMPLETE BY 2017/18 COST 2017/18
Escondido Village (EV) Graduate Residences 171.2 1,091.7 29%
Stanford Redwood City Phase 1 329.4 568.8 74%
Neuro/ChEM-H Research Complex 119.2 257.0 76%
Center for Academic Medicine 1 (CAM 1) 103.9 222.9 48%
BioMedical Innovations Building 1 and Tunnel (BMI 1) 104.0 210.0 58%
University Terrace Faculty Homes (180 units) 45.0 176.5 100%
Anne T. and Robert M. Bass Biology Research Building 58.9 152.2 100%
Frost Amphitheater Improvements 19.9 33.5 100%
Public Safety Building 12.4 31.5 50%
Athletic Academic Advising and Rowing Building 16.7 25.0 100%
Denning House 15.0 23.1 92%
Durand Renovation - Phase 4 10.3 17.4 100%
Environmental Health & Safety Facility Expansion 12.6 16.5 92%
Total 1,018.5 2,826.1 1 Includes projects scheduled to be in construction and with forecasted
expenditures greater than $10 million in 2017/18.
79CAPITAL PLAN AND CAPITAL BUDGET
THE CAPITAL BUDGET 2017/18 $1.2 BILLION
New Construction89%
Renovations3%
Infrastructure/Other8%
Uses of Funds by Project Type
Housing22%
Academic Support
33%
Athletics/Student Activities
1%
Academic/Research36%
Infrastructure/Other8%
Uses of Funds by Program Category
$407.1 million (33%), primarily for Stanford Redwood City.
Housing projects, forecasted at $269.4 million (22%), in-
clude the EV Graduate Residences, University Terrace Faculty
Homes, and the Housing Acquisition Initiative. Infrastructure
and other program investment of $95 million (8%) includes
Investment in Plant (Planned Maintenance) and CUP. Lastly,
expenditures for Athletics/Student Activities projects are
forecasted at $20 million (1%).
Annual transfers to CFF are projected to be $49.9 million
in 2016/17 and $113 million in 2017/18 with corresponding
commitments of $130.9 million and $82.4 million for these
two years. The following table lists projects anticipated to
receive CFF funding in 2016/17 and 2017/18.
CAPITAL FACILITIES FUND (CFF)Funding Sources and Committed Uses of Funding[IN MILLIONS OF DOLLARS] 2016/17 2017/18
Sources of Funding
Formula Units
School of Medicine 17.8 18.4
Hoover Institution 4.4 4.4
Non-Formula 27.7 90.2
Total Funding 49.9 113.0
Committed Uses of Funding
Center for Academic Medicine 1 (CAM 1) 13.3 0.9
Neuro/ChEM-H Research Complex 2.7
Stanford Oak Garden Children’s Center 1.8 5.7
3145 Porter Drive Tenant Improvements 2.9
LKSC Renovation Phases 2 and 3 2.5
Other School of Medicine Projects 6.4
Hoover Institution Projects 4.4 4.4
Formula Units Project Subtotal 22.2 22.8
Neuro/ChEM-H Research Complex 50.4
Stanford Redwood City Phase 1 19.1
Bioengineering Equipment 9.7
Emergency Operations Center 5.3 4.9
Durand Renovation Phase 4 5.0
GUP 4 4.5 3.6
Sapp Center for Science Teaching and Learning 3.5
Public Safety Building 2.8 21.1
Anderson Collections at Stanford University 2.1
Children Center of Stanford Community 1.1 9.7
Searsville Dam and Reservoir 1.0 1.5
Lagunita Diversion Dam Removal 0.8 2.7
Encina Complex Upgrades 10.0
Other Non-Formula Units Projects 3.4 6.1
Total Commitments 130.9 82.4
Annual Funding less Commitments (81.0) 30.6
Balance at Beginning of Year 93.8 12.8
Uncommitted Balance 12.8 43.4
80 CAPITAL PLAN AND CAPITAL BUDGET
CAPITAL BUDGET IMPACT ON 2017/18 OPERATIONSThe 2017/18 Consolidated Budget for Operations includes
incremental debt service and O&M expenses for projects to
be completed in either 2016/17 or 2017/18, 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 2017/18.
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 $199.1 million to $199.3 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 $32.9
million in 2017/18.
The projected internal debt service funded by unrestricted
funds, including general funds and schools’ designated funds,
will decrease by $400,000 in 2017/18. The net change in
debt service brings the total annual internal debt service
borne by unrestricted funds to $83.7 million.
In 2017/18, the university will incur about $1.0 million of in-
cremental O&M costs related to a number of new academic
and administrative facilities. They include $360,000 for the
Kingscote Renovation and $343,000 for the Central Loading
Dock. Additional 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.
81CAPITAL PLAN AND CAPITAL BUDGET
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82 CAPITAL PLAN AND CAPITAL BUDGET
2017
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side
nces
Resi
denc
e Bu
ildin
gs (
2,0
20 n
et n
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eds)
R&
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2016
-21
1,0
09.2
1
59.7
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09.2
1
50.0
5
0.0
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31.
2
9.7
Und
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king
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R&
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82.
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82.
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Stan
ford
Red
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ES/P
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20
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2
Neu
ro/C
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-H R
esea
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plex
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2015
-19
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119
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109
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6.6
Cen
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20
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1.8
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854
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20
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Uni
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and
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5
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ldre
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2017
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11.
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ab R
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20
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k C
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rs
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20
17-1
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.5
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8
.5
0.5
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Stan
ford
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den
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ldre
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ter
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R 20
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.5
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.5
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Subt
otal
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Des
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2,89
0.7
1
,045
.9
656
.2
496
.9
130
.1
762
.0
696
.3
149
.2
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7
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5
3.6
1 In
clud
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from
uni
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choo
l res
erve
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nd th
e G
UP
and
SIP
prog
ram
s.2
Ant
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fund
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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
Ope
ratio
ns &
Mai
nten
ance
incl
udes
pla
nned
and
reac
tive/
prev
entiv
e m
aint
enan
ce, z
one
man
agem
ent,
utili
ties,
con
trac
ts, g
roun
ds, a
nd o
utdo
or li
ghtin
g.4
Oth
er fu
ndin
g is
from
SH
C a
nd L
PCH
.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.
83CAPITAL PLAN AND CAPITAL BUDGET
2017
/18–
2019
/20
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
17/1
8 FU
NDS 1
PLED
GED
RAISE
D DE
BT
DEBT
OT
HER
IDEN
TIFIED
2 SE
RVIC
E M
AINT
ENAN
CE 3
Mid
dle
Plaz
a at
50
0 E
l Cam
ino
Real
- Re
side
ntia
l (21
5 un
its)
LBRE
20
17-2
0 1
82.0
1
2.7
7
3.0
1
09.0
6.4
Ea
rth,
Ene
rgy
and
Envi
ronm
enta
l Sci
ence
s Bu
ildin
g SE
3 20
18-2
1 1
00.0
4
.7
1
1.3
4
8.7
40.
0
2.4
3
.1
Hoo
ver C
ampu
s Re
nova
tions
-
Her
bert
Hoo
ver M
emor
ial B
uild
ing
Reno
vatio
n H
OO
VER
20
18-2
0 4
3.0
1
.9
43.
0
-
Hoo
ver T
ower
Ren
ovat
ion
HO
OV
ER
2018
-22
30.
0
0.7
3
0.0
- Lo
u H
enry
Hoo
ver B
uild
ing
Reno
vatio
n H
OO
VER
20
18-2
1 2
0.1
0
.6
20.
1
31
45 P
orte
r Driv
e Te
nant
Impr
ovem
ents
SO
M
2019
-20
58.
8
1.2
1
4.7
44.
1
3.3
6
.2
Rain
s H
ouse
s Re
nova
tions
(Ph
ases
2A
- 2E
) R&
DE
2020
-21
48.
6
4
8.6
3.6
Em
erge
ncy
Ops
Cen
ter/
Elec
tron
ic C
omm
unic
atio
n H
ub
(E
OC
/EC
H)
PRES
/PRO
V
2017
-19
35.
1
15.
4
10.
2
2
4.9
0.8
C
abril
lo/D
olor
es R
esid
ence
s (8
uni
ts)
LBRE
20
17-1
9 1
8.0
0
.8
1
8.0
31
72 P
orte
r Driv
e Te
nant
Impr
ovem
ents
SO
M
2019
-20
15.
8
0.3
4
.0
1
1.8
0
.9
3.8
D
emol
ition
of H
errin
Lab
/Her
rin H
all/
Org
anic
Che
m/M
udd
H&
S 20
17-1
9 1
2.2
8
.9
3.3
(
5.8)
LKSC
Ren
ovat
ion
Phas
es 2
and
3
SOM
20
17-2
0 1
0.0
2
.6
2.5
7.5
0
.6
Cen
ter f
or A
dvan
ced
Stud
y in
the
Beha
vior
al S
cien
ces
Faci
lity
Reno
vatio
n D
OR
2017
-18
9.8
7
.3
1.2
0
.1
8.5
Cub
berle
y Bu
ildin
g Se
ism
ic R
enov
atio
n Ph
ase
2 G
SE
2018
-20
8.6
0
.4
2.2
6
.4
Cro
wn
Qua
dran
gle
Reno
vatio
n - B
asem
ent a
nd S
econ
d Fl
oor
SLS
2017
-20
6.5
2
.8
6.5
Burn
ham
Pav
ilion
Sea
ting
Impr
ovem
ents
D
APE
R 20
18-2
0 5
.0
0.2
5
.0
0
.8
Gol
f Cou
rse
Rest
orat
ion
DA
PER
2017
-18
5.0
3
.1
1.6
3
.4
Subt
otal
- Fo
reca
sted
Pro
ject
s
6
08.5
5
4.6
1
18.3
2
4.5
1
61.8
1
75.6
1
03.4
0
.0
2
4.9
1
7.1
8
.9
SUBT
OTA
L - C
ON
STRU
CT
ION
PLA
N
3,4
99.2
1
,100
.4
774
.5
521
.4
291
.9
937
.6
799
.7
149
.2
24.
9
89.
4
62.
5 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
tativ
e m
aint
enan
ce, z
one
man
agem
ent,
utili
ties,
con
trac
ts, g
roun
ds, a
nd o
utdo
or li
ghtin
g.
84 CAPITAL PLAN AND CAPITAL BUDGET
2017
/18–
2019
/20
CA
PIT
AL
PLA
N
INFR
AST
RU
CT
UR
E A
ND
OT
HER
[IN
MIL
LIO
NS
OF
DO
LLA
RS]
PROJ
ECT F
UNDI
NG SO
URCE
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
17/1
8 FU
NDS 1
PLED
GED
RAISE
D DE
BT
DEBT
OT
HER
IDEN
TIFIED
2 SE
RVIC
E M
AINT
ENAN
CE 3
Hou
sing
Acq
uisi
tion
Initi
ativ
e (H
AI)
LB
RE
2015
-25
500
.0
35.
8
250
.0
250
.0
1
0.7
Inve
stm
ent i
n Pl
ant (
Plan
ned
Mai
nten
ance
)
Non
-For
mul
a/A
dmin
L
BRE
20
18-2
0 6
4.3
2
0.4
6
4.3
Fo
rmul
a S
OM
20
18-2
0 2
1.0
6
.8
21.
0
R&D
E (S
HA
RP/D
ARP
/HA
RP)4
R&
DE
20
18-2
0 6
0.7
1
8.6
6
0.7
D
APE
R D
APE
R
2018
1
0.4
1
0.4
1
0.4
Subt
otal
-Inv
estm
ent i
n Pl
ant (
Plan
ned
Mai
nten
ance
)
1
56.4
5
6.2
1
56.4
Stan
ford
Infr
astr
uctu
re P
rogr
am (
SIP)
L
BRE
20
18-2
0 4
3.2
9
.5
43.
2
Cap
ital U
tiliti
es P
rogr
am (C
UP)
Syst
em E
xpan
sion
L
BRE
20
18-2
0 2
0.5
9
.6
2
0.5
1.3
Syst
em R
epla
cem
ent
LBR
E
2018
-20
15.
7
4.9
15.
7
1
.0
Subt
otal
-CU
P
3
6.2
1
4.5
3
6.2
2.
4
Info
rmat
ion
Tech
nolo
gy a
nd C
omm
unic
atio
ns S
yste
ms
BA
20
18-2
0 1
6.8
6
.0
3
.0
13.
8
2.1
R&D
E M
ajor
Ren
ovat
ion
Plan
4 R
&D
E
2018
-20
11.
4
2.6
11.
4
0
.8
Who
le B
uild
ing
Ener
gy R
etro
fit P
rogr
am G
roup
2
LBR
E/SO
M
2018
-19
7.2
3
.7
7.2
0
.5
Stor
m D
rain
age
LBR
E
2018
-20
4.5
1
.5
4.5
0
.4
0.1
Cam
pus
Driv
e Ro
unda
bout
s
Serr
a L
BRE
20
17-2
0 4
.0
1.0
4
.0
Subt
otal
- In
fras
truc
ture
Pro
ject
s &
Pro
gram
s
7
79.7
1
30.8
4
53.6
0.
0
0
.0
3
00.6
2
5.5
0
.0
0.0
17.0
0
.1
TOTA
L CA
PITA
L PL
AN
4
,278
.9
1,2
31.2
1
,228
.1
521
.4
291
.9
1,2
38.2
8
25.2
1
49.2
24
.9
106.
4
62.
6
1 In
clud
es fu
nds
from
uni
vers
ity a
nd s
choo
l res
erve
s, a
nd 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
Ope
ratio
ns &
Mai
nten
ance
incl
udes
pla
nned
and
reac
tive/
prev
entiv
e m
aint
enan
ce, z
one
man
agem
ent,
utili
ties,
con
trac
ts, g
roun
ds, a
nd o
utdo
or li
ghtin
g.4
R&D
E M
ajor
Ren
ovat
ion
Plan
pro
ject
s ge
nera
lly in
clud
e pr
ogra
m a
nd c
ode
upgr
ades
vs.
Pla
nned
Mai
nten
ance
, whi
ch in
clud
es s
ubsy
stem
repl
acem
ent.