2013-14 Operating & Capital Budget Plan - Cornell University ...

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WGuidelines for Space Needs StudiesApproved 9/26/11INTENTDevelop a standard process, including standardized documentation, to assess existing space utilization andanalyze space needs.OUTCOMES1. 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 spaceprogram objectives.5. Create transparency for approved deviations from Cornell space standards.6. Create space program documentation that is concise, clear and actionable.Appendices80CONTEXTCapital Projects & Planning (CP&P, in Facilities Services) has identified what is currently a six-step processfor unit master plans:I. College/Division ProfileII. Assessment of Existing Program and Space UtilizationIII. Analysis of Space Needs Based on Strategic VisionIV. Facilities Existing Condition AssessmentV. Space Study/Facilities Renovation Plan Concept AlternativesVI. Space Study/Facilities Renovation Plan Final RecommendationSpace needs studies may be conducted as part of an overall master planning process (in phases I, II and III, aslisted above), or they may stand alone to support particular initiatives. Should they stand alone, they may drivesubsequent projects, particularly if the space needs study identifies a shortfall of space. The subsequent projectsare expected to follow the CP&P expectations for the consideration of concept alternatives before a finalrecommendation is selected.PROCESS• The Director of Space Planning and the University Architect will consult with units during the annualdevelopment of the capital plan to recommend those cases in which a space needs study should serve asthe first phase of one or more unit capital projects. A space needs study will typically be recommended incases where the unit already perceives a shortfall of space or is projecting a shortfall of space based on newprogrammatic 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 isfully approved. The purpose of such a meeting is for the SUAC to understand the issues that the unit hopesto 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 implicationsand next steps with the unit.• Presentations to the SUAC are part of the capital project review and approval process. The SUAC advisesthe Capital Planning Group (CPG) and the Capital Funding & Priorities Committee (CF&PC) regardingprojects it reviews.
W 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 maywish to add representatives from other units or functions that might best inform the study through activeinvolvement. 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 roomswithin the unit of study, but also rooms within a reasonable walking distance of the unit.EXPLORATION OF ALTERNATIVES TO MEET SPACE NEEDSThe process for exploring these alternative strategies to meet space needs is developed and coordinated by variousunits within Facilities Services. The work to develop alternatives may not be a part of the space needs studyphase itself, but may follow such studies, and should therefore be consistent and coordinated with the results ofthe space needs analyses.When space needs studies determine a shortfall of space, by type or quantity or both, then the analyses anddocumentation developed through the study should inform a consideration of alternatives to meet the spaceneed when the unit is ready to address the shortfall. The alternatives explored should include at least a few ofthe 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• ConstructionAppendices81The consideration of all alternatives should identify and weigh the institutional impacts, particularly on capitalcosts, operational and maintenance costs, and staffing support.RENOVATION/NEW CONSTRUCTIONRenovation and/or new construction projects are coordinated through several units in Facilities Services. When theonly viable alternative to resolving a space need is renovation and/or new construction, such work should be basedon previous efforts to understand the space needs.When space needs studies develop into construction or renovation projects, then mindfulness toward the spaceprogram 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 througheach phase)• Ongoing assessment of institutional impacts, including capital budgets, operations and maintenancebudgets, and staffing support requirements
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2013-2014Operating & CapitalBUDGET
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ContentsFROM THE VICE PRESIDENT....
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“We are of course indebted to our
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Table 3: Ithaca Campus - Summary(do
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Industrial& LaborRelationsJohnsonSc
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Operating Budget — Details13impor
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plan was approved in September and
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Operating Budget — Details18Law S
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Operating Budget — Details20WEILL
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The New Budget ModelThe New Budget
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The New Budget Model24external fell
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The New Budget Model26research cent
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Implementing AdministrativeEfficien
Page 32 and 33: Financial Recovery30dropped to 6.5,
Page 34 and 35: Figure 8.Financial RecoveryFigure 9
Page 36 and 37: Institutional Intelligence:I 2 at C
Page 38 and 39: Strategic PlanningSince its foundin
Page 40 and 41: Space PlanningSuccessful space mana
Page 42 and 43: Capital Plan - 2013-14Capital Plan
Page 44 and 45: Figure 13. Funding Sources - FY 201
Page 46 and 47: Table 6: Approved Capital Activity
Page 48 and 49: Table 7: Sources and Uses of Capita
Page 50 and 51: Capital Plan — 2013-1448LEASED SP
Page 53 and 54: AppendicesA Academic Year Tuitions.
Page 55 and 56: BStudent Fees and Other Tuition Rat
Page 57 and 58: DProfile: Class of 2016CLASS OF 201
Page 59 and 60: D CONT.COMPARATIVE DATA: 2012 FALL
Page 61 and 62: FUndergraduate Tuition and FeesSele
Page 63 and 64: HUndergraduate Financial AidSource
Page 65 and 66: JFacilities and Administrative Cost
Page 67 and 68: LEndowment Market Valuefor Selected
Page 69 and 70: NCornell Now Campaign - Through Mar
Page 71 and 72: O CONT.SOURCES OF FUNDINGPROJECT EX
Page 73 and 74: O CONT.SOURCES OF FUNDINGPROJECT EX
Page 75 and 76: QProjected Maintenance Funding - It
Page 77 and 78: SRoom and Board Rates - Ithaca Camp
Page 79 and 80: UExisting Budget ModelsThe Ithaca c
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Page 85 and 86: X CONT.CRITERIA FOR DECISION-MAKING
Page 87 and 88: ZInterdepartmental Fee GuidelinesAp
Page 89 and 90: Z CONT.preparing the fee request- E
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