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MAJOR CAPITAL PROJECTS – PERCENT OF COMPLETION 2011/121

[IN MILLIONS OF DOLLARS] ESTIMATED COSTS ESTIMATED PERCENT IN PROJECT COMPLETE 2011/12 COST 2011/12

Bioengineering/ ChemicalEngineering 71.3 211.4 47%

BingConcertHall 53.5 111.9 100%

WestCampusRecreationCenter 26.3 35.5 93%

JillandJohnFreidenrichCenter forTranslationalResearch 16.6 21.3 100%

CentralEnergySystemImprovements 65.9 558.0 12%

StanfordResearchComputingFacility 19.1 42.3 50%

SatelliteResearchAnimalFacility(SRAF) 12.5 27.5 69%

3165PorterDriveTenantImprovements 17.7 22.0 100%

3155PorterDriveTenantImprovements 11.9 15.0 100%

294.6 1,044.91 Includesprojectsscheduledtobeinconstructionandwithforecasted

expendituresgreaterthan$10millionin2011/12.

CHAPTER 4

CAPITAL BUDGET AND THREE-YEAR CAPITAL PLAN

Stanford’sCapitalBudgetandthree-yearCapitalPlanarebasedonaprojectionofthemajorcapital

projectsthattheuniversitywillpursueinsupportoftheacademicmission.TheCapitalBudget

representstheanticipatedcapitalexpendituresinthefirstyearoftherollingthree-yearCapitalPlan.

TheCapitalPlanincludesprojectsthatareinprogressorareexpectedtocommenceduringthatthree-year

period.BoththeCapitalBudgetandtheCapitalPlanaresubjecttochangebasedonfundingavailability,budget

affordability,anduniversitypriorities.

The university has been in the midst of the largest con-

struction program in its history, addressing the need

to replace and upgrade many aging facilities. At $1.9

billion, the Capital Plan is 24% larger than last year’s

plan. This year’s plan includes significant projects in the

areas of academic research, housing, and infrastructure.

The 2011/12–2013/14 Capital Plan includes the new

Bioengineering/Chemical Engineering building, a new

concert hall, several School of Medicine projects (includ-

ing plans to lease 255,124 gross square feet of Stanford

Research Park space), the repurposing of the vacated

Graduate School of Business complex, and a new build-

ing for the arts. Housing projects include the addition of

the new Escondido Village Comstock Graduate Housing

and Rains Houses Renovation projects. The Capital Plan

also includes $558 million for the new Campus Energy

SystemImprovementsprojects.

The Capital Plan reflects the significant investment that

Stanfordismakinginitsfacilities,drivenbytheacademic

priorities for teaching, research, and related activities

describedinChapter2,andtheinitiativesoftheadministra-

tiveandauxiliaryunitsthatsupporttheacademicmission,

describedinChapter3.Thischapterincludesadiscussion

ofthe2011/12CapitalBudget,providesanoverviewofthe

capitalplanningprocess,describescurrentstrategicinitia-

tives,andpresentsthe2011/12–2013/14CapitalPlanand

relatedconstraints.

THE CAPITAL BUDGET, 2011/12

The 2011/12 Capital Budget at $455.5 million reflects

the university’s significant capital projects including the

Bioengineering/Chemical Engineering building (BioE/

ChemE), Bing Concert Hall, West Campus Recreation

Center, Jill and John Freidenrich Center for Translational

Research (Freidenrich Center), Campus Energy System

Improvements (CESI), Stanford Research Computing

Facility, Satellite Research Animal Facility (SRAF), tenant

improvementsat3155and3165PorterDrive,andvarious

infrastructureprojectsandprograms.Theprojected2011/12

expendituresreflectonlyaportionofthetotalcostsofthe

capitalprojects,asmostprojectsspanmorethanoneyear.

Thetablebelowhighlightsmajorcapitalprojectswithsig-

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nificantexpenditureswhichwillbeincurredinthe2011/12

Capital Budget, as well as the percentage of the project

expectedtobecompletebytheendof2011/12.

Themagnitudeof theCapitalBudget isbasedon theas-

sumptionthatfundingavailabilitywillalignwithapproved

projectschedules.Historically,theCapitalBudgethasbeen

substantially higher than actual spending due to project

deferralscausedbyfundinggaps.Infact,thelastdecade’s

actualexpenditureswere69%ofthetotalbudgeted.This

hasbeen lessofa factor in the threepastyearsbecause

mostoftheprojectsinrecentCapitalBudgetshavefunding

identified,staffassigned,andBoardofTrusteesapproval.

However,expendituresin2011/12maybelowerthanthese

averagesduetothehigherlevelofGiftstobeRaisedand

ResourcestobeIdentified.

Sources and UsesSourcesoffundsfortheCapitalBudgetwillbeacombina-

tionofCurrentFunds(whichincludetheCapitalFacilities

Fund (CFF), funds from university and school reserves,

GUPandSIPprograms,andasubventionfromtheHoover

Institution),gifts,anddebt.Theuniversitytypicallyallocates

THECAPITALBUDGET2011/12$455.5MILLION

2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/100

100

200

300

400

500

600

700

800

CAPITAL BUDGET VS. EXPENDITURES 2000/01 to 2009/10[IN MILLIONS OF DOLLARS]

Capital Expenditures

Capital Budget

55% 72% 75% 41% 58% 69% 57% 72% 81% 70%

New Construction50%

Renovations11%

Infrastructure39%

Uses of Funds by Project Type

Housing3%

Academic Support30%

Academic/Research

22%

Infrastructure39%

Uses of Funds by Program Category

Athletics/Student Activities

6%

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debttoprojectsintheabsenceofotheravailablefunding.

Themixofprojectfundingwillbeimpactedbythetimingof

giftreceipts,whichmaybebridgefinancedwithmedium-

termdebt.

Of the $455.5 million in the overall Capital Budget, as

shown in theupperpiechartonthe facingpage,anesti-

mated50%ofthebudgetwillbespentonnewconstruction

projects. Infrastructure “project types” comprise 39% of

theupperpie.Theremaining11%offundswillbespenton

renovationprojects.Asshowninthelowerpiechartonthe

facingpage(capturingUsesofFundsbyProgramCategory),

approximately 39% will be spent on infrastructure proj-

ects.TheseincludeCESI,theInvestmentinPlantProgram

(Planned Maintenance), R&DE Capital Improvement

Program (CIP), Capital Utilities Program (CUP), and the

GeneralUsePermit(GUP)MitigationProgram.Academic

Support comprises 30% of the categorical picture in the

lower pie chart, Academic/Research comprises 22%,

Athletics/Student Activities represents 6%, and Housing

comprises3%.

Capital Facilities Fund

AcrucialsourceoffundsforcapitalprojectsistheCFF.In

June2007,theBoardofTrusteesapprovedanincreasein

thetargetendowmentpayoutratefrom5.0%to5.5%.The

additional0.5%payoutreleasesunrestrictedfunds,which

areheldintheCFFtosupportmajorfacilitiesprojects.

Transfers to the CFF will be $81.8 million in 2010/11 and

$85.9million in2011/12withcommitmentsof$35.9mil-

lion in2010/11and$56.5million in2011/12,asshown in

theadjacenttable.

Non-formula CFF funds are allocated to projects that are

difficult to support through restricted sources, and thus

reducethecallfordebtservicedbygeneralfunds.Among

other uses, non-formula CFF is providing funding for the

Stanford Auxiliary Library III Phase 2 ($14.8 million),

West Campus Recreation Center ($11 million), Stanford

ResearchComputingFacility($10.6million),andenhanced

sustainability features for the BioE/ChemE building ($5

million).Loanrepaymentof$19.1millionfromtheOlmsted

TerraceFacultyHomesisanticipatedin2010/11.

TheformulaunitsdetermineusesoftheirCFFfundsaccord-

ingtotheirhighestpriority.

CAPITAL FACILITIES FUND (CFF)Funding Sources and Committed Uses of Funding(IN MILLIONS OF DOLLARS) 2010/11 2011/12

SourcesofFunding Formula Units

SchoolofMedicine 10.7 11.4

HooverInstitution 3.6 3.8

President’sFunds 9.3 9.3

Non-Formula 58.2 61.4

TotalFunding 81.8 85.9

CommittedUsesofFunding VariousProjectsFundedbyPresident’sFunds 9.3 9.3

FoundationsinMedicine1(FIM1) 2.0 6.7

Lane/Alway 5.2

VariousSchoolofMedicineProjects 9.4 2.9

HooverInstitutionProject 3.6 3.8

WestCampusRecreationCenter 11.0

StanfordResearchComputingFacility 6.3 4.2

Bioengineering/ChemicalEngineering 5.0

EmergencyPowerandManagementPrograms 3.1 0.8

StanfordAuxiliaryLibraryIII,Phase2 2.3 11.8

SchoolofEducationBuildingReimbursement (4.9)

OlmstedTerraceFacultyHomesLoanRepayment (19.1)

BingConcertHall(O&M) 7.0

Biology 5.0

CrownQuad 5.0

OtherProjects 2.7

TotalCommitments 35.9 56.5

AnnualUncommittedBalance 45.9 29.4

BalanceatBeginningofYear 38.2 84.1

UncommittedBalance 84.1 113.5

Capital Budget Impact on 2011/12 OperationsThe2011/12ConsolidatedBudgetforOperationsincludes

incrementaldebtserviceandoperationsandmaintenance

(O&M) expenses for projects completing in 2011/12.

Additionally,thisbudgetincludesanincrementalincrease

indebtserviceandO&Mexpensesforprojectscompleting

in2010/11thatwereoperationalforlessthan12months.

Capital projects requiring debt are funded from internal

loansthatareamortizedovertheassetlifeinequalinstall-

ments(principalandinterest).Thebudgetedinterestrate

(BIR)usedtocalculateinternaldebtserviceisablended

rateofinterestexpenseondebtissuedforcapitalprojects,

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bondissuancecosts,andadministrativecosts.TheBIRfor

2011/12is4.5%.

Theprojectedincrementalinternaldebtservicefundedby

unrestricted funds, including formula units, in 2011/12 is

$3.6million.Thisamountincludestheadditionaldebtser-

viceontheKnightManagementCenter,WilliamH.Neukom

(Neukom)Building,theBeckmanEnergyRetrofit,andother

smallercapitalprojectsandprograms.Italsoincludesinter-

estondebtrequiredtobridgefinancegiftreceiptsforthe

Jen-HsunHuangEngineeringCenter,CenterforNanoscale

Science and Engineering, Jerry Yang and Akiko Yamazaki

Environmental and Energy Building, Knight Management

Center, Li Ka Shing Center for Learning and Knowledge,

Lorry I. Lokey Stem Cell Research Building, and Neukom

Building.Thisadditionaldebtservicebringsthetotalannual

internal debt service borne by the unrestricted university

budgetto$58.4million.

Consolidated internal debt service, including that borne

byformulaunits,auxiliaries,servicecenters,FacultyStaff

Housing, and real estate investments is projected to in-

crease from $157.9 million to $164.6 million. In addition,

annual lease payments are projected at $22.9 million in

2011/12.

Theuniversitywill incuradditionalO&Mcostsin2011/12

ofapproximately$3.7million,ofwhich$344,000willbe

fundedbytheBingConcertHallendowment.TheseO&M

costs are primarily attributed to the 2011/12 completion

of the Bing Concert Hall, the 3160 Porter Lease, and the

prioryearcompletionsoftheNeukomBuildingandParking

Structure7(PS7),whichwereoperationalforlessthan12

monthsinthatyear.TheO&Mcostsareoffsetbyprojected

savings resulting from the demolition of the Terman and

Ginztonbuildings.

CAPITAL PLANNING OVERVIEW

Capital Planning at Stanford Stanford’s Capital Plan is a three-year rolling plan with

budgetcommitmentsmadeforthefirstyearandthenonly

forprojectswithfullyidentifiedandapprovedfunding.Cash

flowexpenditureforecastsfortheseprojectsextendbeyond

thethree-yearperiod,withbudgetimpactsforoperations,

maintenance,anddebtservicecommencingatconstruction

completion.Theplanincludesforecastsofbothcashflow

andbudgetimpactsbyyear,demonstratingtheimpactof

projectsbeyondthethree-yearplan(seetablesonpage74).

TheCapitalPlanissetinthecontextofalonger-termcapital

forecastfortheuniversity.Thedetailsofthislonger-term

forecast, particularly funding sources and schedules, are

lessclearthanthoseof thethree-yearplan,astheneeds

andfundingsourcesthatmayemergeoverthelong-term

horizon are difficult to anticipate. Over the longer-term

forecast,planstendtoevolveasvariousprojectsprovemore

feasible than others based upon shifting funding realities

andacademicpriorities.

Inthe2009/10–2011/12CapitalPlan,theuniversitydelayed

orsuspended$1.1billioninplannedcapitalprojectsdueto

theimpactoftheglobalfinancialcrisis.Eachcapitalplan-

ningcycle,thedelayedorsuspendedprojectsarereviewed

todeterminefeasibilityandfundingchanges. Asaresult

ofthisreview,thecurrentplanincludesthereactivationof

$135.8 million in projects, with $3.4 million in associated

O&M expenses. The remaining delayed and suspended

projectswillcontinuetobereevaluatedannually,andare

detailedonthefacingpage.

Strategic Initiatives Thefollowinguniversitystrategicinitiativesareintegralto

thisyear’sCapitalPlanandaredetailedbelow:

n Science,Engineering,andMedicalCampus(SEMC)

n SustainabilityandEnergyManagement(SEM)/Campus

EnergySystemImprovements(CESI)

Science,Engineering,andMedicalCampus

OverthecourseoftheSEMCinitiative,theuniversityhas

invested intheupgradeofaging facilities for thescience,

engineering,andmedicalprograms.

TheSEMCconsistsofeightnewbuildings,sixcompleted,

oneinplanningandonedelayed:

n Astrophysics(completedin2006)

n JerryYangandAkikoYamazakiEnvironmentandEnergy

Building(Y2E2)(completedin2007)

n LorryI.LokeyStemCellResearchBuilding(SIM1)(com-

pletedin2010)

n Jen-Hsun Huang Engineering Center (Huang) (com-

pletedin2010)

n Center forNanoscaleScienceandEngineering(Nano)

(completedin2010)

n LiKaShingCenterforLearningandKnowledge(LKSC)

(completedin2010)

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2011/12–2013/14 CAPITAL PLAN REACTIVATED, DELAYED, SUSPENDED AND CANCELLED PROJECTS [IN MILLIONS OF DOLLARS] ESTIMATED

SCHOOL/ OPERATIONS DEPARTMENT PROJECTCOST DEBTSERVICE &MAINTENANCE

ReactivatedProjects

McMurtry(Art)Building H&S 67.0 1.4

HooverOfficeBuilding(CummingsReplacement) HOOVER 45.6 1.5

StanfordAuxiliaryLibraryIII,Phase2 SUL 14.8 0.4

MaderaGroveChildren’sCenter/MulberryHouse PRES/PROV 4.6 0.1

AccessControlEnterpriseSystem(ACES)-Phase2 PRES/PROV 3.8

Total – Reactivated Projects 135.8 3.4

ESTIMATED

SCHOOL/ OPERATIONS DEPARTMENT PROJECTCOST DEBTSERVICE &MAINTENANCE

DelayedProjects

FoundationsinMedicine(FIM)1 SOM 172.7 2.1 2.3

BiologyBuilding(SEMCproject) H&S 86.1 1.0 1.9

EncinaRenovation DOR/H&S 67.2 2.7

OldChemistryClassroomswithLibrary H&S 55.0 1.8 1.2

PanamaMallRenovations SOE 20.8 0.1

Buildings02-520and02-524Renovations($12M)

DurandPhase4($6.8M)

Building02-560($2M)

PublicSafetyBuilding PRES/PROV 16.6 0.4

GreenDorm(47beds) SOE 16.0 1.3

GolfClubHouse,ProShop,CartBarn DAPER 10.4 0.1

MultipleNon-BoardofTrusteeLevelProjects Multiple 13.0 0.2 0.1

Subtotal-DelayedProjects 457.7 7.8 7.4

SuspendedProjects

RedwoodCityCampusMasterPlanPhase1 PRES/PROV 379.0 18.5 8.9

MemorialAuditoriumRenovation PRES/PROV 63.2

Subtotal-SuspendedProjects 442.2 18.5 8.9

CancelledProjects

MeyerReplacement SUL 46.1

MaplesParkingStructure LBRE 40.0 0.2

MechanicalEngineering(Building630Replacement) SOE 14.9 0.4

Subtotal-CancelledProjects 101.0 0.6

Total - Delayed, Suspended and Cancelled Projects 1,000.9 26.3 16.9

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n Bioengineering/ChemicalEngineering(BioE/ChemE)(in

planning)

n Biology(delayed)

Thisyear’sCapitalPlanincludestheBioE/ChemEbuilding,

one of the two remaining SEMC projects. At $211.4 mil-

lion,theBioE/ChemEprojectisthefinalcomponentofthe

ScienceandEngineeringQuad2(SEQ2).Thisbuildingand

itsassociatedconnectiveelementsandfit-upswillfacilitate

interdisciplinarystudythroughtheplacementoftworelated

programs—Bioengineering and Chemical Engineering—in

onelocation.Thebuildingwillbepredominantlycomprised

ofwetlaboratoriesandassociatedsupportspacesdesigned

forintensiveresearchforeachofthedepartments.Included

in the building scope are classrooms, faculty offices, and

conferencespaces.

The196,315grosssquarefoot(gsf)BioE/ChemEbuilding

will match the architectural character of the neighbor-

ing Y2E2 building, and the Huang Engineering and Nano

Centers.TheGinztonLaboratorywillbedemolishedtoclear

thesite.Massexcavationofthesitewillcommencein2011,

withexpectedcompletionby2014.

Sustainability and Energy Management / Campus Energy System Improvements Stanford is committed to advancing sustainability in the

design, construction, and operation of campus facilities.

Thereductionofoverallenergyconsumptionandtheuseof

cleanerenergysourcesareintegraltocreatingasustainable

campus.Stanfordcontinuesadecade-longcommitmentto

energyconservationandefficiency.

Existingenergy-savingstrategiesareexpectedtodecrease

energyconsumptionthrough2011.In2012,additionalde-

mandfromnewbuildingsmayrequireenhancedconserva-

tionefforts.Stanfordcurrentlyreceivesmostofitsenergy

fromtheCardinalCogenerationplant.Thecontractforen-

ergyservicesfromthisplantexpiresin2015,atwhichtime

itwillbe28yearsoldandneartheendofitsusefullife.The

universityisnowexploringoptionsforreplacingtheplant

throughthenewCESIproject.

Options being considered for this major capital utilities

projectrangefromanewlike-kind,naturalgas-firedcogen-

eration and steam supply system, to a fully electric heat

recovery plant with a campus-wide steam to hot water

conversion,tohybridsofthetwo.Inmostscenarios,anew

centralenergyplantwouldbeconstructed inanewloca-

tiononthewestsideofcampus,andtheoldplantwould

be phased out and demolished to make way for future

academicdevelopment.Alsoincludedisanupgradeofthe

high voltage electrical infrastructure to support campus

growthandaddedcentralplantload.Estimatedcostsfor

CESIare$558million.

Stanford is also pursuing approaches to reduce the use

of non-renewable resources and minimize environmental

impacts. Under the university’s sustainability standards,

newbuildingsarerequiredtouse30%lessenergyand25%

less water than building codes require. This is achieved

through a combination of building orientation relative to

thesun,adeptspaceuseplanningandbuildingoperation

scheduling,anduseofefficientelectricalandmechanical

equipment.Inaddition,useofnativedrought-tolerantland-

scapingandnon-potableorreclaimedwaterfor irrigation

andothersuitableapplications,educationandtrainingof

buildingoccupants,andothermeasureswillcontributeto

improved conservation and sustainability goals. Existing

buildings thathavebeen identifiedas the largestenergy-

intensivefacilitiesoncampusarebeingrenovatedtomeet

the Whole Building Energy Retrofit Program sustainable

standards(pleaseseethediscussiononpage70forfurther

information).Minorcapitalandoperationsimprovements

arefundedthroughtheEnergyRetrofitProgram(ERP).The

EnergyConservationIncentiveProgram(ECIP)providesin-

centivesforschoolsandotherunitstodecreaseenergyuse.

Acrosstheuniversity,SustainableWorkingTeamsarecol-

laboratingtoadvancesustainableapproachestooperations

inotherareassuchasgreenpurchasing,foodservice,recy-

cling,andtransportation.Revisedlong-termmasterplans

forincreasedsustainabilityeffortsintheareasofcampus

wateruseandtransportationare indraft formandunder

reviewwithinSEMatthistime.

THE CAPITAL PLAN, 2011/12–2013/14

Stanford’scentralcampus,includingtheMedicalSchoolbut

excludingthehospitals,hasapproximately700majorbuild-

ings providing 15.3 million square feet of physical space.

Thephysicalplanthasanhistoricalcostof$6.3billionand

anestimatedreplacementcostinexcessof$7billion.

The Capital Plan includes a forecast of Stanford’s annual

programsdesignedtorestore,maintain,andimprovecam-

pus facilities for teaching, research, housing, and related

activities.TheplanalsooutlinesStanford’sneedsfornew

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facilities.TheCapitalPlan iscompiled, reviewed,andap-

provedinacoordinatedmanneracrosstheuniversity.The

plan carefully balances institutional needs for new and

renovated facilities with the challenging constraints of

limited development entitlements, available funding, and

budgetaffordability.

ProjectslistedintheCapitalPlanarethoseapprovedbythe

provost.Manyoftheprojectsareunderthepurviewofthe

BoardofTrustees. Board-levelapprovalsarerequired for

anyofthefollowing:

n Totalprojectcostof$10millionandabove

n Newbuildingconstruction

n Projectsthatuse5,000ormorenewsquarefeetwithin

theAcademicGrowthBoundary

n Changesinlanduse

n Projectswithmajorexteriordesignchanges

Expenditures in the 2011/12–2013/14 Capital Plan, which

include major construction projects in various stages of

development and numerous infrastructure projects and

programs, total $1.9 billion. The table below provides a

comparisonofthelastthreeCapitalPlans.

COMPARATIVE CAPITAL PLANS [IN MILLIONS OF DOLLARS] 2009/10 2010/11 2011/12

Design/Construction 1,427.0 795.9 495.3

Forecasted 79.6 221.8 1,106.1

Infrastructure 294.0 498.0 275.8

Total 1,800.6 1,515.7 1,877.2

Projects in Design and Construction ProjectsinDesignandConstructionrepresent$495.3mil-

lion(26%of theplan). Constructionof theseprojects is

contingentonfundraisingof$111million(22%)andidentify-

ingresourcesforthe$70.3millionfundinggap(14%).Ten

projectsarelistedinthiscategory,asshownintherelated

tableonpage77.

ThecostofprojectsinDesignandConstructiondecreased

by$300.6millionfrom2010/11asaresultofthecomple-

tionofcertainprojectsoffsetbytheadditionofnewproj-

ects.CompletedprojectsincludetheKnightManagement

CenterandPS7($345.3million),NeukomBuilding($63.9

million),OlmstedTerraceFacultyHomes($28.6million),

Nano Fit-up ($17.7 million), Olmsted Road Staff Rental

Housing($16million),HuangFit-up($14million),andthe

CognitiveandNeurobiologicalImaging(CNI)Center($7.5

million).Offsetting thesedecreases is$20.5million from

the Manzanita Undergraduate Housing project that was

previously listed in the Forecasted Projects section. The

Rains Houses Renovation ($49.8 million) and the West

Campus Recreation Center ($35.5 million) are two new

CapitalPlanprojectsthatfurtheroffsetdecreasesby$85.3

million. The Stanford Auxiliary Library III Phase 2 ($14.8

million)wasreactivatedfromtheDelayedandSuspended

Projectslist.

Forecasted Projects ForecastedProjectsarethoseanticipatedtoreceiveBoard

ofTrusteesapprovaloverthenextthreeyears.Theseproj-

ects total $1.1 billion (59% of the plan) and are listed on

page78.AswiththeprojectsinDesignandConstruction

describedabove,theseprojectsarecontingentuponfund-

ing.Forthisgroupofprojects,atotalof$75.4million(7%)

remainstobefundraisedand$174.4million(16%)requires

fundingtobeidentified.

Projectcostswithinthiscategoryhaveincreasedby$884.3

million from 2010/11, as a number of new and existing

projectshaveeitherbeenaddedtotheplanormovedinto

the Forecasted Projects category. The most significant

impacttothisfigureisthenewCESIinitiative,whichcar-

ries a project cost of $558 million. Additional projects

addedtotheForecastedProjectssectionaretheEscondido

VillageComstockGraduateStudentHousingandParking

Structure($175million),SatelliteResearchAnimalFacility

($27.5million),1651PageMillRoadTenantImprovements

($23 million), 3165 Porter Drive Tenant Improvements

($22 million), 3155 Porter Drive Tenant Improvements

($15million),CrownQuadRenovation($15million),Sports

Center Expansion ($14 million), Forsythe Data Center

Phase4ElectricalUpgrade($5million),andNorthCampus

ElectronicCommunicationsHub($4.3million).TheHoover

Office Building ($45.6 million) was reactivated from the

Delayed and Suspended Projects table in the 2011/12

CapitalPlan.

InfrastructureStanford’s ongoing efforts to renew its infrastructure,

excluding the CESI initiative, are reflected in a budget of

$275.8million(15%oftheplan).Infrastructurecostshave

decreased from last year’s Capital Plan by $222.2 mil-

lion,duetotheCESIinitiativenowreflectedinForecasted

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Projects. Infrastructureprograms include the Investment

inPlantProgram(PlannedMaintenance),R&DE’sCapital

Improvement Program (CIP), GUP Mitigation Program,

Capital Utilities Program (CUP), Whole Building Energy

RetrofitProgramGroup2,StanfordInfrastructureProgram

(SIP),InformationTechnology&CommunicationsSystems,

Emergency Generators, Lagunita Diversion Facility

Remediation, and Storm Drain projects. GUP mitigation

and SIP projects are funded through construction project

surcharges.Theothercategoriesofprojectsarefundedby

centralfundsordebt.

InvestmentinPlant–PlannedMaintenanceProgram

Annual Investment in Plant assets represents the main-

tenance funds planned to be “invested” to preserve and

optimize Stanford’s existing facilities. These projections

arebasedonthelifecycleplanningmethodology,thekey

conceptbeingthatlifeexpectanciesoffacilitysubsystems

areknownand,asaresult,maintenanceschedulescanbe

predicted.Thisyear’sPlannedMaintenanceProgramalso

includes $5 million in pathway, outdoor structures, and

grounds.Theplannedcostsandfundingtotal$117.6million

andaredetailedbyareaonpage79.

R&DECapitalImprovementProgram

R&DE’s CIP initiative is intended to address health and

safety issues,seismicupgrades,codecompliance,energy

conservationandsustainabilitymeasures,andmajorpro-

grammaticimprovementsinthestudenthousinganddining

physicalplant.CIPprojectsanticipatedoverthenextthree

years total$43.4million. Theplan includescontinuation

ofthecodecomplianceupgradesofvariousRowHouses,

repairs to the Escondido Village slab heating system and

infrastructure, as well as bathroom and kitchen renova-

tions. In an effort to reduce deferred maintenance within

R&DEfacilities,aBacklogReductionInitiative($27.1million)

willbeunderwaytoupgradecriticalbuildingsystemsand

components.UponcompletionofCIPbuildingrenovations,

thefacilitiesaremaintainedthroughtheStanfordHousing

Asset Renewal Program (SHARP) and the Dining Asset

RenewalProgram(DARP).

GUPMitigation

Funding for GUP mitigations is generated by an internal

feeleviedoncapitalprojectsthatincreaseschool/depart-

mentcampusspaceallocations.Thefeeprovidesfunding

necessaryforimplementationofSantaClaraCountyGUP

requirementsandrecommendationsincludingtrails,storm

watermanagement,transportationdemandmanagement,

protection of biological resources and other programs.

Additionally,GUPfeesfundnewparkingspaces.

Stanford reached agreement with Santa Clara County on

theimplementationoftherequiredtrailsintheCountyand

otherjurisdictions.SantaClaraCountysegmentswereper-

mittedforconstructionandbeganin2005.Construction

was suspended when the Committee for Green Foothills

sued the County and Stanford over the adequacy of the

EnvironmentalImpactReport(EIR).Thelitigationwasre-

solvedonFebruary11,2010byaCaliforniaSupremeCourt

rulinginfavorofStanfordUniversityandSantaClaraCounty

to proceed with development of the trails located in the

foothillsalongPageMillRoad.Thetotalestimatedcostfor

alltrailsis$21.7million.

CapitalUtilitiesProgram

The$20.1millionthree-yearplanimproveselectrical,steam,

water, chilled water, and wastewater utility systems. The

annualCUPprogramcoverstheareasofsystemexpansion

($11 million) and system replacement ($9.1 million). The

universityannuallybudgetsforthereplacementofsystems

that are nearing the end of their useful life and expands

systemsasrequiredbycampusgrowth.

Included in the replacement and expansion process are

distribution pipes, conduits, switchgear, Central Energy

Facility(CEF)productionequipment,softwareandhardware

for metering and monitoring utility systems, and water

systems. The CUP program is significantly less than in

prioryearsinanticipationoftheCESIinitiative,whichwill

subsume many energy-related CUP projects in the next

fewyears.

WholeBuildingEnergyRetrofitProgramGroup2

TheWholeBuildingEnergyRetrofitProgramseekstoreduce

energyconsumptioninStanford’slargestenergy-intensive

buildings. The program began in 2003/04 with studies

of the top 12 energy using buildings, representing $15.9

millionofenergyexpensesperyear,ornearly36%ofthe

totalcampusenergyexpense.Ithasnowbeenexpandedto

includethetop26energyusingbuildings,representingan

additional$9.2millionofenergyexpenses(totalof$25.1

million)peryearand60%ofthetotalcampus.Theretrofits

completedthusfarhavedeliveredadiscountedpaybackof

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3.3yearsandPacificGasandElectricrebatesof$440,000.

Anadditional$1.85millioninPG&Erebatesareanticipated

forprojectsinconstruction.

Thetableabovesummarizesthestatusoftheseprojects,

expected annual savings, and early results. It should be

notedthatearlyresultsmaynotbeindicativeofexpected

long-term improvements due to the imprecise nature of

estimatingpotentialenergysavingsfrommajorrenovations

aswellasthetimeneededforthechangestotakefulleffect.

Where resultsvarysignificantly fromexpectations(more

than+5%)andafteratleastonefullannualbuildingcycle

WHOLE BUILDING ENERGY RETROFIT PROGRAM ESTIMATEDANNUALPROJECT RETROFITSTATUS CONSUMPTIONSAVINGS EARLYRESULTS

StaufferI-Chemistry Complete 38% 46%

Gordon&BettyMooreMaterialsResearch1 Complete 32% 10%

PaulAllenCenterforIntegratedSystems(CIS) Complete 15% 14%

Forsythe(George)Hall2 Complete 8% 0%

StaufferII-PhysicalChemistry Complete 38% 43%

GatesComputerScience Complete 29% 27%

BeckmanCenterforMolecularandGeneticMedicine Construction 43%

GilbertBiologicalSciences Construction 34%

CantorCenterforVisualArts Construction 13%

BingWing(GreenLibraryWest) Construction 16%

PsychiatryAcademicandClinicBuilding Design 56%

PackardElectricalEngineering Design 26%

MitchellEarthSciences Design 25%

GreenEarthSciences Study

ClarkCenter Study

ArrillagaAlumniCenter Study

JordanHall Notstarted

VarianPhysicsLaboratory Notstarted

MechanicalEngineeringLaboratory Notstarted

GreenLibraryEast Notstarted

SweetHall Notstarted

RAF1 Notstarted

RAF2 Notstarted

LucasCenter Delayedto2011/12

CenterforClinicalSciencesResearch(CCSR) Delayedto2012/13

HerrinHall-Biology3 Cancelled 1Constructionscopereducedfromoriginalsurvey.2EquipmentinstalledaspartoftheForsytheHallretrofituseslessenergy,however,theinstallation

ofadditionalcomputingequipmenthasoffsettheenergysavingsachievedbytheretrofit3Plannedfordemolition.

haspassed,troubleshootingwillcontinueuntilanyidenti-

fiedproblemsareaddressedandexpectationsaremetor

exceeded.Thistroubleshootingwillbeundertakenunless

unforeseenbuildingchangesorweatherpatterns, though

unlikely,materiallyaffectthedesignintentoftheretrofit.

StanfordInfrastructureProgram

TheSIPconsistsofcampusandtransportationprojectsand

programsfortheimprovementandgeneralsupportofthe

university’s academic community, hospitals, and physical

plant.SIPexpendituresareexpectedtototal$12.2million

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overthenextthreeyears(excludingfundingforreplacement

parkingspaces). SIPprojects include theconstructionof

campus transit improvements, parking lot infrastructure

improvements, site improvements, landscape design and

enhancements,bicycle,cartandpedestrianpaths,lighting,

signage,andoutdoorart.

InformationTechnologyandCommunicationSystems

Theuniversity’scomputingandcommunicationssystems

provide comprehensive data, voice and video services to

thecampuscommunity.Overtime,thesesystemsmustbe

improvedand/orreplacedsothataconsistentlyhighlevelof

servicecanbemaintained.Additionally,newtechnologies

areimplementedthatprovidemoreefficient,faster,and/or

morecost-effectivesolutions.For2011/12-2013/14,atotal

of $8.3 million has been allocated for upgrades to these

criticaluniversitysystems.

EmergencyGenerators

Comprehensiveemergencypreparednessplanningincludes

theinstallationofemergencygeneratorsatmajorhousing

and dining facilities throughout campus. In the 2011/12-

2013/14CapitalPlan,thecostoftheemergencygenerators

programis$2.4million.

LagunitaDiversionFacilityRemediation

TheLagunitaDiversionFacilityonSanFrancisquitoCreek

consistsofadam,waterdiversionfacilities,andafishladder

toallowpassageprimarilyforsteelhead.Waterdiversion

operationswerediscontinuedat this facility in the 1980s

becauseofrepeatedcollapseofthediversionchanneland

the facility’s replacementbyadownstreampumpstation

diversionfacility.TheStateofCaliforniaDepartmentofFish

andGamehasexpressedconcernsaboutthefacility’sad-

equacyforfishpassage,andStanfordhasproposedremoval

oftheentiredamanddiversionfacilityaspartoftheHabitat

ConservationPlan,currentlyunderreviewbyfederalagen-

cies. Theuniversityestimates that the remainingproject

coststoremovethefacilityandstabilizethecreek’sbanks

willbe$1million.

StormDrains

Theongoingstormdrainageprogramincludesprojectsfor

improvingandexpandingthecapacityofthecampusstorm

drainagesystem,replacingdeterioratedpipes,andimprov-

ing drainage around buildings. In addition, increasingly

stringentstormwaterqualityregulationsarenecessitating

newstormwatertreatmentapproachessuchasbioswales,

bioretention, and storm water capture to minimize con-

taminationconveyedtonaturalwaterbodiesfromcommon

storms.Thesetreatmentapproacheswillbe incorporated

on new building sites by those projects, where feasible.

Thisprogramcoverscampus-widestormwatertreatment

facilitiesthatmeettheserequirementsbeyondthosemetby

newbuildingprojects.Theestimatedcostfortheprogram

for2011/12-2013/14is$900,000.

Other Stanford EntitiesInanefforttopresentacomprehensiveviewofuniversity

plannedconstruction,thecapitalplanningprocesshasin-

cludedrealestateinvestments,theStanfordHospitaland

Clinics(SHC),LucilePackardChildren’sHospital (LPCH),

andtheSLACNationalAcceleratorLaboratory. Although

theCapitalPlantablesattheendofthischapterdonotin-

cludetheseotherentities,briefdescriptionsoftheircapital

programsfollow:

RealEstateInvestments

Underanapprovedlandusedevelopmentagreementwith

theCityofPaloAlto,knownastheMayfieldAgreement,the

RealEstatedivisionwillbemasterplanningtheconversion

ofsomecommercialsitesontheedgesoftheResearchPark

toresidentialsitesbytheyear2014,whentheunderlying

groundleasesexpire.TheRealEstategrouphasbegunthe

earlyplanningphase for thesedevelopmentprojects;de-

tailedplansandprojectcostswillbedeterminedinfuture

years.

StanfordHospitalandClinicsandLucilePackardChildren’sHospital

The Stanford University Medical Center (SUMC) is re-

questingentitlementsinPaloAltotocreateanewhospital

zone,whichwouldallowdevelopmentofapproximately1.3

millionsquarefeetofnetnewhospital,clinic,andmedical

office space. Approval of the SUMC entitlements would

permittherenovationandexpansionofStanfordHospital

andClinics,theLucilePackardChildren’sHospitalandthe

buildingofnewmedicalschool facilities. Inaddition, the

new zone would allow for an increase in the height limit

from50 feet to 130 feet. Theestimatedprojectcostsof

the Stanford Hospital and Clinics and the Lucile Packard

Children’sHospitalare$2billionand$1billion,respectively.

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Sincethefallof2006,representativesfromthetwohospi-

tals,theSchoolofMedicine,anduniversityadministration

(including Land, Buildings and Real Estate, Public Affairs,

and the Office of the General Counsel) have worked to-

gether to manage the entitlement process. The formal

projectapplicationwassubmittedinAugust2007.TheCity

CouncilhearingonthefinalEnvironmentalImpactReport

(EIR)andapprovaloftheDevelopmentAgreementisnow

targetedforMay2011.

SLACNationalAcceleratorLaboratory

InFebruary2011,theSLACNationalAcceleratorLaboratory

completed its Long-Range Development Plan with its vi-

siontoconsolidateresearchactivities,upgradeinfrastruc-

ture,and/ordemolishandrenovate facilities. In2011/12,

the Research Support Building (RSB) and Infrastructure

Modernizationproject,totalingapproximately$97million

fundedbytheDepartmentofEnergy(DOE),willbeginat

theSLACNationalAcceleratorLaboratorycampusand is

scheduledforcompletionby2014.Theenablingprojects

include the construction of a new 64,000 gross square

foot building to house accelerator research staff at the

RSB,renovationoftwomission-supportbuildings,andthe

demolitionof64,000squarefeetofsubstandardbuildings

andtrailers.

Additional projects within the Long-Range Development

planincluderenovationofofficespaceandconstructionof

newlaboratoryspacefortheStanfordInstituteforMaterials

andEnergyScience(SIMES)program,constructionofanew

ScienceandUserSupportBuilding,andtheconstructionof

theLinacCoherentLightSourceII(LCLS-II)facilities(see

Chapter 2 SLAC National Accelerator Laboratory section

foradditionalprojectdetails).

SLACNationalAcceleratorLaboratoryiscollaboratingwith

theuniversitytodetermineafeasiblesolutionforascalable,

efficient and high density scientific research computing

facility as data centers at both SLAC and on campus are

currentlyoperatingatmaximumcapacity.

Overall SummaryA summary table of the 2011/12–2013/14 three-year

Capital Plan appears on page 74. Included are projects

andprogramsinDesignandConstruction,Forecasted,and

Infrastructurethatareanticipatedtocommenceinthenext

threeyears.

Todifferentiatebetweentheestimatedcostsofthethree-

yearCapitalPlanandtheforecastedspendingtocomplete

its projects and programs, an additional table (Capital

Plan Cash Flows) is included along with the Capital Plan

Summary.Thistableforecaststheexpenditureoutflowof

theCapitalPlanbasedonprojectandprogramschedules.

Thesecashexpendituresareanticipatedtobespentovera

periodextendingbeyond2013/14.

Operating(includingutilities),maintenance,anddebtser-

vicecostswillimpacttheuniversity’soperatingbudgetonce

the construction is substantially complete. Although the

CapitalPlanSummaryshowsthefullbudgetimpactofall

completedprojects,itisimportanttonotethatthisimpact

aligns with the project completion schedule and will be

absorbedbytheuniversitybudgetoveraperiodbeyondthe

three-yearplanbasedonactualprojectcompletiondates.

AtableentitledCapitalPlanImpactonBudgetisincluded

withtheCapitalPlanSummaryandCapitalPlanCashFlows

tabletoforecastthebudgetimpactbyareaofresponsibility

(e.g.,generalfunds,formulaschools,etc.).

Thetablesattheendofthischapterprovideadetailedlist

oftheprojectsincludedintheCapitalPlan.Theaccompa-

nyingtextsummarizestheseprojectsinordertopresenta

comprehensiveviewofallplannedconstructiononStanford

lands.

The following sections address the Capital Plan funding

sourcesanduses,alongwithresourceconstraints.

Capital Plan Funding Sources Asthefirstchartonpage75shows,Stanford’sCapitalPlan

reliesonseveral fundingsources includingCurrentFunds

(whichincludetheCapitalFacilitiesFund,fundsfromuni-

versityandschoolreserves,GUPandSIPprogramsanda

subvention from the Hoover Institution), gifts, and debt.

Dependinguponfundraisingrealitiesandtimeframes,some

projectswillprovemoredifficultthanotherstocomplete.

As a result, it is possible that additional projects on the

CapitalPlan—beyondthosealreadydelayedorsuspended—

willhavetobecancelled,delayed,orscaledbackinscope.

ForanyprojectsrelyingonGiftstobeRaised,theOfficeof

Development has determined that fundraising plans are

feasible, although the time frames for the receipt of gifts

aresubjecttochange.ResourcestobeIdentifiedincludes

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SUMMARY OF THREE-YEAR CAPITAL PLAN 2011/12-2013/14[IN MILLIONS OF DOLLARS] PROJECTFUNDINGSOURCE

GIFTS UNIVERSITYDEBT ANNUALCONTINUINGCOSTS

SERVICE ESTIMATED CAPITAL CENTER/ RESOURCES PROJECT BUDGET CURRENT INHANDOR TOBE AUXILIARY ACADEMIC TOBE DEBT OPERATIONS& COST 2011/12 FUNDS1 PLEDGED RAISED DEBT DEBT IDENTIFIED2 SERVICE MAINTENANCE3

ProjectsinDesign&Construction 495.3 183.4 74.2 220.8 111.0 9.2 9.8 70.3 1.2 8.9

ForecastedProjects 1,106.1 160.6 108.9 45.2 75.4 621.0 81.2 174.4 48.6 14.1

Total Construction Plan 1,601.4 344.0 183.1 266.0 186.4 630.2 91.0 244.7 49.8 23.0

InfrastructurePrograms 275.8 111.5 149.7 92.0 23.3 10.8 8.2 0.3

TotalThree-YearCapitalPlan2010/11-2012/13 1,877.2 455.5 332.8 266.0 186.4 722.2 114.3 255.5 58.0 23.3

1IncludesfundsfromuniversityandschoolreservesandtheGUPandSIPprograms.Alsoincludesthe$20millionHooversubventionfortheMcMurtry(Art)Building.

2Anticipatedfundingforthiscategoryisthroughacombinationofschool,department,universityreserves,andothersources.3Operations&Maintenanceincludesplannedandreactive/preventativemaintenance,zonemanagement,utilities,contracts,groundsandoutdoorlighting.

CAPITAL PLAN CASH FLOWS [IN MILLIONS OF DOLLARS] 2014/15& 2010/11&PRIOR 2011/12 2012/13 2013/14 THEREAFTER TOTAL

ProjectsinDesign&Construction 126.3 183.4 78.7 79.5 27.4 495.3

ForecastedProjects 12.1 160.6 330.4 309.8 293.2 1,106.1

Total Construction Plan 138.4 344.0 409.1 389.2 320.6 1,601.4

InfrastructurePrograms 11.0 111.5 88.9 62.9 1.6 275.8

TotalThree-YearCapitalPlan2011/12-2013/14 149.4 455.5 498.0 452.1 322.2 1,877.2

CAPITAL PLAN IMPACT ON BUDGET [IN MILLIONS OF DOLLARS] 2014/15& 2012/13 2013/14 THEREAFTER TOTAL

DebtService

GeneralFunds 2.0 0.6 2.6

FormulaandOtherSchools 2.3 1.2 3.5

Auxiliary 0.6 2.1 5.6 8.3

ServiceCenter 0.6 1.1 41.9 43.6

TotalDebtService 3.5 6.4 48.1 58.0

OperationsandMaintenance

GeneralFunds 2.5 1.9 12.5 16.9

FormulaandOtherSchools 1.2 0.1 1.3

Auxiliary 0.3 0.9 2.5 3.7

ServiceCenter 0.3 0.2 0.9 1.4

TotalOperationsandMaintenance 4.3 3.1 15.9 23.3

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funds yet to be fully identified, with the expectation that

fundswillcomefromacombinationofschool,department

anduniversityreserves,andothersources.

Uses of Funds by Program Category and Project TypeThe chart above divides the Capital Plan activity into

program categories—Academic/Research, Infrastructure,

Academic Support, Housing, and Athletics/Student

Activities—with the largest category being Infrastructure

at 45% of the Capital Plan. The chart below breaks out

the same activity into project types—New Construction,

Infrastructure, and Renovations—with Infrastructure and

NewConstructioncomprising45%and43%of theplan,

respectively.Notably,becauseofthecompletionofseveral

majorprojectsduring2010/11,Academic/Researchhasa

relativelysmallerportionofactivitycomparedtolastyear’s

CapitalPlanwithadeclinefrom45%to23%oftheplan.

Conversely,theInfrastructureportionoftheplan—whether

viewed as a program category or a project type—will in-

creasefrom33%oflastyear’splantobecome45%ofthis

year’splanduetotheinclusionoftheCESIinitiative.

Capital Plan Constraints

Affordability

Theincrementalinternaldebtserviceexpectedatthecom-

pletionofallprojectscommencing in the three-yearplan

period(completiondatesrangefrom2011/12to2018/19)

totals$58millionannually(excludingdebtservicefordebt

bridgefinancingthereceiptofgifts).Ofthisamount,$2.6

millionwillbeservicedbygeneral funds,$51.9millionby

auxiliaryorservicecenteroperations,and$3.5millionby

formulaschools(theGSBandSoM).

TheadditionalO&Mcostsexpectedatthecompletionofall

projectscommencing inthethree-yearperiodtotal$23.3

millionperyear.Ofthisamount,$16.9millionwillbeser-

vicedbygeneralfunds,$5.1millionbyauxiliaryandservice

centeroperations,and$1.3millionbytheformulaschools.

O&Manddebtserviceoncapitalprojectscompetedirectly

withotheracademicprograminitiatives.

2011/12–2013/14USESOFFUNDSBYPROJECTTYPE:$1.9BILLION

Infrastructure45%

Renovations12%

NewConstruction

43%

THEPLAN2011/12–2013/14:$1.9BILLION

Service Center/Auxiliary Debt

38%

Academic Debt6%

Gifts to be Raised10%

Current Funds18%

Resources to be Identified14 %

Gifts in Hand or Pledged

14%

Infrastructure45%

Housing14%

Athletics/Student Activities

2%Academic Support16%

Academic/Research23%

Sources of Funds Uses of Funds by Program Category

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DebtCapacity

AsofMay2,2011debtavailabletofinancecapitalprojects

andfacultymortgagesisestimatedat$763million,includ-

ing$269millionoftaxablecommercialpaper,$218million

oftax-exemptcommercialpaper,$40millionofunexpend-

edtax-exemptbondproceedsand$236millionunexpended

taxablebondproceeds.Inaddition,throughfiscalyear-end

2010/11,$106millionfrominternalamortizationondebt-

funded projects will become available to lend to projects

and$101millioninforecastedpledgepaymentswillretire

debtissuedtobridgefinancethereceiptofgifts.

TheCapitalPlanwillrequireatotalof$746millionofdebt:

n $243milliontocompleteprojectsalreadyapprovedor

underconstruction,

n $319 million for projects forecast to be approved in

2011/12,

n $184milliontobridgefinancethereceiptofgiftpledges

forprojectsunderconstruction.

AdditionaldebtwillberequiredtofinancetheFacultyStaff

Housingprogram.AsofMay2,2011theportfolioofdebt-

subsidizedmortgageshadincreasedby$11millionto$388

million.

Projectsidentifiedinthethree-yearCapitalPlancommenc-

ing after 2011/12 will require an additional $524 million

in long-term debt. Debt for these projects has not been

committedandallocationswillbeevaluatedinthecontext

ofdebtcapacity,affordability,viabilityofthefundingplan,

andGUPlimitations.

Entitlements

The Stanford campus comprises 8,180 acres, which fall

withinsix jurisdictions. Of this total,4,017acres, includ-

ingmostofthecentralcampus,arewithinunincorporated

SantaClaraCounty.

InDecember2000,SantaClaraCountyapprovedaGeneral

UsePermit(GUP)thatallowsStanfordtoconstructupto

2,035,000additionalgrosssquarefeetofacademic-related

buildings on the core campus. The GUP also allows the

constructionofupto2,000newstudenthousingunitsand

over1,000unitsofhousingforpostdoctoralfellows,medi-

calresidents,faculty,andstaff.

Conditionsofapprovalincludedthefollowing:

n Creationofanacademicgrowthboundary to limit the

buildableareatothecorecampus

n Approval of a sustainable development study (SDS)

beforenewconstructionisdevelopedbeyondonemil-

liongrosssquarefeet.(TheSDSwasapprovedbySanta

ClaraCountyinApril2009.)

n Constructionof605unitsofhousingforeach500,000

grosssquarefeetofnewacademicbuilding

GiventhestringentrequirementsimposedbytheGUPand

theincreasinglydifficultentitlementenvironment,Stanford

carefullymanagestheallocationofnewgrowth.Thetotal

GUPsquarefootageallocationwasoriginallyprojectedtobe

expendedover15yearsatanaveragerateofapproximately

135,000grosssquarefeetperyear.Subsequentexperience

haslengthenedthisprojection.

The 2011/12–2013/14 Capital Plan includes 356,850

gross square feet of GUP square feet currently in Design

and Construction and 120,338 net GUP square feet in

ForecastedProjects.Thissquarefootage,alongwithgross

squarefeetpreviouslyallocated,bringsthetotalGUP2000

grosssquarefeetexpendedorplannedtooveronemillion.

Giventheuniversity’slonger-termcapitalforecast,coupled

withfundingandaffordabilitychallengesandongoingscru-

tinyofexpansion,thecurrentGUPallocationmayextend

through2025.

WiththecompletionoftheEscondidoVillageConversions

andvarioushousingunitcredits,Stanfordwillhaveadded

1,448netnewhousinglinkageunitssinceapprovalofthe

GUP. The completion of these units will enable the uni-

versity to construct up to 1.5 million gross square feet of

newacademicspaceundertheGUP.Theconstructionof

squarefootagebeyondthisamountwillrequireadditional

housingunits.

CAPITAL PLAN PROJECT DETAIL

The tables on the following three charts show projects

grouped within three categories: Projects in Design and

Construction, Forecasted Construction Projects, and

InfrastructureProjectsandPrograms.

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