Operating Budget Plan

2012-2013
Operating & Capital

BUDGET PLAN
MAY 2012
201213
OPERATING AND CAPITAL

BUDGET PLAN
201213
PUBLISHED BY
The Division of Planning and Budget
Cornell University
CONTACT
440 Day Hall
Ithaca, New York 14853
607-255-0155
dpb.cornell.edu
DESIGN
Zanzinato
PHOTOGRAPHY
Colleen Anderson, Robert Barker/CU,
Lindsay France/CU, Jason Koski/CU,
University Photography
May 2012
Copyright 2012 Cornell University.
All rights reserved.
Additional copies of this document
are available at:
dpb.cornell.edu/FP_Current_Pubs.htm
Cornell University is an equal-opportunity,
affirmative-action employer and educator.
Contents
FROM THE VICE PRESIDENT ................................
03
APPENDICES.............................................................
45
Academic Year Tuitions............................................
46
OPERATING BUDGET HIGHLIGHTS ....................
04
Student Fees and Other Tuition Rates...................
47
Composite Operating Budget ........................................
05
Enrollment Assumptions..........................................
48
Operating Budget Details................................................
08
Profile: Class of 2015.................................................
49
Ithaca Campus Summary ...............................................
09
Undergraduate Tuition and Fees, Room and
Ithaca Campus Detail.......................................................
10
Board Ivy League, Peer, and Common
Ithaca Campus College Plans.........................................
12
Acceptance Institutions ...........................................
Weill Cornell Medical College Plan Detail ....................
18
CORNELLNYC TECH CAMPUS ..............................
20
52
Undergraduate Tuition and Fees Selected

Public and Land-Grant Institutions.........................
53
Tuition and Fees Selected Medical Colleges.....
53
G Average Nine-Month Faculty Salaries Selected
BALANCING THE BUDGET AND THE CHANGING

EDUCATIONAL COST AT CORNELL .....................
22
IMPLEMENTING ADMINISTRATIVE EFFICIENCIES
25
THE NEW BUDGET MODEL ...................................
26
INSTITUTIONAL INTELLIGENCE ...........................
27
CORNELL IN THE RANKINGS ................................
28
SPACE PLANNING
GUIDANCE AND UTILIZATION STUDY.................
CAPITAL PLAN 2012-13 ......................................
30
32
Approved Capital Activity ...............................................
36
Sources and Uses of Capital Expenditures .................
40
Summary of External Debt Financing...........................
41
Debt Service by Operating Unit .....................................

Current Lease Commitments
and Lease Extensions ......................................................
42
43
Research Institutions ................................................
54
H Undergraduate Financial Aid ...................................
55
56
New York State Appropriations...............................

Facilities and Administrative Costs and Employee
Benefits Billing Rates ................................................
57
Investment Assets, Returns, and Payouts ...........
58
Endowment Market Value for Selected

Institutions ..................................................................
59
M Gifts/Contributions Through March 31, 2012 ...
60
N Cornell Now Campaign Through March 31, 2012
61
O Projected Maintenance Funding Ithaca Campus
62
Work Force - Ithaca Campus ...................................
63
Q Room and Board Rates Ithaca Campus..............
64
Ithaca Campus Faculty Peers by College..............
65
Capital Project Spending Guidelines......................
66
Guidelines for Space Needs Studies ......................
68
Procedure for the Reallocation of Space ..............
70
Space Management Principles................................
72
W Division Directory.......................................................
73
From the Vice President
Figure 1. FY 2012-13 Revenues
Figure 2. FY 2012-13 Expenditures
OVERVIEW

TO THE CORNELL UNIVERSITY
BOARD OF TRUSTEES
Operating revenue is expected to increase by 3.2

percent for the Ithaca campus in 2012-13 and increase
by 7.9 percent for the Joan and Sanford I. Weill Medical
College and Graduate School of Medical Sciences
(including the Weill Cornell Medical College in Qatar).
Across the university, revenues are planned to increase
5.1 percent from the current-year forecast, to $3.4 billion,
and operating expenditures are expected to increase 3.3
percent, to $3.4 billion. This growth reflects activity
for the faculty renewal program, the Qatar Biomedical
Research Agreement, and new clinical offices in
Manhattan. Figures 1 and 2 on the facing page provide
a functional overview of revenues and expenses.
After several difficult years of staff and expense
reductions, the Ithaca campus structural budget will
be balanced by the end of 2012-13. We have collectively
identified predictable, recurring revenue to cover all
predictable, recurring expenses. In order to balance
the budget by year-end, the Ithaca campus is incorporating an additional $16.1 million of expenditure
reductions and reallocations in its fiscal 2012-13 budget.
Units will continue to use operating fund balances to
bridge and initiate important academic and administrative priorities, including funding for capital projects.
This budget contains over $53 million in fund balance
transfers.
Along with a balanced structural budget, the development of a coherent and transparent budget model,
accurate and well managed information, and sound
The new budget model and its underlying principles

will bring transparency and greater mutual understanding to the Ithaca campus. This summer, the
Division of Planning & Budget will work with deans
and administrators across campus to recreate the
2012-13 budget under the new budget model. This mock
budget will serve as a foundation for comparisons,
discussion, and adjustments. Implementation of the
new model is planned for 2013-14.
In its mission to provide central, official, accurate,
and unbiased information and analysis, Institutional
Research and Planning (IRP) has revamped its website
to support planning, decision-making, and reporting
obligations for the entire Ithaca campus. Recent reports and surveys include enrollment and graduation
rate reports and the 2012 senior survey. One report
highlighted on the new website Profile: Class of
2015 is also included in Appendix D.
Managing space is instrumental to optimizing the use
of resources and advancing the priorities of the university. With this understanding, three new space
guidance documents have been developed to define
principles of space management and provide guidance
on the reallocation of space. A campus-wide space
utilization study will document the current use of nonresidential space on campus to inform future decisions.
We are grateful for the commitment from our alumni,
trustees, advisors, friends, faculty, staff and students
because their support keeps us on the cutting edge
and makes these plans possible.
Elmira Mangum, PhD

Vice President for Planning and Budget
The Cornell University 2012-13 operating and capital

budget plan contains detailed budgets for the two
operating divisions of the university and a summary
capital plan. For the first time, the 2012-13 operating
budget includes activity for the new CornellNYC Tech
campus, shown within the Ithaca campus. While the
new campus will take shape over a few decades, initial
plans for degree offerings are well underway.
guidance documents are all critical for the long-term

health of the institution. To this end, important
initiatives are underway in each of these three areas.
Operating Budget - Highlights
Operating Budget Highlights
COMPOSITE OPERATING BUDGET
Cornells composite operating plan for 2012-13 is

based on the plans of its two main divisions: the
Ithaca campus and the Weill Medical College (with
campuses in New York City and Doha, Qatar). The
schedule on the facing page shows the overall university plan, with summary and detail plans for each
campus immediately following.
Resources
Revenues are projected at $3.4 billion, an increase of
5.1 percent from the 2011-12 forecast.
Tuition and fee revenues are planned to increase 4.9
percent, based on approved tuition rate increases.
The net increase in investment/endowment distribution is expected to be 4.8 percent, primarily due
to the planned 4.5 percent increase in the Long
Term Investment Pool (LTIP) payout, from $2.20
to $2.30 per share.
The combination of unrestricted and restricted
gifts for general operations is expected to increase
from the 2011-12 forecast with the Ithaca campus
planning increases from the Cornell Now campaign
and faculty renewal which are partially offset by a
slight decline at Weill.
Direct costs of grants and contracts for sponsored
programs are expected to decrease 6.2 percent
and recoveries of facilities and administrative
costs related to those programs are projected to
decrease 3.4 percent. Qatar sponsored revenues is
planned to increase by 36.9 percent, reflecting
program support of the Qatar Biomedical Research
Agreement. Sponsored direct and facilities and
administrative recovery is planned in total at
$582.1 million.
State appropriations are planned at $133.8 million.
This projection is considered to be final based on
projections provided by the State University of
New York (SUNY) and the New York State Executive Budget (See Appendix I for additional details
on state appropriations).
Revenues from the Physician Organization are

projected to increase $67 million over the 2011-12
forecast due to the opening of new clinical offices in
Manhattan and the expansion of network physicians.
Enterprise sales and services are projected to
increase 5.5 percent, reflecting rate increases for
student housing and dining services.
Uses of Resources
Expenditures are planned at $3.4 billion, an increase
of 3.3 percent from the forecast for 2011-12.
Salaries, wages, and benefits are projected to
increase $83.8 million or 4.7 percent, due to
compensation increases and new hires under
the faculty renewal program.
Undergraduate financial aid is expected to
increase by $9.3 million or 4.1 percent over the
2011-12 forecast.
Graduate and professional financial aid is projected to decrease by $6.1 million or 3.9 percent
from the 2011-12 forecast. This decrease is largely
the result of the decline in sponsored awards.
General expenses are projected to decrease $11.6
million or 1.4 percent from the forecast for 2011-12.
Qatar expenses in support of the academic program and research are expected to increase $29.0
million due to academic programs in Qatar and
the Biomedical Research Agreement.
Other expenses, including capitalized equipment
and books, are projected to decrease $6.7 million
or 13.8 percent.
Internal debt service is projected to increase $9.4
million due to interest payments for the Belfer
Research Building.
Transfers To/From Fund Balances

Net transfers from operating funds are planned to
total $62.5 million, with $4.3 million transferred in
from funds functioning as endowment to support
operations, $120 million transferred to plant funds to
support non-debt financed capital project expenditures and equipment renewal and replacement, and
$53.2 million transferred in from unit reserves to
support one-time expenditures.
Table 1: Composite Operating Budget

(dollars in thousands)
10-11
Actual
Resources
11-12
Budget
11-12
Forecast
12-13
Plan
Change from
Forecast to Plan
Dollars
Percent
Tuition & Fees
786,781
821,047
836,453
877,316
40,863
4.9%
2.
Investment/Endowment Distribution
288,707
282,712
287,437
301,130
13,693
4.8%
3.
Unrestricted Gifts
60,422
52,732
52,565
69,348
16,783
31.9%
4.
Restricted Gifts
126,634
103,784
104,831
117,892
13,061
12.5%
5.
Sponsored Programs (Direct)
466,522
435,188
431,961
405,070
(26,891)
-6.2%
6.
Sponsored Programs (F&A)
144,855
136,622
136,789
132,095
(4,694)
-3.4%
7.
Sponsored Programs (Qatar)
25,379
54,247
32,779
44,889
12,110
36.9%
8.
Institutional Allowances
33,432
36,330
34,063
37,389
3,326
9.8%
9.
State Appropriations
145,999
132,652
132,652
133,774
1,122
0.8%
18,014
19,367
19,367
19,409
42
0.2%
11. Physician Organization (PO)
577,512
648,007
663,909
730,865
66,956
10.1%
12. NYPH (Purchased Services)
99,267
98,391
99,615
100,359
744
0.7%
13. Enterprise Sales & Services
169,836
159,013
175,307
184,941
9,634
5.5%
70,496
83,622
68,285
85,018
16,733
24.5%
10. Federal Appropriations
14. Qatar Foundation

15. Educational Activities and Other Sources
225,152
173,789
183,946
185,854
1,909
1.0%
3,239,008
3,237,503
3,259,959
3,425,349
165,390
5.1%
1,727,012
1,767,493
1,792,368
1,876,158
83,789
4.7%
18. Undergraduate Financial Aid
206,576
224,502
224,502
233,755
9,253
4.1%
19. Graduate Financial Aid
154,519
153,636
154,147
148,088
(6,059)
-3.9%
20. General Expense
16. Subtotal In-Year Revenues
Uses of Resources
17. Salaries & Wages (Including Benefits)
773,236
783,488
809,163
797,560
(11,603)
-1.4%
21. Qatar
94,777
137,069
100,164
129,207
29,043
29.0%
22. Other Expenses
51,009
48,468
48,468
41,784
(6,684)
-13.8%
3,007,129
3,114,656
3,128,812
3,226,551
97,739
23. University Cost Redistributions

24. Subtotal Expenditures
25. Internal Expense on Taxable Debt
3.1%
25,927
24,651
26,000
24,500
(1,500)
-5.8%
26. Debt Service
110,200
98,540
99,022
109,966
10,944
11.1%
27. Subtotal Debt Repayment
136,127
123,191
125,022
134,466
9,444
7.6%
95,752
(344)
6,125
64,332
58,208
28. Net Before Transfers
Transfers (to)/from Fund Balances

29. Endowment
(11,830)
6,868
15,775
4,291
(11,484)
30. Plant/Project Support
(56,915)
(68,753)
(66,153)
(119,997)
(53,844)
64,145
64,145
53,216
(10,929)
32. Subtotal Transfers
31. Reserves
(68,745)
2,260
13,767
(62,491)
(76,258)
33. Net from Operations
27,007
1,916
19,892
1,841
(18,051)
1.
Table 2: Composite Operating Budget - by Division

Resources
Medical
College
12-13
Plan
11-12
Forecast
Change from
Forecast to Plan
Dollars
Percent
1.
Tuition & Fees
848,422
28,894
877,316
836,453
40,863
4.9%
2.
255,372
45,758
301,130
287,437
13,693
4.8%
3.
Unrestricted Gifts
67,198
2,150
69,348
52,565
16,783
31.9%
4.
Restricted Gifts
67,995
49,897
117,892
104,831
13,061
12.5%
5.
280,381
124,689
405,070
431,961
(26,891)
-6.2%
6.
86,233
45,862
132,095
136,789
(4,694)
-3.4%
7.
44,889
44,889
32,779
12,110
36.9%
8.
37,389
37,389
34,063
3,326
9.8%
9.
133,650
124
133,774
132,652
1,122
0.8%
19,409
19,409
19,367
42
0.2%
730,865
730,865
663,909
66,956
10.1%
100,359
100,359
99,615
744
0.7%
144,472
40,469
184,941
175,307
9,634
5.5%
85,018
85,018
68,285
16,733
24.5%
10. Federal Appropriations

129,493
56,362
185,854
183,946
1,909
1.0%
2,032,625
1,392,725
3,425,349
3,259,959
165,390
5.1%
1,088,650
787,508
1,876,158
1,792,368
83,789
4.7%
Uses of Resources
Ithaca
Campus
233,755
233,755
224,502
9,253
4.1%
128,745
19,343
148,088
154,147
(6,059)
-3.9%
20. General Expense
379,449
418,111
797,560
809,163
(11,603)
-1.4%
129,207
129,207
100,164
29,043
29.0%
-13.8%
21. Qatar
22. Other Expenses
41,784
41,784
48,468
(6,684)
(2,016)
2,016
1,870,366
1,356,185
3,226,551
3,128,812
97,739
3.1%
24,500
24,500
26,000
(1,500)
-5.8%
26. Debt Service
76,524
33,442
109,966
99,022
10,944
11.1%
101,024
33,442
134,466
125,022
9,444
7.6%
61,235
3,098
64,332
6,125
58,208

29. Endowment
31. Reserves
4,291
4,291
15,775
(11,484)
(118,497)
(1,500)
(119,997)
(66,153)
(53,844)
53,216
53,216
64,145
(10,929)
(60,991)
(1,500)
(62,491)
13,767
(76,258)
244
1,598
1,841
19,892
(18,051)
Operating Plan Highlights
We are grateful for the commitment from

our alumni, trustees, advisors, friends,
faculty, staff and students because their
support keeps us on the cutting edge and
makes these plans possible.
Operating Budget - Details

ITHACA CAMPUS
Resources
Revenues are planned at $2.0 billion, an increase of
3.2 percent from the 2011-12 forecast.
Tuition and fee revenues are planned to increase
Operating Budget Details
$40.4 million, or 5.0 percent, from the 2011-12

forecast based on increases in tuition rates for the
Ithaca campus (see Appendix A).
Investment resources are projected to increase
$11.1 million from the 2011-12 forecast. Distributions
from the Long Term Investment Pool payout will
increase by 4.5 percent (to $2.30 per unit share in
2012-13). Other planned investment activity includes a continued withdrawal of $35 million for
undergraduate financial aid and the retirement
of taxable debt.
Unrestricted and restricted gifts to current
operations are anticipated to increase over 2011-12
projections, totaling $135.2 million, due to the
Cornell Now Campaign and continuation of the
faculty renewal program and other campus
initiatives.
Sponsored program direct and facilities and
administrative costs are projected to total $366.6
million in 2012-13, a decrease of 7.0 percent from
the 2011-12 forecast. This decrease is attributable
in large part to a reduction in sponsored activity
in Arts & Sciences, Human Ecology, Veterinary
Medicine, and the Research Centers.
State appropriations, including special purpose
appropriations are planned at $133.7 million, reflecting a net increase of 0.8 percent from the
2011-12 forecast. This estimate includes some
additional funds for Veterinary Medicine and
Cooperative Extension and is considered to be
final based on the projections provided by the
State University of New York (SUNY) and the
New York State Department of Budget (see
Appendix I ).
Use of Resources
Expenditures are planned at $2.0 billion, a decrease of
0.4 percent from the forecast for 2011-12.
Salaries, wages, and benefits are projected to
increase $35.2 million or 3.3 percent. This increase
is attributable to a planned three percent salary
improvement program, a one percent increase in
the endowed fringe benefit rate, and new hiring
under the faculty renewal program.
Undergraduate financial aid is planned to increase
by $9.3 million or 4.1 percent over the 2011-12 forecast due to the growth in tuition and its corollary
effect on financial aid.
Graduate and professional financial aid is projected
to decline by $6.1 million or 4.5 percent from the
2011-12 forecast mainly due to the decline in sponsored support of graduate financial aid.
General expenses are planned at $379.4 million,
showing a decrease of $35.1 million or 8.5 percent
from the 2011-12 forecast . Significant components
of the total plan include $93 million for sponsored
research activities; $103.7 million for utilities, rent,
and taxes; and $59.0 million for planned repair
and maintenance costs.
Other expenses are projected to decrease by $6.7
million from 2011-12. This category includes capitalized equipment and books.
Internal debt service is planned to remain comparable to the 2011-12 forecast. Internal expense on
taxable debt is planned at $24.5 million in accordance with the planned repayment schedule for
$500 million of taxable debt secured in 2008-09.
Net transfers from operating funds are planned to

total $61.0 million, with $4.3 million transferred in
from funds functioning as endowment to support
operations, $118.5 million transferred to plant funds
to support non-debt financed capital project expenditures and capitalized equipment, and $53.2
million transferred in from unit reserves to support
one-time expenditures. Major project activities
include Gates Hall, the Humanities building, and
various maintenance and infrastructure projects.
Table 3: Ithaca Campus - Summary

Resources
10-11
Actual
11-12
Budget
11-12
Forecast
12-13
Plan
Change from
Forecast to Plan
Dollars
Percent
1.
Tuition & Fees
757,915
792,182
808,000
848,422
40,422
5.0%
2.
247,120
241,121
244,322
255,372
11,050
4.5%
3.
Unrestricted Gifts
56,908
50,422
50,422
67,198
16,776
33.3%
4.
Restricted Gifts
67,492
54,378
54,452
67,995
13,543
24.9%
5.
329,990
305,475
305,475
280,381
(25,094)
-8.2%
6.
90,953
88,880
88,880
86,233
(2,647)
-3.0%
8.
145,788
132,529
132,529
133,650
1,121
0.8%
9.
Federal Appropriations
18,014
19,367
19,367
19,409
42
0.2%
132,656
135,738
135,738
144,472
8,734
6.4%
175,147
129,687
129,687
129,493
(194)
-0.1%
2,021,983
1,949,779
1,968,872
2,032,625
63,753
3.2%
1,022,788
1,053,428
1,053,428
1,088,650
35,221
3.3%
206,576
224,502
224,502
233,755
9,253
4.1%
Uses of Resources
134,120
134,853
134,853
128,745
(6,108)
-4.5%
16. General Expense
409,451
397,314
414,575
379,449
(35,126)
-8.5%
17. Other Expenses
51,009
48,468
48,468
41,784
(6,684)
-13.8%
(1,841)
(1,896)
(1,896)
(2,016)
(120)
6.3%
1,822,103
1,856,669
1,873,930
1,870,366
(3,564)
-0.2%
25,927
24,651
26,000
24,500
(1,500)
-5.8%
21. Debt Service
91,389
78,868
78,868
76,524
(2,344)
-3.0%
117,316
103,519
104,868
101,024
(3,844)
-3.7%
23. Net before Transfers
82,564
(10,409)
(9,927)
61,235
71,161

24. Endowment
(11,830)
4,892
15,775
4,291
(11,484)
(56,711)
(66,153)
(66,153)
(118,497)
(52,344)
64,145
64,145
53,216
(10,929)
26. Reserves
(68,541)
2,884
13,767
(60,991)
(74,758)
14,023
(7,525)
3,840
244
(3,597)

Table 4: Ithaca Campus - Details

General
Purpose
Budget
Agriculture
& Life
Sciences
Architecture
Art &
Planning
Arts &
Sciences
Engineering
Hotel Admin
Human
Ecology
Industrial
& Labor
Relations
Resources
1.
Tuition & Fees
414,491
137,985
6,043
285
24,628
44,446
55,518
35,645
2.
89,203
14,106
2,905
19,194
22,951
4,861
2,987
2,475
3.
Unrestricted Gifts
14,006
8,955
690
5,846
3,208
1,865
1,181
1,751
4.
Restricted Gifts
4,787
235
33,982
3,472
2,780
577
959
5.
79,844
26
23,235
44,790
13,800
5,067
6.
49,497
21,078
177
136
4,549
1,296
7.
14,658
47,021
100
6,065
8,129
8.
Federal Appropriations
11,628
3,659
9.
Enterprise Sales & Services
4,604
17,311
1,455
1,783
697
18,429
1,644
9,129
(2,302)
10. Educational Activities & Other Sources
11. Inter-Unit Transfers
10
36,371
(4,492)
710
(6,660)
359
(5,770)
(2,106)
12. General Purpose Allocations
(821,802)
8,849
14,255
137,555
51,059
10
126
17
13. Total Resources
(198,972)
347,072
26,320
215,396
151,300
66,720
88,000
62,166
14. Salaries & Wages
152,021
13,379
111,533
74,324
26,667
39,286
28,965
15. Employee Benefits
11,838
3,892
33,168
20,964
8,918
2,911
1,512
2,168
412
2,809
4,794
2,305
629
348
Uses of Resources
13,873
2,742
20,024
18,112
264
9,629
2,831
18. General Expense
65,392
4,562
18,460
21,569
9,449
9,094
8,517
19. Purchased Services
1,535
1,072
1,401
833
1,832
1,845
2,186
20. Utilities, Rent & Taxes
3,949
263
45
57
1,239
543
128
21. Repairs & Maintenance
10,272
846
822
547
270
363
27
22. Capital Expense
4,367
2,504
3,137
1,192
204
493
265,416
27,167
190,765
144,337
52,136
64,504
45,007
24. Accessory Instruction

25. Administrative & Support (CAM)
26. Financial Aid
27. Subtotal Cost Redistribution

29. Debt Service
31. Net Expenditures
1,416
3,566
(1,900)
1,469
712
(124,795)
49,668
8,253
12,331
9,595
(63,652)
36,949
6,143
12,202
8,307
(187,031)
90,183
12,496
26,002
18,614
24,500
451
809
2,063
317
202
24,500
451
809
2,063
317
202
(162,531)
356,049
27,976
190,765
144,337
66,695
90,823
63,824
(36,440)
(8,977)
(1,657)
24,632
6,964
25
(2,823)
(1,657)
(259)
310
77
0
1,657
Transfers (to)/from Non-operating Support

33. Endowment
(32)
(2,908)
(33,000)
(23,596)
(3,000)
35. Reserves
9,268
4,565
8,058
16,556
2,975
2,823
8,977
1,657
(24,632)
(6,964)
(25)
2,823
1,657
(36,440)
Research
Centers
Other
Academic
Programs
17,070
19,215
400
848,422
1.
7,268
1,867
14,648
52,584
1,662
5,748
2,427
255,372
2.
2,080
2,500
4,100
581
7,000
9,500
67,198
3.
2,862
487
2,577
1,085
8,351
1,500
1,704
622
2,016
67,995
4.
166
23,999
74,185
11,189
4,000
80
280,381
5.
9,503
21
(47)
18
86,233
6.
120
60
25,558
4,220
351
27,368
133,650
7.
390
3,712
20
19,409
8.
334
108,852
26,715
8,570
144,472
9.
1,427
796
26,151
4,674
20,781
9,437
3,713
5,938
24
1,500
129,493
10.
(6,407)
(5,654)
(4,405)
1,132
(25,912)
(2,032)
(13,730)
24,145
16,414
340
11.
122
81
3,008
21,893
99,021
196,931
24,929
141,017
122,929
12.
62,836
40,420
113,620
104,862
159,612
252,982
133,452
202,411
185,663
7,764
11,000
2,032,625
13.
28,476
17,356
65,412
42,687
75,497
44,553
107,843
52,398
2,979
(6,800)
876,575
14.
8,968
5,983
3,807
14,071
21,185
15,042
45,352
16,479
434
(2,448)
212,075
15.
94
219,745
421
30
233,755
16.
7,249
6,272
5,208
577
7,811
33,237
108
779
30
128,745
17.
13,213
4,677
19,515
36,212
22,907
23,197
30,877
(93,187)
1,858
(16,436)
179,876
18.
1,992
732
1,357
303
11,579
4,365
1,800
3,490
500
36,823
19.
2,351
682
1,175
1,254
771
9,822
4,767
76,684
103,729
20.
316
461
1,601
1,167
1,683
7,952
5,575
26,620
500
59,022
21.
250
10
1,431
12,276
14,579
93
1,240
41,784
22.
62,815
36,172
99,504
108,547
156,106
252,982
105,469
197,114
83,724
6,301
(25,684)
1,872,382
23.
Johnson
School
Law
School
Veterinary
Medicine
55,300
37,397
5,481
5,005
3,932
Centrally
Recorded
Financial Aid
Student
Services
Admin &
Support
Physical
Plant
CornellNYC
Tech
Ithaca
All Other
Total
Ithaca
Campus
(456)
24.
6,470
4,826
14,401
47
7,284
2,653
7,251
(2,016)
25.
50
26.
1,664
4,370
14,451
47
7,284
2,653
7,251
(2,016)
27.
24,500
28.
612
1,629
935
18,485
1,289
49,733
76,524
29.
612
1,629
935
18,485
1,289
49,733
101,024
30.
65,091
40,542
115,584
108,547
157,088
252,982
131,237
201,056
140,709
6,301
(25,684)
1,971,390
31.
(2,255)
(121)
(1,964)
(3,686)
2,524
2,214
1,355
44,955
1,463
36,684
61,235
32.
3,102
422
(510)
1,150
4,291
33.
(1,000)
(13)
(565)
(294)
(2,729)
(3,584)
(511)
(47,799)
(1,123)
(118,497)
34.
153
134
2,108
3,980
715
220
(844)
2,844
(340)
53,216
35.
2,255
121
1,964
3,686
(2,524)
(2,214)
(1,355)
(44,955)
(1,463)
(60,991)
36.
36,684
244
37.
(4,806)
11
ITHACA CAMPUS COLLEGE PLANS
Through this commitment to creating the leaders of

the future, CALS continues to promote our core val-
College of Agriculture and Life Sciences
ues in a way that ensures they will be cherished and
The College of Agriculture and Life Sciences (CALS)
upheld by future generations of scholars.
exists as an international leader in diverse fields due

to the excellent research, extension, and education
CALS continues to invest in the future through large
work being done by our faculty, staff, and students.
scale building projects, like the Food Science Stocking
Thanks to their combined efforts we are able to:
Hall renovation, and by providing relevant courses of

study. The newly christened Charles H. Dyson School
12
Advance knowledge of the unity and diversity
of Applied Economics and Management, as well as
of life;
the Marine Biology concentration and Viticulture
Impart to our students a world-class education
and Enology program, demonstrate the emphasis
and passion for life-long learning and discovery;
being made by the college to offer exciting and
Promote wise stewardship of the environment
unique opportunities for faculty and students alike.
and natural resources and create economical,
sustainable energy strategies;
Programs like the CALS Faculty Renewal Initiative
Develop agricultural systems to establish and
demonstrate our commitment to maintaining a
maintain safe, nutritious food supplies for current
proper strategic alignment between our extension,
and future generations, and;
instruction, and research priorities, and to upholding
Foster economic vitality and individual and
the progressive mission of the college. As we continue
community health and well-being.
to engage stakeholders about how best to continue our

mission of providing excellent education, research,
CALS initiatives strive to establish sustainable soci-
and extension services we do so while looking to the
eties in order to meet the demands presented by a
future while engaging with the present and honoring
changing climate and rapidly shifting social landscape.
the past.
Leveraging the expertise available in CALS we are

able to provide technological, political, economic,
Architecture, Art and Planning
and social insights into creative solutions for the
The faculty of the College of Architecture, Art, and
challenges facing current and future generations the
Planning (AAP) teach and practice architecture, fine
world over.
arts, and city and regional planning as creative and

powerful forces in a rapidly urbanized world. Students
These aims are supported with our broad curriculum
are prepared to address the complex problems of the
and research opportunities, opportunities that are in-
twenty-first century through the application of the
formed by the colleges commitment to advancing the
art and science of design. The college is focused on
land grant mission. The synergistic integration of social
building synergies among departments and courting
and life sciences, combined with fundamental and
partnerships with cognate units to advance a more
applied disciplines, has created in CALS an institution
coherent, design-centric identity.
able to effect real change in the global community.

In FY12, the college welcomed three outstanding new
CALS unique curriculum and opportunities for applied
faculty, including the first Richard Meier assistant
learning foster in our students a sense of global, civic
professor. Five ongoing searches will bring additional
responsibility and teach valuable leadership skills.
talent to AAP in FY13. Current searches include the
Through CALS extension and outreach programs our
newly endowed Tafel Professor.
students directly engage with the public at a local and

global scale, allowing them to directly experience the
FY12 marks the first year of operation of Milstein
benefits of the research to which they contribute.
Hall. The college is energized, and the effect is trans-
faculty hiring brings added pressures on our facilities,
of its analog and digital fabrication facilities and on
and we are pleased that design work is progressing for
the refurbishment of the Fine Arts Library.
the new Humanities building a much needed facility
formative. The college is now focused on expansion
for our humanities departments funded completely
Arts & Sciences
with philanthropic funds. The estimated $61 million
The College of Arts and Sciences (CAS) remains
have all been pledged and construction is slated to
dedicated to providing an undergraduate education
begin during the summer of 2013.
characterized by breadth and depth of study with the

latitude to shape an individualized curriculum. We
Engineering
also strive to prepare future leaders in intellectual
The College of Engineering, ranked among the top ten
disciplines through high quality graduate education.
for decades, has the aspiration to be widely recog-
Among faculty and students alike, we promote re-
nized as one of the top five engineering colleges by
search and artistic endeavors that advance our un-
impacting major challenges facing the world, and
derstanding of the natural, physical, social and
through producing leaders who will take the world
cultural worlds. We offer 42 majors to 4,100 under-
in new directions, solve problems, and create new
graduate students, and we mentor 1,500 students
opportunities. Currently, a college-wide strategic
pursuing graduate degrees.
planning process is examining all aspects of the

research and education missions of the college. The
Faculty renewal will continue as our highest priority,
goal is to bring together department and college plans
and the FY13 budget continues to focus new resources,
so that faculty hiring aligns with the college-wide
anticipating generous donor commitments totaling
goals. Additionally, the plan will take into account
between $2 and $3 million, to assist in hiring new fac-
the CornellNYC Tech campus.
ulty. In FY13, the colleges goal is to hire up to 35 new

faculty members, 28 of which reflect normal CAS
The College enrolls almost 3,000 undergraduate and
annual hiring goals, with plans to recruit another five
1,600 graduate students. Enrollment in the Masters
to seven in advance of future vacancies. Increased
of Engineering (M.Eng) program has significantly
13
increased in the past three years, offsetting budget
less costly renovation options to make more effective
reductions in areas such as university support and
use of current space. Based on this plan we are be-
investment income. M.Eng enrollment in 2012-13 will
ginning significant renovations aligned with strategic
be comparable to 2011-12 levels.
priorities. Planned college surplus and existing re-
In 2012-13, Engineering plans to conduct approximately
project renovations based on results of the space
14 searches for tenure-track faculty simply to maintain
study and new faculty startup needs.
serves have been earmarked for significant facilities
the current faculty size. Faculty renewal is one of the
14
critical challenges/opportunities facing the college
Hotel Administration
due to the stiff, and growing competition from other
Over the past four years, the School of Hotel
institutions that are increasingly recovering from
Administration (SHA) has experienced dramatically
the economic downturn. Furthermore, competitive
increased giving from alumni and industry partners.
startup packages continue to grow, putting pressure on
SHA continues to serve as the preeminent program
budgets; the Faculty Renewal Fund has been essential
in hospitality education. The school has continued to
for allowing us to hire aggressively at this time. On
expand the knowledge base of hospitality research
the other hand, hiring enables us to renew the faculty
and our graduates continue to take on positions of
while shifting the focus of the college towards strategic
senior leadership around the globe. The school has
areas in which Cornell brings unique capabilities to
continued to hire research faculty from top business
impact the world.
schools and attract the best and brightest students

from around the globe who are passionate about
The CornellNYC Tech campus is a game changer for
hospitality leadership.
the college, university, and for the New York City

economy. Well in advance of the competition, Engi-
To broaden the academic disciplines available to our
neering identified increasing commercialization of
students, the school continues to strengthen its ties
Cornell technology as a strategic goal for the college.
to other schools and colleges on the Ithaca campus.
The Tech campus will dramatically increase the
Beginning July 1, 2012, Cornells Program in Real Es-
scale and scope of these activities. Faculty hired to
tate will be lead by the Deans of the School of Hotel
staff the CornellNYC Tech campus, with their added
Administration and the College of Architecture Art
focus on commercialization, will add to the prestige
and Planning. Combining the academic expertise in
of the college and the university.
City and Regional Planning with SHAs faculty in

Real Estate and Finance will provide greater support
In order to continue to provide critical services, the
for this already outstanding program. The schools
college continues development of existing service
minor in Real Estate continues to grow and has over
centers and the completion of the IT Service Group.
170 students enrolled from all seven undergraduate
Engineering continues to partner with the Faculty of
colleges. Our partnership with the School of Industrial
Computing and Information Science (CIS) to properly
and Labor Relations (ILR) continues to deepen as we
scale the delivery of efficient and excellent services
now have a joint professorship in Hospitality Human
while meeting budget targets. In addition, the college
Resources thanks to a gift from John and Melissa
has invested in staff support for the strategically
Ceriale. The schools are working together to develop
important areas of research administration and
a new institute in hospitality labor law. Our partner-
communication.
ship with the Sloan Program, focusing on Senior

Living, continues to thrive.
Due to the construction pause, the colleges comprehensive master plan is on hold until resources are in
Adapting to the changes in library science and the
hand to complete the needed facility expansion. A
ever increasing use of portable technologies, the
college-wide space study was completed to identify
school will complete the renovation of its original
library and student lounge. Funded, in part, by a $3
sciences. The college will also continue with the
million gift from the Marriott Foundation, the school
planned phases of the comprehensive renovation of
will create the new Marriott Student Learning Center.
the MVR 33 building which will include the con-
This renovation, which will be completed in the
struction and commissioning of an MRI research fa-
summer of 2012, will see the schools book collection
cility in support of college neuroscience programming
relocated to the Catherwood Library as part of our
and broader university imaging needs. Additionally,
three school library consolidation, with the ILR and
the college is planning to engage in programming for
Johnson schools. The reclaimed space will provide a
the CornellNYC Tech campus with our expertise in
number of new group meeting spaces, as well as
the built environment, healthy living, and integration
quiet study space. The library staff that will remain
of CHE NYC extension office programs with the
in the learning center will focus on assisting students
broader university presence in the city.
and faculty with access to digital resources.

In this environment of investment and renewal, the
Tremendous support from SHA alumni and industry
college will continue to prioritize program needs and

carefully review the impact of the proposed budget
models.
cial times. The 2012 fiscal year will mark a new

milestone in our fundraising efforts with alumni and
Industrial & Labor Relations
corporate giving exceeding $17 million.
Over the past several years, the ILR School has participated actively in cross-college initiatives. Specifi-
Donor support and continued cost controls in both
cally, ILR is helping to lead the convergence of the
the school and the Statler Hotel will be needed as we
University Economics Department, it is hosting the
continue to work through the development of the
Institute for Social Sciences within Ives Hall, and it
universitys new budget model. We are hopeful that
is hosting the three-school library consolidation that
through greater collaboration and transparency both
includes Johnson, Hotel, and ILR. Furthermore, it has
the school and the university will benefit from these
led the consolidation of the Financial Transaction
new financial models.
Centers, and it was the first school to share an HR

Director with another school.
College of Human Ecology

The College of Human Ecology (CHE) continues to
The Schools future financial strength is based on
invest in faculty renewal and strategic programming.
continuing to grow executive education, sponsored
Academic year 2012 saw the arrival of a number of new
research, fundraising, and the successful launch of
faculty hires in fields of economics, sociology, psy-
the executive Master of Professional Studies (MPS)
chology, nutrition, and fiber science. These faculty
degree, which will be based on a blended learning
will fill vacancies created through retirement and at-
platform in conjunction with eCornell.
trition and renew our threefold academic mission of

education, research and outreach. The opening of the
Law School
new Human Ecology Building, the inauguration of
Cornell Law School is one of the top law schools in the
the Bronfenbrenner Translational Research Center,
country, combining inspiring theoretical, doctrinal,
and the establishment of the Institute for Health Eco-
and experiential teaching with cutting-edge scholar-
nomics, Health Behaviors and Disparities Institute
ship in a supportive, intellectually rich community.
are all examples of historic program investments and
The Law Schools graduates achieve excellence in all
achievements of the college over the last year.
facets of the legal profession.
In the coming year the college will continue faculty
Cornell Law School is consistently recognized for the
renewal efforts in design, policy and nutritional
quality of its faculty, both in scholarly productivity
partners has made it possible for the school to continue to grow and evolve during these difficult finan-
15
and influence. Faculty renewal and growth continue
comparative law scholars to the permanent faculty.
to be a priority. In 2011-12, the Law School welcomed
The Law School is expanding its business law offer-
three new faculty members and currently employs 52
ings through the Clarke Business Law Institute (BLI),
full time professorial positions.
as well as the dual J.D./M.B.A. program with the

Johnson School. The Law School recently appointed
16
Cornell Law School is intentionally among the small-
the first endowed professorship of the BLI and
est of the elite law schools, and this remains a defin-
continues plans for growth.
ing feature. In 2011-12, the school maintained an

enrollment of 593 professional degree students and
Cornells Legal Information Institute (LII), the
86 graduate students, as well as 25 exchange students.
preeminent conveyor of web-based legal information
In 2012-13, enrollment is expected to remain consistent
in the world, and consistently the most visited site
with recent years.
within all of Cornell Universitys Web properties,

will celebrate its twentieth anniversary in 2012. In
The Law School continues to build on its core
October, the Law School will host the Law Via the
strength in International and Comparative Law. In
Internet Conference, an international conference
2011-12, the school welcomed an endowed chair in
being held for the first time in the U.S. that is expected
Chinese Law and the ten year anniversary of the
to attract more than 500 registrants from other LIIs
Clarke Program in East Asian Law and Culture,
around the globe.
which also launched Meridian 180 an innovative

think tank for Trans-Pacific relations. Cornell Law
Under the direction of Professor John Blume, the
established relationships with prominent law schools
Law School is expanding clinical, advocacy, and skills
in Chile, China, India, and Norway, expanding ex-
programs, and welcomed the new LGBT Clinic in
change opportunities to 22 schools worldwide. The
2012. The Law School expects to see continued en-
Law School anticipates further expansion of interna-
hancement and coordination of clinics and other
tional exchange opportunities and plans to add more
skills initiatives.
foreign law visitors, as well as international and
Cornell Law School will break ground in the summer
reflects the colleges outstanding faculty, outstanding
of 2012 on Phase 1 of a three-phased, multi-year
research base, and innovative hands on teaching
building and renovation project. This initial phase
programs.
will add more classrooms, refocus the use of the

Purcell Courtyard, and add an accessible entrance to
The college has begun a class expansion initiative to
the College Avenue side of Myron Taylor Hall. The
increase enrollment and to gain some financial sta-
new wing will be built under the lawn panel between
bility. The entering class size was modestly expanded
Anabel Taylor Hall and Myron Taylor Hall off the
to 102 students beginning in the fall of 2011. The long-
east side of Purcell Courtyard. It will house a lobby
term enrollment target is an entering class size of 120.
and three state-of-the-art classrooms. The new en-
A facility design effort is beginning later this spring
trance on College Avenue will serve as a clearly rec-
to accommodate this growth.
ognizable main entry point to Myron Taylor Hall and

also reach out to the rest of the university.
Significant progress has been made in the development of a genomic center based on whole genome
association mapping. This is an important collabora-
The Samuel Curtis Johnson Graduate School of
Center for Comparative and Population Genomics.
tion between the Veterinary College and the Cornell
Managements mission is to develop business leaders

who create, transform and sustain successful organiza-
Collaborative efforts between College and Weill Cor-
tions around the world, generate research and scholar-
nell Medical College faculty are being pursued in
ship that shape the future practice of management, and
cancer biology, vascular biology, and infectious dis-
train the next generation of business scholars.
ease/immunology, including plans for joint scientific

retreats and training grants.
Samuel Curtis Johnson Graduate School

of Management
Beginning July 1, 2012, Soumitra Dutta will begin

leadership of the Johnson School. Professor Dutta
The College is expanding its impact globally. The
was the Roland Berger Chaired Professor in Business
Cornell China Dairy Institute is a successful 4 week
and Technology and founder and faculty director of a
collaborative program between the college and a pri-
new media and technology innovation lab at INSEAD
vate dairy near Beijing. Revenue from this program
in Fontainebleau, France. He will be the Schools
supports an Ithaca based Summer Dairy Institute, a
eleventh dean.
food animal medical externship, and a feedlot health

rotation for DVM students. The College is continu-
In FY13, the Johnson School will continue to make
ing its collaboration with the City University of Hong
critical investments in faculty and programs to
Kong to assist in the establishment of a proposed
further globalize the school, strengthen our centers
School of Veterinary Medicine at City University.
and institutes, deepen our connections to business,

and recruit the faculty of the future.
Construction of a new teaching dairy will be com-
We also expect to make additional investments in
facilities demolished during the construction of the
new strategic initiatives, including the launching of
new NYS Veterinary Diagnostic Laboratory.
pleted in the summer of 2012. This facility will replace
the Accelerated (one-year) MBA program on the

CornellNYC Tech campus and growing the executive
education business.
A for-profit clinical operation (CUVS) was opened in

Stamford, Connecticut in 2011. The first year of operation has been very encouraging as the operation is
Veterinary Medicine
nearing a stable break-even status. The college is op-
The College of Veterinary Medicine remains the top
timistic that this operation will generate unrestricted
ranked veterinary school in the nation. This ranking
revenue for the college in the future.
17
WEILL CORNELL MEDICAL COLLEGE
Use of Resources
For the fiscal 2012-13 plan, expenditures are expected
Resources
to total $1,389.6 million, an increase of 9.0 percent, or
Resources for the Weill Cornell Medical College and
$114.6 million over the 2011-12 forecast. Highlights
Weill Cornell Graduate School of Medical Sciences
include: (a) $65.7 million increase in clinical programs
for 2012-13 are projected to reach $1,392.7 million, an
covering the Physician Organization and services
increase of 7.9 percent or $101.6 million over the
provided to New York Presbyterian, (b) decline of
forecast for 2011-12.
$1.6 million in research expenditures due to the
completion of ARRA funding, and (c) $29.0 million
Tuition and fees are budgeted at $28.9 million, an

increase of $0.4 million, or 1.5 percent, from the
increase in funding for the Qatar Academic and
forecast. Tuition at the Medical School will in-
Research Programs.
crease by 2.5 percent to $47,150. Graduate School

tuition will increase by 3 percent to $30,160.
Restricted gifts are expected to total $49.9 million,
million from the forecast. The majority of the

growth is due to increases in compensation pay-
gifts to be received to support strategic plan
ments to faculty resulting from clinical activities.
operating programs.
The plan also includes a 3 percent increase in the
Direct costs of sponsored programs are planned
merit award program for faculty and staff.
Graduate financial aid costs totaling $19.3 million
2011-12 forecast, to $124.7 million. The plan includes a
include financial aid support for the Medical
2.0 percent growth in current NIH support offset by
School, Tri-Institutional MD/PhD, and Graduate
the completion of funding from the American Re-
School programs.
General expenses totaling $418.1 million are pro-
for facilities and administrative costs (F&A) from
jected to increase $23.5 million, or 6.0 percent from
sponsored programs are also expected to decline
2011-12. These costs include rent, facility costs,
in conjunction with the direct costs. The federal
insurance, and laboratory supplies as well as
indirect cost recovery rate will stay at 69 percent.
routine operating supplies.
Sponsored programs (Qatar) will increase $12.1
Qatar expenses include two components: expenses
million or 36.9 percent, reflecting program support
related to the academic program in Qatar and the
of the Qatar Biomedical Research Agreement.
research expenses of the Biomedical Research
Revenues from the Physician Organization (PO)
Agreement. The plan is expected to increase 29
are planned at $730.9 million, a $67.0 million or
percent or $29.0 million to $129.2 million.
10.1 percent increase from the 2011-12 forecast. This
benefits are expected to grow 6.6 percent or $48.6
a decrease of 1.0 percent or $0.5 million from the
covery and Reinvestment Act of 2009. Recoveries
Plan expenditures for salaries and wages including
2011-12 year forecast. The plan includes anticipated
to decrease 1.4 percent, or $1.8 million from the
18
Annual debt service payments totaling $33.4 mil-
plan includes the opening of clinical offices in the
lion are budgeted to increase by $13.3 million as a
Upper West Side of Manhattan and the planned
result of interest payments on the bond issuance
expansion of the colleges network physicians.
for the Belfer Research Building.
Revenues for services purchased by the New York

Presbyterian Hospital (NYPH) are expected to
total $100.4 million, $0.7 million greater than the
Transfers to plant funds totaling $1.5 million are pro-
forecast. These services include professional
jected for capital acquisitions and renovations by the
costs related to hospital services and supervision
Physician Organization.
and training of NYPH residents.
Funding from the Qatar Foundation reflects support
Net from Operations
of $85.0 million to operate the academic program
The fiscal 2012-13 budget for the Medical College will
in the Weill Medical School in Qatar.
result in a net from operations of $1.6 million.
Table 5: Medical College

Resources
10-11
Actual
11-12
Budget
11-12
Forecast
12-13
Plan
Change from
Forecast to Plan
Dollars
Percent
1.
Tuition & Fees
28,866
28,865
28,453
28,894
441
1.5%
2.
41,587
41,591
43,115
45,758
2,643
6.1%
3.
Unrestricted Gifts
3,514
2,310
2,143
2,150
0.3%
4.
Restricted Gifts
59,142
49,406
50,380
49,897
(483)
-1.0%
5.
136,532
129,713
126,486
124,689
(1,797)
-1.4%
6.
53,902
47,742
47,909
45,862
(2,047)
-4.3%
7.
25,379
54,247
32,779
44,889
12,110
36.9%
8.
33,432
36,330
34,063
37,389
3,326
9.8%
9.
211
123
123
124
0.8%
577,512
648,007
663,909
730,865
66,956
10.1%
99,267
98,391
99,615
100,359
744
0.7%
37,180
23,275
39,569
40,469
900
2.3%
70,496
83,622
68,285
85,018
16,733
24.5%
50,005
44,102
54,259
56,362
2,103
3.9%
1,217,025
1,287,724
1,291,088
1,392,725
101,637
7.9%
704,224
714,065
738,940
787,508
48,568
6.6%
20,399
18,783
19,294
19,343
49
0.3%
363,785
386,174
394,588
418,111
23,523
6.0%
94,777
137,069
100,164
129,207
29,043
29.0%
Uses of Resources
18. General Expense
19. Qatar
1,841
1,896
1,896
2,016
120
6.3%
1,185,026
1,257,987
1,254,882
1,356,185
101,303
8.1%
22. Debt Repayment
18,811
19,672
20,154
33,442
13,288
65.9%
13,188
10,065
16,052
3,098
(12,954)
-80.7%

19

0
1,976
24. Endowment
(204)
(2,600)
(1,500)
(1,500)
(204)
(624)
(1,500)
(1,500)
12,984
9,441
16,052
1,598
(14,454)
CornellNYC Tech Campus
20
In December 2011, Cornell won an intensely fought
of faculty and graduate students into new technologies
competition to build an applied sciences and engi-
and commercial applications. Combining two of the
neering campus in New York City. As winners of the
world's top institutions in science, engineering, and
competition, Cornell will receive over 10 acres of
technology, CornellNYC Tech will increase New
land on Roosevelt Island in Manhattan as well as
York City's capacity for applied sciences and help
$100 million in financial support to create a world-
transform the city's economy.
class campus in the heart of New York City. In addition to support from the city, Cornell received its
CAMPUS PLANNING
largest single gift ever - $350 million - from The At-
While the Roosevelt Island campus is being designed
lantic Philanthropies and its founding chairman,
and built, program activities will take place in tem-
Chuck Feeney '56. This extraordinary support will
porary space. This space will be home to teaching
fund the initial phase of campus development and
and research activities from 2012-2017. The faculty,
will support the first several years of programming.
staff, and student populations will grow over time, so

by the time the Roosevelt Island campus opens in 2017,
CornellNYC Tech, which pairs Cornell with its
there will be several hundred students, faculty, and
partner, Technion-Israel Institute of Technology, will
staff involved with the campus. Those populations
have an economic development and entrepreneurship-
will grow to several thousand by 2043.
oriented curriculum aimed at turning the best ideas
The physical campus will be built out over a period
technology and related business programs, broadened
of approximately 25 years. Phase 1, which includes a
by requirements for students to take courses outside
150,000 square foot academic building and a partner
of their disciplines to complement and contextualize
research and development building of the same size,
the core material. Each student will have an industry
will open in 2017. A residence unit and academic con-
mentor (in addition to a faculty advisor) who will
ference center/hotel are also slated for construction
provide advice on the student's project work.
between 2017 and 2024. When construction is complete

in 2037, there will be approximately 2 million square
Initial plans for degree offerings are focused on one-
feet built out on the campus.
year professional masters programs, including an

MEng in Computer Science, MEng in Electrical and
The plan specifies that Cornell will develop the aca-
Computer Engineering, MPS in Information Science,

and MEng in Operations Research and Information
Engineering. An accelerated MBA for students with
demonstrating its commitment to sustainability by
technical backgrounds will be offered partly in Ithaca
pledging that the overall campus will achieve a mini-
and partly at CornellNYC Tech. All of these degree
mum LEED silver rating and is additionally striving to
programs will be offered by current graduate fields,
make the iconic Phase 1 academic building net-zero.
schools, and departments. The overall degree requirements for these initial degree programs are
ACADEMIC PROGRAMS
generally the same as for the existing programs in
Students will learn and companies will grow in an
Ithaca, although there will be some constraints on
environment that breaks with the traditional structure
electives, and the masters projects will be required
of academic departments and schools. Organized
to have industry relevance.
around multi-disciplinary research hubs, CornellNYC

Tech will bring together technologists, designers, social
A new two-year masters program offering a dual
scientists, and humanists, and encourage collabora-
degree with the Technion is also planned. This pro-
tion among academics and leading creators and users
gram will combine technical depth with breadth in
of technology in the commercial, educational, and
one of the interdisciplinary hubs, including a sub-
cultural realms. The three initial hubs will focus on
stantive project that allows the students to apply their
Connective Media, Healthier Life, and the Built Envi-
technical knowledge to a domain-specific problem.
ronment areas that are particularly well suited to
This novel curriculum and approach will address a key
tie in with departments in Ithaca and with the tech
limitation of current masters programs in technology
sector in New York City.
fields, where graduates are well trained in the technology itself but lack the ability to apply it in a
The faculty at CornellNYC Tech will be a mix of

professorial faculty, primarily in technical disciplines, and non-professorial faculty who have distinguished themselves in the development and use of
technology in the commercial sector or for the betterment of society. Tenure-track Cornell faculty at
the campus will be hired through searches conducted
with the departments on the Ithaca or Weill Cornell
Medical College campuses, and each faculty members
tenure will rest with that home department.
CornellNYC Tech will offer graduate degrees in
particular domain.
demic buildings, but that third-party developers will

build the remaining structures on campus. Cornell is
21
Balancing the Budget

and the Changing
Educational Cost at Cornell
22
Like many peer universities across the country that
With the actions planned for FY2012-13, the struc-
are encountering challenges resulting from the eco-
tural budget will be balanced by June 30, 2013. That
nomic crisis, Cornell engaged in a multi-year strat-
is, we have identified predictable, recurring revenue
egy to eliminate its deficit. Academic and
to cover all predictable, recurring expenses. Overall,
administrative units tapped nonrecurring sources to
the annual operating budget at Ithaca is relatively flat
bridge operations and smooth the impacts during
compared to four years ago. The budget plan was $1.9
this period. The planning that followed has resulted
billion in 2008-09 before the economic recession and
in a renewed focus on administrative cost reductions
current plans indicate an operating budget of $2.0
and a change in service models. Figures 3 and 4
billion in 2012-13. The $172.5 million sweep of fund
highlight the leadership decisions that were taken
balances and the $201.2 million reduction in existing
during this period and how these decisions were im-
operations ($45.8 million by New York State) have re-
plemented across the three major organizational
sulted in a leaner administrative organization. Equally
strata (colleges, academic support units, and admin-
important have been the increases in revenue gained
istration). The prime objectives were to protect
through alumni support in the annual giving program,
instruction and the research mission and enhance
the recovery of the endowment, and increases to
global public engagement while delivering quality
tuition and fees each year.
services. These decisions reflect the forces shaping

the decade ahead technology and communications,
The consolidated operating budget is realigned to
inclusion and diversity, and the funding/budget model.
ensure that resources are being directed to address
Figure 3. Non-Recurring Reductions to Unit Fund Balances

(dollars in millions)
Colleges
Academic
Support Units
Administration
2009
$15.4
$5.9
$53.7
2010
23.5
23.0
51.0
Total
$38.9
$28.9
$104.7
Total
$172.5
the strategic priorities. Several strategic initiatives to
reserves to pay off long-term debt, a moratorium on
manage behavior through policy development and
new debt, reduced central commitments, and discre-
implementation also contributed to this outcome.
tionary base budget reductions that include ongoing
The strategies included a staff retirement incentive
assessments to enterprise units.
program, layoffs, hiring freezes, a reduction in unit
Figure 4. Total Recurring Reductions by Year

23
Reductions by Year
and Organization Strata
Colleges
Academic
Support Units
Administration
Total
2009
$10.7
$1.0
$11.7
2010
31.3
13.7
15.1
60.1
2011
25.1
10.6
47.0
82.7
2012
16.1
3.3
11.2
30.6
2013
7.9
5.5
2.7
16.1
Total
$91.1
$33.1
$77.0
$201.2
The current budget reflects major changes to the
federal aid programs; 2) increased demand in need-
financial aid program, continued investment in re-
based aid; 3) volatile market conditions; 4) increased
search compliance, administrative system upgrades,
compliance requirements; and 5) the desire to expand
debt restructuring, organizational restructuring,
programs internationally.
early retirement incentive programs, a reduction in

major construction activity, and changes to federal
The operating principles of no new debt, and no
and state funding.
increased cost without increased revenue helped to

stabilize the consolidated operating budget while we
During this period of budget realignment, the issues
continue to engage the community in efforts to redesign
of access and quality remained a concern. Cornell
the budget and funding models. Table 6 below provides
took aggressive actions to continue to increase access
a brief look at annual changes in major indicators.
to higher education and to maintain its need-blind

admissions. Student needs increased greatly and were
Other major cost drivers include fluctuations in
met with expanded grant and aid programs, including
energy prices, increases in security, and changes in
reduced loans. Decisions to change service models,
information technology. Health care on campus has
downsize staff, initiate an aggressive faculty renewal
also become more complex and expensive as we try
program and increase tuition were influenced by sev-
to meet student needs.
eral major forces: 1) little or no growth in state and
Table 6. Select Major Drivers of the Ithaca Campus Operating Budget

Dollars
Percent
2009-10
Dollars
Tuition and Fees
672,247
36.6%
715,038
757,915
808,000
848,422
41.7%
Endowment Payout
231,931
12.6%
257,669
247,120
244,322
255,372
12.6%
45,685
2.5%
56,759
56,908
50,422
67,198
3.3%
Sponsored Programs
397,990
21.7%
458,352
420,943
394,355
366,614
18.0%
163,171
8.9%
158,297
145,788
132,529
133,650
6.6%
Enterprise Sales and Services
124,520
6.8%
128,041
132,656
135,738
144,472
7.1%
1,099,381
58.2%
1,017,191
1,022,788
1,053,428
1,088,650
55.2%
Financial Aid - Undergraduate
152,025
8.0%
183,702
206,576
224,502
233,755
11.9%
Financial Aid - Graduate
115,437
6.1%
130,122
134,120
134,853
128,745
6.5%
General Expenses
401,077
21.2%
377,836
405,642
400,351
360,194
18.3%
Repairs & Maintenance
64,999
3.4%
50,972
52,977
60,796
59,022
3.0%
Debt Repayment
56,147
3.0%
128,896
117,316
104,868
101,024
5.1%
2008-09
2010-2011
Dollars
2011-2012
Dollars
2012-13
Dollars
Percent
Revenues
24
Unrestricted Annual Gifts
Expenses
Salaries, Wages & Benefits
Note:
2012-13 data are based on the FY13 Budget. 2011-12 data are based on the March 2012 forecast. All other years are actuals.
Implementing
Administrative Efficiencies
An essential component of balancing the budget has been the on-going pursuit of
efficiency improvements within major administrative support functions. The objective is the
realization of significant on-going cost reductions while ensuring that these support activi-
through fiscal year 2013 total $59.2 million as shown in the chart below.
Figure 5. Administrative Streamlining Program Initiative

Impact on Budget
(in millions)
Implementing Administrative Efficiencies
ties work effectively with fewer resources. Funds captured from these support activities
25
During fiscal year 2012, Finance and University
The Administrative Streamlining Program office, under
Communications initiatives completed their imple-
the direction of the Division of Planning & Budget,
mentation efforts. The service restructuring portion of
serves as the lead in coordinating and tracking the
Facilities is complete and the team is continuing their
execution of each initiatives plans. The ASP office is
focus on energy conservation efforts. Spans & Layers
working in conjunction with each initiative team to
will be complete in fiscal year 2013. Procurement,
create a dashboard of accountability metrics that
Information Technology, Human Resources, Student
monitor cost reductions and operating efficiencies in
& Academic Services, the Provost, and Centers and
order to attain full savings expectations while assuring
Institutes are actively engaged in on-going imple-
appropriate operating standards for service quality.
mentation endeavors which will further add to the
Efforts to reach the target by the end of fiscal year 2015
efficiencies and cost-effectiveness attained to date.
will continue. Notable among the continued efforts

include realization of savings in procurement, energy
conservation, and information technology.
The New Budget Model
The New Budget Model
26
Replacing the three existing Ithaca campus budget
contract colleges based primarily on historic alloca-
models with a single, coherent model remains a high
tions. In future years, the annual percentage change
priority. The new model will be strongly rooted in
of the allocation plus net undergraduate tuition will
transparency and will encourage healthy engagement
be applied equally across the four colleges. A cap will
across campus about resource allocations. The new
ensure that growth in state funding for any individual
budget model is based on a series of underlying
college does not exceed the growth in state funding
principles:
to the university.
Distribute revenues consistently
Facilities & Administrative (F&A) Revenues F&A
Expose costs
on contracts and grants will be primarily distributed
Distribute costs with revenues
to the college or school expending the research dollars.
Eliminate the General Purpose budget and
associated deficit
EXPENSES
Create two taxes to fund central expenses
Central Administrative Costs Central costs will be
and costs
distributed to all units based on several key cost

drivers:
This summer, the Division of Planning & Budget will
Number of students, faculty, and staff
work with business officers across campus to recreate
Research expenditures
the 2012-13 budget using the new budget model and
New gifts and commitments
the draft decision points below. This mock budget
Assigned square footage and actual utility billings
will enable comparisons with the existing budget,

stimulating campus-wide discussion and adjustments
as needed.
Central Academic Priorities A discretionary pool

will be made available for various academic and
administrative initiatives by taxing undergraduate
REVENUES
and professional masters degree tuition.
Undergraduate Tuition All academic year under-
Undergraduate Financial Aid The financial aid
graduate tuition revenue will be centrally pooled.
office will continue to package student aid based on
This pool will include a payment from the New York
the need-blind methodology and using centrally held
State allocation to cover the tuition differential be-
endowments and grants to reduce the amount billed
tween contract college resident and non-resident
to the colleges. The remaining unmet need will be
students. A tax on tuition will pay for central
pooled and distributed across all colleges based on
academic priorities. The remaining tuition funds
their proportionate share of the undergraduate
will then be returned to the colleges in proportion to
student workload used to distribute tuition. Colleges
their student enrollment and instruction provided.
will pay their bills using their endowment payout for
Graduate Tuition All graduate tuition will flow to
grant aid and all other available resources.
the colleges and schools. Tuition for research degrees
Facilities and Utilities Operations and maintenance
will not be subject to a tax, whereas tuition for
expenses will be distributed to all units that have
professional masters degrees will be subject to the
assigned space. Unique spaces including barns and
tuition tax.
residential spaces will be charged different rates, and
New York State Allocation The NYS allocation will
public facilities costs (e.g. Bailey Hall) will be
be used to cover the difference between contract col-
distributed to all units. Utilities costs will be paid
lege resident and non-resident tuition. Any remaining
directly by the units based on usage.
NYS allocation funds will be distributed to the four
Institutional Intelligence (I )
Technology, Data, and Decisions: Implementing I2 at Cornell
Similar to many other world-class organizations,
On a broader scale, we are confident that the I solution
understanding how to transform our data into infor-
will support better-informed, timelier decisions that
mation and, ultimately, into university knowledge is
will lead to increased productivity and lower costs
critical to Cornells success. Many effective organiza-
across campus.
tions have adopted business intelligence strategies to

2
Currently, the I team is evaluating needs across
accurate, secure, and constructive in providing support
campus so that, in collaboration with senior leaders,
for decisions made at every level of the organization,
an information management system comprised of
and Cornell has launched its own solution for deci-
updated tools, clear governance, and informative re-
sion-support, Institutional Intelligence, or I . This
porting will facilitate a consistent, cross-functional
initiative aims to support the on-going analytical
information culture for the Cornell community. The
needs of the colleges and administrative units by
team will be actively involved with current university
providing a central resource for accurate data, infor-
IT applications and will help bridge any potential
mation management, and reporting analysis. I can be
gaps between the IT developers and the functional
understood as a functional support program for the
end users.
Institutional Intelligence (I2)
ensure that their data and information assets are
institutions key decision makers.

2
These are the first steps toward what I expects to

Planning processes and decision-making have become
accomplish in its quest for a university-wide and
increasingly dependent on timely, accurate and relevant
centrally administered data and information manage-
cross-functional information. It is imperative that
ment platform.
colleges and units across campus operate in a campus-wide environment that functions with consistent
2
data management practices and governance. I will

help to facilitate this environment, fulfilling the
needs of the end user while working to eliminate antiquated, individually-administered shadow data
2
management systems. Ultimately, the I vision promotes

one structure, one process, and one platform for strategic
metric-driven analysis across the university community.
2
The goal of I is to continually assess the universitys

analytical needs and then to work collaboratively
with the colleges and units across campus to help
plan, develop, and implement strategies to effectively
convert data into valuable information and knowledge
so that every key stakeholder can make the right decision, at the right time, in the right delivery media.
27
Cornell in the Rankings

What does it mean to be considered a top-ten research university?
The answer is not straightforward.
There are a large number of rankings enterprises
28
US News & World Report is probably the most well-
that seek to identify top institutions by determining
known ranking effort. Their Best Colleges issue is
what metrics should be counted and to what extent.
released each fall, and US News has ranked Cornell
Some rankings emphasize the impact of faculty re-
15th in each of the last three editions. Although Cor-
search, tallying publications, citations, and prestigious
nell provides US News with over 600 different data
prizes. Others seek to quantify elements of the under-
elements in responding to their annual survey, only
graduate experience but do not consider faculty qual-
fifteen of these are accounted for in the final calcula-
ity. Across rankings enterprises, Cornell is typically
tion of rankings. Here are the results from the most
among the top-twenty, a true testament to the diver-
recent publication:
sity of our strengths.
Peer Assessment (22.5%)

1.
Cornell ranked 6th
Based on the results of an annual survey sent to college and university presidents, provosts, and the heads of admissions, as
well as to high school counselors
Faculty Resources (20%)

2.
Average faculty pay, plus benefits, adjusted for regional differences in cost of living (7%)
3.
Percentage of faculty with highest degrees in their fields (3%)
4.
Percentage of faculty who are full time (1%)
5.
Student-faculty ratio (1%)
6.
Proportion of classes with fewer than 20 students (6%)
7.
Proportion of classes with 50 or more students (2%)
Retention (20%)
8.
Six-year graduation rate (16%)
9.
Freshman-to-sophomore retention rate (4%)
Student Selectivity (15%)
Cornell ranked 19th
Cornell ranked 16th
Cornell ranked 15th
10. Acceptance rate (1.5%)

11. Proportion of the entering class ranking among the top 10% of their high school class (6%)
12. 25th 75th percentile SAT scores (7.5%)
Financial Resources (10%)
Cornell ranked 17th
13. Average spending per student on instruction, research, student services, and related costs
Alumni Giving (5%)
Cornell ranked 18th
14. The percentage of alumni who give to their school
Graduation Rate Performance (7.5%)
Cornell over-performs
15. The difference between the actual six-year graduation rate and the predicted graduation rate generated by USN&WR
These fifteen measures are reasonable gauges of in-
this change in our reporting practice, Cornell will
stitutional health, and it is valuable to consider them
move from a student-faculty ratio of 11:1 to one of 9:1
on an annual basis. At the same time, this particular
in a single year. (The 9:1 ratio should appear in the
handful of measures falls short of capturing the
printed publication issued early this fall.) This does
priorities and goals of Cornell University.
not imply that Cornell should advance in the overall

rankings; two other measures associated with fac-
This year, US News has asked colleges and universi-
ultypercent full time and percent with the highest
ties for new information, including differential
degree in their fielddecline when this larger pool
graduation rates based on income and race, data
of faculty is considered. It does, however, bring us
about the affordability of college, and information
into closer alignment with both how we report fac-
about how we are using technology to connect with
ulty counts elsewhere and the reporting practices
students. We do not know whether these new metrics
among many of our peers.
will eventually be used in their overall ranking

formula, but they touch on issues we care about
and monitor.
Rankings and the particular metrics from which they

are composed are informative and can help us consider areas where we would like to improve. At the
same time, to prioritize US News metrics over other
indicators of institutional healthincluding those
counted only assistant, associate, and full professors
related to faculty qualitywould detract from achieving
as faculty members. This year, we have included
the important work articulated in Cornells Strategic
lecturers and instructors in our counts. Because of
Plan.
Figure 6: Fifteen Data Elements Used by Us News in the Final

Rankings Calculation
We also made a change in how we responded to the

US News questionnaire this year. In past years, we
29
Space Planning
A goal of the university is to manage space in a
identified as excess to an occupying unit (Appendix
systematic, purposeful manner to optimize the use of
U). Proposals for available space will be solicited in
resources and to advance the mission and strategic
an open process. The SUAC will then rank proposals
priorities of the university. Instrumental to this goal
on the basis of several criteria:
is the creation of new space guidance documents and

a space utilization study for the Ithaca campus.
NEW GUIDANCE DOCUMENTS

Three new documents define basic principles of
space management for the institution and provide
Space Planning
procedural guidance related to reallocation of space
30
1. Need of the requesting unit;

2. Vision for the space that is practically achievable,
structurally appropriate, and able to achieve code
compliance;
3. Enhanced physical adjacencies for the requesting

unit; and
and the conduct of space needs studies.
4. Financial feasibility of the plan.
Guidelines for Space Needs Studies
This process takes into consideration the non-fungible
In September, the Capital Funding and Priorities
nature of New York State and contract college buildings.
Committee (CF&PC) approved the Guidelines for

Space Needs Studies (Appendix T) to provide a stan-
Space Management Principles
dard process for assessing existing space utilization
In April 2012, the CF&PC approved the Space
and analyzing space needs. The process is recom-
Management Principles that define an institutional
mended in cases where a unit perceives a shortfall
understanding of space ownership and space allocation
of space or a unit projects a shortfall of space and
(Appendix V). The principles state that ownership of
believes that new space (whether constructed or
space begins with the president and provost and is
annexed) is necessary to meet the shortfall. Space
delegated downward through organizational hierar-
needs studies are intended to create consistent and
chies. Accountability for space begins locally and
clear expectations for units, project managers, con-
proceeds upward through these same hierarchies.
sultants, and those in review and approval roles.
These principles represent the first step toward de-
Studies will be led by cross-functional working groups
veloping a more comprehensive space management
that will include the Director of Space Planning
policy.
and a representative of the Office of the University

tutional data of record, integrating the programmatic
SPACE UTILIZATION STUDY FOR THE

ITHACA CAMPUS
mission of the unit and incorporating current Cornell
The Division of Planning and Budget kicked off a
policies.
campus-wide space study in January 2012. The pur-
Procedure for the Reallocation of Space
non-residential space on the Ithaca campus, to quantify
Architect. The studies will be developed using insti-
pose of the study is to review the current use of

The Space Use Advisory Committee (SUAC) recently
the current space requirements, and to more fully
initiated a Procedure for the Reallocation of Space in
understand current space utilization. The overarching
order to provide a clear process for reassigning space
goal is to inform space allocation, space reassignment,
decision-making for capital planning, and the

development of administrative structures for space
management. The scope includes five broad areas
of review:
1. Research space;
2. Office and other programmatic space in
academic and administrative units;
3. Instructional space, including informal and

formal study areas;
4. Student services space, including space for

graduate and professional student programs,
career services, events, and student support
functions; and
5. Space administration.
Figure 8: Net Square Feet

(Annualized)
Space Planning
Figure 7: Number of Buildings

Owned & Occupied
31
Notes:
(1) In Figure 7, Other includes all buildings owned and occupied by Cornell outside of the main campus in Ithaca and not operated by
Weill Cornell Medical College. Other includes the major academic buildings at the New York State Agricultural Experiment Station in
Geneva, buildings in Tompkins County beyond the main campus, many smaller buildings located at farms and field stations throughout
New York State, and the Shoals Marine Laboratory.
(2) In Figure 8, Other includes all rooms occupied by Cornell units, independent of building ownership, outside of the main campus in
Ithaca and outside of the operational control of Weill Cornell Medical College. This category includes all of the space at the New York
State Agricultural Experiment Station in Geneva, the farms and field stations in New York State, the Shoals Marine Laboratory, and all
leased space occupied throughout New York State and the world.
Capital Plan 2012-13

The universitys capital plan focuses on pursuing selected strategic priorities while
continuing the types of infrastructure, maintenance, systems, conservation, and functional
improvement and renovation projects required for a well-functioning campus. Elements in
the strategic decision processes include infrastructure needs; the inventory of deferred
maintenance needs; the efficient utilization of space; the aesthetics of design; fundraising
capacity and priorities; the availability of support from state, federal, and private resources;
debt capacity and repayment burden; and the cost of operating and maintaining the campus.
Capital Plan 201213
The universitys capital plan details the capital project activity anticipated over a 5-year
32
horizon and is a manifestation of Cornells priorities and initiatives.
After moving to a 5-year planning horizon in fiscal
infrastructure projects; or projects undertaken as
year 1994-95, the universitys total capital plan grew
part of the 2009-13 State University Construction
at an average annual rate of 7.9 percent through fiscal
Fund (SUCF) capital plan. All projects have com-
year 2008-09. Since that time, the university has
plete funding plans in place. Proposed projects that
placed strict requirements on funding plans for capital
are reliant on uncertain sources of funding (gifts to
projects (see Capital Project Spending Guidelines in
be raised, future New York State capital plans, grant
Appendix S) and constrained the use of debt. As a
proposals, etc.) or those that require new debt have
result, over the last four years, each capital plan has
been deferred until a certain funding plan is in place.
been 18 to 37 percent smaller than the peak year, and

the share of the plan that is debt-financed has de-
Capital Plan Highlights
creased from 44 percent to 14 percent over those four
The university has already authorized $1.19 billion
years (see Figures 9 and 10).
(64 percent) of capital activity on projects with an

estimated total ultimate budget of $1.86 billion. The
The schedules on subsequent pages highlight plans
total planned activity over the next five years repre-
to address the universitys strategic initiatives and
sents a 13 percent increase from the fiscal year 2011-12
program enhancements, as well as the maintenance,
capital plan.
renewal, and improvement of its buildings and campus infrastructure.
Of the approved project costs, $674.9 million (36

percent) is estimated to be spent by the end of the
CAPITAL ACTIVITY
2011-12 fiscal year. Four major projects were completed
The projects in the approved capital plan (see Table
in FY2011-12: Milstein Hall, the Johnson Museum ex-
7) include those with budgets greater than $250,000
pansion, Olin Library fire safety improvements, and
that have been approved for planning, design, or
the Rowing Center. If future projects proceed as
construction; projects that represent academic or
planned, the capital budget for expenditures during
programmatic priorities for use of unit resources;
2012-13 will total $499.5 million.
necessary ongoing investments in maintenance and
Figure 9: Total Five Year Capital Plan By Fiscal Year

Ithaca campus facilities and infrastructure mainte-
derway make up $1.06 billion (57 percent) of the total
nance and upgrades, energy conservation, adminis-
capital plan. They include the Weill Cornell Medical
trative systems, and college and unit programmatic
Colleges Belfer Research Building, the renovation of
renovations and improvements make up $422.7 million
Stocking Hall and construction of a new Food Science
(23 percent) of planned activity.
Building, the new Human Ecology Building and parking garage, the phased renovations of Martha Van
Finally, the Weill Cornell Medical College has plans
Rensselaer, the construction of Gates Hall, and the
for clinical program improvements plus renovation
renovation of Warren Hall.
and maintenance needs which will require $51.8 mil-
Major projects (project budgets greater than $10
underway.
lion in addition to the projects approved and already

million) and new construction planned for the Ithaca
campus represent $141.1 million (8 percent) of project
FUNDING SOURCES
costs. This group of projects includes construction
More than half of the funding for capital projects
of a new Humanities Building, renovation and new
depends directly on external resources (see Table 8).
space for the Law School, the first phase of facilities
Gift and grant funding, including grants from govern-
work to allow the College of Veterinary Medicine to
mental or private institutions, is projected at $751.4
expand the size of the incoming class, and means re-
million, or 40 percent of the total approved capital
striction on campus bridges. The first phase of con-
activity. More than 90 percent of this funding is asso-
struction to create the CornellNYC Tech campus on
ciated with the Belfer Research Building, Gates Hall,
Roosevelt Island in New York City is also included in
Humanities Building, and the CornellNYC Tech cam-
the plan, with an estimated cost of $187.8 million (10
pus. The estimated value of gifts and grants in hand
percent).
or pledged for approved projects is $714.4 million,

leaving $37.0 million to be raised.
Capital Plan 201213
Projects that have been fully authorized and are un-
33
Capital Plan 201213
Figure 10: Debt Financing as a Percentage of Total Capital Plan

By Fiscal Year
34
New York State support is projected to fund $340.4
A funding plan for the estimated operating and main-
million (18 percent) of total project costs through the
tenance costs of each capital project is required when
SUNY Capital Plan. This current SUNY 5-year plan
construction is authorized, and the resulting costs are
extends to 2013. Projects to be funded from the next
included in the responsible units operating budget
SUNY capital plan are not included in the universitys
plans. Projects included in the approved
current capital plan. The process for determining
5-year capital plan are expected to increase annual
Cornells submission to the state is nearing comple-
operating and maintenance costs by $13.5 million at
tion, in anticipation of a summer request from the
Weill Cornell Medical College, principally due to the
state.
new Belfer Research Building. For the Ithaca campus,
Funding from General Purpose resources amounts to
crease of $1.4 million as the result of extensive energy
the estimated net impact of projects is an annual in$429.1 million (23 percent) of approved capital activ-
conservation work on the campus. These projects are
ity. Half of this amount is the Weill Cornell Medical
projected to add about 514,000 gross square feet (GSF)
Colleges funding of the debt service for the Belfer
of new space on the Ithaca campus; 521,000 GSF at
Research Building. Funding from unit resources and
Weill Cornell Medical College; and 150,000 GSF at the
enterprise operations represents $341.1 million (18
CornellNYC Tech campus. The work included in the
percent) of planned expenditures.
capital plan is also expected to address about $257 million of the universitys deferred maintenance inventory.
Based on an analysis of project expenditures and

funding availability, the university expects to finance
Debt Plan
$259.9 million of approved project costs using debt.
Proceeds from various debt issuances and borrowings
$216.0 million of the debt financing is for the Belfer
provide for the financing needs of the universitys
Research Building, and nearly all of the rest is for en-
capital projects. Debt allows the university to
ergy conservation and the construction of the park-
undertake capital projects when cash funding is not
ing garage below the new Human Ecology Building.
available at the time capital expenditures are made,
Figure 11. Funding Sources FY 2012-13 Capital Expenditure Budget
related to a project over multiple fiscal years.
2012-13, estimated payments of $144.3 million in principal and interest will be made on this outstanding debt.
In fiscal year 2012-13, the university plans to go forward
The need for short-term bridge financing and long-
with capital projects for which financing has been
term debt as indicated in the universitys 5-year capi-
previously secured or those deemed critical to either
tal plan is the basis for the university treasurers plan
the mission of the university or the life and safety of the
for Cornells debt structure (defined as debt load,
campus community.
timing, and type of borrowing instrument, among

other factors). In addition to an assessment of the
The schedule of debt by operating unit identifies
ability to repay borrowings by the relevant internal
outstanding debt balances and budgeted debt service
university source of funding, there is regular monitor-
by operating unit (see Table 10).
ing of the universitys external capacity to borrow

(measured by the impact that additional debt has on
Space Lease Commitments
financial ratios and debt ratings provided by independ-
The schedule of lease commitments by operating
ent rating agencies). The borrowing needs for the
unit identifies the present value of payments on
capital plan and projected repayment of existing and
leased space for the remaining lease term, the source
new debt are key inputs into the universitys 5-year fi-
of funding for those costs, and the annual amount for
nancial model.
each of the next three fiscal years (see Table 11). The
present value of all current space lease commitments
The universitys external debt includes tax-exempt
is approximately $187.2 million, of which nearly three
and taxable borrowings but excludes debt issued by
quarters is space for the Weill Cornell Medical College.
New York State for contract college projects (see
In addition, for the first time the capital plan includes
Table 9). The latter is paid directly by the state and is
the anticipated cost for new leases or lease exten-
not recorded in the universitys budgets or financial
sions with a present value greater than $250,000 to
statements. Cornell is expected to have $1.9 billion
be executed over the next three fiscal years, totaling
of external debt at the beginning of 2012-13. During
nearly $12 million in present value.
Capital Plan 201213
and it also enables the university to spread the costs
35
Table 7: Approved Capital Activity

(current dollars in thousands)
Authorized
Budget
Estimated
Total
Budget
650,000
625,000
95,800
95,800
Deferred
Maint
Addressed
Estimated
O&M Cost
Impact *
Additional
Space
GSF ~
Capital Plan 201213
Projects Approved/Under Way

1.
Medical Research Building
2.
Stocking Hall Renovation
3.
Human Ecology Building & Parking Structure
71,100
4.
MVR 1933 and East Wing Rehab - Phases 0-2
61,000
5.
Gates Hall
60,000
60,000
6.
Warren Hall Renovations - Phases 1 & 2
51,000
51,000
7.
Weill Cornell West Side Clinical Practices
25,000
25,000
8.
Kuali Financial System Implementation
17,319
16,746
9.
476
1,700
100
71,100
1,000
1,330
193
61,000
30,000
100
Fernow Hall Rehab and Roof Repairs Construction
1,030
8,215
100
35
1,500
30
12,288
12,288
3,900
40
10. Large Animal Teaching Complex/Teaching Dairy Barn
8,146
8,146
1,130
22
32
11. Nestle Library Student Lounge Renovation
6,845
6,845
12. Tower Road Utilities Upgrade
3,500
3,500
50
13. Fernow & Rice Hall Design
3,256
3,256
4,475
14. Energy Conservation Projects - Residential
2,805
2,805
1,500
15. Workday Implementation
2,578
2,717
16. Energy Conservation Projects - Geneva
2,520
2,520
(252)
17. Contract Colleges Facilities Master Plan
2,500
2,500
18. Energy Conservation Projects - Dining
2,000
1,995
19. Savage Hall 4th Floor Renovation & Mechanical Upgrades
1,595
1,595
600
20. VMC Small Animal Surgery HVAC
1,400
1,400
1,011
21. Contract Colleges Electrical Substations Upgrades Design
1,310
1,310
22. Kronos Replaces COLTS
1,239
1,239
23. Wolpe Center Kitchen
36
12,000
19,800
1,000
690
690
1,083,891
1,058,452
72,631
24. Humanities Building
7,460
61,000
500
25. Law School Master Plan - Phase 1
2,649
23,800
300
22,440
13,000
12,000
12,000
Projects Approved/Under Way Subtotal
17,555
941
Major Projects/New Construction
26. CVM Class Expansion - Phase 1

27. Olin Library HVAC System Replacement
28. Bridge Means Restriction
29. Harford Teaching and Research Dairy Center
30. Big Red Marching Band Practice Facility
Major Projects/New Construction Subtotal
1,935
10,000
650
8,300
670
3,586
13,664
141,126
500
62
225
14
25,500
725
76
(2,284)
New York State Funded

31. Energy Conservation Projects - Contract Colleges - Phase 1
32. Contract Colleges Misc. Rehab/Repair
33. Multiple Buildings Roof Repairs - Phase 1
34. Contract Colleges Network Connectivity - Phase 1
2,043
22,842
450
14,894
20,989
20,989
2,300
4,025
5,000
330
3,979
35. Conservatory Greenhouse Restoration
430
2,500
36. East Campus Storm Sewer Replacement
276
2,000
1,099
1,999
37. Contract Colleges Electric Service Entrance Upgrades-Phase 1

38. Barton Hall Police Evidence Room HVAC Upgrades
39. Geneva Campus Electrical Upgrades
New York State Funded Subtotal
*
~
+
O & M = operations and maintenance;

GSF = gross square feet
SUCF = State University Construction Fund
Note: Amounts include planned long-term debt and short-term bridge financing.
1,000
1,500
150
815
650
21,522
60,649
28,089
(2,284)
FUNDING SOURCES
Gifts/
Investment
Income
GP/
Central
Funds
409,000
216,000
48,330
Unit/
Enterprise
EXPENDITURE PATTERN
SUCF+
1,800
94,000
29,000
42,100
2,361
56,639
Other Govt./
Institution
Debt
Financing
(see note)
Through
11-12
12-13
Budget
13-14 to
16-17
216,000
310,000
200,000
115,000
1.
33,884
24,450
37,466
2.
68,194
2,906
52,895
8,105
11,766
30,234
18,000
5.
16,807
12,220
21,973
6.
12,000
13,000
7.
15,568
1,178
8.
6,160
6,128
9.
6,763
1,383
10.
3,220
3,625
11.
12.
19,500
2,000
11,670
1,000
50,000
16,000
9,000
16,746
344
1,200
250
12,038
802
7,000
688
5,645
330
144
3,112
2,816
440
1,155
1,150
2,602
114
1,299
1,106
1,206
1,294
17.
1,995
1,495
500
18.
1,595
1,236
359
19.
1,374
1,172
228
20.
1,310
980
330
21.
1,226
13
22.
410
280
556,025
309,373
193,053
201
2,244
2,500
26
1,239
1,068
690
66,531
273,474
11,201
239,499
16.
23.
4,160
3,300
53,540
24.
2,930
10,970
9,900
25.
480
5,697
16,263
26.
12,000
27.
22,000
10,000
1,941
8,059
8,300
500
150
86
1,231
2,355
11,242
30,531
99,353
22,000
34,386
10,936
2,778
22,000
9,128
10,936
28.
7,650
29.
30.
9,007
10,204
3,631
31.
20,989
13,910
4,236
2,843
32.
40
3,985
2,278
210
1,537
33.
50
3,929
1,035
934
2,010
34.
50
2,450
1,638
862
35.
100
1,900
376
1,625
36.
1,174
825
1,624
375
525
75
975
15
800
205
610
4,207
44,531
30,148
20,029
975
11,911
15.
115
1,760
12,000
62,740
14.
23,800
440
3,500
13.
500
10,936
37.
450
38.
39.
10,471
Capital Plan 201213
3,170
2,319
59,240
4.
3,400
2,717
248,717
3.
100
2,805
458,530
Beyond
16-17
37
Table 7: Approved Capital Activity cont.

(current dollars in thousands)
Authorized
Budget
Maintenance, Infrastructure, Unit

40. Planned Maintenance Projects
44,716
42,288
12,270
1,062
19,745
42. General Purpose Maint. & Infrastructure Projects
2,657
13,950
43. Administrative Systems
8,288
21,105
44. CIT Projects
3,494
27,968
45. Transportation Projects
200
3,361
46. Real Estate Projects
204
3,372
47. Energy & Sustainability Projects
6,031
11,675
225
48. Utilities Projects
4,505
37,533
23,600
49. Campus Life Projects
5,432
59,953
21,400
50. Cornell Store Projects
375
1,565
52. Arts & Sciences Projects
Capital Plan 201213
Deferred
Maint
Addressed
41. Extraordinary Maintenance Projects
51. Architecture, Art & Planning Projects
53. Engineering Projects
448
7,600
3,347
12,000
70
29,149
54. Hotel School Projects
Estimated
O&M Cost
Impact *
Additional
Space
GSF ~
361
(53)
(1,135)
26
1,000
650
4,500
55. Agriculture & Life Sciences Projects
2,839
56. Human Ecology Projects

57. Industrial & Labor Relations Projects
27,505
12,500
2,650
1,000
1,200
58. Veterinary Medicine Projects

59. Johnson School Projects
1,364
9,392
768
4,131
60. Computing & Information Sciences Projects
1,500
61. Library Projects
240
62. Cornell In Washington Projects
38
Estimated
Total
Budget
5,300
50
500
63. Research Centers Projects
170
650
64. Student & Academic Services Projects
100
8,290
2,700
300
12
41,593
362,009
115,594
(1,095)
23,536
187,838
150
23,536
187,838
150
65. Athletics Projects

Maintenance, Infrastructure, Unit Subtotal
CornellNYC Tech
66. CornellNYC Tech Campus - Phase 1
CornellNYC Tech Subtotal
Weill Cornell Medical College Projects

67. Medical Research Building - 4th Floor
15,000
68. Deferred Maintenance

69. Weill Cornell East Side Primary Care Practice Expansion
2,755
12,800
20
9,000
70. Replacement of EPIC Software System for Clinical Billing

20
4,200
72. Molecular Chemistry for Imaging
20
3,000
73. GMP Facility Critical Maintenance
20
2,000
74. Pain Management Fluoroscopy
2,000
500
75. Library Conference Rooms, Reading Rooms & ITS Access
30
500
2,865
51,800
14,800
1,187,070 1,861,874
256,614
Weill Cornell Medical College Projects Subtotal
*
~
+
4,800
71. Radiology Alzheimer's Practice
Total Capital Activity
12,800
O&M = operations and maintenance

GSF = gross square feet
SUCF = State University Construction Fund
Note: Amounts include planned long-term debt and short-term bridge financing.
15
14,901
1,185
FUNDING SOURCES
Gifts/
Investment
Income
GP/
Central
Funds
Unit/
Enterprise
EXPENDITURE PATTERN
Other Govt./
Institution
Debt
Financing
(see note)
Through
11-12
12-13
Budget
13-14 to
16-17
8,190
36,526
40.
600
3,325
15,820
41.
13,950
2,000
3,700
8,250
42.
21,105
4,743
9,690
6,672
43.
9,974
5,744
11,284
10,940
44.
3,361
925
2,436
235
511
1,825
926
8,627
4,831
3,629
3,215
44,493
223
17,495
1,900
17,994
SUCF+
350
3,314
58
Beyond
16-17
45.
110
46.
9,140
2,535
4,500
33,033
5,215
7,695
18,663
5,960
48.
58,453
6,441
8,920
39,892
4,700
49.
1,565
600
965
1,500
47.
50.
1,200
1,250
5,150
600
4,500
2,500
500
900
10,600
3,200
2,300
5,300
27,989
946
9,546
18,657
53.
1,000
3,500
54.
10,943
5,937
10,625
55.
500
1,550
600
56.
800
400
57.
4,500
25,805
750
1,700
1,900
1,200
9,392
2,552
2,840
4,000
58.
4,131
756
1,425
1,950
59.
1,500
1,500
5,300
250
1,550
500
325
52.
2,045
60.
1,455
500
62.
145
8,290
530
3,760
4,000
2,700
50
950
1,700
52,442
97,962
198,181
187,838
13,640
16,544
157,654
187,838
13,640
16,544
157,654
1,400
12,000
1,600
67.
2,755
2,045
8,000
68.
131,151
223,640
650
61.
505
5,110
325
350
1,758
9,512
15,000
12,800
3,000
6,000
1,000
8,000
1,600
3,200
4,200
300
4,200
3,000
2,000
2,000
500
500
714,218
63.
64.
65.
13,425
66.
69.
300
70.
4,200
71.
1,000
72.
1,000
1,000
73.
200
300
74.
500
15,300
12,300
429,078
341,064
24,200
340,355
37,159
259,946
75.
11,355
25,045
15,400
674,851
499,485
674,112
13,425
Capital Plan 201213
1,160
51.
1,200
39
Table 8: Sources and Uses of Capital Expenditures

Sources
To Date
12-13
Capital Plan 201213
14-15
15-16
16-17
Beyond
16-17
Total
1.
Ithaca General Purpose Funds (1)
32,960
46,486
41,979
21,473
21,536
12,045
176,479
2.
WCMC General Purpose Funds (1)
2,755
3,545
3,000
2,000
2,000
2,000
15,300
3.
Gifts In Hand
16,123
24,425
3,522
425
300
4.
Gifts Pledged
14,038
23,387
43,038
48,804
60,640
61,920
251,827
5.
Ithaca Gift Funds (2)
30,161
47,812
46,560
49,229
60,940
61,920
296,621
6.
Gifts In Hand
134,000
128,000
37,000
7.
Gifts Pledged
32,000
20,000
23,000
75,000
8.
Gifts to be Raised
33,000
2,000
35,000
9.
WCMC Gift Funds (2)
44,794
90,000
25,000
409,000
299,000
134,000
160,000
11. Unit Funds (4)
48,663
59,962
44,178
18,807
11,745
10,170
2,765
196,290
12. Enterprise Funds (5)
11,328
15,914
20,921
13,347
11,320
10,337
10,660
93,827
13. WCMC Enterprise Funds (5)
11,500
12,300
4,500
10. Investment Income (3)
40
13-14
14. SUCF Capital (6)
8,597
8,597
28,300
186,450
72,604
49,116
32,185
15. Other Gov't/Institution (7)
2,646
373
332
308
16. WCMC Other Gov't/Institution (7)
9,100
22,200
1,900
3,554
340,355
300
17. Ithaca Campus Debt
29,289
9,691
18. WCMC Medical Debt
176,000
40,000
19. Subtotal Debt Financing (8)
205,289
49,691
3,554
1,212
200
674,851
499,485
306,039
163,560
108,041
To Date
12-13
13-14
14-15
15-16
20. Total Capital Funding/Financing
Uses
3,959
33,200
1,212
200
43,946
216,000
259,946
96,472
16-17
13,425 1,861,874
Beyond
16-17
Total
1.
Projects Approved/Under Way (incl. WCMC)
556,025
309,373
141,735
51,318
2.
Major Projects/New Construction (incl. NYS)
11,242
30,531
52,305
26,408
1,058,452
3.
New York State Funded
30,148
20,029
9,255
1,216
4.
Maintenance, Infrastructure, and Unit
52,442
97,962
74,570
51,658
39,401
32,552
5.
CornellNYC Tech
13,640
16,544
18,774
30,960
46,000
61,920
187,838
6.
Medical College Projects
11,355
25,045
9,400
2,000
2,000
2,000
51,800
7.
Total Capital Expenditures
674,851
499,485
306,039
163,560
108,041
96,472
13,425 1,861,874
20,640
141,126
60,649
13,425
362,009
Notes:
(1) General Purpose funds are resources provided from the central university General Purpose or Medical College budgets. Project examples include Medical
Research Building, administrative systems, energy conservation, and maintenance.
(2) Gifts are restricted gifts for capital projects. Gifts in hand are cash payments. Gifts Pledged are gift commitments with future payment. Gifts to be Raised are a
projection of future, to be identified gifts that can be raised for projects. Project examples include Humanities Building, Gates Hall, and Medical Research Building.
(3) Investment Income is interest earned on gift funds in hand prior to expenditure on project costs. Project examples include Gates Hall.
(4) Unit funds are resources provided by colleges or other units from their operations or reserves. Project examples include Law School, CIT, Utilities, college
projects, and contributions to State-funded projects.
(5) Enterprise funds are resources provided by units run as enterprise and revenues generated by rates. Examples include Campus Life, Utilities, Transportation,
and WCMC clinical practices.
(6) SUCF Capital is New York State funding provided to the SUNY campuses, administered by the State University Construction Fund. Project examples include the
new Human Ecology Building, Stocking Hall renovation/addition, MVR 1933/East rehabilitation, and Warren Hall renovation.
(7) Other Government/Institution funds are resources provided by federal, state or local government agencies or private institutions. Project examples include the
fit-out of the 4th floor of the Medical Research Building.
(8) Debt financing includes both long-term debt repaid by amortized debt service payments from operating budgets and short-term bridge financing repaid by
receipt of future gift payments. Project examples include the Human Ecology Building Parking Garage, Medical Research Building, and energy conservation.
Table 9: Summary of External Debt Financing

Interest Rate
Maturity
Date
Actual
Balance
6/30/11
Forecast
Balance
6/30/12
Projected External Debt Service Payments

12-13
13-14
14-15
2025
47,980
45,440
4,811
Tax-Exempt Debt
Series 1990B
3.00 - 5.00%
4,812
4,807
2.
Series 1998 Commercial Paper
2.99% until 10/1/15
2037
59,000
57,540
3,195
3,186
3,201
3.
Series 2000A
2.99% until 10/1/15
2029
51,090
49,100
3,543
3,561
3,581
4.
Series 2000B
4.63%
2030
68,460
66,140
5,495
5,492
5,489
5.
IDA Series 2002A
4.52%
2030
41,940
40,495
3,340
3,337
3,336
6.
IDA Series 2002B
2.90%
2015
15,390
15,390
446
446
15,836
7.
Series 2004
3.51%
2033
81,600
79,200
5,255
5,243
5,279
8.
Series 2006
4.00 - 5.00%
2035
196,120
184,735
20,279
19,645
12,655
9.
IDA Series 2008
2.00 - 5.25%
2037
68,630
67,170
4,711
4,742
4,720
10.
Series 2008
3.00 - 5.00%
2037
125,420
122,980
8,634
8,634
8,638
11.
Series 2009
3.00 - 5.00%
2039
305,000
299,470
20,280
20,282
20,284
12.
Series 2010
4.00 - 5.00%
2040
285,000
285,000
14,088
14,088
14,088
13.
Subtotal Tax-Exempt Debt
1,345,630
1,312,660
94,078
93,467
101,915
Taxable Debt
14.
Series 1987B
11.11%
2012
3,080
725
806
15.
Series 2009 taxable
4.35 - 5.45%
2019
500,000
500,000
24,500
274,500
13,625
16.
Commercial Paper
Variable
78,500
78,500
7,673
7,591
7,426
17.
Urban Development Corp.
0.00%
2029
2,250
2,125
125
125
125
18.
Other
Various
2029
19.
Subtotal Taxable Debt
2,676
2,588
262
262
262
586,506
583,938
33,366
282,478
21,438
16,851
12,775
8,970
144,294
388,719
132,322
Swap Interest
Total External Debt
1,932,136 1,896,598
Notes:
The total outstanding external debt and the sum of external debt service payments for 2012-2013 shown above are different from the corresponding
outstanding operating unit debt balances and debt service totals shown in Table 10 due to a combination of: (a) differences in timing of borrowing
and repayment between the university and various operating units; (b) debt costs, including compounded interest, to be recovered from future
interest payments on operating unit debt; and (c) proceeds of debt issues used to pay issuance costs, on deposit in construction funds, or
deposited into reserves to pay future debt service or fund project maintenance.
While Series 2000A, 2000B, 2002A, 2004 and a portion of the tax-exempt commercial paper were issued as variable-rate debt, they have been
swapped to fixed rates for various terms, which are reflected in the interest-rate information and projected debt service payments.
Cornell maintains a pool of working capital and a line of credit that are used to meet the daily cash flow of disbursements.
Capital Plan 201213
1.
41
Table 10: Debt Service by Operating Unit

Ithaca Campus
Capital Plan 201213
Unit
Budget
2012-2013 Debt Service

Central
Budget
Total
1.
Agriculture & Life Sciences
2,851
2,718
451
2.
Architecture, Art, and Planning
10,928
28,427
809
3.
Arts & Sciences
92,893
4.
Engineering
41,123
5.
13,843
8,226
2,063
6.
Human Ecology
761
600
317
317
7.
1,320
1,180
202
202
8.
Johnson School
3,415
2,372
612
9.
Law School
2,265
1,785
451
1,232
2,041
97,173
7,258
7,258
42,842
3,663
3,663
2,063
612
584
584
10. Veterinary Medicine
19,108
22,647
1,629
852
2,481
11. Colleges Subtotal
188,507
207,970
6,083
13,589
19,672
12. Animal Facilities
54,844
52,778
4,744
4,744
13. Life Sciences
88,076
86,132
6,410
6,410
14. Theory Center
2,375
2,250
127
127
145,295
141,160
11,281
11,281
16. Africana Center
1,831
1,529
388
388
17. Athletics & Physical Education
5,511
4,717
443
443
18. Cornell In Washington
2,704
2,618
262
262
19. Library
9,709
9,322
20. All Other
1,040
859
230
20,795
19,045
935
195,834
182,680
18,169
158
140
26
26
2,755
2,470
290
290
15. Research Centers Subtotal
21. Other Academic Programs Subtotal

22. Campus Life
42
Outstanding Balance
2/28/11
2/29/12
23. Dean of Students

24. Fraternities/Sororities
25. Gannett Health Services
26. Student Services Subtotal
27. Human Resources
28. Information Technologies
29. All Other
30. Administrative & Support Subtotal
31. Facilities & Campus Services
877
1,824
1,548
200,571
186,838
18,485
6,624
6,354
694
10,721
9,544
877
230
1,265
2,200
18,169
363
363
363
18,848
595
1,103
1,698
694
612
487
138
138
17,957
16,385
1,289
1,241
2,530
410
15,772
152,849
147,211
15,362
32. Real Estate
15,458
18,386
2,190
33. Transportation/Mail Service
24,997
23,964
2,314
193,304
189,561
19,866
9,100
6,128
775,529
767,087
46,658
138,849
269,412
25,663
25,663
74,627
71,964
6,434
6,434
303
78
34. Physical Plant Subtotal

35. Ithaca All Other
36. Ithaca Campus Total
2,190
2,314
410
20,276
1,718
1,718
29,866
76,524
Medical College
37. Research
38. Residences
39. Clinical Care
40. Infrastructure
41. Medical College Total
42. University Total
14,648
13,908
1,345
1,345
228,427
355,362
33,442
33,442
1,003,956
1,122,449
80,100
29,866
109,966
Table 11: Current Lease Commitments and Lease Extensions

Current Lease Commitments
by Operating Unit
SOURCES OF FUNDING
06/30/12
Lease
NPV*
1.
2.
3.
4.
5.
6.
7.
8.
9.

Architecture, Art & Planning
Computing & Information Science
Engineering
Human Ecology
Johnson School
Law School
Colleges Subtotal
1,793
1,651
282
720
2,871
8,903
86
10
16,317
Central
Funds
78
78
10,842
663
689
180
55
354
206
463
8,753
22,204
10,087
23. CornellNYC Tech Campus

24. Weill Cornell Medical College
25. Subsidiaries
26. University Total
130 E. Seneca St., Ithaca, NY

East Hill Plaza, Ithaca, NY
30 Brown Rd., Ithaca, NY
35 Thornwood Dr., Ithaca, NY
312 College Ave., Ithaca, NY
409 College Ave., Ithaca, NY
445 E. 68th St., New York, NY
230 Park Ave., New York, NY
40 Worth St., New York, NY
50 W. 17th St., New York, NY
1300 Franklin Ave., Bronx, NY
1337 President St., Brooklyn, NY
1345 President St., Brooklyn, NY
400-444 N. Capitol St. NW,
Washington, DC
15. Palazzo Lazzaroni, Via Dei Barbieri,
Rome, Italy
16. Total
12-13
13-14
14-15
392
727
282
166
599
1,442
45
10
3,664
193
625
119
296
166
620
1,558
30
166
497
1,669
15
3,191
2,762
115
53
168
20
30
50
5
5
1,520
222
264
100
25
102
97
193
1,083
3,606
1,415
127
264
73
25
102
97
194
840
3,139
1,056
127
198
12
6
102
20
97
817
2,437
3,260
2,845
1,400
19,205
385
1,400
18,161
395
1,400
17,487
405
7,532
28,428
26,336
24,496
1,063
1,361
66
66
755
663
689
180
55
354
206
463
8,753
20,226
1,978
7,300
138,282
2,845
75,573
7,300
59,448
187,166
96,156
83,478
SOURCES OF FUNDING
Unit
Estimated
Lease
NPV*
JGSM
DFA
CALS
DFA
Comm.
SAS
WCMC PO
AAD
WCMC PO
AAP
WCMC PO
CHE
CHE
Govt.
431
759
1,082
1,128
844
251
885
1,797
363
886
548
527
337
292
AAP
1,602
11,734
Central
Funds
Unit/
Enterprise
LEASE EXECUTION
Other
Gov't/Inst
431
12-13
13-14
431
380
759
1,082
380
1,082
1,128
844
251
885
1,797
363
886
548
169
108
295
295
1,797
363
1,128
844
251
295
886
548
359
229
527
337
292
292
1,602
3,024
14-15
7,040
1,602
1,670
1,106
4,357
6,271
Notes:
*
Net Present Value

An estimate is provided for the CornellNYC Tech campus since a lease has not yet been executed.
Johnson School (JGSM), Division of Financial Affairs (DFA), College of Agriculture & Life Sciences (CALS), University Communications
(Comm.), Student and Academic Services (SAS), Weill Cornell Medical College Physician Organization (WCMC PO), Alumni Affairs &
Development (AAD), Architecture, Art & Planning (AAP), College of Human Ecology (CHE), Government & Community Relations (Govt.)
Cornell is both tenant and landlord.
Capital Plan 201213
Alumni Affairs & Development

Facilities Services
Financial Affairs
Government Affairs
Human Resources
Investment Office
Student & Academic Services
University Communications
Central University
Administration Subtotal
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
298
282
67
8
75
1,495
1,651
720
1,808
8,903
86
10
14,674
133
86
219
Lease Extensions
Net Present Value > $250K
Other
Gov't/Inst
282
10. Research
11. Other Academic
12. Academic Support Subtotal
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
LEASE PAYMENTS
Unit/
Enterprise
43
44
Appendices
A
Academic Year Tuitions............................................
46
Student Fees and Other Tuition Rates...................
47
Enrollment Assumptions..........................................
48
Profile: Class of 2015.................................................
49
Undergraduate Tuition and Fees, Room and

Board Ivy League, Peer, and Common
Acceptance Institutions ...........................................
52
Undergraduate Tuition and Fees Selected Public

and Land-Grant Institutions.....................................
53
Tuition and Fees Selected Medical Colleges.....
53
G Average Nine-Month Faculty Salaries Selected

Research Institutions ................................................
54
H Undergraduate Financial Aid ...................................
55
56
K
L
New York State Appropriations...............................

Facilities and Administrative Costs and Employee
Benefits Billing Rates ................................................
57
Investment Assets, Returns, and Payouts ...........
58
Endowment Market Value for Selected

Institutions ..................................................................
59
M Gifts/Contributions Through March 31, 2012 ...
60
N Cornell Now Campaign Through March 31, 2012
61
O Projected Maintenance Funding Ithaca Campus
62
Work Force - Ithaca Campus ...................................
63
Q Room and Board Rates Ithaca Campus..............
64
Ithaca Campus Faculty Peers by College..............
65
Capital Project Spending Guidelines......................
66
Guidelines for Space Needs Studies ......................
68
Procedure for the Reallocation of Space ..............
70
Space Management Principles................................
72
W Division Directory.......................................................
73
Appendices
45
Academic Year Tuitions

09-10
10-11
11-12
12-13
% Change
from 11-12
$37,750
$39,450
$41,325
$43,185
4.50%
29,500
29,500
29,500
29,500
0.00%
41,325
43,185
4.50%
Endowed Ithaca
1.
Undergraduate
2.
Graduate School (research degrees) *
3.
Graduate School (professional degrees)
37,750
39,450
4.
Hotel Administration (Mgt. Intern Pgr. - per term)
15,100
15,780
16,530
17,274
4.50%
5.
Johnson School (MBA entering students)
47,150
49,272
51,480
53,796
4.50%
6.
Johnson School (MBA continuing students)
46,700
49,272
51,480
53,796
4.50%
7.
Johnson School (accelerated MBA program - summer)
27,700
29,800
31,140
32,540
4.50%
8.
Johnson School (Cornell-Queen's EMBA - 17 month)
9.
Johnson School (executive MBA program - 2 year)
99,800
103,680
106,890
110,220
3.12%
133,600
138,800
145,380
149,920
3.12%
48,950
51,150
53,150
55,220
3.89%
11. Law School (3rd year students)
48,050
51,150
53,150
55,220
3.89%
12. Law School (JSD)
48,050
51,150
53,150
29,500
(44.50%)
13. Law School (LL.M 1-yr. Program)
51,530
53,850
56,490
59,260
4.90%
14. Cornell Abroad (Bologna I per term)
16,345
17,100
16,470
15,700
(4.68%)
15. Cornell Abroad (Bologna II - spring term)
18,995
19,920
19,430
18,700
(3.76%)
16. Cornell Abroad (Denmark - per term)
23,490
24,210
23,945
24,700
3.15%
17. Cornell Abroad (Europe & Nepal - per term)
21,950
22,925
23,000
23,250
1.09%
18. Cornell Abroad (Kyoto - per term)
28,325
29,325
26,945
27,200
0.95%
19. Cornell Abroad (External General - per term)
4,995
4,995
3,995
3,200
(19.90%)
20. Cornell Abroad (External Israel & UK -per term)
5,410
5,410
4,410
3,600
(18.37%)
21. Undergraduate Resident
21,610
23,310
25,185
27,045
7.39%
22. Undergrad. Nonresident **
37,750
39,450
41,325
43,185
4.50%
23. Sea Education Association (per term) +
16,730
17,600
17,900
18,600
3.91%
24. Environmental Science (per term)
17,046
18,800
18,800
19,350
2.93%
25. Graduate School (non-veterinary research degrees) *
20,800
20,800
20,800
20,800
0.00%
26. Graduate School (non-Veterinary professional degrees)
24,700
25,815
27,040
28,260
4.51%
27. Veterinary Medicine Resident DVM
26,500
27,700
28,400
29,400
3.52%
28. Veterinary Medicine Nonresident DVM
39,500
41,700
42,750
44,250
3.51%
29. Veterinary Medicine Graduate School
20,800
20,800
20,800
20,800
0.00%
30. Medical College (entering students)
44,650
45,545
46,000
47,150
2.50%
31. Medical College (continuing students)
39,100
45,545
46,000
47,150
2.50%
32. Graduate School of Medical Sciences
27,830
28,480
29,282
30,160
3.00%
Appendices
10. Law School (entering and 2nd year students)
46
Contract College
Medical Campus
Notes:
Research degrees include: MA (except for CRP), MS, MS/PhD, PhD, MFA, DMA programs and non-degree students.
Professional degrees include: CIPA (MPA), FALCON, MArch I and II, MAT, MEng, MFS, MHA, MILR, MLA, MRP,
MPS, MPS Africana Studies, MPS Applied Statistics, MPS Information Studies, and MPS Real Estate.
External program tuitions exclude the tuition costs of the host university, which the student pays directly.
This tuition is also used for master of professional studies programs in existence before 1999-2000.
** This tuition is also used for master of professional studies programs created in 1999-2000 and thereafter.
+ SEA Semester Summer Session
Student Fees and Other Tuition Rates

Ithaca Campus
09-10
10-11
11-12
12-13
% Change
from 11-12
$400
400
400
400
0.0%
0.0%
1.
Acceptance Deposit Undergraduate *
2.
Active File Fee Graduate (per term)
200
200
200
200
3.
Activity Fee - Undergraduate (mandatory)
204
216
216
229
6.0%
4.
Activity Fee - Graduate (mandatory)
70
76
76
81
6.6%
5.
Administrative/Special Fee
7,425
7,760
8,130
8,500
4.6%
6.
Application Fee Undergraduate
70
70
75
75
0.0%
7.
Application Fee Graduate
70
80
95
95
0.0%
8.
Application Fee Johnson School (US)
200
200
200
200
0.0%
9.
Application Fee Johnson School (international)
200
200
200
200
0.0%
10. Application Fee Law School (JD degree)
75
80
80
80
0.0%
11. Application Fee Law School (PhD degree)
75
80
80
80
0.0%
12. Application Fee Veterinary Medicine **
60
60
60
65
8.3%
13. Candidate for Degree Only Fee Graduate
35
35
35
14. Cornell Card Annual Fee
10
10
10
12
20.0%
135
135
135
135
0.0%
15. Doctoral Thesis Fee Graduate

16. Extramural Study Course Tuition (per credit)
1,055
1,055
1,155
9.5%
15
50
75
100
33.3%
18. I.D. Replacement Fee
40
40
40
40
0.0%
200
200
200
200
0.0%
75
75
75
75
0.0%
19. In-Absentia Fee Graduate (per term)

20. In-Absentia Fee Johnson School (per term)
21. In-Absentia Fee Law School (per term)
75
75
75
200
166.7%
22. Late Registration Fee General
350
350
350
350
0.0%
23. Late Thesis Filing Fee Graduate
100
100
100
100
0.0%
24. Summer Session Course Tuition (per credit)

25. Shoals Marine Lab (per credit, includes board)
26. Summer Session Registration
970
1,010
1,105
1,105
0.0%
1,043
1,153
1,524
1,613
5.8%
100
100
100
100
0.0%
75
75
75
75
0.0%
Medical Campus
27. Application Fee Medical College
28. Application Fee Medical Sciences
29. Health Service Fee - Medical Campus (mandatory)
60
60
60
60
0.0%
1,300
1,300
1,350
1,350
0.0%
Notes:
*
The undergraduate acceptance deposit is a one-time payment made by newly accepted students that is reimbursed as a tuition credit during the
first semester of enrollment.
The administrative/special fee covers administrative and support costs for the pre-1983 Cornell Children's Tuition Scholarship (CCTS) program.
** The College of Veterinary Medicine uses the Veterinary Medicine College Application Service (VMCAS) to process applications. This fee is
supplemental to the VMCAS fee. The FY13 VMCAS fee is pending (FY12 fee was $159).
The Military Science course rate shown here is for non-Cornellians only.
The FY12 late registration fee is $350 after the third week then rises to a fixed rate of $500 after the 6th week.
The summer session course tuition and Shoals Marine Lab fee for 2012-13 are applicable for the summer of 2012 instructional period.
(Each course has an additional fee of $241).
The summer session registration fee, due after the applicable early enrollment deadline, is $100. Students who enroll after the registration
deadline for any session may also be assessed late fees of $100 per week.
The Candidate for Degree Only Fee is no longer charged to graduate students.
Appendices
1,010
17. Extramural Study Military Science (per course)
47
Enrollment Assumptions
12-13 Projected
Full-Time Equivalent
Tuition-Paying Enrollments *
Resident
Nonres.
Fall 11
Actual
Registrar
Enrollments
12-13
Overall
Enrollment
Targets
Fall 12
Projected
Registrar
Enrollments
3,432
3,348
3,430
1,836
447
430
463
450
450
Total
UndergraduateOn-Campus
1.
2.
3.
Arts & Sciences
4,198
4,119
4,245
4,101
4,101
4.
Engineering
2,804
2,791
2,826
2,777
2,777
5.
868
876
891
854
6.
Human Ecology
1,138
1,150
1,166
526
7.
8.
Subtotal On-Campus
3,359
854
600
1,126
844
824
845
381
492
873
13,731
13,537
13,866
10,925
2,615
13,540
153
266
144
266
266
44
42
33
42
42
124
96
96
96
96
12. Rome Program
49
45
45
45
45
13. NYC Program
11
30
30
30
30
381
479
348
479
479
14,112
14,016
14,214
11,404
16. Johnson School
872
823
823
823
823
17. Law
570
648
648
648
648
18. Medical College
393
401
401
401
377
401
391
217
184
401
20. Total Professional
2,212
2,273
2,263
2,089
184
2,273
UndergraduateOff-Campus
9.
Cornell Abroad
10. Cornell in Washington

11. Field Study/EAS Hawaii/Sea Semester
14. Subtotal Off-Campus

15. Total Undergraduate
Appendices
1,523
2,615
14,019
Professional
48
401
Graduate
21. Agriculture & Life Sciences
947
811
811
811
811
22. Architecture, Art & Planning
428
315
315
315
315
23. Arts & Sciences
1,194
1,166
1,166
1,166
1,166
24. Engineering
1,637
1,474
1,501
1,501
1,501
66
54
54
54
54
26. Human Ecology ~
200
432
432
432
432
27. Industrial & Labor Relations
188
187
187
187
187
28. Johnson School
46
41
41
41
41
29. Law
12
12
10
11
11
338
384
384
384
384
25. Hotel Administration
30. Graduate School of Medical Sciences

32. Total Graduate
33. Total Enrollment
109
124
124
124
124
5,165
5,000
5,025
5,026
5,026
21,489
21,289
21,502
18,519
2,799
21,318
Notes:
*
Tuition revenues are based on FTE enrollments, which account for fall-to-spring enrollment differences, tuition prorations for students attending
less than a full semester, and Johnson School enrollees in the Queens EMBA program who pay tuition to Queens University rather than Cornell
University.
The difference between fall registration and FTE paying enrollments for off-campus programs reflects higher enrollments in these programs
during the spring semester, especially in Cornell Aborad.
All Program in Real Estate enrollments have been consolidated on line 22 in this schedule.
All Cornell Institute for Public Affairs enrollments have been consolidated on line 26 in this schedule.
Profile: Class of 2015

CLASS OF 2015: ENROLLING FALL FRESHMEN
3,356 fall freshmen are expected to enroll in the Class of 2015*
49.9% are women; 50.1% are men
65.6% attended public high schools
15.3% are children of Cornell alumni
6.4% are recruited athletes
The average age is 18
ENROLLING FRESHMEN BY CORNELL COLLEGE
Endowed Colleges
College of Arts & Sciences
Contract Colleges
1,155
699
College of Human Ecology
277
School of Hotel Administration
175
School of Industrial and Labor Relations
163
College of Architecture, Art & Planning
114
Appendices
College of Agriculture & Life Sciences
773
College of Engineering
STANDARDIZED TESTS
Percent of enrolling students submitting SAT scores: 87.8%
49
Percent of enrolling students submitting ACT scores: 36.4%

25th Percentile
50th Percentile
75th Percentile
SAT I Critical Reading
630
680
730
678
SAT I Math
670
730
770
715
SAT I Total
1,320
1,410
1,480
1,393
29
31
33
31
ACT Composite
HIGH SCHOOL CLASS RANK

Percent of enrolling students submitting high school class rank: 35.5%
Top tenth of graduating class
89%
Top quarter of graduating class
98%
Top half of graduating class
99%
Notes:
*
Mean/Average
Freshmen depositing to enroll based on July data; this figure may differ from official 6th week enrollment figures.
D CONT.
FINANCIAL AID
Full-time first-year students
3,356
100.0%
Students who applied for aid
2,078
61.9%
Students determined to have financial need
1,692
50.4%
Students awarded financial aid
1,692
50.4%
Students receiving need-based scholarship/grant
1,630
48.6%
Average need-based scholarship/grant award from Cornell funds

Average loan amount offered in aid package
$33,099
$4,600
ETHNICITY AND RACE
20.1% identify themselves as under-represented minorities (URM). URM is defined as American Indian/Alaska
Native, Black/African American, Native Hawaiian/Pacific Islander, or any combination including one or more of these categories. All students of Hispanic/Latino ethnicity, regardless of race, are also considered URM.
36.4% identify themselves as students of color (URM or Asian American).
U.S. Citizens, Permanent Residents, or Refugees

Appendices
HISPANIC/LATINO ETHNICITY, OF ANY RACE
11.5%
NON-HISPANIC/LATINO ETHNICITY, BY RACE

American Indian or Alaska Native
0.2%
Asian American
549
16.4%
Black /African American
209
6.2%
0.1%
1,382
41.2%
68
2.0%
Native Hawaiian or Pacific Islander
50
387
White
Bi-Multiracial, non-Hispanic/Latino URM
Bi-Multiracial, not URM
Not reported
INTERNATIONAL, OF ANY ETHNICITY AND RACE
71
2.1%
332
9.9%
349
10.4%
GEOGRAPHIC DIVERSITY
Members of the Class of 2015 represent 45 different countries and reside in 48 of the 50 United States, plus Washington DC and Puerto Rico.
Regional Representation (by location of high school)

New York
993
29.6%
Mid-Atlantic
703
20.9%
Far West
415
12.4%
New England
358
10.7%
International
303
9.0%
Midwest
258
7.7%
Southeast
182
5.4%
Southwest
141
4.2%
0.1%
Unknown
D CONT.
COMPARATIVE DATA: 2011 FALL FRESHMAN UNIVERSITY TOTALS
Overview
Early Decision
Regular Decision
Total
Applicants
3,479
32,908
36,387
Admits
1,227
5,311
6,538
Enrolling
1,180
2,176
3,356
Applicants
Admits
Enrolling
750 - 800
14%
26%
16%
700 - 740
21%
29%
26%
650 - 690
23%
23%
27%
600 - 640
19%
14%
18%
550 - 590
12%
6%
8%
500 - 540
6%
2%
3%
Below 500
5%
0%
1%
750 - 800
36%
49%
40%
700 - 740
23%
24%
25%
650 - 690
19%
16%
18%
600 - 640
11%
8%
11%
550 - 590
6%
3%
4%
500 - 540
3%
1%
2%
Below 500
2%
0%
0%
Top tenth
74%
93%
89%
Top quarter
92%
98%
98%
Top half
98%
99%
99%
Waitlist
Number of qualified applicants offered a place on the waitlist
2,982
Number accepting a place on the waitlist
1,846
Number admitted from the waitlist
Sat I Critical Reading
High School Class Rank
Notes:
Freshmen depositing to enroll based on July data; this figure may differ from official 6th week enrollment figures.
Appendices
Sat I Math
51
Undergraduate Tuition and Fees, Room and Board

Ivy League, Peer, and Common Acceptance Institutions
Tuition & Mandatory Fees
Institution
Appendices
11-12
Institution
$43,304
$45,290
4.6
NYU
Carnegie Mellon
41,940
44,010
4.9
Dartmouth
40,437
42,996
6.3
Tufts
41,598
42,962
Chicago
41,091
42,783
RPI
40,680
U. Pennsylvania
Johns Hopkins
10-11
11-12
$56,787
6.0
Columbia
53,876
56,310
4.5
Chicago
53,244
55,416
4.1
3.3
Dartmouth
52,275
55,365
5.9
4.1
Johns Hopkins
53,190
55,242
3.9
42,704
5.0
Carnegie Mellon
52,690
55,120
4.6
40,952
42,550
3.9
Washington U.
52,695
55,111
4.6
40,680
42,280
3.9
Georgetown
53,463
54,936
2.8
Brown
40,820
42,230
3.5
Northwestern
52,463
54,763
4.4
Washington U.
40,369
41,992
4.0
Cornell (Contract-nonres.)
52,316
54,701
4.6
Northwestern
40,223
41,983
4.4
Cornell (Endowed)
52,316
54,701
4.6
Duke
40,243
41,938
4.2
RPI
52,145
54,679
4.9
Rochester
40,282
41,826
3.8
Tufts
52,866
54,474
3.0
NYU
40,082
41,606
3.8
U. Pennsylvania
52,382
54,428
3.9
Cornell (Contract-nonres.)
39,666
41,541
4.7
Boston U.
52,124
54,130
3.8
Cornell (Endowed)
39,666
41,541
4.7
Rochester
51,922
53,946
3.9
Boston U.
39,864
41,420
3.9
Duke
51,865
53,905
3.9
Georgetown
40,203
41,393
3.0
Stanford
51,410
53,217
3.5
Stanford
39,534
40,926
3.5
Brown
51,360
53,136
3.5
MIT
39,212
40,732
3.9
Yale
49,800
52,700
5.8
Yale
38,300
40,500
5.7
MIT
50,446
52,507
4.1
Harvard
38,415
39,581
3.0
Harvard
50,723
52,382
3.3
Princeton
37,420
37,865
1.2
UC-Berkeley (nonres.)
49,127
50,703
3.2
U. Michigan (nonres.)
36,001
37,782
4.9
Princeton
49,360
49,934
1.2
U. Virginia (nonres.)
33,574
36,578
8.9
U. Michigan (nonres.)
45,193
47,250
4.6
UC-Berkeley (nonres.)
33,819
35,713
5.6
U. Virginia (nonres.)
42,226
45,614
8.0
Michigan State (nonres.)
29,108
31,148
7.0
Michigan State (nonres.)
36,878
39,352
6.7
Pennsylvania State (nonres.)
27,114
28,066
3.5
Cornell (Contract-res.)
36,176
38,561
6.6
Rutgers (nonres.)
24,022
25,417
5.8
Pennsylvania State (nonres.)
36,144
37,486
3.7
Cornell (Contract-res.)
23,526
25,401
8.0
Rutgers (nonres.)
35,238
36,679
4.1
SUNY-Buffalo (nonres.)
15,546
16,299
4.8
SUNY-Binghamton (nonres.)
26,535
27,136
2.3
SUNY-Binghamton (nonres.)
15,291
15,326
0.2
SUNY-Buffalo (nonres.)
25,574
27,027
5.7
SUNY-Buffalo (res.)
7,136
7,519
5.4
SUNY-Binghamton (res.)
18,125
19,026
5.0
SUNY-Binghamton (res.)
6,881
7,216
4.9
SUNY-Buffalo (res.)
17,164
18,247
6.3
Notes:
$53,592
Columbia
52
10-11
Tuition, Fees, Room & Board
Institutions are ranked in descending order of rates for 2011-12.

Institutions with different resident and nonresident tuitions are indicated res. and nonres. respectively.
Common acceptance refers to institutions that had significant overlap with Cornell in the common acceptance of students who eventually
matriculated at Cornell rather than those other institutions.
Undergraduate Tuition and Fees

Selected Public and Land-Grant Institutions
Resident
Institution
Nonresident
10-11
11-12
Percent
Institution
Cornell (Contract)
$23,526
$25,401
8.0%
Cornell (Contract)
Pennsylvania State
15,250
15,984
4.8%
U. Vermont
14,066
14,784
5.1%
UCDavis
11,958
13,860
15.9%
U. Illinois (Urbana)
13,096
13,838
U. Minn. (Twin Cities)
12,288
13,022
U. Mass. (Amherst)
11,917
Michigan State
U. Connecticut (Storrs)
10-11
11-12
Percent
$39,666
$41,541
4.7%
UCDavis
34,837
36,738
5.5%
U. Vermont
32,630
34,424
5.5%
U. Texas (Austin)
31,266
32,506
4.0%
5.7%
Michigan State
29,108
31,148
7.0%
6.0%
Indiana U. (Bloomington)
27,689
29,540
6.7%
12,797
7.4%
Pennsylvania State
27,114
28,066
3.5%
11,152
12,202
9.4%
U. Illinois (Urbana)
27,238
27,980
2.7%
10,416
10,670
2.4%
Purdue
26,622
27,646
3.8%
U. Texas (Austin)
9,416
9,794
4.0%
U. Connecticut (Storrs)
26,880
27,566
2.6%
Ohio State (Columbus)
9,420
9,735
3.3%
U. Mass. (Amherst)
23,813
25,585
7.4%
U. Wisconsin (Madison)
8,983
9,665
7.6%
U. Wisconsin (Madison)
24,233
25,415
4.9%
9,028
9,524
5.5%
Ohio State (Columbus)
23,604
24,630
4.3%
Purdue
9,070
9,478
4.5%
Texas A & M
22,817
23,811
4.4%
Texas A & M
8,387
8,421
0.4%
Iowa State (Ames)
18,563
19,358
4.3%
SUNY-Buffalo
7,136
7,519
5.4%
U. Minn. (Twin Cities)
16,588
18,022
8.6%
Iowa State (Ames)
6,997
7,486
7.0%
SUNY-Buffalo
15,546
16,299
4.8%
SUNY-Binghamton
6,881
7,216
4.9%
SUNY-Binghamton
15,291
15,326
0.2%
SUNY-Albany
6,830
7,172
5.0%
SUNY-Albany
15,240
15,282
0.3%
53
Tuition and Fees

Selected Medical Colleges
Tuition
Institution
Tuition and Fees*

10-11
11-12
Percent
Institution
10-11
11-12
Percent
Case Western
47,730
49,570
3.9%
Cornell
52,774
53,267
0.9%
Columbia
43,212
47,600
10.2%
Columbia
50,962
52,657
3.3%
Yale
45,600
47,560
4.3%
Univ of Pennsylvania
47,172
51,900
10.0%
Harvard
45,050
47,500
5.4%
Duke
47,703
51,424
7.8%
Washington Univ (St. Louis)
48,800
46,510
-4.7%
Case Western
49,050
51,062
4.1%
Duke
44,482
46,261
4.0%
Harvard
48,517
51,043
5.2%
Cornell
45,545
46,000
1.0%
Yale
47,936
50,012
4.3%
Stanford
44,196
45,744
3.5%
Stanford
48,114
49,997
3.9%
Univ of Pennsylvania
43,960
45,498
3.5%
Washington Univ (St. Louis)
48,800
49,480
1.4%
Pittsburgh (Non-Resident)
41,994
44,512
6.0%
Pittsburgh (Non-Resident)
45,729
48,595
6.3%
Rochester
41,400
43,100
4.1%
Rochester
45,304
47,302
4.4%
Johns Hopkins
41,200
42,600
3.4%
John Hopkins
46,010
46,635
1.4%
Chicago Pritzker
40,627
42,294
4.1%
Chicago Pritzker
41,452
45,852
10.6%
Notes:
Appendices
Indiana U. (Bloomington)

Includes health fees and the cost of health insurance, whether waivable or not.
Average Nine-Month Faculty Salaries

Selected Research Institutions
91-92
Institution
01-02
Institution
11-12
78,138
Harvard
117,511
Stanford
161,758
Harvard
73,717
Stanford
111,077
Harvard
160,672
Stanford
72,860
U. Pennsylvania
109,473
Columbia
159,281
MIT
71,278
Cal Tech
109,214
Chicago
157,169
Princeton
70,193
Princeton
108,248
Princeton
155,782
Chicago
69,458
Chicago
106,711
U. Pennsylvania
151,286
Yale
68,499
MIT
104,549
Cal Tech
148,406
U. Pennsylvania
68,478
NYU
104,472
NYU
146,163
NYU
68,147
Yale
104,058
MIT
144,746
Rutgers
67,673
Columbia
103,598
Duke
143,768
Columbia
67,363
Northwestern
102,316
Yale
143,750
Duke
67,169
Duke
99,747
Northwestern
141,518
Northwestern
66,974
UC-Berkeley
96,564
Georgetown
137,555
Carnegie Mellon
66,374
Cornell (Endowed)
95,833
Cornell (Endowed)
136,260
USC
66,120
UCLA
95,801
Dartmouth
133,812
Georgetown
65,704
Carnegie Mellon
94,260
UCLA
133,324
UC-Berkeley
65,239
Dartmouth
93,021
Cornell (Ithaca Campus) 130,982
UCLA
63,633
USC
92,378
USC
130,347
Cornell (Endowed)
63,624
Georgetown
92,239
UC-Berkeley
128,923
U. Michigan
63,038
U. Michigan
92,220
Brown
127,047
Johns Hopkins
62,976
U. Maryland
91,372
Cornell (Contract)
123,284
UC-San Diego
61,282
Cornell (Ithaca Campus)
89,434
U. Michigan
123,145
Dartmouth
61,241
U. Virginia
89,352
Carnegie Mellon
122,692
Cornell (Ithaca Campus)
60,205
Rutgers
88,866
Rutgers
119,704
Brown
59,094
Johns Hopkins
88,685
U. North Carolina
118,552
U. Virginia
58,794
UC-San Diego
88,194
U. Virginia
117,333
Ohio State
58,412
U. North Carolina
87,846
UC-San Diego
117,143
UC-Davis
58,308
U. Illinois
85,906
U. Texas
116,254
U. Maryland
58,153
Brown
85,604
U. Maryland
115,367
Penn State
57,449
U. Minnesota
83,409
U. Illinois
113,418
U. Texas
56,911
U. Texas
83,174
Ohio State
112,083
Purdue
56,152
UC-Davis
83,149
Penn State
109,813
U. Illinois
55,801
Penn State
82,654
UC-Davis
109,778
81,239
Michigan State
106,615
U. Minnesota
106,160
Institution
Appendices
Cal Tech
54
Cornell (Contract)
55,619
U. Wisconsin
U. North Carolina
55,412
Cornell (Contract)
80,821
U. Washington
54,695
Texas A&M
80,075
Purdue
106,097
U. Minnesota
54,286
Ohio State
79,282
U. Washington
105,150
Michigan State
54,045
U. Washington
78,268
Texas A&M
101,046
U. Wisconsin
53,248
Michigan State
77,639
U. Wisconsin
Texas A&M
52,592
Purdue
77,354
Johns Hopkins
Notes:
The average salary (excluding extra pay and summer compensation) for each institution (including Cornell's contract colleges) was computed by
weighting the mean salary by academic rank for the number of endowed Ithaca faculty in those ranks. Twelve-month salaries were converted to a
nine-month appointment basis.
Did not participate in the 2011-12 salary survey that was published in Academe, March-April 2012.
99,883
*
Undergraduate Financial Aid

Source of Funding for Undergraduate Financial Aid
FAMILY CONTRIBUTION
87-88
Actual
10-11
Actual
11-12
Plan
11-12
Forecast
Change from
Forecast to
Plan
12-13
Plan
Annual
Growth Rate
from
87-88
1.
Parental
22,189
88,082
88,000
95,472
97,858
2.5%
6.1%
2.
Student
7,819
21,256
21,300
22,712
23,280
2.5%
4.5%
3.
Subtotal
30,008
109,338
109,300
118,184
121,138
2.5%
5.7%
FEDERAL GOVERNMENT
4.
Grants
5,143
13,898
12,461
12,645
12,584
(0.5%)
3.6%
5.
Loans
11,192
18,158
18,460
20,490
20,500
0.0%
2.5%
6.
Work/Study
7.
Subtotal
2,769
4,237
4,250
4,621
4,600
(0.5%)
2.1%
19,104
36,293
35,171
37,756
37,684
(0.2%)
2.8%
4,903
4,633
4,630
4,757
4,700
(1.2%)
(0.2%)
STATE GOVERNMENT
8.
Grants
9.
Work/Study
5,595
4,633
4,630
4,757
4,700
(1.2%)
(0.7%)
OTHER EXTERNAL
11. Grants
2,663
5,482
5,935
5,881
6,195
5.3%
3.4%
12. Subtotal
2,663
5,482
5,935
5,881
6,195
5.3%
3.4%
12,751
168,384
190,029
177,970
199,471
12.1%
11.6%
7,770
30,911
31,510
46,854
46,253
(1.3%)
7.4%
130
1,266
1,300
1,247
1,250
0.2%
9.5%
1,846
4,237
4,250
4,621
4,600
(0.5%)
3.7%
22,497
204,798
227,089
230,692
251,574
9.1%
10.1%
79,867
360,544
382,125
397,270
421,291
6.0%
6.9%
87-88
Actual
10-11
Actual
11-12
Plan
11-12
Forecast
12-13
Plan
Change from
Forecast to
Plan
Annual
Growth Rate
from
87-88
12,958
13,935
13,808
14,167
14,019
(1.0%)
0.3%
0.0%
CORNELL
13. Unrestricted Grants
14. Restricted Grants
15. Loans
16. Work/Study
17. Subtotal
18. Total
Financial Aid Population

(on - and off-campus)
UNDERGRADUATE
STUDENT COUNTS
1.
Total Enrollment
2.
Overall Financial Aid Population
3.
% of Total Enrollment
4.
Need-based Financial Aid Population
5.
6.
Cornell Grant Recipients *
7.
8.
Pell Grant Recipients
9.
N/A
8,934
8,900
9,008
9,010
64.1%
64.5%
63.6%
64.5%
5,137
8,055
8,100
8,490
8,500
39.6%
57.8%
58.7%
59.9%
60.8%
3,815
7,023
7,050
7,216
7,200
29.4%
50.4%
51.1%
50.9%
51.5%
1,820
2,452
2,450
2,484
2,480
14.0%
17.6%
17.7%
17.5%
17.8%
0.1%
2.0%
(0.2%)
2.6%
(0.2%)
1.2%
Notes:
Family contribution amounts are for students who demonstrate a financial need according to Cornell's methodology. Financial aid amounts are
shown as computed and awarded.
Enrollments exclude in-absentia and extramural students.
Cornell-grant recipients are those U.S. citizens and permanent residents (excluding international students) who receive need-based grant aid
from Cornell resources.
The number of Pell Grant recipients for fall 1987 is estimated based on the total funding received by Cornell in that year and the national
average of Pell Grant awards.
Appendices
692
10. Subtotal
55
New York State Appropriations

Sources of Funding
10-11
Actual
11-12
Budget
11-12
Forecast
12-13
Plan
146,927
133,875
133,875
121,232
ITHACA CAMPUS
1.
Original Base Appropriation Through SUNY
Appendices
SUNY/CORNELL NEGOTIATED/PLANNED INCREASES

2.
For Inflation and fixed costs
3.
Subtotal Base Appropriation (prior to legislative actions)
146,927
133,875
133,875
121,232
4.
SUNY-Initiated Adjustments
(11,766)
(12,643)
(12,643)
5.
Other Adjustments/Reclassifications
(Land Script/Canine Research)
173
173
173
173
6.
Mid-Year Reduction
7.
Subtotal Base Enacted Budget
133,876
121,405
121,405
121,405
8.
Empire Innovation
1,599
1,599
1,403
1,403
9.
Revised Base Appropriation
135,475
123,004
122,808
122,808
3,909
3,920
3,920
4,220
247
222
1,410
1,308
1,308
1,308
(1,458) *
ADDITIONAL PLANNED STATE FUNDING THROUGH SUNY

10. Cooperative Extension (support for County Associations)
11. Institute for Community College (ICCD)
12. SUNY Program Support (academic equipment/fellowships)
56
13. U-Wide - Operating Support - Veterinary Medicine
250
14. SUCF Critical Maintenance In-Year Funds
3,219
2,700
2,700
3,734
15. Subtotal of Additional State Funding
8,785
8,150
7,928
9,512
144,260
131,154
130,736
132,320
1,528
1,375
1,527
1,330
145,788
132,529
132,263
133,650
16. Total State Appropriations Through SUNY
OTHER STATE APPROPRIATIONS

17. Bundy Aid (based on degrees granted)
18. Total Ithaca Campus
MEDICAL COLLEGE
19. Bundy Aid (based on degrees granted)
211
123
123
124
20. Total Medical College
211
123
123
124
145,999
132,652
132,386
133,774
21. Total State Appropriations
Notes:
Cornell receives New York State appropriations through the State University of New York (SUNY) and directly from the state.
Most appropriations flow through SUNY.
Not represented on this schedule are certain student financial aid funds and grants and contracts with state agencies. The schedule also excludes the value of employee benefits provided by New York State and debt service on facilities provided through SUNY, neither of which is
recorded by Cornell.
Mandated in-year budget reduction.
ICCD transferred to Syracuse University during FY12.
Facilities and Administrative Costs and Employee Benefits

Billing Rates
Facilities and Administrative Cost Rates
06-07
07-08
08-09
09-10
10-11
11-12
12-13
ENDOWED ITHACA
1.
On-Campus
58.00
59.00
59.00
59.00
59.00
59.00
60.00
2.
Off-Campus
26.00
26.00
26.00
26.00
26.00
26.00
26.00
3.
Off-Campus Arecibo Observatory
11.00
11.00
11.00
11.00
11.00
11.00
4.
Other Sponsored Activity
37.00
37.00
5.
Other Restricted Funds
10.00
10.00
10.00
10.00
10.00
10.00
10.00
CONTRACT COLLEGES
6.
On-Campus Research
53.50
53.50
54.00
54.00
54.00
54.00
54.00
7.
Off-Campus Research
26.00
26.00
26.00
26.00
26.00
26.00
26.00
8.
On-Campus Educational Services
56.70
56.70
56.70
56.70
56.70
56.70
59.00
9.
Off-Campus Educational Services
26.00
26.00
26.00
26.00
26.00
26.00
26.00
10. New York State
18.00
18.00
18.00
18.00
18.00
18.00
18.00
11. Other Restricted Funds
10.00
10.00
10.00
10.00
10.00
10.00
10.00
MEDICAL CAMPUS
68.00
68.00
68.00
69.00
69.00
69.00
69.00
13. Westchester
38.00
38.00
42.00
42.00
42.00
42.00
42.00
14. Clinical Research Center
42.00
42.00
44.00
44.00
44.00
44.00
44.00
0.00
30.00
30.00
30.00
30.00
30.00
30.00
16. Off-Campus
26.00
26.00
26.00
26.00
26.00
26.00
26.00
17. Other Restricted Funds
25.00
25.00
25.00
25.00
25.00
25.00
25.00
18. Industrial Agreements Clinical Trials
33.00
33.00
33.00
33.00
33.00
33.00
33.00
19. Industrial Agreements Research
68.00
68.00
68.00
69.00
69.00
69.00
69.00
15. Other Sponsored Research
Employee Benefits Rates
57
ENDOWED ITHACA
1.
Full
33.00
33.00
33.00
34.00
34.00
35.00
36.00
2.
Minimum
10.00
10.00
10.00
10.00
10.00
10.00
10.00
3.
Zero
0.00
0.00
0.00
0.00
0.00
0.00
0.00
CONTRACT COLLEGES*
4.
Federally Reimbursed (restricted funds)
45.60
47.60
45.10
44.30
46.60
46.60
53.00
5.
All Other Funds (where applicable)
50.27
51.44
50.73
48.96
53.02
52.72
56.50
MEDICAL CAMPUS
6.
General
29.40
29.60
29.60
29.60
29.60
31.50
31.50
7.
Postdoctoral Fellow
20.00
20.00
21.00
20.00
21.00
22.00
22.00
8.
NRSA Postdoctoral Fellow
0.00
0.00
0.00
0.00
0.00
0.00
0.00
9.
Temporary Employee and Student
8.50
8.50
9.00
9.00
9.00
9.50
9.50
Notes:
Appendices
12. On-Campus
Shown are the billing rates, expressed as percentages, used in each fiscal year; actual cost rates vary.
Endowed Ithaca has three employee benefit billing rates: (a) the full rate is used for most benefit-eligible employees; (b) a minimum rate is used
when only mandated benefits are provided or when tips or pension-ineligible bonus payments are made; and (c) a zero rate is applied in limited
situations, such as in the case of academic-year student wage payments, where the cost of any benefits provided is negligible.
The 2012-13 contract college benefits rates are estimated pending submission to the Department of Health and Human Services for incorporation
in the university's rate agreements. The 2011-12 values shown are actual rates.
Arecibo Observatory transferred to another operator effective 10/1/2011.
Investment Assets, Returns, and Payouts

Investments at Fair Value
(dollars in thousands at year end)
1.
Working Capital
2.
Intermediate-Term
3.
Long-Term Investment Pool (LTIP)
4.
Separately Invested Portfolio
5.
Pooled Life Income Funds
6.
Other *
7.
Total
6/30/10
Total
Percent
of Total
6/30/11
Total
Percent
of Total
Change
from
6/30/10
$0
0.0%
$0
0.0%
$0
605,794
10.8%
653,496
10.3%
47,702
4,223,208
74.9%
4,921,840
77.5%
698,632
477,033
8.5%
506,437
8.0%
29,404
12,048
0.2%
11,817
0.2%
(231)
315,101
5.6%
254,637
4.0%
(60,464)
5,633,184
100.0%
6,348,227
100.0%
715,043
Note:
*
A major portion of other investments are DASNY (Dormitory Authority of State of New York) holdings, which include bond proceeds held at
custodial bank and certain debt service reserves.
Endowment Net Assets

6/30/10
Appendices
(dollars in thousands at year end)

1.
True Endowment
2.
6/30/11
Change
Percent Change
$2,795,950
$3,274,626
$478,676
17.1%
Funds Functioning as Endowment
1,464,000
1,653,444
189,444
12.9%
3.
Subtotal Under Cornell Management
4,259,950
4,928,070
668,120
15.7%
4.
Funds Held in Trust by Others *
118,637
131,336
12,699
10.7%
5.
Subtotal Funds External to Cornell
118,637
131,336
12,699
10.7%
6.
Total University Endowment
4,378,587
5,059,406
680,819
15.5%
58
Note:
*
Funds that the university neither possesses nor controls but which provide Cornell income.
Long Term Pool Payout
6/30/07
Actual
6/30/08
Actual
6/30/09
Actual
6/30/10
Actual
6/30/11 Actual
1.
Market Value (per share)
$66.62
$65.37
$45.12
$47.38
$53.58
2.
Annualized Total Gross Return
26.1%
3.0%
(25.9%)
12.7%
20.2%
3.
Number of Shares (in millions)
4.
Payout per Share
5.
Shareholder Payout (in millions)
6.
Payout as a % of 6/30 Market Value
3.6%
4.1%
6.6%
5.4%
4.1%
7.
Total Spending per Share
$2.85
$3.16
$3.53
$3.28
$3.01
8.
Total Spending (in millions)
$222.32
$259.61
$296.82
$292.00
$276.59
9.
Spending as a % of 6/30 Market Value
4.3%
4.8%
7.8%
6.9%
5.6%
78.0
82.3
84.1
89.1
91.9
$2.42
$2.66
$3.00
$2.55
$2.20
$185.51
$213.05
$250.68
$217.15
$198.75
Note:
Total returns net of investment management fees for 2006-07, 2007-08, 2008-09, 2009-10 and 2010-11 were 25.9%, 2.7%, -26%, 12.6%
and 19.9% respectively.
Endowment Market Value

for Selected Institutions
Institution
00-01
Institution
09-10
Institution
10-11
Harvard
17,951
Harvard
27,557
Harvard
31,728
Yale
10,725
16,652
Yale
19,374
9,364
Princeton
14,391
U. of Texas System
17,149
Princeton
8,359
U. of Texas System
14,052
Princeton
17,110
Stanford
8,250
Stanford
13,851
Stanford
16,503
MIT
6,135
MIT
8,317
MIT
9,713
U. of California System
4,703
U. of Michigan
6,564
U. of Michigan
7,835
Emory
4,316
Columbia
6,517
Columbia
7,790
Columbia
4,293
Northwestern
5,945
Northwestern
7,183
Texas A&M System
4,031
Texas A&M System
5,738
Texas A&M System
7,000
Washington U.
3,952
U. of Pennsylvania
5,669
U. of Pennsylvania
6,582
U. of Michigan
3,614
U. of Chicago
5,543
U. of Chicago
6,575
U. of Chicago
3,516
5,441
6,342
U. of Pennsylvania
3,382
Duke
4,824
Duke
5,747
Northwestern
3,256
Emory
4,694
Emory
5,400
Rice
3,243
Washington U.
4,473
Washington U.
5,280
Cornell
3,151
Cornell
4,379
Cornell
5,059
Duke
3,131
Rice
3,787
Rice
4,451
Dartmouth
2,414
Vanderbilt
3,044
Vanderbilt
3,415
Vanderbilt
2,160
Dartmouth
2,998
Dartmouth
3,413
Johns Hopkins
1,823
Johns Hopkins
2,220
Johns Hopkins
2,598
Brown
1,434
Brown
2,155
Brown
2,497
Rochester
1,245
Rochester
1,368
Rochester
1,623
1,214
Carnegie Mellon
757
Tufts
Tufts
1,404
Boston U.
665
Boston U.
992
Boston U.
1,160
RPI
619
Carnegie Mellon
815
Carnegie Mellon
1,017
Tufts
549
RPI
630
RPI
Notes:
Institutions are ranked in descending order of endowment market value.

Endowment market value reflects the net impact of withdrawals to fund institutional operations and capital expenses; the payment of
endowment management and investment fees; additions from donor gifts and other contributions; and investment gains or losses.
Market value also includes the estimated valuations of real estate and other illiquid assets.
Sources: 2011 NACUBO - Commonfund Study of Endowments and 2002 NACUBO Endowment Study.
622
Appendices
Yale
U. of Texas System
59
Gifts/Contributions - Through March 31, 2012

Reconciliation of Contributions to Cash Gifts
OPERATING REVENUE
Ithaca
Campus
Medical
College
Cornell
Foundation
March 31
11-12
10-11
Year to Date
Year to Date
1.
Unrestricted
35,460
35,840
71,300
44,985
2.
Temporarily Restricted
45,203
71,125
116,328
134,743
3.
Funds Functioning as Endowment *
552
4,747
5,299
6,331
4.
Subtotal
81,215
111,712
192,927
186,059
48,405
17,267
65,672
37,472
86
19
4,667
4,772
9,661
454
4,994
2,358
1,059
4,897
NON-OPERATING REVENUE
5.
True Endowment
6.
Funds Functioning as Endowment
7.
Life Income Funds
4,540
8.
Trusts Held by Others
1,059
9.
Loan Funds
10. Capital Acquisitions

11. Capital Acquisitions - Gifts in Kind
Appendices
12. Subtotal
13. Financial Statement Total
77
77
166
361,096
(45,865)
315,231
18,045
2,992
415,186
(28,048)
4,667
391,805
75,591
496,401
83,664
4,667
584,732
261,650
(1,059)
(1,059)
(4,897)
(345,726)
(2,880)
(348,606)
(30,218)
ADJUSTMENTS
14. Gifts from Outside Trusts
15. Pledges (Net Present Value)
60
16. Timing
5,084
453
5,537
(12,780)
17. Total Adjustments
(341,701)
(2,427)
(344,128)
(47,895)
18. Gift Records Total
154,700
81,237
4,667
240,604
213,755
Notes:
This table reconciles the differences (line 13 through 18) between contributions as displayed in the financial statement (line 13)
and cash gifts as reported by Alumni Affairs and Development (line 18). The largest of these adjustments (positive or negative )
are often changes in the net present value of pledges (line 15) and timing differences in the recording of gifts between the two
systems (line 16).
Line 14 shows the net difference in valuation of gifts from outside trust agreements that are recorded in the contributors relations
system at full value and may be reflected at present value in the financial statements. Line 15 reflects the pledge net present value of
relations system. Line 16 identifies other periodic adjustments.
Some of these exclusionsall of which are based on reporting standards appropriate for each recordare entire (e.g., the inclusion
of pledges in the financial statements and the exclusion of such promises from the cash gifts of the contributor relations system).
Others are partial (e.g., the recognition in the financial statements of the interest that beneficiaries may have in split-interest agreements).
The Cornell University Foundation is a service for Cornell alumni and friends who wish to make charitable gifts through the
structure of a donor-advised fund.
Unrestricted funds functioning as endowment are classified as operating revenues.
Restricted funds functioning as endowment continue to be classified as non-operating revenues.
Capital acquisitions includes a net pledge amount of $312 million for the CornellNYC Tech campus.
Cornell Now Campaign - Through March 31, 2012
Gifts Raised - Ithaca Campus *

CAMPAIGN GOALS
1. Endowment faculty positions, various fields
2. Faculty Renewal
3. Faculty Diversity
4. International Programs
5. Ithaca-Weill Joint Programs
6. Life Sciences
7. Economics
8. Institute for Social Sciences
9. Business and Management Sciences
10. Humanities and the Fine Arts
11. Sustainable Development, Energy, Environment
12. Library Collections
13. Other program support, Ithaca campus
14. Subtotal Faculty & Program Support
Undergraduate Financial Aid
International Undergraduate Scholarships
Graduate Fellow/Professional School Scholarships
Educational Excellence
Service Learning and Public Engagement
Other program support for students
Subtotal Student
22.
23.
24.
25.
26.
27.
Humanities
Gates Hall
Physical Sciences Building
Milstein Hall
Other
Subtotal Facilities
28. Cornell Annual Fund

29. Current Use Program Support
30. Subtotal Unrestricted
31. Campaign Goals Total
COLLEGE AND UNIT TARGETS
1. Agriculture & Life Sciences
2. Architecture, Art & Planning
3. Arts & Sciences
4. Athletics
5. Computing & Information Sciences
6. Cornell Library
7. Engineering
8. General University
9. Hotel Administration
10. Human Ecology
11. Industrial & Labor Relations
12. Johnson Art Museum
13. Johnson School
14. Lab of Ornithology
15. Law School
16. Student & Academic Services
18. College and Unit Targets Total
Raised through
3/31/12
Percent of
Goal/Target
$9,459
$22,733
$5
$5,213
$2,200
$460
$489,400
$62,758
$102,828
21.0%
$432,000
$57,158
$1,458
$20,870
$63
$1,635
$13,404
$94,588
21.9%
$88,600
$63,206
$13,577
$494
$2,610
$21,063
$100,950
113.9%
$490,000
$45,110
$170,849
$215,959
44.1%
$1,500,000
$514,325
34.3%
$125,000
$30,000
$225,000
$50,000
$35,000
$25,000
$185,000
$305,000
$55,000
$30,000
$60,000
$30,000
$95,000
$125,000
$35,000
$15,000
$75,000
$1,500,000
$45,263
$8,785
$104,089
$28,738
$16,135
$8,110
$45,627
$118,877
$27,555
$7,798
$12,126
$7,268
$24,451
$19,373
$9,312
$8,306
$22,512
$514,325
36.2%
29.3%
46.3%
57.5%
46.1%
32.4%
24.7%
39.0%
50.1%
26.0%
20.2%
24.2%
25.7%
15.5%
26.6%
55.4%
30.0%
34.3%
Appendices
15.
16.
17.
18.
19.
20.
21.
Goal/Target
61
Notes:
This table shows progress vs. the Cornell Now expanded campaign priorities announced in October 2011. University progress vs. the expanded
total goal of $4.75 billion stands at $3.89 billion through March 31, 2011.
Projected Maintenance Funding - Ithaca Campus

Maintenance Inventory
ENDOWED ITHACA
Actual
10-11
Forecast
11-12
Plan
12-13
Proj.
13-14
Proj.
14-15
Proj.
15-16
Proj.
16-17
1.
Beginning Inventory
$173.4
$182.3
$232.0
$256.3
$273.0
$290.3
$310.0
2.
Maintenance Projects
27.2
66.6
38.6
40.0
41.1
42.3
43.5
(15.1)
(13.7)
(11.6)
(14.4)
(15.9)
(16.3)
(8.7)
(3.2)
(3.2)
(2.7)
(8.8)
(8.0)
(6.3)
(0.3)
$182.3
$232.0
$256.3
$273.0
$290.3
$310.0
$344.6
$88.9
$95.4
$97.7
$103.4
$108.9
$114.8
$122.6
3.
Operational Funding
4.
Capital Funding
5.
Year-End Inventory
RESIDENCE FACILITIES
6.
Beginning Inventory
7.
Maintenance Projects
13.3
13.8
14.5
14.7
14.9
15.5
15.8
8.
Operational Funding
(5.1)
(5.5)
(5.6)
(5.8)
(6.0)
(6.2)
(6.3)
9.
Capital Funding
(1.7)
(6.0)
(3.2)
(3.4)
(3.0)
(1.5)
(2.8)
10. Year-End Inventory
$95.4
$97.7
$103.4
$108.9
$114.8
$122.6
$129.3
CONTRACT COLLEGES
Appendices
11. Beginning Inventory
62
$154.1
$150.9
$226.0
$252.3
$250.9
$265.7
$281.6
12. Maintenance Projects
30.0
90.1
40.3
36.7
37.2
38.3
39.3
13. Operational Funding
(6.1)
(5.7)
(5.5)
(5.1)
(5.2)
(5.3)
(5.4)
14. Capital Funding

(27.0)
(9.4)
(8.6)
(32.9)
(17.1)
(17.1)
(16.7)
$150.9
$226.0
$252.3
$250.9
$265.7
$281.6
$298.7
$416.4
$428.6
$555.7
$611.9
$632.8
$670.8
$714.1
70.5
170.5
93.4
91.3
93.2
96.0
98.7
ITHACA CAMPUS TOTAL

16. Beginning Inventory
17. Maintenance Projects
18. Operational Funding
(26.3)
(24.9)
(22.7)
(25.4)
(27.1)
(27.8)
(20.4)
19. Capital Funding
(32.0)
(18.5)
(14.5)
(45.1)
(28.1)
(24.9)
(19.8)
$428.6
$555.7
$611.9
$632.8
$670.8
$714.1
$772.6
Notes:
This table provides a projection of building maintenance activity, the funding of maintenance costs from operating and capital plans, and
the inventory of unfunded maintenance for the Ithaca campus through 2016-17. Excluded are utilities, parking, and information technology
projects. The projected year-end inventory of unfunded maintenance is for planning purposes only, and illustrates the potential need for
maintenance resources beyond those already identified in operating and capital plans.
There are three categories of building maintenance: routine, preventive, and planned. Maintenance needs and projects are identified annually.
Most routine and preventive activities are funded and completed. Some planned maintenance is deferred due to timing issues or lack of funding.
The lines labeled maintenance projects include routine and preventive activities and additions to the planned maintenance inventory. The
projection of such projects through 2016-17 was made using a model developed by the Association of Higher Education Facilities Officers.
Operational funding is that portion of total maintenance funding that is expended on routine and preventive activities and planned maintenance,
and includes the use of operating reserves. It excludes certain administrative costs and debt.
Capital funding is from projects in the capital plan, not all of which have been approved or funded. The impact of capital funding is shown in
the year that the project is expected to be completed.
Work Force Ithaca Campus

2011-12 Ithaca Campus
Work Force Distribution
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Arts & Sciences
Engineering
Human Ecology
Johnson School
Law School
Veterinary Medicine
Subtotal Colleges
12. Research Centers

13. Other Academic Programs
14. Subtotal Other Centers
15. Total Academic Units
Change In Support Staff

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Arts & Sciences
Engineering
Human Ecology
Johnson School
Law School
Veterinary Medicine
Subtotal Colleges
12. Research Centers

13. Other Academic Programs
14. Subtotal Other Centers
15. Total Academic Units
16.
17.
18.
19.
Student Services
Administrative & Support
Physical Plant
Subtotal Support
20. Total Support Staff
Ratio of
Support to
Academic
362
48
523
227
42
94
58
50
52
124
1,580
327
12
183
61
20
79
55
23
2
119
881
1,054
46
285
174
246
212
137
96
77
606
2,933
1,743
106
991
462
308
385
250
169
131
849
5,394
1.53
0.77
0.40
0.60
3.97
1.23
1.21
1.32
1.43
2.49
1.19
16
16
102
102
204
265
579
844
367
697
1,064
2.60
4.91
3.84
1,596
1,085
3,777
6,458
1.41
12
1,086
1,329
769
3,184
9,642
Student Services
Administrative & Support
Physical Plant
Subtotal Support
20. Total Work Force
Total
12
1,074
1,329
769
3,172
1,596
1,097
6,949
2.58
Change from 08-09

Number
Percent
2008-09
2009-10
2010-11
2011-12
1,155
51
301
202
272
184
160
103
71
729
3,228
1,088
47
287
173
246
187
137
86
70
652
2,973
1,060
43
282
162
244
240
135
88
72
604
2,930
1,054
46
285
174
246
212
137
96
77
606
2,933
(101)
(5)
(16)
(28)
(26)
28
(23)
(7)
6
(123)
(295)
-8.74%
-9.80%
-5.32%
-13.86%
-9.56%
15.22%
-14.38%
-6.80%
8.45%
-16.87%
-9.14%
269
689
958
260
616
876
272
604
876
265
579
844
(4)
(110)
(114)
-1.49%
-15.97%
-11.90%
4,186
3,849
3,806
3,777
(409)
-9.77%
1,162
1,525
834
3,521
1,057
1,361
771
3,189
1,049
1,323
783
3,155
1,074
1,329
769
3,172
(88)
(196)
(65)
(349)
-7.57%
-12.85%
-7.79%
-9.91%
7,707
7,038
6,961
6,949
(758)
-9.84%
Notes:
Source - Institutional Research and Planning using the HR/Payroll System and the Academic Personnel Database. All figures are as of November
1st for each year. Support staff figures for 2008-09 through 2010-11 have changed slightly from last year as a result of this date change.
Appendices
16.
17.
18.
19.
Support
Staff
Academic Staff
Other
Faculty
63
Room and Board Rates - Ithaca Campus

Selected Institutions
BOARD RATES
ROOM RATES*
Institution
Appendices
NYU
64
10-11
11-12
Institution
10-11
Johns Hopkins
11-12
$9,350
$10,876
16.3
$5,360
$5,554
3.6
Harvard
7,525
7,811
3.8
Northwestern
5,277
5,510
4.4
Cornell
7,500
7,800
4.0
Yale
5,200
5,500
5.8
U. Pennsylvania
7,248
7,592
4.7
Princeton
5,473
5,473
0.0
SUNY-Binghamton
7,036
7,528
7.0
Cornell
5,150
5,360
4.1
Johns Hopkins
7,150
7,408
3.6
Stanford
5,176
5,279
2.0
Dartmouth
7,077
7,395
4.5
Duke
5,120
5,270
2.9
MIT
6,884
7,275
5.7
Harvard
4,783
4,990
4.3
Northwestern
6,963
7,270
4.4
Dartmouth
4,761
4,974
4.5
Stanford
6,700
7,012
4.7
Columbia
4,402
4,588
4.2
Brown
6,522
6,748
3.5
MIT
4,350
4,500
3.4
Yale
6,300
6,700
6.3
NYU
4,160
4,306
3.5
Duke
6,502
6,697
3.0
U. Pennsylvania
4,182
4,286
2.5
Princeton
6,467
6,596
2.0
SUNY-Binghamton
4,208
4,282
1.8
Columbia
6,170
6,432
4.2
Brown
4,018
4,158
3.5
Notes:
* Room rates shown represent average double occupancy for undergraduates.
Board rates shown generally represent full meal plans, providing 18 to 21 meals per week.
Cornell rates shown are for the Traditional 14 Meals Per Week Plus $800 Declining Balance Plan.
Cornell University
12-13
Change
from 11-12
07-08
08-09
09-10
10-11
11-12
$6,680
$6,950
$7,210
$7,500
$7,800
$8,110
4.0%
ROOM RATES
1.
Undergraduate Average Double
2.
Undergraduate Average All Types
7,015
7,320
7,594
7,885
8,200
8,530
4.0%
3.
All Students Average Double
6,680
6,950
7,210
7,500
7,800
8,110
4.0%
4,510
4,690
4,900
5,100
5,310
5,520
4.0%
50
50
50
50
50
50
0.0%
BOARD RATES
4.
Full Meal Plan
5.
Administrative Fee
Notes:
The 09-10 through 12-13 rates shown are for the Traditional 14 Meals Per Week Plus $800 Declining Balance Plan.
Nonrefundable administrative fee that is charged to participants in the meal plans that covers the cost of flexible enrollment, allowing
students to change, add, and drop meal plans. The fee funds the tracking and processing system used to record and monitor changes.
Ithaca Campus Faculty Peers by College

(Ivy peers shown in red)
AAP
A&S
CALS
CIS
ENG
Arizona
Brown
HE
HOTEL
ILR
Johnson
Law
Cal Tech
Carnegie Mellon
Chicago
Colorado State
Columbia
Dartmouth
Duke
Florida
Harvard
Iowa State
Minnesota
Missouri
Ohio State
Penn State
Rutgers
Texas
Texas A&M
UC Davis
UCLA
UC San Diego
USC
U Washington
Virginia
Washington U
Vanderbilt
Wisconsin
Yale
Rice
Stanford
65
Purdue
UC Berkeley
Northwestern
Princeton
Nebraska
Penn
Appendices
NYU
Michigan State
NC-Chapel Hill
Maryland
MIT
Georgia Tech
Michigan
Emory
Illinois
Vet
Capital Project Spending Guidelines
Specific capital projects may move forward with the following restrictions.
With a very preliminary cost estimate, a unit may request to spend a limited amount of its own existing funds
through the normal PAR process, to the extent necessary to conceptually develop and size a project idea for the
purpose of advancing discussion for possible inclusion in the universitys approved five-year capital plan.
Before any formal design or construction work begins, the project must be included in the universitys approved
five-year capital plan.
Before inclusion in the universitys approved five-year capital plan, the project must contain a submitted and
approved funding strategy which may not rely on uncertain sources of funding (e.g., gifts to be raised, grant proposals, future New York State capital plans) and which must include: 1) the full anticipated cost of the project,
including construction, architectural and design fees, equipment, contingencies, etc.; 2) the incremental annual
cost of ongoing operations and maintenance for the facility; and 3) any other relevant information. Because
funding sources are as diverse as university projects, each projects funding strategy should be developed with
consideration given to both the projects merit and university priorities. Funding guidelines are as follows:
Appendices
- The balance sheet expendable resources to debt ratio must always be greater than 2.0. If a new project is
added to the plan and brings the university below the minimum ratio, a trade-off decision must be made.
Until the university returns to the minimum expendable resources to debt ratio, there are no
funds for long or short term (bridge financing) debt.
- No more than 50% of any capital project should be debt-financed unless the project is a life-safety or
major infrastructure priority. Auxiliary enterprises, such as dorms, will be evaluated based on overall
66
debt capacity;
- Academic facilities should be at least 50% funded by available resources such as unit reserves, philanthropy, or other sources;
- Non-curriculum and non-research facilities (e.g., the Johnson Art Museum, the Plantations, etc.) will
be expected to fund 100% by available resources such as unit reserves, philanthropy, or other sources;
- Unit reserves identified as a source of funding must be earmarked, or set aside in an account
committed to this use until such time as they may be replaced with other sources of funding or are
otherwise no longer required.
- General feasibility of planned fundraising must be approved by the Vice President for Alumni Affairs
and Development or the Vice Provost for Development at the medical college;
The sources for any additional operations and maintenance payments must be identified, in writing.
A project not included in the annual approved five-year capital plan may be brought forward for consideration
as an addition to the capital plan if a full funding plan is identified between plan cycles. This determination will
be made by the Capital Planning Group (CPG) and Capital Funding & Priorities Committee (CF&PC).
Once included in the universitys approved five-year capital plan, preliminary work may be authorized through
the schematic design phase if funded by existing available resources. Continuation of design work beyond
schematic design and prior to approval of the construction phase may be permitted through the consideration
and approval of CPG and CF&PC.
S CONT.
Before a projects construction phase is permitted to begin, the following must be true:
- All funds within the funding strategy must be committed in writing for 100% of project cost,
including debt;
At least 75% of gifts planned must be cash-in-hand
Committed New York State funds must include an assessment of certainty of funding
A utility or other rate-recovery project must include 1) a detailed statement of expected cash
flow, indicating whether short-term debt is required, and 2) a rate impact analysis approved by
the CFO and VP for Planning and Budget.
- Fundraising must be complete before construction begins or an approved backstop plan must be
in place;
- The majority of the gift pledges must be scheduled to be collected within five years of the start of
construction;
- If there is debt funding:
The project must establish and document the maximum project debt allowed, and include the
CFOs written evaluation of the impact of the terms of the debt on the universitys balance sheet.
revenue stream for this purpose, this disclosure should include any incremental program-related investments,
(such as faculty hiring costs or the additional overhead revenue), and their associated assumptions.
Appendices
The project must identify and disclose, in writing, sources of the debt payment. If there is a planned incremental
Departure from these guidelines is permissible only in exceptional circumstances, as determined by the President
and the Provost after recommendation from the CF&PC.
67
Guidelines for Space Needs Studies

Approved 9/26/11
INTENT
Develop a standard process, including standardized documentation, to assess existing space utilization and
analyze space needs.
OUTCOMES
1. Create a consistent framework, based on Cornell standards, policies and institutional data-of-record.
2. Exercise due diligence in the assessment of existing utilization as well as the establishment of space needs.
3. Integrate programmatic mission and strategic objectives into the space planning process.
4. Measure the space program development through the course of a project against the original space
program objectives.
5. Create transparency for approved deviations from Cornell space standards.

6. Create space program documentation that is concise, clear and actionable.
CONTEXT
Capital Projects & Planning (CP&P, in Facilities Services) has identified what is currently a six-step process
Appendices
for unit master plans:

I.
College/Division Profile
II.
Assessment of Existing Program and Space Utilization
III. Analysis of Space Needs Based on Strategic Vision

IV. Facilities Existing Condition Assessment
V.
68
Space Study/Facilities Renovation Plan Concept Alternatives
VI. Space Study/Facilities Renovation Plan Final Recommendation

Space needs studies may be conducted as part of an overall master planning process (in phases I, II and III, as
listed above), or they may stand alone to support particular initiatives. Should they stand alone, they may drive
subsequent projects, particularly if the space needs study identifies a shortfall of space. The subsequent projects are expected to follow the CP&P expectations for the consideration of concept alternatives before a final
recommendation is selected.
PROCESS
The Director of Space Planning and the University Architect will consult with units during the annual
development of the capital plan to recommend those cases in which a space needs study should serve as
the first phase of one or more unit capital projects. A space needs study will typically be recommended in
cases where the unit already perceives a shortfall of space or is projecting a shortfall of space based on new
programmatic initiatives and where the unit believes new space (constructed or annexed) is necessary.
Space needs studies that exceed the PAR threshold will follow these guidelines.
The Space Use Advisory Committee (SUAC) will meet with the unit and review the PAR before the PAR is
fully approved. The purpose of such a meeting is for the SUAC to understand the issues that the unit hopes
to resolve through the study and for the unit to hear from the SUAC regarding broader contextual issues.
The SUAC will meet with the unit again at the end of the study, to hear a report and to discuss the implications
and next steps with the unit.
Presentations to the SUAC are part of the capital project review and approval process. The SUAC advises
the Capital Planning Group (CPG) and the Capital Funding & Priorities Committee (CF&PC) regarding
projects it reviews.
T CONT.
Cross-functional working groups will advise space needs studies. The groups should include, at a minimum,
representation from the office of the University Architect and the Director of Space Planning. Units may
wish to add representatives from other units or functions that might best inform the study through active
involvement. Alternatively, other units or functions may be consulted through the study process.
Where the study involves the use of classrooms, X25 (the classroom analytic tool licensed by Cornell)
should provide the standard classroom analytics. The X25 analysis should include not only the rooms
within the unit of study, but also rooms within a reasonable walking distance of the unit.
EXPLORATION OF ALTERNATIVES TO MEET SPACE NEEDS

The process for exploring these alternative strategies to meet space needs is developed and coordinated by various
units within Facilities Services. The work to develop alternatives may not be a part of the space needs study
phase itself, but may follow such studies, and should therefore be consistent and coordinated with the results of
the space needs analyses.
When space needs studies determine a shortfall of space, by type or quantity or both, then the analyses and
documentation developed through the study should inform a consideration of alternatives to meet the space
need when the unit is ready to address the shortfall. The alternatives explored should include at least a few of
the following options:
Academic and other programmatic strategies (such as time of day utilization, alternative work locations, etc.)
Use of nearby space
Lease/rent
Real property acquisition
Relocation
Renovation
Construction
The consideration of all alternatives should identify and weigh the institutional impacts, particularly on capital
costs, operational and maintenance costs, and staffing support.
RENOVATION/NEW CONSTRUCTION
Renovation and/or new construction projects are coordinated through several units in Facilities Services. When the
only viable alternative to resolving a space need is renovation and/or new construction, such work should be based
on previous efforts to understand the space needs.
When space needs studies develop into construction or renovation projects, then mindfulness toward the space
program is incorporated through each design phase. Design documents, at each submittal, should include:
Diagrammatic plans illustrating spatial relationships
Room specifications (type, size, function)
Capacity (number of stations)
Special equipment or facility needs
Functional relationships between rooms
Gap analysis (to identify and explain deviations from space requirements document; progressed through
each phase)
Ongoing assessment of institutional impacts, including capital budgets, operations and maintenance
budgets, and staffing support requirements
Appendices
69
Procedure for the Reallocation of Space

Approved 2/9/12
INTENT
Develop a standard process to reallocate spaces identified as excess to an occupying unit.
SPACE BECOMES AVAILABLE AND IS APPROVED FOR REALLOCATION
Occupying unit identifies a space as excess, no longer needed to meet unit programmatic needs
Unit notifies Director of Space Planning and provides available information about the space, e.g., known
maintenance needs, estimated costs, annual operating expenses, etc.
Director of Space Planning includes the space on a Space Use Advisory Committee meeting agenda for
discussion
Space Use Advisory Committee endorses the attempt to reallocate the space through the following process
or a modification of the following process, or decides the space does not merit further consideration for
reallocation. Note that the decision not to pursue reallocation of a space may result if the space is small
and/or isolated within the occupying units footprint and/or specialized in design and/or other factors impact
the practicality of a successful reallocation process. The Director of Space Planning should identify such
Appendices
considerations to the SUAC.
REALLOCATION PROCESS
The Director of Space Planning distributes a solicitation for proposals to the facility directors and the
financial directors; the solicitation to include:
70
A description of the space;
Relevant detail, including physical specifications, known needs, and cost data (as available);
Schedule information for a site visit by interested parties;
Submittal requirements and deadline for proposals (suggest 4 weeks as standard), and
The criteria for decision-making (below).
Proposals must include these elements:

1. Requester/contact information
2. A brief explanation of the program proposed for the space, including specifically who/what will
occupy the space
3. A brief explanation of how the space relates to other spaces currently used by the proposing unit(s)
4. A brief description of the proposed physical use of the space, including the anticipated layout and
required renovations/modifications envisioned for the space,
5. Estimated timeframe to occupancy
6. Funding source for renovations
7. Sign-off by Dean, Vice President or Vice Provost
Requests can be submitted by individual units; joint proposals also welcome
The SUAC will evaluate proposals and prioritize the top 3 proposals
The top-ranked successful requestor will have # months to develop a funding plan where # = the
number of months required for review during the capital planning cycle, if necessary.
If the first-ranked project becomes non-viable, due to funding limitations, programmatic change, etc.,
the space will be re-allocated to the second ranked proposal.
U CONT.
CRITERIA FOR DECISION-MAKING

1. Need of the requesting unit
2. Vision for space is practically achievable, structurally appropriate, and able to achieve code compliance
3. Space enhances physical adjacencies for the proposing unit(s)
4. The plan is financially feasible
Notes:
State and Contract College buildings are not fungible assets. The private use of State buildings is regulated. Contract College buildings must
support the mission of the Contract Colleges. Therefore, reallocation of State or Contract College buildings, in whole or in significant part, will require special consideration. Proposals from within the Contract Colleges must be given priority consideration when reallocating State or Contract
College buildings. Absent a demonstrated contract college need, if the decision is to reallocate such space to an endowed unit, then the Senior Vice
Provost responsible for Land Grant Affairs must approve that decision. For State buildings, ownership must then be verified and the building
must be released by SUNY, with or without cost, which may require involvement of the State Office of General Services. For facilities financed
by or donated to the contract colleges that are no longer needed to support their missions, documentation must be maintained at Cornell that
supports transferring the asset to endowed Cornell benefits the contract colleges (e.g., by relieving demolition or ongoing operating costs, or
offset by benefits of comparable value).
Appendices
71
Space Management Principles

Approved 4/24/12
Teaching, research, extension, service and support are critical missions of the university
that require substantial infrastructure, including space. Space needs vary greatly both
within and across units and programs. Within the diversity of needs for space, there exist
some overarching principles and goals regarding allocation. Application of these guiding
principles across the university can help units as they work with central administration to
efficiently use existing space or seek support for the creation or renovation of space.
All space belongs to the university and is a valuable resource. The university has the authority and
responsibility to allocate space to specific users for certain periods of time, to review those allocations periodically, to assess utilization, and to reallocate space as needed to support the universitys strategic plans.
Ownership of space begins with the President and Provost, and is delegated down through organizational
hierarchies. The Provost is ultimately responsible for the allocation of space to units.
Accountability for space management begins locally, and proceeds upward through organizational hierarchies.
Space within colleges/schools/divisions is allocated based on programmatic needs and priorities as determined by the dean/division leader. Decision-making authority may be delegated to chairs/directors for
Appendices
space that is assigned to their units to ensure that those with the most in-depth knowledge of the activities
and needs determine appropriate allocations. Deans, vice presidents, and vice provosts are responsible for
efficient use and active management of space within individual college/division allocations.
Space assignments are not permanent. Space is assigned to activities and not individuals. As such, space
should be reassigned as activities change.
72
Space that is vacant or deemed underutilized will be reassigned or repurposed. Space that is vacated due
to re-organizations, the creation of new space, or other programmatic changes will revert to the Provost
until re-assigned. However, the unit remains the steward until such reassignment occurs.
The Space Use Advisory Committee (SUAC) in the Division of Planning and Budget (http://www.dpb.
cornell.edu/IP_SP_Space_Planning.htm) is charged with developing policies, procedures, and other
recommendations concerning the use and renovation of space, the reallocation of existing space, and
planning for future allocation needs.
Reassignment of space, including leased space, between colleges or divisions is prioritized and approved
by the SUAC. The SUAC approval is contingent upon final review and approval through the capital project
approval process. Criteria for reassignment include alignment with the critical missions of the university,
urgency, need, fit, and adjacencies.
Space allocations will be based on existing facilities, wherever possible, to ensure that current facilities are
fully utilized prior to pursuing lease arrangements, renovations or new construction. The project approval
process for renovations and construction requires space use justification.
Decisions about space allocations should be made for appropriate institutional reasons based on articulated
needs of the university, department, or program.
Division Directory
OFFICE OF THE VICE PRESIDENT OF PLANNING AND BUDGET

Elmira Mangum, Vice President
Pede Cadmus
Kim Fassett
Sara Gibbons
Rob Van Brunt
ACADEMIC PLANNING & INFORMATION SYSTEMS

Josh Brockner
Dan McGough
Laura Syer
ADMINISTRATIVE STREAMLINING PROGRAM

John Adams, Assistant Vice President
Ralph Canfield
Scott McIlvennie
Diane McNamee
Davina Desnoes, Director

Karen Pearson, Assistant Director
Appendices
BUDGET OFFICE
Ron Huggins
Maggie Liu
Ellen Mastrogiovanni
Jean Palmer
Sandra Redfield
Rose Wright
CAPITAL BUDGET
Tom Cole, Director
INSTITUTIONAL RESEARCH AND PLANNING

Marin Clarkberg, Director
Cathy Alvord
Marne Einarson
Chari Fuerstenau
Deb Fyler
Kevin Rexford
Dan Robertson
William Searle
Kristin Walker
SPACE PLANNING
Mary-Lynn Cummings, Director
Jennifer Cox
73
OPERATING AND CAPITAL

BUDGET PLAN
201213
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2012-2013

Operating & Capital

OPERATING AND CAPITAL

FROM THE VICE PRESIDENT ................................

Academic Year Tuitions............................................

OPERATING BUDGET HIGHLIGHTS ....................

Student Fees and Other Tuition Rates...................

Composite Operating Budget ........................................

Operating Budget Details................................................

Profile: Class of 2015.................................................

Ithaca Campus Summary ...............................................

Undergraduate Tuition and Fees, Room and

Ithaca Campus Detail.......................................................

Board Ivy League, Peer, and Common

Ithaca Campus College Plans.........................................

Acceptance Institutions ...........................................

Weill Cornell Medical College Plan Detail ....................

CORNELLNYC TECH CAMPUS ..............................

Undergraduate Tuition and Fees Selected

Tuition and Fees Selected Medical Colleges.....

G Average Nine-Month Faculty Salaries Selected

BALANCING THE BUDGET AND THE CHANGING

IMPLEMENTING ADMINISTRATIVE EFFICIENCIES

THE NEW BUDGET MODEL ...................................

INSTITUTIONAL INTELLIGENCE ...........................

CORNELL IN THE RANKINGS ................................

CAPITAL PLAN 2012-13 ......................................

Approved Capital Activity ...............................................

Sources and Uses of Capital Expenditures .................

Summary of External Debt Financing...........................

Debt Service by Operating Unit .....................................

Research Institutions ................................................

H Undergraduate Financial Aid ...................................

New York State Appropriations...............................

Investment Assets, Returns, and Payouts ...........

Endowment Market Value for Selected

M Gifts/Contributions Through March 31, 2012 ...

N Cornell Now Campaign Through March 31, 2012

O Projected Maintenance Funding Ithaca Campus

Work Force - Ithaca Campus ...................................

Q Room and Board Rates Ithaca Campus..............

Ithaca Campus Faculty Peers by College..............

Capital Project Spending Guidelines......................

Guidelines for Space Needs Studies ......................

Procedure for the Reallocation of Space ..............

Space Management Principles................................

From the Vice President

Figure 1. FY 2012-13 Revenues

Figure 2. FY 2012-13 Expenditures

From the Vice President

Operating revenue is expected to increase by 3.2

The new budget model and its underlying principles

Elmira Mangum, PhD

From the Vice President

The Cornell University 2012-13 operating and capital

guidance documents are all critical for the long-term

Operating Budget - Highlights

Operating Budget Highlights

COMPOSITE OPERATING BUDGET

Cornells composite operating plan for 2012-13 is

Revenues from the Physician Organization are

Transfers To/From Fund Balances

Table 1: Composite Operating Budget

Tuition & Fees