stanford university budget plan 2017/18 · stanford has three principal categories of financial...
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S TA N F O R D U N I V E R S I T Y
B U D G E T PL A N 2 017/ 18
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Approved:This Budget Plan was approved by the Stanford University Board of Trustees June 14–15, 2017.
This publication can be found at: http://www.stanford.edu/dept/pres-provost/budget/plans/plan18.html
STA N FO R D U N I V E R S I T Y
B U D G E T P L A N 2 0 1 7 / 1 8
iiiEXECUTIVE SUMMARY
EXECUTIVE SUMMARY
To The Board of Trustees:It is a pleasure to submit my first Budget Plan as Stanford’s provost. This budget maintains our university’s
pre-eminent academic and research programs. It calls for selective investments in high priority areas. It
also strengthens our financial base, thereby providing the foundation for the strategic initiatives expected
to emerge from the Long Range Planning process.
Our approach in developing the 2017/18 Budget Plan has been a cautious one. Slow growth in endowment
payout and uncertainty around government sponsored research have created a planning context in which
we have reduced the growth of new program investment compared to recent years. At the same time,
we have increased our financial reserve position should external funding conditions deteriorate. We are
confident this budget both furthers Stanford’s programmatic objectives and maintains a strong underlying
financial condition.
This document presents Stanford’s 2017/18 Budget Plan for Trustee approval. The Budget Plan has two
parts. The first is the Consolidated Budget for Operations, which includes all of Stanford’s anticipated
operating revenue and expense for next year. The second is the Capital Budget, which is set in the context
of a multi-year Capital Plan. The budgets for Stanford Health Care and Stanford Children’s Health, both
separate corporations, are not included in this Budget Plan, although they are incorporated into the
university’s annual audited financial report.
Highlights of the Budget Plan:
n The Consolidated Budget for Operations projects a surplus of $165 million on $6.3 billion of revenues,
$5.9 billion in expenditures, and $243 million in transfers. We anticipate revenue to increase 5.0%
over the projected 2016/17 year-end results. This results from an 11.6% increase in health care
services revenue and a 12.6% growth in investment income, offset by a 13.2% reduction in SLAC
sponsored research activity, which is driven by a smaller construction program compared to 2016/17.
Overall, we are budgeting a 4.1% increase in expenses, resulting from a 7.8% growth in compensation
coupled with a small reduction in other operating expenses.
n The Consolidated Budget includes $1.45 billion in general funds, of which $200 million flows to the
Graduate School of Business, the School of Medicine, and Continuing Studies in accordance with
previously agreed upon formulas. We anticipate a general funds surplus of $26 million, a figure higher
than last year but comparable to most years following the recession. We have also budgeted a $20
million contingency against uncertainties in federal research, endowment payout shortfall, and initial
costs of initiatives emerging from the Long Range Planning process. This surplus, coupled with the
contingency, provides an appropriate cushion against revenue fluctuation and will allow us to address
one-time needs throughout the year.
n This Budget Plan presents the projected 2017/18 results in a format consistent with Generally
Accepted Accounting Principles, as reported in the university’s annual financial report. The projected
Statement of Activities shows a $115 million surplus.
n The Capital Budget calls for $1.2 billion in expenditures in 2017/18. These expenditures are in support
of a Capital Plan whose projects, when fully completed, will total approximately $4.3 billion. Principal
expenditures in 2017/18 will be directed toward:
iv EXECUTIVE SUMMARY
u $329 million for Stanford Redwood City Phase 1. This is part of a multi-year project to build an
administrative campus in Redwood City at a total cost of $569 million. It is expected to open in
2018/19.
u $171 million toward the new Escondido Village Graduate Residences.
u $119 million towards the $257 million ChEM-H and Stanford Neurosciences Institute Research
Complex.
u $104 million towards the Center for Academic Medicine 1 building.
u $104 million towards the BioMedical Innovations Building.
STRATEGIC CONTEXT
The context in which we have developed the 2017/18 Budget Plan has been shaped by several factors:
n Slow Growth in Endowment Payout—For the past two years endowment returns have
underperformed our long term expectation. Consequently, even after incorporating our smoothing
formula, growth in endowment payout has been below what is needed to maintain the purchasing
power of our endowment funds.
n Sponsored Research Uncertainty—There is considerable uncertainty around government sponsored
research. While Stanford has fared well during past periods of decline in research, we are concerned
about the outlook and are working actively to advocate our position.
n Housing Costs—A robust local economy has helped tremendously to support the philanthropy from
which Stanford has benefitted over the years. However, that strong economic growth continues
to place severe pressure on the costs of housing and transportation. These are not new issues for
Stanford, but they show no signs of slowing.
n Strategic Planning—The Long Range Planning process launched this spring will conclude in 2017/18
with a set of strategic directions for Stanford. This is an exciting time for the university as we look to
create a shared vision for the future.
n Growth of Stanford Medicine—Stanford Medicine (the Medical School, Stanford Health Care, and
Stanford Children’s Health) will continue on its growth trajectory of recent years with off-campus
clinical expansion and with the new adult hospital scheduled to open in late 2018. Clinical revenue
flowing to the Medical School is the fastest growing income source in the budget, and it is now the
second largest source of revenue for Stanford. Changes in governmental health care policy and the
transformation of biomedicine to precision health continue to shape this rapidly evolving enterprise
at Stanford.
These factors have helped define our major priority areas for the 2017/18 budget:
n Strengthening and ‘Shoring Up’ the Base Budget—In anticipation of future strategic planning
initiatives, a central priority in the 2017/18 budget process was on closing gaps or partial funding in
the existing budget. We made selective base budget allocations in areas where one-time funding had
been a continued means of support. In addition, in several schools we provided funding to address the
shortfall between the 1.6% growth in endowment payout and the 3.5% average anticipated growth in
expense of a typical endowment fund.
n Competitive Compensation—Providing a strong and highly competitive compensation program
for faculty and staff is a major priority in the 2017/18 budget. We recognize the challenges many of
our faculty and staff face in this very high cost area. Over the years, Stanford has made substantial
vEXECUTIVE SUMMARY
efforts to enhance our housing programs, particularly for faculty. But the challenge remains. In
partial response, we made supplemental salary allocations in this budget to address issues of market
competitiveness, internal salary equity, and retention.
n Building Financial Reserves—It has been our general practice since the 2010 recession to carry a $25
million general funds surplus to protect the budget against potential revenue shortfalls. In 2016/17,
due to lower investment income, we reduced that budgeted surplus to $15 million. For 2017/18 we
have restored the budgeted surplus back to $26 million and created the $20 million base budget
contingency noted earlier.
n Slowing the Pace of New Program Investment—In light of the uncertainties around research and the
expectation of strategic initiatives emerging from the Long Range Planning process, we have reduced
funding for new initiatives, compared to the budget proposals of recent years.
n Housing—This budget continues our multi-year strategy to expand housing opportunities for students,
faculty, and staff, as the cost of housing continues to be Stanford’s greatest challenge. We are
addressing it with several aggressive initiatives:
u We have begun a 2400-bed graduate student housing complex in Escondido Village.
u The University Terrace Faculty Homes are opening, with the full 180-unit complex to be
available by the end of calendar 2018.
u Stanford is buying homes and apartments in the local area under the $500 million Housing
Acquisition Initiative approved by the Trustees.
u We are pursuing a proposal with the city of Menlo Park to build additional faculty and staff
housing at 500 El Camino Real.
u Next year Stanford will provide approximately $23 million in subsidies for off-campus
apartments for graduate students.
While these initiatives will not address all of the housing needs of Stanford students, faculty, and staff,
they are having a positive impact and will continue to improve the situation over time.
FINANCIAL RESERVES
Stanford has three principal categories of financial reserves:
Expendable reserves—We project Stanford’s expendable reserves will stand at $4.5 billion at the end of
2017/18. Of that amount, $3.5 billion is a combination of restricted and unrestricted expendable funds,
and unspent restricted endowment payout. The remaining amount is split among plant, student loan, and
agency funds. These reserves consist of thousands of funds held across the university, largely controlled
by individual faculty, departments, programs, and schools.
Tier I Buffer—We project the Tier I Buffer will stand at $1.46 billion by the end of 2017/18. The Tier I
Buffer comprises the university’s unrestricted funds functioning as endowment, the payout from which
supports the general funds component of the Consolidated Budget. The majority of the buffer’s funds are
generated by the investment returns on a subset of our expendable reserves. The Tier I Buffer acts as a
backstop to maintain the face value of those expendable funds, which are invested in the merged pool.
Tier II Buffer—The Tier II Buffer is estimated to be $1.06 billion by the end of 2017/18, which is close to its
nominal value before the recession. Like the Tier I Buffer, this fund is generated from excess investment
returns from expendable reserves, and is invested as funds functioning as endowment. The payout from
the Tier II buffer, however, is used at the discretion of the president.
vi EXECUTIVE SUMMARY
CONSOLIDATED BUDGET FOR OPERATIONSThe table on the next page shows the main revenue and expense line items for 2017/18 and compares
those numbers to our current projection of final results for 2016/17. Some highlights of both income and
expense follow.
REVENUEStudent Income—This figure is the sum of tuition and room and board income, and is expected to grow
by 3.8%. Tuition income is projected to grow 3.7% over the projected 2016/17 actuals as the result of
a 3.5% increase in the undergraduate and graduate tuition rates and a slight growth in the number of
graduate students. Room and board income is projected to increase 4.3%, due to the 3.5% room and
board rate increase, growth in meal plans, and the re-opening of the Schwab Residential Center.
University Sponsored Research—Sponsored research revenues (excluding SLAC) are expected to grow
by 3.6%, while indirect cost recovery will increase by 4.2%. Direct research in the School of Medicine
will continue its strong growth, increasing at 5.8%, while non-Medical grant funding will be flat. SLAC’s
revenues are expected to decline by 13.2%, due to a lower construction budget than in 2016/17. When
SLAC is included, total sponsored research revenue is expected to decrease by 2.7% over 2016/17
projected year-end results. There is considerable uncertainty around these numbers, given the precarious
state of the federal budget. We will be monitoring the situation closely as the year unfolds.
Health Care Services—Revenue from health care services is projected to increase by 11.6% in 2017/18.
This revenue consists principally of payments from the hospitals to the School of Medicine for
faculty physician services. Health care services revenue has been the fastest growing element of the
Consolidated Budget over the last decade, with a compound annual growth rate of 11%. The 2017/18
growth is driven by continued expansion of Stanford Medicine’s clinical activities throughout the region.
Expendable Gifts—Stanford has enjoyed very strong fundraising results in recent years. Consistent with
the estimate from the Office of Development, we expect expendable gift revenue to be flat in 2017/18.
Investment Income—This category consists of endowment payout ($1,243.4 million) and other
investment income ($275.8 million), principally from the Expendable Funds Pool (EFP). Endowment
payout is projected to increase by 5.7%. The payout growth to a typical endowment fund is only 1.6%
for 2017/18, but overall payout growth is higher due to additions to endowment principal and growth in
real estate income in 2017/18. The Expendable Funds Pool payout is growing significantly in 2017/18. By
Trustee policy, EFP payout is based on the total return of the pool in the prior year, up to 5.5%. In 2015/16
that return was just 2.5%, prompting a reduction in payout in 2016/17. We are expecting the full 5.5%
return in 2016/17, which will produce the significant increase in the EFP payout for 2017/18.
EXPENSECompensation—We anticipate total compensation to increase 7.8% over 2016/17 year-end results. The
increase is the result of a strong salary program, a 3.6% overall increase in headcount, and the targeted
salary enhancements mentioned earlier.
Financial Aid—The costs for need-based financial aid, athletic aid, and graduate student aid will
increase by 4.3%. This increase allows Stanford to maintain its generous need-based aid program for
undergraduates, particularly for those families with incomes below $125,000. It also reflects a 4.5%
increase in aid for graduate students, reflecting more generous graduate support in selected disciplines
and a slight increase in the number of graduate students.
viiEXECUTIVE SUMMARY
Other Operating Expenses—This substantial expense item is the amalgam of graduate stipends,
operations and maintenance, utilities, capital equipment, materials and supplies, travel, library materials,
subcontracts, and professional services. These expenses are projected to decline by 2.6% in 2017/18,
driven largely by SLAC’s reduced construction activity. Exclusive of SLAC, these expenses will grow
by 3.3%.
SCHOOL INITIATIVESStanford’s principal academic units, the seven schools, will advance their agendas in 2017/18. A few
highlights of their plans are:
Graduate School of Business (GSB)—Under its new dean, Jon Levin, the Business School has launched
a year-long strategic planning process focusing on the future of management education and the future of
research. The GSB continues to expand its involvement globally; the Stanford Institute for Innovation in
Developing Economies (Seed) will open a center in southern India—its third such international operation.
Earth, Energy & Environmental Sciences (SE3)—The school is pursuing a set of goals that emerged
from a strategic planning effort last summer. The goals focus on engaging all Stanford students in gaining
knowledge of our planet; expanding collaborations inside and outside the university; accelerating the
impact of the school’s research; and advancing planning for a new facility.
CONSOLIDATED BUDGET FOR OPERATIONS, 2017/18[IN MILLIONS OF DOLLARS]
2016/17 2016/17 2017/18 CHANGE FROM 2015/16 BUDGET PROJECTED CONSOLIDATED PROJECTED ACTUALS JUNE 2016 ACTUALS BUDGET ACTUALS
Revenues
857 896 903 Student Income 937 3.8%
1,005 1,050 1,046 University Sponsored Research 1,085 3.8%
448 591 644 SLAC Sponsored Research 559 -13.2%
1,034 1,177 1,123 Health Care Services 1,253 11.6%
391 350 391 Gifts and Net Assets Released from Restrictions 391 0.0%
1,406 1,284 1,349 Investment Income 1,519 12.6%
540 534 508 Special Program Fees and Other Income 516 1.5%
5,680 5,881 5,965 Total Revenues 6,261 5.0%
Expenses
3,123 3,323 3,359 Compensation 3,622 7.8%
270 286 286 Financial Aid 298 4.3%
185 204 199 Debt Service 199 0.1%
1,541 1,781 1,781 Other Operating Expense 1,734 -2.6%
5,118 5,594 5,625 Total Expenses 5,853 4.1%
562 287 340 Operating Results 408
(346) (166) (187) Transfers (243)
216 121 152 Operating Results after Transfers 165
2,990 3,238 3,206 Beginning Fund Balances 3,358
3,206 3,359 3,358 Ending Fund Balances 3,524
viii EXECUTIVE SUMMARY
Graduate School of Education (GSE)—The GSE has launched its centennial year advancing several
strategic priorities. One such area focuses on ‘learners in peril,’ those students who are disadvantaged
by either social or biological causes, or both. The school has recently completed the early phases of a
new building planning process and will expand the effort in 2017/18. Also, the GSE will further develop
its partnership with local school districts in the coming year.
Engineering—The school welcomed a new dean this spring, Jennifer Widom, who has served in several
key leadership positions in the school. Engineering continues to pursue several strategic initiatives that
emerged from the SOE Futures planning process completed two years ago. There is a strong focus on
computational research, particularly in computer science.
Humanities and Sciences (H&S)—Recent growth in faculty and facilities have placed H&S in a position
of great strength, but have tightened its financial situation. Future faculty growth will be targeted to
enhance diversity and to fulfill initiatives in Neuroscience and ChEM-H. H&S continues its efforts to
increase student interest in the humanities and social sciences through new feeder programs for high
school students and placement programs for graduates.
Law—Stanford Law School is in the midst of a generational shift in its faculty, with 17 new members
joining the faculty over the past several years. There is an increased focus on interdisciplinary research
and teaching. Several new faculty have joint appointments with other schools at Stanford.
Medicine—Stanford Medicine continues to develop its strategy for leading the transformation of
biomedicine to Precision Health. This approach leverages the art and science of medicine to predict and
prevent disease before it occurs and cure it if it does. The Medical School’s research programs remain
strong through recruitment of high potential and prolific investigators as well as investment in pilot grants
to spur new research directions.
GENERAL FUNDS BUDGETA focal point of the budgeting process is the development of the general funds component of the
Consolidated Budget. The $1.25 billion in general funds in the non-formula units can be used for any
university purpose and sustain many of the core academic and support functions of the university.
As shown in the chart on the next page, base general funds additions will total $74.7 million in 2017/18.
About 40% will cover increases in continuing costs for salaries, benefits, non-salary costs, and the
operating costs of facilities. We set aside $20 million as a general contingency. As 2017/18 unfolds, this
money may be used to respond to potential changes in federal research funding; to provide capacity to
address initiatives emerging from the Long Range Planning process; and to address potential shortfalls in
endowment payout. The remaining $22.6 million will be split among endowment mitigation, enhancing
existing programs, converting certain one-time expenses to the continuing base budget, and a small
amount for funding new programs. These purposes are further delineated below.
Endowment Mitigation ($4.0 million)—As noted earlier, we allocated funds to cover the shortfall
between the increase in endowment payout of 1.6% and the growth in expense supported by a typical
endowment fund of approximately 3.5%. These allocations, directed principally to those non-formula
schools relying heavily on endowment payout, reduce the need for those schools to draw on reserves or
to make budget reductions to address the shortfalls.
ixEXECUTIVE SUMMARY
Faculty, Academic, and Research Support ($6.8 million)—We continued our investment in the Faculty
Incentive Fund and the Faculty Development Initiative to encourage ongoing recruitment of under-
represented minorities and women to the faculty. We allocated base general funds to replace one-time
funding in Environmental Health & Safety and in the administrative offices of the Vice Provost for Teaching
and Learning. Enhancements were also made to the faculty child care programs.
Administration ($5.9 million)—This category adds funding in a number of administrative areas, including:
part-time readers in the undergraduate admissions office; a student services professional in Engineering;
expanded capacity in Development; and increased staffing in University Communications.
Systems and Security ($2.5 million)—We are adding funding for the ADAPT system in Development,
the Graduate Financial Planning System expansion, and for Stanford Web Services. This category also
reflects the addition of a sworn deputy position in Public Safety and the expansion of security patrols in
parts of the campus.
Student Support ($1.7 million)—Some of the key items funded in this category include: staffing and
operational costs in the Office of Community Engagement and Diversity within Student Affairs; financial
aid for master’s students in the Graduate School of Education; and supplemental funding for research
assistant tuition allowance.
New Facilities Debt and Operations ($1.7 million)—This category reflects the costs of bringing new
facilities online in the coming year. The most significant addition is the Bass Biology building, which is
expected to open in late 2018.
Academic/Faculty Support6.8
Other 1
5.9Non-Salary& Facilities
12.2 New Programs5.8
Program Enhancement6.0
Base Conversion6.8
Endowment Mitigation
4.0
Contingency20.0
Salaries &Benefits19.9
Market-based Adjustments
32.1
2017/18 BASE GENERAL FUNDS ADDITIONS: $74.7 MILLION [IN MILLIONS OF DOLLARS]
IncrementalAllocations
18.6
Administrative Support5.9
1 Other incremental allocations as described below include Systems and Security, Student Support, and New Facilities Debt and Operations.
x EXECUTIVE SUMMARY
CAPITAL BUDGET AND PLAN The Capital Budget and three-year Capital Plan are based on a projection of the major capital projects
that the university intends to pursue to further its academic mission. The three-year Capital Plan spans
2017/18 through 2019/20; the Capital Budget represents anticipated capital expenditures in the first
year of the plan. The three-year plan includes projects that were initiated prior to 2017/18, as well as the
full cost of projects starting within the rolling three-year period through 2019/20. The Capital Budget
and Capital Plan are subject to change based on funding availability, budget affordability, and evolving
university priorities.
The three-year Capital Plan includes $4.3 billion in construction and infrastructure projects and programs.
The projects noted above, when fully completed over the multi-year period, comprise the bulk of the Plan.
It also includes a number of smaller projects and several infrastructure programs anticipated over the
length of the Plan.
ACKNOWLEDGEMENTSIn this, my first Budget Plan, it is a great pleasure to acknowledge the help and support of many people.
The Budget Plan is the product of a great deal of work on the part of managers and budget officers at
every level of the university. I thank the budget officers and leadership in the schools and administrative
units for their efforts in support of the budget process.
There are two hardworking advisory groups that assist me in formulating the general funds budget and
capital plan. The University Budget Group consists of Margaret Brandeau, Harry Elam, Andrea Goldsmith,
Judy Goldstein, Patti Gumport, Rosemary Knight, Randy Livingston, Kam Moler, Steve Olson, Serena Rao,
Dana Shelley, George Triantis, and Tim Warner. This group met from late September through March,
often twice a week, to review submissions and requests from the various budget units and to advise
me on the final allocations of general funds. Support for the Budget Group, and for the creation of this
document, is provided by the budget office staff, consisting of Kayte Bishop, Jacy Crapps, Neil Hamilton,
Betsy Lewis, Mike Ling, Serena Rao, Davis Reek, Mark Rickey, and Dana Shelley, under the able leadership
of Tim Warner.
The Capital Planning Group consists of Jack Cleary, Megan Davis, Stephanie Kalfayan, David Lenox,
Bob Reidy, Craig Tanaka, Bob Tatum and Tim Warner. Craig guides the capital planning process with
remarkable efficiency, with excellent support from Howard Leung.
Finally, a special personal thanks to both Tim Warner and John Etchemendy. Tim has been a patient
teacher as I learn the complexities of the Stanford budget. John continued as a ‘Special Advisor’ and
participated in the budget process after he stepped down from the provost position and helped at every
step with the crafting of this budget.
xiEXECUTIVE SUMMARY
REQUESTED APPROVAL AND ORGANIZATION OF THIS DOCUMENTThe Budget Plan provides a university-level perspective on Stanford’s programmatic and financial plans
for 2017/18. We seek approval of the planning directions, the principal assumptions, and the high-level
supporting budgets contained herein. As the year unfolds, we will provide periodic variance reports on
the progress of actual expenses against the budget. In addition, we will bring forward individual capital
projects for approval under normal Board of Trustees guidelines.
This document begins with an overview of budgeting at Stanford, followed by four chapters and two
appendices. Chapter 1 describes the financial elements of the plan, including details of the Consolidated
Budget for Operations and the projected Statement of Activities for 2017/18. Chapter 2 addresses
program directions in the academic areas of the university. Chapter 3 provides a similar view of the
administrative and auxiliary units. Chapter 4 contains details on the Capital Budget for 2017/18 and the
Capital Plan for 2017/18–2019/20. The appendices include budgets for the major academic units and
supplementary financial information.
Persis S. Drell
Provost
June 2017
xii EXECUTIVE SUMMARY
xiiiTABLE OF CONTENTS
TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................................................................... iii
INTRODUCTION: BUDGETING AT STANFORD.........................................................................................................................1
CHAPTER 1: CONSOLIDATED BUDGET FOR OPERATIONS ...................................................................................................3 Consolidated Budget for Operations.......................................................................................................................................3
General Funds ............................................................................................................................................................................ 17 Environmental Health and Safety (EH&S) .................................................................................................................... 19
Projected Statement of Activities ......................................................................................................................................... 20
CHAPTER 2: ACADEMIC UNITS ................................................................................................................................................. 23 Overview of Academic Units ................................................................................................................................................. 23
Graduate School of Business ......................................................................................................................................... 24 School of Earth, Energy & Environmental Sciences ................................................................................................. 26 Graduate School of Education ...................................................................................................................................... 28 School of Engineering ..................................................................................................................................................... 30 School of Humanities & Sciences ................................................................................................................................ 32 School of Law .................................................................................................................................................................... 34 School of Medicine ........................................................................................................................................................... 36 Vice Provost and Dean of Research ............................................................................................................................. 38 Vice Provost for Undergraduate Education ................................................................................................................ 40 Vice Provost for Graduate Education ........................................................................................................................... 42 Vice Provost for Teaching and Learning ...................................................................................................................... 44 Hoover Institution ............................................................................................................................................................. 46 Stanford University Libraries ......................................................................................................................................... 48 SLAC National Accelerator Laboratory ...................................................................................................................... 50
CHAPTER 3: ADMINISTRATIVE & AUXILIARY UNITS ......................................................................................................... 53 Administrative Units ................................................................................................................................................................ 54 Major Auxiliary Units ............................................................................................................................................................... 63
CHAPTER 4: CAPITAL PLAN AND CAPITAL BUDGET ......................................................................................................... 67Capital Planning Overview ...................................................................................................................................................... 68 Stanford’s Commitment to Housing ...............................................................................................................................70The Capital Plan, 2017/18–2019/20 .................................................................................................................................... 71The Capital Budget, 2017/18 ................................................................................................................................................ 78Capital Budget Impact on 2017/18 Operations ................................................................................................................ 80Capital Plan Project Detail ...................................................................................................................................................... 80
APPENDIX A: CONSOLIDATED BUDGETS FOR SELECTED UNITS ................................................................................... 85
APPENDIX B: SUPPLEMENTARY INFORMATION ................................................................................................................103
xiv TABLE OF CONTENTS
1INTRODUCTION: BUDGETING AT STANFORD
INTRODUCTION: BUDGETING AT STANFORD
Budgeting at Stanford is a continuous process that takes place throughout the year and occurs at nearly
every level within the university. The cycle starts with planning that considers programmatic needs and
initiatives, continues with the establishment of cost drivers such as the approved salary program and fringe
benefits rates, and is tempered by available funding sources. Stanford’s budget is an amalgamation of thousands
of smaller budgets, including everything from an individual faculty member’s budget for a sponsored grant from
the National Institutes of Health, to the budget for the Department of Psychology, to the budget for the School
of Engineering, to the total of the Consolidated Budget for Operations. These budgets are created and managed
by the areas that are governed by them, with oversight by the provost, the chief budget officer of the university.
There are general principles and guidelines to which the budgets must adhere, but schools and other units are
allowed tremendous freedom in the development and execution of their budgets.
FUND ACCOUNTINGStanford’s budgets are developed and managed according to
the principles of fund accounting. Revenue is segregated into
a variety of fund types, and the use of the revenue is governed
by the restrictions of the fund. For example, each expendable
gift is put into an individual fund, and the recipient must use
the funds in accordance with the wishes of the donor. Gifts of
endowment are also put into separate funds, but the corpus
itself is not usually spent. An annual payout on the endow-
ment fund is spent, and as with gift funds, only in accordance
with the restrictions imposed by the donor. The segregation
of each gift allows the university to ensure that the funds are
spent appropriately and to report to donors on the activities
that their funds support. Monies received from government
agencies, foundations, or other outside sponsors are also
deposited in separate, individual funds to ensure strict adher-
ence to the terms of the grants and/or contracts that govern
the use of the funds. Non-gift and non-sponsored research
revenue also reside in funds, but this type of revenue may be
commingled in a single fund. Departments may choose to
combine unrestricted monies into separate funds for a par-
ticular program, for a capital project, or to create a reserve.
Stanford’s consolidated revenues by fund type are shown at
the right.
BUDGET MANAGEMENTAt the end of fiscal year 2015/16, Stanford had roughly
23,000 active expendable funds and more than 8,000
endowment funds. So how does Stanford budget and
manage all these funds? It goes without saying that
the university uses a sophisticated financial account-
ing system to set up the individual funds, to record each
financial transaction, and to track fund balances. But nearly
all of the decision-making for the use of Stanford’s funds
General Funds23%
Designated27%
Restricted22%
Grants &Contracts
22%
Auxiliaries & Service Centers 6%
2017/18 CONSOLIDATED REVENUES BY FUND TYPE
2 INTRODUCTION: BUDGETING AT STANFORD
is made at the local level, consistent with the decentral-
ized and entrepreneurial spirit of the university. Unlike a
corporation, Stanford is closer to a collection of disparate,
autonomous businesses with widely varying cost struc-
tures and resources. As such, each principal investigator is
accountable for the responsible use of his/her grant funding,
each gift recipient must ensure that the gift funds are used
in accordance with the donor’s wishes, and each school must
fulfill the expectations for teaching and scholarship within
its available resources. Schedule 21 in Appendix B shows
expendable fund balances by academic unit and by level of
control.
BUDGET CONTROLThe primary control on local unit budgets at Stanford is
available funding. Except for general oversight and policies
governing the appropriate and prudent use of university
funds, the central administration does not place additional
limits on spending. For example, if a faculty member needs
to hire a postdoctoral fellow to help carry out a particular
research project, and if grant funding is secured to cover this
expense, the university does not second-guess this decision.
Conversely, two important budget matters are controlled
centrally: faculty billets and space.
Because the majority of Stanford’s funding is under the
direct control of a faculty member, a department, or a school,
these entities are able to support programs as long as they
maintain a positive fund balance. This, however, does not
mean that the programs must operate with a surplus dur-
ing any particular fiscal year. In fact, a “deficit” is usually
reflective of a planned use of prior year fund balances. A
simple example of this is when a department receives a
gift of $5.0 million to be spent over five years. If the funds
are spent evenly over the time period, the program will
show a surplus of $4.0 million in the first year and will
generate an ending fund balance of $4.0 million. In each of
the next four years, this program will receive no revenue, will
expend $1.0 million dollars, and will thus generate an annual
deficit of $1.0 million while drawing down the fund balance
of the gift.
The Consolidated Budget for Operations, the aggregate
of all of Stanford’s smaller budgets, is therefore not centrally
managed in the corporate sense. Nonetheless, a great deal
of planning goes into the development of the individual unit
budgets that aggregate into the Consolidated Budget of
the university.
DEVELOPMENT OF THE CONSOLIDATED BUDGET AND THE ROLE OF GENERAL FUNDSAnother key element in the development of the units’ budgets
and the Consolidated Budget are university general funds,
which are funds that can be used for any university purpose.
General funds play a particularly important role in the overall
budget, because they cover many expenses for which it is
difficult to raise restricted funds, such as administration and
campus maintenance. The main sources of general funds are
tuition income, indirect cost recovery, unrestricted endow-
ment income, and income from the expendable funds pool.
Each school and administrative unit receives general funds
in support of both academic and administrative functions.
The process for allocating general funds is controlled by the
provost and aided by the Budget Group, which includes rep-
resentation from both faculty and administration.
The critical elements of the process are a forecast of available
general funds, a thorough review of each unit’s programmatic
plans and available local funding, and an assessment of cen-
tral university obligations such as building maintenance and
debt service. Balancing the needs and the resources is the
ultimate goal of the Budget Group. The general funds alloca-
tion process is described in more depth in Chapter 1.
3CONSOLIDATED BUDGET FOR OPERATIONS
CHAPTER 1
CONSOLIDATED BUDGET FOR OPERATIONS
In this chapter we review the details of the 2017/18 Consolidated Budget for Operations, describe the general
funds allocation process and results, and present a forecasted Statement of Activities.
CONSOLIDATED BUDGET FOR OPERATIONSThe Consolidated Budget for Operations provides a man-
agement-oriented overview of all non-capital revenues and
expenditures for Stanford University in the fiscal year. It is
based on forecasts from the schools and administrative ar-
eas. These forecasts are then merged with the general funds
budget forecast and adjusted by the University Budget Office
for consistency. The Consolidated Budget includes only those
revenues and expenses available for current operations. It
does not include plant funds, student loan funds, or endow-
ment principal funds, although it does reflect endowment
payout. It also does not include the budgets of Stanford
Health Care or Stanford Children’s Health.
The 2017/18 Consolidated Budget for Operations shows total
revenue of $6,261.4 million and expenses of $5,853.3 million,
resulting in a net operating surplus of $408.1 million. After
projected transfers of $242.8 million, predominately to plant
funds, the Consolidated Budget shows a surplus of $165.4
million.
Total revenues in 2017/18 are projected to increase $296.8
million or 5.0% over revenues expected in 2016/17. As has
been the case for several years, the total growth belies the
variability among the component revenue sources. Health
care services revenue is expected to continue at double-digit
growth, as Stanford Medicine expands both on campus and
in new faculty practice locations throughout the Bay Area.
Total investment income is also expected to increase sharply,
2017/18 CONSOLIDATED REVENUES: $6,261.4M 1
1 Net Revenues after Transfers: $6,018.7 Million
UniversitySponsored Research
17%
Gifts & Net Assets Released from
Restrictions6%
EndowmentIncome
20%
Other Investment Income
5%
Other Income8% Student Income
15%
Health Care Services20%
SLAC 9%
OtherOperating Expenses
30%
Compensation62%
Debt Service3%
Financial Aid5%
2017/18 CONSOLIDATED EXPENSES: $5,853.3M
4 CONSOLIDATED BUDGET FOR OPERATIONS
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5CONSOLIDATED BUDGET FOR OPERATIONS
as normal investment returns in the current year drive the
return to full payout on the expendable funds pool in 2017/18.
Payout on the expendable funds pool was roughly half of
the full amount in 2016/17. Sponsored research support is
projected to decline by 2.7%, with SLAC totals decreasing
13.2% due to a significant decline in construction activity.
University sponsored research, exclusive of SLAC, is bud-
geted to increase by 3.8%. Student income is projected to
grow slightly faster than the approved tuition rate increase.
Excluding SLAC, total revenues in 2017/18 are projected to
grow by 7.2%.
Total expenses in 2017/18 are forecast to grow by 4.1% over
the projected year-end results for 2016/17, and by 6.3%
excluding SLAC. SLAC expenses are expected to decline by
13.2% overall, driven by a $91.9 million, or 30%, decrease in
construction activity compared to 2016/17. A very competi-
tive salary program, targeted market-based salary increases
for some faculty and staff, and continued headcount growth
combine to push total compensation expenses up by 8.2%,
excluding SLAC. Growth in general operating expenses is
expected to be comparable to that seen in past years.
The table on the facing page shows the projected consoli-
dated revenues and expenses for 2017/18. For comparison
purposes, it also shows the actual revenues and expenses for
2015/16 and both the budget and the year-end projection for
the current fiscal year, 2016/17. Definitions of key terms are
provided below.
THE CONSOLIDATED BUDGET BY PRINCIPAL REVENUE AND EXPENSE CATEGORIES
Revenues
Student IncomeStudent income is expected to increase by 3.8% in 2017/18 to
$937.4 million. Increases in student charges are approved by
the Board of Trustees and are guided by a number of consid-
erations: programmatic needs, the effectiveness of the finan-
cial aid program, the impact of the economy on the families
of students, and Stanford’s pricing position relative to peers.
Tuition and Fees—Stanford expects to generate $742.9 mil-
lion in tuition and fee revenue in 2017/18, a 3.6% increase
over 2016/17. Tuition and fees from undergraduate programs
are projected to be 3.5% higher than the current year, consis-
tent with the approved tuition rate. Graduate student tuition
revenue will increase by 3.8%, a slightly higher pace than
undergraduate tuition, due to continued modest growth in
total graduate student enrollment. While tuition and fees will
KEY TERMS
General Funds: Unrestricted funds that can be used for any university
purpose. The largest sources are tuition, unrestricted endowment
income, and indirect cost recovery.
Designated Funds: Funds that come to the university as unrestricted but
are directed to particular schools and departments, or for specific
purposes by management agreement.
Restricted Funds: Include expendable and endowment income funds
that can only be spent in accordance with donor restrictions.
Grants and Contracts: The direct component of sponsored research,
both federal and non-federal. Individual principal investigators
control these funds.
Auxiliaries: Self-contained entities such as Residential & Dining
Enterprises and Athletics that generate income and charge
directly for their services. These entities usually pay the university
for central services provided.
Service Centers: Entities that provide services primarily for internal
clients for which they charge rates to recover expenses.
Net Assets Released from Restrictions: Under GAAP, gifts and
pledges that contain specific donor restrictions preventing their
spending in the current fiscal year are classified as “temporarily
restricted,” and are not included in the Consolidated Budget for
Operations. When the restrictions are released, these funds become
available for use and are included as part of the Consolidated Budget
on the line Net Assets Released from Restrictions. These funds
include cash payments on prior year pledges and funds transferred
from pending funds to gift funds.
Financial Aid: Includes expenses for undergraduate and graduate
student aid. Student salaries, stipends, and tuition allowances are
not considered to be financial aid and are included in other lines in
the Consolidated Budget.
Formula Areas: Budget units whose allocations of general funds are
predetermined by a formula agreed to by the provost and the unit.
Principal formula units include the Graduate School of Business,
the School of Medicine, and Continuing Studies/Summer Session.
6 CONSOLIDATED BUDGET FOR OPERATIONS
contribute only 11.9% of Stanford’s total revenue in 2017/18,
it will comprise 50.1% of general funds. As such, it is a vital
source of unrestricted revenue. In addition to supporting
faculty and staff salaries, student services, financial aid, and
other direct academic program needs, tuition plays a crucial
role in funding infrastructure, support services, and other
operational activities.
The general tuition rate increase for 2017/18, approved by
the Board of Trustees in February, is 3.5%, which results in
a rate of $48,987 for undergraduates and non-professional
graduate students. The rate increase was set after care-
ful consideration of the current economic circumstances
weighed against the budgetary needs. Stanford continues
to be, along with its peers MIT, Harvard, Yale, and Princeton,
one of the lowest priced universities among the highly selec-
tive private universities that comprise the Consortium on
Financing Higher Education (COFHE). The median tuition
of the COFHE university cohort increased 3.9% for 2016/17,
leaving Stanford’s tuition rank unchanged at 15th out of 17.
The approved 3.5% tuition increase applies to the undergrad-
uate tuition rate, the general graduate tuition rate, and the
graduate tuition rates for first year MBA students, the School
of Engineering, the School of Law, and the School of Medicine.
Room and Board—Total room and board income is projected
to be $194.5 million in 2017/18, increasing by 4.3% over
the current year. The re-opening of the Schwab Residential
Center, which is currently under renovation, will push room
and board revenue in 2017/18 to rise somewhat faster than
the rate increase, as more graduate students are housed.
In February, the Trustees approved a combined undergradu-
ate room and board rate increase of 3.5% for 2017/18, bring-
ing the undergraduate rate to $15,112. The undergraduate
room rate will increase by 4.4%, and the 19-meal board plan
will increase by only 2.2%. The graduate housing room rate
will increase by 4.75%. Stanford’s combined room and board
rate increases continue to be less than the COFHE university
median, and, as a result, Stanford’s room and board ranking
in 2016/17 dropped from 11th to 12th out of 17. The 2017/18
recommended rate increases will allow Residential and Dining
Enterprises (R&DE) to maintain Stanford’s high-quality resi-
dential and dining programs by supporting debt service on
new and renovated facilities, inflationary impacts on operat-
ing costs (including the higher cost of attracting and retaining
labor, elevated utility rates, and the increased security mea-
sures in technology), and planned escalation in asset renewal.
Sponsored Research and Indirect Cost Recovery
UniversityUniversity sponsored research revenue, excluding SLAC, is
forecast to be $1,084.8 million in 2017/18, a 3.8% increase
from 2016/17. The amount includes direct research revenue
from external grants and contracts ($806.8 million) as well as
reimbursement for indirect costs incurred by the university in
support of sponsored activities ($278.0 million).
SPONSORED RESEARCH REVENUE (Excluding SLAC) [IN MILLIONS OF DOLLARS] PERCENT
2016/17 2017/18 CHANGE
Federal Directs 538.2 548.2 1.9%
Non-Federal Directs 240.6 258.6 7.5%
Total Directs 778.8 806.8 3.6%
Total Indirects 266.8 278.0 4.2%
Total Research 1,045.6 1,084.8 3.8%
Currently 69% of university research funding is provided by
the federal government, and that proportion has been shrink-
ing from 75% five years prior. Overall, federal direct research
revenue is expected to reach $548.2 million in 2017/18, a
1.9% increase over 2016/17. Behind this modest increase
are very contrasting growth trajectories between the School
of Medicine (SoM) and other academic units. Over the last
five years, the SoM has had close to 5% annual growth in
federal research funding, bolstered by new research activity
brought by incremental faculty and stable growth of support
from the National Institutes of Health (NIH). Although the
recent federal budget proposals may leave the university
research activity open to risk, the SoM is confident that it will
continue to hold a strong position compared to peer institu-
tions under the current research climate and projects a 5.0%
increase in the 2017/18 federal research budget. On the con-
trary, federal research funding for other academic units has
been languishing in the past five years, with a steady decline
of about 2% a year. In 2016/17, non-medical schools have
seen less funding support across all federal sponsors except
the NIH. The National Science Foundation, in particular, was
down by 7% as of the first six months of the year. Those units
are concerned over uncertainties with the federal research
outlook, and many project a small decline or a relatively flat
volume compared to the prior year. The only exception is
7CONSOLIDATED BUDGET FOR OPERATIONS
the School of Engineering, anticipating increased spending
in the Bioengineering Department due to new faculty hires.
Overall, federal research support for schools other than SoM
is forecast to decrease by 2.5%.
On a brighter side, the university has benefited from solid and
consistent growth in non-federal direct research, averaging
about 8.5% a year over the last five years, and the trend is
comparable between the SoM and other academic units. In
2017/18, non-federal direct research will reach $258.6 mil-
lion, a 7.5% increase over the prior year. Non-federal research
activity will likely continue to be energized by the increased
investment from U.S. corporations, foundations, and other
non-profit organizations. They together fund about 72% of
the total non-federal research at Stanford, and their volumes
escalated by 10% in the first six months of 2016/17. Among
schools, the SoM forecasts an 8.9% increase, in line with the
over 9% annual growth for the school in the past five years.
Despite an estimated 30% plunge in the funding from the
California Institute for Regenerative Medicine (CIRM) in
2016/17, the SoM anticipates the funding from the state’s
stem cell research agency to remain flat in 2017/18. In the
Dean of Research, funding for the Global Climate and Energy
Project, which signaled declines in both 2015/16 and 2016/17,
will extend into 2017/18 and is anticipated to remain flat.
Within non-medical academic units, growth in the range
of 4% to 6% is anticipated. The only variation lies in the
Graduate School of Education, which estimates a 4% decline
in anticipation of multiple faculty retirements in 2017/18,
following several years of robust growth in the school’s non-
federal research areas.
Indirect cost recovery will total $278.0 million in 2017/18,
increasing by 4.2%. The facilities & administration rates (or
indirect cost rate) will be the same as the rates in the prior
year, with the on-campus organized research rate at 57.0%.
The growth in indirect cost recovery will slightly outpace
direct research volume for two reasons. First, fewer capital
equipment purchases are anticipated in 2017/18, a type of
research activity exempt from indirect cost recovery. As a
result, a higher portion of direct research funding in 2017/18
will be assessed the indirect cost rate. Second, the SoM proj-
ects indirect costs recovered from the animal care facility to
be 8% higher in 2017/18.
SLACStanford operates SLAC National Accelerator Laboratory
(SLAC), a federally funded research and development center,
for the Department of Energy (DOE). The DOE funds over
95% of SLAC’s budget. SLAC’s sponsored research budget of
$559.4 million in 2017/18 has two components: SLAC facility
operations, including research & development activities, and
DOE-funded construction projects. The facility operations
budget is anticipated to increase modestly, reaching over
$320 million. The 2017/18 construction budget is projected
to decline approximately $90 million from a high of $330
million in 2016/17, due primarily to various sub-contract
activities winding down. SLAC’s $1 billion upgrade to the
Linac Coherent Light Source (LCLS) is still on track with an
anticipated $190 million in funding again next year. SLAC
research and construction programs are discussed in more
detail in Chapter 2.
Health Care ServicesStrong growth is projected to continue into 2017/18 for health
care services income with a budget of $1,253.2 million, or an
11.6% increase over the current year. Health care services
revenue is expected to continue to grow rapidly over the
next few years, as the School of Medicine recruits clinically
active faculty and clinician educators in conjunction with the
expansion of Stanford Health Care and Stanford Children’s
Health. The School of Medicine and the hospitals have an in-
tegrated clinical strategy that includes the growth essential to
maintaining preeminence in a highly competitive health care
market and to providing the highly specialized care required
for training purposes by a leading academic medical center.
The School of Medicine generates more than 90% of the
university’s total health care services revenue, the majority of
which is paid by Stanford Health Care and Stanford Children’s
Health through the professional services and funds flow
agreements. These agreements pass a portion of the hospi-
tals’ clinical service revenues to the academic departments
based on clinician productivity, with additional payments
made for department overhead costs, medical direction
leadership, programmatic development, and for measures of
quality, safety, and value. Hospital payments cover compen-
sation expenses for faculty, clinician educators, and staff who
are directly involved in the clinical mission. In addition the
funds flow agreements cover non-compensation expenses
of the clinical mission and provide support of the academic
and research mission. Clinical revenues in 2017/18 are pro-
jected to increase 12.9% to $1,011.8 million. An additional
$133.6 million of hospital payments to the School of Medicine
cover the university’s formula assessment on the school’s
8 CONSOLIDATED BUDGET FOR OPERATIONS
clinical revenue, rent, use of the library, 3-D imaging, and
other non-clinical programs and services.
The remaining $107.8 million in health care services revenue
represents payments from the hospitals to other parts of the
university: $28.7 million to Business Affairs, primarily for
communications services; $25.4 million to Land, Buildings
and Real Estate for operations and maintenance and utilities,
the Marguerite shuttle service, and parking permits; $12.0
million to the Office of Development for hospital fundraising
support; $11.4 million to the Office of the General Counsel for
legal services; and $23.5 million to the central administration
for parking structure debt service, Stanford Infrastructure
Program fees, and general overhead.
Gifts and Net Assets Released from RestrictionsRevenue from expendable gifts and net assets released from
restrictions is budgeted to be $391.2 million in 2017/18, com-
parable to the amounts in 2015/16 and 2016/17. Because
there is substantial volatility in the timing of gifts, in particular
the use of pending gifts, a zero growth assumption is prudent
for planning purposes.
Expendable gifts are those immediately available for purposes
specified by the donor and do not include gifts to endowment
principal, gifts for capital projects, gifts pending designation,
or non-government grants. Net assets released from restric-
tions include cash payments on gift pledges made in prior
years, as well as pending gifts whose designation has been
determined.
Investment IncomeIn 2017/18, investment income is expected to increase by
$170.1 million to $1,519.2 million, a 12.6% increase over
2016/17. This total includes endowment payout to operations
as well as other investment income described below.
Endowment Income—Endowment payout to operations in
2017/18 is expected to be $1,243.4 million, an increase of
5.7% over 2016/17. Endowment income includes payout
from individual funds invested in the merged pool (MP), as
well as specifically invested endowments (e.g., oil and mineral
rights), and net rental income from the Stanford Research
Park and other endowed lands.
The payout to an individual endowment fund invested in the
merged pool in 2017/18 will increase by only 1.6%, following
a year of no growth. Total merged pool payout, however, is
expected to increase by 5.2% due to new gifts and pledges
to endowment principal during the remainder of the current
year and throughout 2017/18, as well as transfers by schools
and departments of $119.2 million from expendable balances
to endowments at the end of the current fiscal year. We are
also expecting to reinvest $275 million to the Tier I Buffer at
the end of the current fiscal year, resulting from expendable
funds pool returns in excess of the 2016/17 expendable funds
pool payout. Together these additions contribute roughly $35
million to endowment payout in 2017/18.
The 2017/18 proposed spending rate (payout per share) for
the MP is derived from the application of the university’s
smoothing rule. The smoothing rule is used to dampen the
impact on the budget of annual fluctuations in the market
value of the endowment, thereby providing stability to budget
planning. Stanford’s smoothing rule uses the approved target
payout rate of 5.5% to calculate a target payout per share in
the current year, 2016/17. Taking a weighted average of the
target payout per share and the current year’s actual payout
per share results in a smoothed payout per share. The payout
per share for 2017/18 is derived by increasing the smoothed
payout per share by the long-term growth factor of 3.5%.
Finally, the 2017/18 proposed payout per share is expected to
provide an overall endowment payout rate that is within the
range of 4.0% to 6.0%. The spending rate was approved by
the Trustees at the February 2017 meeting.
Of the total endowment income, $261.3 million or 21% is
unrestricted and a source of general funds. The unrestricted
endowment income includes payout from unrestricted MP
funds, income generated from Stanford endowed lands, and
a small amount of other specifically invested endowment
income. The unrestricted portion of endowment income
is expected to increase at a much faster pace (12.5%) in
2017/18 than the restricted portion (4.0%), driven by the
reinvestment of $275 million of excess expendable funds pool
payout in the Tier I Buffer, as well as continued strong growth
in real estate income. Unrestricted income from Stanford
lands is projected to be $102.9 million in 2017/18, providing
nearly 40% of unrestricted endowment income.
Other Investment Income—Other investment income is
expected to increase sharply from $172.2 million in 2016/17
to $275.8 million in 2017/18, a 60.1% jump. Other invest-
ment income comprises two categories of revenue: payout
to operations from the expendable funds pool (EFP) and
earnings from the endowment income funds pool (EIFP), and
9CONSOLIDATED BUDGET FOR OPERATIONS
investment income from several smaller sources as described
below. The first of these sources, payout from the EFP, can
experience extreme volatility but has a buffering policy in
place, as described below.
The EFP is a collection of thousands of individual funds and
is projected to have a 2017/18 year-end balance of $4.2 bil-
lion. Approximately 80% of the funds in the EFP receive no
payout directly. Rather, a variable payout of 0% to 5.5% on
the balances of these so-called zero return accounts, based
on the actual EFP investment returns during the prior fis-
cal year, is paid to general funds, both centrally and in the
formula schools. The EFP is invested mostly in the merged
pool (MP), and thus the EFP return follows closely the return
on the MP. In the current year, the zero-return funds, which
comprise 82.8% of the EFP, will receive a payout rate of 2.5%,
which was the total investment return on the EFP in the previ-
ous year, 2015/16. EFP returns are expected to be well above
5.5% in the current year, so the EFP payout on the zero-return
funds are budgeted at the full 5.5% allowed by policy. Both
the expected increase in the EFP balance and the increase in
the investment return contribute to the significant increase
in payout in 2017/18. The remaining funds invested in the
EFP receive a payout equal to a money-market return, which
is expected to remain minimal at 0.5% in 2017/18, yielding
$3.6 million. The EIFP is expected to earn $1.8 million and to
have a fund balance of $355.0 million at the end of 2017/18.
The $3.5 billion of ending fund balances in the Consolidated
Budget for Operations shown on page 4 includes all of the
EIFP but only $3.2 billion of the total $4.2 billion invested
in the EFP. This consists of general operating funds, desig-
nated funds, expendable gifts, and non-federal sponsored
research funds. The portion of the EFP not included in the
Consolidated Budget comprises roughly $770 million in plant
and debt pool funds and $230 million in student loan, pend-
ing, and agency funds.
The non-EFP portion of other investment income comprises
$46.6 million in investment income distributed to support
the operations of the Stanford Management Company and
the real estate division of Land, Buildings and Real Estate;
$19.3 million in interest income on the Stanford Housing
Assistance Center (SHAC) portfolio; and miscellaneous other
investment income including rents from the Sand Hill Offices,
security lending, and other interest income. The non-EFP
portion of other investment income is projected to be $98
million in 2017/18.
Special Program Fees and Other IncomeSpecial program fees and other income revenue is budgeted
at $516.2 million in 2017/18, an increase of 1.5% over the
expected level in 2016/17. This category is a collection of
revenue streams that includes executive education instruction
fees; technology licensing income; academic corporate affili-
ates income; ticket, admission, and broadcast fees for athletic
and other events; conference and symposium revenues; rental
income from the Mid-Point Technology Park and the Welch
Road and Stanford West Apartments; and participation fees
collected by the travel/study programs. The slower growth in
2017/18 is due partially to the tail-off of a major patent that
accounted for over 70% of university licensing income and
partially to diminishing rental income from the Mid-Point
Technology Park as the university embarks on the construc-
tion of an administrative campus in Redwood City. This
income category also includes a wide range of other miscel-
laneous income streams throughout the university, ranging
from retail revenues in Residential & Dining Enterprises to
fees for the use of various athletic facilities such as the golf
driving range and summer sports camps.
Expenses
Total CompensationTotal Compensation in the Consolidated Budget for
Operations includes faculty, staff, bargaining unit, and stu-
dent assistantship salaries; fringe benefits; tuition benefits
for research and teaching assistants; and other non-salary
compensation such as bonuses and incentive pay. Total
compensation in 2017/18 is budgeted to be $3,621.5 million,
a 7.8% increase over the 2016/17 year-end projection of
$3,359.2 million. The approved merit programs for faculty
and staff, targeted market-based increases, and anticipated
headcount growth drive this increase.
Salaries—Total salary expense for faculty and staff, including
SLAC, is expected to grow by 7.7% in 2017/18 to $2,380.6
million. Overall, projected salary expense in 2017/18 is the
result of the approved salary program, incremental funding to
increase the competitiveness of faculty salaries for selected
disciplines and departments, and total combined headcount
growth of 3.6% for faculty and staff. The headcount growth
assumption is based on observations of the 2016/17 actual
headcount trend and analysis of historical average growth.
Within this aggregate, the university anticipates faculty
growth to be 1.8% in 2017/18. In recent years, the number of
10 CONSOLIDATED BUDGET FOR OPERATIONS
academic staff has grown significantly across the university in
support of expanding academic programs in the schools and
independent labs and growth in clinical activities. In particu-
lar, the School of Medicine expects to hire 70 additional clini-
cian educators in 2017/18, a significant driver in the overall
increase in academic staff, which is expected to increase by
6.0%. The headcount for non-academic staff is projected to
rise 3.5%, consistent with recent years’ growth.
Similar to past years, the approved salary program takes
into consideration the financial condition of the university
as well as the current labor market status. The annual sal-
ary program was guided by the university’s compensation
philosophy, which is to set faculty salaries at a level that will
maintain Stanford’s competitive position both nationally and
internationally for the very best faculty; and to set staff sala-
ries competitive within the local employment market in order
to attract and retain top talent. Department level faculty
salary data analysis shows that Stanford continues to enjoy a
competitive faculty salary position in most areas, but targeted
allocations above the standard faculty merit pool were made
in selected cases. A review of salary survey data in several lo-
cal markets indicates that staff salaries are in line with market
median salaries as of September 2016. The salary program
for 2017/18 was established accordingly.
Every year a minimum salary is set for research and teaching
assistants, although departments and programs may choose
to pay more than the minimum. The goal is for graduate
students’ income to provide sufficient financial support to
meet the estimated non-tuition living expenses for a single
graduate student living in university housing. In 2017/18 the
minimum salary will be increased by 4.25%.
Fringe Benefits—Fringe benefits expense is projected to
increase 7.1% in 2017/18 to $733.6 million, growing at a
slightly slower pace than salaries due to a drop in the main
fringe benefits rate.
The university tracks the benefits costs separately for four
distinct employee groups and charges a different rate for each
group based on the types of benefits that each is eligible to
receive. The federally negotiated rates are calculated as a
ratio of total benefits costs to total payroll for each group:
n Regular benefits-eligible employees
n Postdoctoral research affiliates
n Casual/temporary employees
n Graduate research and teaching assistants
In addition, the university applies a fifth rate to eligible sala-
ries to recover the costs of the Tuition Grant Program (TGP),
which provides undergraduate college tuition benefits for
the dependents of eligible faculty and staff. The government
does not allow these charges, so the TGP rate is applied only
to faculty and staff salaries that are not charged to govern-
ment sponsored projects or academic service centers. The
TGP rate will drop for a second year in a row from 1.75% to
1.60% in 2017/18, and this cost comprises roughly $29.5 mil-
lion of the university’s total fringe benefits expense.
Ninety-five percent of all fringe benefits expense is incurred
for regular benefits-eligible employees, and the proposed
rate for this group in 2017/18 is expected to decrease 0.3 rate
points over the negotiated rate for 2016/17. The fringe ben-
efits rates for postdoctoral research affiliates and for casual/
temporary employees are expected to increase in 2017/18,
while the rate for graduate research and teaching assistants
is projected to decrease somewhat.
FRINGE BENEFITS RATES NEGOTIATED PROPOSED 2016/17 2017/18
Regular Benefits-Eligible Employees 30.7% 30.4%
Postdoctoral Research Affiliates 22.6% 23.5%
Casual/Temporary Employees 8.4% 8.5%
Graduate RAs and TAs 5.4% 5.0%
Average Blended Rate 28.3% 28.1%
The major cost components contributing to the regular
benefits-eligible rate and major changes are noted below:
n The major factor driving the regular benefits-eligible rate
down is the projected cost for retirement medical insur-
ance. The cost of this program is projected to decrease
from the budgeted 2016/17 amount of $19.0 million to
only $10.1 million in 2017/18, causing the rate to drop by
0.5 rate points. The retirement health plan benefit was
changed in 2006. The old program provided to retirees
the same health benefits as active employees. Under the
new program, the university’s contribution to a retiree’s
health plan is a fixed dollar amount, based on years of
service at the time of retirement, and the contribution
increases at the pace of the university’s compensation
program rather than medical inflation. Many employees
were grandfathered into the old plan, but each year a
11CONSOLIDATED BUDGET FOR OPERATIONS
higher proportion of new retirees fall under the new
program. The significant decrease in the program costs
in 2017/18 results from fewer retirees choosing to enroll
in a health plan immediately upon retirement, as well as a
greater number electing to waive coverage.
n Employee health plans comprise 32.2% of the fringe pool
for regular benefits-eligible employees and are expected
to add 0.2 rate points in 2017/18. The cost to the univer-
sity for these plans is projected to be $210.6 million, an
increase of 11.6% over the budgeted cost for the plans
in 2016/17. The increase is driven by a combination of
enrollment growth and medical cost inflation. The aver-
age cost of the health plans per employee is projected to
increase by 7.0%.
n Starting in 2017/18, transportation benefits will be
included in the fringe pool. The program costs include
Caltrain Go Pass, VTA Eco Pass, and other transportation
benefits to regular benefits-eligible employees and sala-
ried postdoctoral scholars. Inclusion of the $3.4 million
transportation program in the fringe pool adds 0.15 rate
points to the RBE rate.
n A cash contribution to the closed Stanford Retirement
Annuity Plan will increase the rate by 0.2 rate points, but
will reduce the Pension Benefit Guaranty Corporation vari-
able premium.
n The under-recovery of fringe costs in previous years will
be slightly lower in 2017/18, resulting in a further 0.1 rate
point decrease.
The 2017/18 postdoctoral research affiliates fringe rate will
increase 0.9 rate points from the 2016/17 negotiated rate,
mainly due to the inclusion of the transportation program
in the benefits pool, medical inflation, and the impact of the
carry forward from prior years.
The fringe rate for casual/temporary employees is projected
to increase by only 0.1 rate point. The rate for graduate re-
search and teaching assistants (RAs and TAs) is expected to
decrease by 0.4 rate points due to the Cardinal Care health
insurance premium remaining flat and to the impact of the
carry forward from prior years.
Financial Aid Stanford expects to spend a total of $298.2 million on student
financial aid for undergraduate and graduate students in
2017/18, $42.9 million of which will come from general funds.
Designated and restricted funds ($238.0 million) and grants
and contracts ($17.4 million) will support the remainder.
Total budgeted financial aid is 4.3% greater the projected
total for 2016/17, as discussed below.
Undergraduate Aid—In 2017/18 Stanford students will
receive $154.4 million in undergraduate need-based scholar-
ships, of which $148.9 million will be from Stanford resources.
In addition to Stanford resources, $5.5 million will come from
federal grants, mostly Pell and Supplemental Educational
Opportunity Grant (SEOG) grants, an amount comparable to
2016/17 but slightly less than historical levels. Cal Grants,
which are not reflected in the Consolidated Budget for
Operations as they are awarded directly to the students, will
provide $3.0 million, a slight decrease from the current year.
Due to a major policy change for financial aid at the federal
level, undergraduate need-based financial aid expense will
increase 4.4% over the projection for 2016/17, a rate that
is almost one point higher than the growth in the student
budget. Applications for financial aid for 2017/18 will focus
on data from the 2015 tax year, the so-called prior-prior year,
to calculate an expected family contribution. This change
greatly simplifies the application process, as students no lon-
ger have to estimate and then later correct income from the
most recent tax year. It also allows the application process to
begin earlier in better alignment with Stanford’s early admis-
sion program. It is expected that overall parent contributions
will be lower, which is reflected in the growth in the financial
aid budget.
Stanford has long been committed to need-blind admissions
supported by a financial aid program that meets the demon-
strated financial need of all admitted undergraduate students.
Since 2008/09 one of the hallmarks of the need-based pro-
gram has been simple benchmarks that make it easy for pro-
spective students, particularly from low-income backgrounds,
to understand likely financial support from Stanford. These
benchmarks were updated for 2015/16 as follows:
n For families with total annual income below $65,000 (for-
merly $60,000) and typical assets for this income range,
Stanford will not expect a parent contribution toward
educational costs. Tuition, room and board, and other
expenses will be covered with scholarship or grant funds.
n For families with total annual income below $125,000
(formerly $100,000) and typical assets for this income
range, the expected parent contribution will be low enough
12 CONSOLIDATED BUDGET FOR OPERATIONS
to ensure that all tuition charges will be covered with
scholarship or grant funds.
Stanford’s financial aid program continues to be one of the
most generous in the country, ensuring that a family’s eco-
nomic circumstances will not prevent admitted students from
enrolling. The overall number of aid recipients in 2017/18 will
be reduced slightly due to minor differences between the size
and composition of the current senior class and the expected
incoming student body in 2017/18.
It is interesting to note the relative share of university fund-
ing sources supporting this critical program. Five years ago,
president’s funds support was 20%, and endowment income
support at $75.0 million provided 59%. Since then, gener-
ous donor support has allowed endowment income support
to steadily increase to 71% of Stanford resources supporting
need-based aid. Incremental gifts to endowment for need-
based aid result in annual endowment payout that outpaces
standard incremental costs of the program. Absent major
changes in the program, the increases in endowment payout
allow for slower increases in support from general funds.
The table below shows the detail of undergraduate
need-based scholarship aid. Schedules 8 and 9 in Appendix
B provide supplemental information on undergraduate
financial aid.
Athletic scholarships, which are not need-based, will be
awarded to undergraduate students in the amount of $26.0
million in 2017/18, a 3.5% increase over the projection for
the current year.
Graduate Aid—Stanford provides several kinds of financial
support to graduate students, the total of which is expected
to reach $431.9 million in 2017/18. As the table on the facing
page indicates, this includes the tuition component of fel-
lowships in the amount of $117.4 million, which is reflected in
the Financial Aid line of the Consolidated Budget. Financial
aid for graduate students is expected to increase by 4.5%,
consistent with the planned increases in tuition, more gener-
ous graduate support in selected disciplines, and projected
increase in the number of graduate students. The table also
shows the budgets, not represented in the Financial Aid line
of the budget, for stipends, tuition allowance, and RA and TA
salaries of $314.9 million. Consistent with the presentation
of Stanford’s financial statements, tuition allowance (tuition
benefits for RAs and TAs) and RA and TA salary expenses are
in the Compensation line, and the stipend amount is in the
Other Operating Expenses line of the Consolidated Budget
for Operations on page 4. The minimum rate for TA and
RA salaries and stipends will increase by 4.25% in 2017/18;
tuition allowance expense is expected to increase by 6.5%,
higher than the tuition rate increase due to more RAs and
TAs, particularly in the School of Engineering and the School
of Medicine.
Graduate student support is funded by all of Stanford’s vari-
ous fund types, with the exception of service center funds. In
aggregate, unrestricted funds (general funds and designated
funds) contribute roughly 35%, restricted funds (gifts and
endowment) support about 41%, and grants and contracts
UNDERGRADUATE NEED-BASED SCHOLARSHIP AID[IN MILLIONS OF DOLLARS] 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 SOURCE OF AID ACTUAL ACTUAL ACTUAL ACTUAL PROJECTED PLAN
Department Funds and Expendable Gifts 3.0 3.2 3.6 4.2 3.9 3.6Endowment Income 75.0 81.4 86.9 95.2 100.3 105.1President’s Funds - The Tier II Buffer 9.3 President’s Funds - The Stanford Fund 16.6 18.3 18.5 18.5 17.7 17.6General Funds 23.6 23.6 21.9 17.4 20.7 22.7Subtotal Stanford Funded Scholarship Aid 127.4 126.5 130.9 135.2 142.6 148.9Federal Grants 5.6 5.5 5.8 5.8 5.5 5.5Total Undergraduate Scholarship Aid 133.0 132.0 136.6 141.0 148.1 154.4
General Funds as a Share of Stanford Funding 18% 19% 17% 13% 15% 15%President’s Funds as a Share of Stanford Funding 20% 14% 14% 14% 12% 12%Endowment funds as a Share of Stanford Funding 59% 64% 66% 70% 70% 71%
Number of Students 3,417 3,278 3,254 3,196 3,195 3,185
13CONSOLIDATED BUDGET FOR OPERATIONS
supply the remaining 24%. However, the patterns of funding
vary substantially within the schools. Not surprisingly, grants
and contracts provide a significantly higher proportion of
graduate student funding in the research-intensive schools
like Medicine and Engineering. The professional schools rely
almost exclusively on restricted funds.
While not matriculated as graduate students, Stanford also
provides support to postdoctoral research affiliates. More
than sixty percent of these individuals work in the School
of Medicine, and 68.2% of support for all postdocs is pro-
vided by sponsored research funding. Postdocs are charged
a tuition fee of $125 per quarter, which is mostly covered by
school funds as well as by general funds. Postdocs receive a
salary or a stipend and health benefits in exchange for their
work. The total expense for postdocs is expected to be $146.1
million in 2017/18, an increase of 5.5% over 2016/17.
Schedule 5 in Appendix B details graduate student and post-
doc support by source of funds.
Internal Debt ServiceStanford issues debt securities in the capital market to fi-
nance capital projects and to provide bridge financing for
the receipt of gifts for capital projects. Internal loans are
advanced to projects and amortized over the useful life of as-
sets in equal installments. These internal loans are assessed
the Budgeted Interest Rate (BIR), which is the weighted
average rate of the debt issued to finance capital projects and
includes bond issuance and administrative costs. The BIR is
set at 4.25% for 2017/18, no change from the rate of the past
four years.
Internal debt service in the Consolidated Budget is projected
to be $199.3 million in 2017/18, only $200,000 more than
in 2016/17. It includes debt service incurred on the internal
loans used to finance capital projects and bridge-finance the
receipt of gifts, but excludes $9.6 million of debt service for
the Rosewood Sand Hill Hotel and the Sand Hill Road Office
Complex.
The reason for an essentially flat internal debt service ex-
pense is two-fold. In 2016/17, $3.6 million of remaining debt
was written off for existing two-story buildings in Escondido
Village (EV) after they were demolished for the construction
of the new EV Graduate Residences. This one-time write-off,
which inflated the debt service amount in 2016/17, will no
longer exist in the 2017/18 budget. Nonetheless, incremen-
tal debt service from additional housing projects will offset
this decrease in 2017/18. The most significant increment is
the $2.6 million for the Colonnade, an apartment complex
acquired by the university in 2016/17 as part of the Housing
Acquisition Initiative. $1.7 million of debt service is also antici-
pated for the University Terrace Faculty Homes project before
the housing units are fully occupied in 2018/19.
2017/18 FINANCIAL AID AND OTHER GRADUATE STUDENT SUPPORT FROM STANFORD RESOURCES[IN MILLIONS OF DOLLARS]
PROJECTED DESIGNATED 2016/17 GENERAL AND GRANTS & YEAR-END FUNDS RESTRICTED CONTRACTS TOTAL
Student Financial Aid 148.6 Undergraduate 22.7 126.2 6.0 154.9 1
25.1 UG Athletic 26.0 26.0 112.3 Graduate 20.2 85.8 11.4 117.4
286.0 Total 42.9 237.9 17.4 298.2
Other Graduate Support 84.3 Stipends & Health Insurance Surcharge 19.8 44.7 24.0 88.5 84.6 Tuition Allowance 37.6 34.1 18.4 90.1 130.0 RA/TA S&B 28.6 60.5 46.7 135.9
298.9 Total 86.0 139.3 89.2 314.5
138.5 Postdoc Support 5.6 40.9 99.6 146.1
723.5 Total Student Support 134.5 418.2 206.1 758.91 This number is $500,000 higher than the Stanford Funded Scholarship Aid figure above because it
includes federal grants for non-need-based aid recipients.
14 CONSOLIDATED BUDGET FOR OPERATIONS
Other Operating ExpensesOther operating expenses include all non-salary expenditures
in the Consolidated Budget except financial aid and internal
debt service, which are detailed separately above. This cate-
gory, which accounts for nearly 30% of university consolidat-
ed expenses, will total $1,734.2 million in 2017/18, decreasing
by 2.6% from the projected 2016/17 level. The decrease is
entirely attributable to SLAC’s construction program, whose
costs are expensed rather than capitalized as the facilities
are owned and depreciated by the federal government. After
accelerated construction in 2016/17, the spending for one
of SLAC’s major capital projects—the upgrade of the Linac
Coherent Light Source (LCLS-II)—is scheduled to slow down,
lowering SLAC’s non-salary expenditure to $297.7 million, a
reduction of nearly 24%.
Exclusive of SLAC construction costs, the growth rate of other
operating expenses will be 3.3%. A few expenditure compo-
nents have seen increases ranging from 5% to 10% in recent
years, due partially to the inflation in the local economy and
partially to increasing business needs across the university.
However, in light of the tepid growth of endowment payout
in 2016/17 and 2017/18, many units have implemented cost
control strategies to moderate the growth of non-salary
expenditures. Several units have even strategically applied
budget cuts to a portion of their non-salary budgets. This
trend will continue into 2017/18. As a result, other operating
expenses are expected to increase at a much slower pace
than in prior years.
OTHER OPERATING EXPENSES[IN MILLIONS OF DOLLARS]
PERCENT MAJOR COMPONENTS 2016/17 2017/18 CHANGE
SLAC Non-Salary 389.9 297.7 -23.7%
Materials and Supplies 271.5 281.0 3.5%
Professional Services 216.6 230.7 6.5%
Stipends and Other Aid 141.8 148.8 5.0%
General Services 141.0 144.5 2.5%
Repairs and Maintenance 107.6 113.0 5.0%
Capital Equipment and Library Materials 103.8 95.1 -8.4%
Telecommunications and Utilities 52.0 54.9 5.5%
Other 356.4 368.5 3.4%
Total 1,780.7 1,734.2 -2.6%
Following the SLAC non-salary expenditure, the largest com-
ponent of other operating expenses is materials and supplies,
totaling $281.0 million in 2017/18. Fifty percent of these
expenses are for the purchase of materials and supplies in
laboratories and research settings. After the sale of the Blood
Center to Stanford Health Care, the expenditure level of lab
materials leveled off in 2015/16. Nonetheless, normal growth
of 3.5% is anticipated for both 2016/17 and 2017/18.
Expenses for professional services are the third largest com-
ponent. Largely comprising legal, accounting, and consulting
services, this expense category is projected to be $230.7
million in 2017/18, a 6.5% increase. Although fluctuating
year over year, it has shown robust growth ranging from 6%
to 9% a year, propelled by individual units’ operational needs
in a very decentralized business environment.
Also included in other operating expenses are stipends for
graduate students and postdoctoral scholars and other non-
tuition aid, rising to $148.8 million in 2017/18. Close to sixty
percent of expenses in this category are for graduate student
stipends. They will increase 5.0%, in anticipation of average
stipend payment growth and graduate student enrollment
growth. Expenses related to general and administrative ser-
vices will increase modestly to $144.5 million. They represent
a diverse range of external payments for non-professional
services, including insurance, permits, royalties, marketing,
and advertising services. This expense category experienced
only 2.5% of growth as of the first six months of 2016/17, and
that trend is expected to continue as many units have delib-
erately constrained their general non-salary budgets in the
face of slower endowment payout growth in the near future.
Besides the SLAC non-salary expense, capital equipment and
library materials is the only category expected to decline,
reducing by 8.4% to $95.1 million. In 2016/17, the university
purchased a set of advanced microscopic instruments for
the fields of biology and biomedical sciences, which cost ap-
proximately $14 million.
The remaining types of expenses comprise external pay-
ments for repairs and maintenance of buildings, equipment,
and vehicles ($113.0 million); payments for rental and leases
($77.1 million), which have grown 15% on a compounded an-
nual basis due to the expansion of off-campus facilities and
housing units; external payments for telecommunications
and utilities commodities in university buildings ($54.9 mil-
lion); and services purchased from Stanford Health Care and
Stanford Children’s Health ($48.5 million). Expenses related
to repairs and maintenance and utilities will be addressed
in more detail in the following sections. The remainder,
15CONSOLIDATED BUDGET FOR OPERATIONS
$242.9 million, includes a variety of expenditures, ranging
from travel expenses, to the cost of food associated with
residential and dining services, to other property related
expenses.
Utilities—In the past few years, Stanford’s energy utilities,
including electricity, steam/hot water, and chilled water, have
been undergoing major changes. The university completed
the Stanford Energy System Innovations (SESI) project in
2015. The Stanford Solar Generation Station, a 68-megawatt
peak solar plant, also came online at the end of 2016. This
solar plant, along with 5 megawatts of rooftop solar systems
being implemented on campus, provides 53% of Stanford’s
total electricity use. The remaining 47% of the power comes
from the general California grid, which is currently at least
27% renewable and will grow to 50% renewable by 2030
per state law.
After two consecutive years of decreases, the utilities budget
will stay essentially flat at $103.4 million in 2017/18. Prior
year utility budgets included $30 million to write-off the
utility assets associated with the old energy system, includ-
ing $2 million in 2016/17, which is the final write-off. As
the write-off costs scaled down, the utilities budgets have
shown steady declines over the past two years. Offsetting
this downward trend are increases in electricity prices and
water consumption in 2017/18. In 2017/18, the purchase price
of electricity is expected to increase 2% due, in large part, to
the full-year implementation of more expensive renewable
energy. Water consumption is also anticipated to rise as the
drought eases and new facilities come online.
The delivery of utilities to the campus involves three signifi-
cant components: 1) externally purchased utilities (36%), 2)
debt amortization on capital expenditures (40%), and 3)
operations and maintenance in support of utility delivery
(24%). Land, Buildings and Real Estate (LBRE) provides
the majority of campus utilities ($90.4 million in 2017/18)
through charge-out rates that are a function of the total costs
of the three components noted above and units’ consumption
of the respective utilities. Units purchase an additional $12.9
million of utilities from external providers, including the City
of Palo Alto, Pacific Gas & Electric, Constellation Energy, and
the hospitals. Some examples are $6.2 million paid by the
School of Medicine for utilities at the Stanford Research Park
and Medical Center buildings; $3.7 million paid by Residential
& Dining Enterprises primarily to cover the utility needs at
Munger, Escondido Village, and off-campus housing units;
and $1.0 million by the Office of the President and Provost
for utilities in the common areas and vacant housing units of
Stanford West, Welch Road, and Colonnade properties.
Operations & Maintenance—Operations & Maintenance
(O&M) includes grounds maintenance, custodial, trash,
recycling, elevator repair, gutter maintenance, re-lamping,
and other services along with preventive and reactive main-
tenance on buildings, infrastructure, equipment, and vehicles.
The total O&M budget for the university is projected to be
$189.1 million in 2017/18, rising 4.0% from 2016/17.
The largest component in the O&M budget is the external
payment for repairs and maintenance, which is a subset of
other operating expenses discussed above. It will increase
5.0% to $113.0 million in 2017/18, due to a combination of
inflationary cost rise and incremental O&M needs for new
academic, administrative, and athletic facilities. They in-
clude the newly renovated Kingscote office space, the Bass
Biology Building, the Athletic Academic Advising and Rowing
Building, and additional outdoor lighting, pathways and water
ways maintenance.
The total O&M budget also encompasses significant expens-
es that are found in other lines of the Consolidated Budget:
1) $39.1 million of internal O&M services performed by the
service centers in LBRE, including most of the grounds ser-
vices for the campus, approximately 50% of the building
maintenance, and 100% of the infrastructure maintenance
(e.g., storm drains and roads). These service center ex-
penses are reflected in the other internal transfers line of the
Consolidated Budget.
2) $20.2 million of labor costs for O&M staff hired by indi-
vidual units. A significant portion, $14.8 million, resides in
two auxiliary units, Residential & Dining Enterprises (R&DE)
and DAPER. They employ bargaining unit staff to perform
custodial and maintenance services in housing and athletic
facilities. The labor costs are captured in compensation ex-
penses of the Consolidated Budget.
3) $10.5 million of other non-salary expenses directly associ-
ated with the provision of O&M services. They principally
include costs for temporary services, contract administra-
tion, and equipment rentals for performing O&M. They are
dispersed across a variety of other operating expense items
in the Consolidated Budget.
16 CONSOLIDATED BUDGET FOR OPERATIONS
4) $6.3 million of services charged by Stanford Health Care,
mostly incurred by the School of Medicine (SoM).
In addition to LBRE, several other units oversee O&M for
large areas of the campus. R&DE provides the operations and
maintenance for approximately 33% of the campus; SoM for
about 11%; and DAPER for approximately 6%. The Graduate
School of Business (GSB) is fiscally responsible for operations
and maintenance of the Knight Management Center and the
new Highland Hall.
TransfersThe transfers section of the Consolidated Budget for
Operations accounts for the transfers of funds between units,
between fund types, and out of the Consolidated Budget
altogether, and yields the change in fund balances expected
in each fund type and in the Consolidated Budget as a whole.
In 2017/18, transfers result in a net reduction from operating
results of $242.8 million.
The schools, administrative departments, and central admin-
istration authorize movements of funds out of operations to
create other types of assets. These assets include student
loan funds, funds functioning as endowment (FFE), capital
plant projects or reserves, and funds held in trust for indepen-
dent agencies such as the Howard Hughes Medical Institute,
the Carnegie Institution, and the Associated Students of
Stanford University. These transfers to and from assets
vary widely from year to year, and a single transaction can
greatly affect these numbers and the resulting bottom line
of the Consolidated Budget. Using information provided by
budget units, and combining that information with central
administration commitments, the Consolidated Budget for
Operations adds or subtracts these transfers from the operat-
ing results (revenues less expenses).
n Transfers to Endowment Principal—This line represents
transfers of expendable funds to endowment principal,
which create FFE, or withdrawals of FFE to support opera-
tions. In 2017/18 Stanford is projecting that a net $110.2
million will be transferred to FFE from current operating
funds. This figure is informed by the units’ individual bud-
get plans but has been increased by the University Budget
Office to reach a level comparable to the actual results in
each of the past five years. Most often schools and de-
partments identify excess funds to invest in FFE during the
year-end process when their operating results are known
and may not include these actions in their budget plans.
n Transfers to Plant—The transfers in this category are
primarily for capital projects. Total transfers to plant of
$162.0 million are planned for 2017/18. Roughly $124 mil-
lion of this total are transfers made from central university
funds and include just over $100 million from the Capital
Facilities Fund (CFF) and the Facilities Reserve to support
plant projects (see more on the CFF in Chapter 4), $10
million for faculty home purchases, and $15 million for
Stanford Infrastructure Program projects funded from
the hospitals. The School of Medicine plans to transfer
$28 million to plant to support the Center for Academic
Medicine 1, the Stanford Oak Garden Children’s Center,
and phases 2 and 3 of the renovation of the Li Ka Shing
Center. Land, Buildings and Real Estate will transfer $7
million from the Planned Maintenance Program for capital
renewal projects. The remainder is made up of smaller
amounts transferred to capital projects out of other units.
n Other Internal Transfers—Additional financial activity af-
fects the net results of the Consolidated Budget, including
internal revenue and internal expense, which are gener-
ated from those charges that are made between depart-
ments within the university for services provided through
charge-out mechanisms. Communication services
provided by Business Affairs IT to university departments
are one type of internal revenue and expense. Another is
the charge that the Department of Project Management
(the group that manages construction projects on cam-
pus) allocates to capital projects that use their services.
These charges contribute to the revenue and expense of
individual departments and fund types but, ultimately,
are netted against each other in the presentation of the
Consolidated Budget to avoid double counting. There is,
however, a net $29.4 million of internal revenue flowing
into the Consolidated Budget, primarily from capital plant
funds, which are outside the Consolidated Budget, into
service centers and other funds within the Consolidated
Budget. Additionally, this amount includes transfers of
current funds to student loan funds, such as the loan
forgiveness programs in Graduate School of Education and
Law. It also includes any transfers from living trusts and
pending funds.
17CONSOLIDATED BUDGET FOR OPERATIONS
GENERAL FUNDSThe general funds budget is an essential element of the
Consolidated Budget, because general funds can be used
for any university purpose, and they support the necessary
administration and infrastructure for all core activities at
the university. The main sources of these funds are student
tuition, indirect cost recovery from sponsored activity, unre-
stricted endowment income, and income from the expend-
able funds pool (EFP). Each school receives an allocation of
general funds, which supports both academic and adminis-
trative functions. Administrative units are supported almost
entirely by general funds.
General funds revenue in 2017/18 is projected to be $1,450.7
million, an increase of 10.2%, or $133.8 million over the ex-
pected level for 2016/17. Nearly 50% of this increase is due
to a $64.0 million payout on zero-return funds in the EFP. In
2016/17, income from EFP to general funds was about half of
the historical average, because the EFP investment return in
the prior year was only 2.5%, significantly below the univer-
sity 5.5% stipulated payout. In 2017/18, general funds will
receive the full payout in anticipation of an investment return
above 5.5% in 2016/17. EFP payout is discussed in detail in
the earlier section on investment income. Supplementing
the higher EFP payout to general funds are a $26.1 million
increase in student income, largely reflecting increased tuition
rates, and a $29.1 million increase in endowment income,
propelled by payout growth in unrestricted endowments and
strong rental income from Stanford endowed lands. Other
small increases, totaling $14.6 million, come from growth in
indirect cost recovery, health care income, and other external
income.
2017/18 NON-FORMULA GENERAL FUNDS Per negotiated formula arrangements, $200.5 million of
general funds will flow to the School of Medicine, the
Graduate School of Business, and other formula units. In
addition, $146.3 million is set aside for the Capital Facilities
Funds, the Academic Facilities Reserve, the Housing Reserve,
and other smaller items. The remaining $1,103.9 million of
general funds are allocated by the provost to non-formula
units.
During the annual general funds budgeting process, each
budget unit meets with the Budget Group, the provost’s
advisory body composed of senior faculty and administra-
tors to, 1) review the programmatic goals and priorities of
the organization; 2) report on financial status and progress
of current programs; 3) discuss faculty and student growth
and funding plans; and, 4) submit requests for incremental
general funds. At the end of the process, the provost makes
allocation decisions based on the units’ presentations, consul-
tation with the Budget Group, and a final forecast of available
general funds.
The Budget Group took a cautious approach in allocating
general funds this year, guided by three main areas of focus.
First, the group stressed the need to strengthen faculty and
staff compensation programs, in an effort to address regional
affordability issues. Second, the group was mindful of slower
growth in endowment payout in the recent fiscal years and its
impact on schools whose budgets are heavily dependent on
endowment income. Third, the provost intended to maintain
a reasonable general funds surplus to have the capacity to
1) respond to important initiatives arising from the univer-
sity long-range planning, a process spanning from spring
2017 to winter 2018; and 2) prepare for potential shortfalls
in research funding given uncertainties with federal
research support.
In light of those areas of concerns, $19.9 million was allo-
cated to fund compensation programs and associated fringe
benefits, including a very competitive salary program for
both faculty and staff in 2017/18. $4 million of endowment
mitigation funds were provided to selected schools to bridge
the gap between endowment payout growth and expense
growth. Lastly, $20 million of contingency funds were set
aside against research uncertainties and outcomes from the
long-range planning process.
In addition, $18.6 million of incremental general funds were
allocated to units in support of specific programs. Within
that, $6.8 million is distributed to existing programs presently
on one-time general funds or reserve funds, and $6.0 million
is for the enhancement of current programs. The remaining
$6.8 million will fuel the start-up of new programs and fund
new positions.
The incremental allocations are reflected in the pie chart
on the following page. They are distributed among aca-
demic/faculty, administrative, and other programs in rela-
tively even proportions: $6.9 million will support faculty and
core academic programs; $5.9 million will bolster various
18 CONSOLIDATED BUDGET FOR OPERATIONS
Academic/Faculty Support6.8
Other5.9
Non-Salary& Facilities
12.2 New Programs5.8
Program Enhancement6.0
Base Conversion6.8
Endowment Mitigation
4.0
Contingency20.0
Salaries &Benefits19.9
Market-based Adjustments
32.1
2017/18 BASE GENERAL FUNDS ADDITIONS: $74.7 MILLION [IN MILLIONS OF DOLLARS]
IncrementalAllocations
18.6
Administrative Support5.9
administrative functional areas; and $5.9 million will be
spent on a variety of other programs, including new facilities,
student service programs, and those that improve business
systems and campus security.
The goal to increase campus affordability again plays an in-
strumental role in making incremental allocations. Of these
allocations, $2.0 million is aimed at resolving faculty salary
equity and retention issues, and $777,000 of base support
is allotted to the faculty childcare assistance program, in-
cluding increasing the gross income thresholds for program
eligibility and annual childcare award amounts. Among other
faculty and academic programs, the Faculty Incentive Funds
(FIF) and Faculty Development Initiative (FDI) received $1.8
million towards new billets; and the Environmental Health &
Safety department received over $700,000 to permanently
fund lab safety positions and communication programming
as a strategic move to raise the research safety profile of the
university (see detailed discussion on the facing page).
In the administrative areas, incremental general funds are
geared towards relieving workloads in academic support
areas, driven by expanded business needs and increasing
operational complexity. For instance, $700,000 is appropri-
ated to the Admission and Financial Aid Office to handle
the growing number of application reviews and to manage
the expanded alumni interview program. An equal amount
of funds is provided to the Office of Development to maintain
and add development and stewardship officers, given the
rising number of gift prospects and school-specific
fundraising needs.
Incremental allocations made to student areas also highlight
the university’s continuing efforts to enrich the student expe-
rience and financial support. Significant increments include
$900,000 to fund additional tuition allowance for research
assistants and close to $550,000 to convert the Community
Engagement and Diversity unit including the Diversity
and First-Gen Office within Student Affairs from one-time to
base support.
Furthermore, approximately $1.7 million will support incre-
mental O&M and utilities needs for new buildings and facili-
ties, including, but not limited to, the Bass Biology Building
and the newly-renovated Kingscote Garden. Additional
resources, totaling $2.5 million, will help boost campus
security and business applications. The latter includes the
rollout of the ADAPT (Alumni and Development Application
Transformation) system, the maintenance of an expanded
university network, the management of the newly-imple-
mented course evaluation platform, and the expansion of the
Graduate Financial Planning application.
19CONSOLIDATED BUDGET FOR OPERATIONS
ENVIRONMENTAL HEALTH AND SAFETY
In a follow-up to the 2014 faculty-led task force on
Advancing Safety Culture in the university laboratory, and
with the encouragement of the University Budget Group,
Environmental Health and Safety (EH&S) developed a
multi-year strategic plan to address the findings and
recommendations from the Task Force report. The over-
arching focus of EH&S’s current efforts is on advancing
and implementing an effective and responsive culture of
safety across the University. The five key priorities are:
n Research and Academic Support—EH&S can help
prevent mistakes and better anticipate risk in our cam-
pus community by coordinating and integrating more
fully with research, teaching, and learning activities
that are integral to Stanford’s mission. Furthermore,
by integrating safety (i.e., building it into the way
researchers and faculty think and work), EH&S can
reduce administrative burden and positively impact
the next generation of thought leaders.
n Institutional Emergency Management and Con-
tinuity Planning—No unit or area of the university
is isolated from the impact of an emergency, and the
need to prepare and plan is universal. The focus is to
build on existing efforts to ensure life safety by helping
campus partners increase resiliency and limit disrup-
tion to critical functions through pre-planning, training,
and exercises.
n Injury Prevention and Loss Protection—Preventing
and reducing workplace injuries is essential to advanc-
ing employee wellness and campus-wide operational
efficiency. Integration of safety programs with the
delivery of medical services through the on-campus
Occupational Health Center (OHC) is instrumental to
the long-term strategy.
n Business Processes and Data Management—As a
result of compliance needs, EH&S has made substan-
tial investments in technology and data management.
By focusing on the user experience, EH&S can signifi-
cantly impact the utility of safety-related systems and
services.
n Outreach and Communications—Effective communi-
cation and outreach programs are essential to the suc-
cess of safety and health initiatives. A comprehensive
broad-based communication strategy will facilitate
behavioral and attitudinal changes within our campus
community.
To achieve these strategic goals, EH&S has identified a
combination of resources and guiding principles. EH&S
will receive $700,000 of base general funds in 2017/18
and will invest it into initial efforts focusing on:
1) ensuring appropriate technical resources are avail-
able to support myriad and ever changing research
programs, including newly emerging technologies, as
well as providing the expertise necessary to address
occupational safety challenges across the broader
campus;
2) improving systems and processes to make it easier for
all faculty, staff, and students to act and perform their
work safely; and
3) enhancing training, outreach, and communities of
practice that enable safety knowledge to be more
efficiently disseminated.
Through on-going engagement, EH&S will advance a
culture that integrates safety and health seamlessly with
the work of laboratories and classrooms, bringing safety
into the curriculum and the on-boarding processes of all
new employees and researchers to be passed along to
future generations when students, faculty, and staff go
out into the world.
20 CONSOLIDATED BUDGET FOR OPERATIONS
PROJECTED STATEMENT OF ACTIVITIESStanford University, as a not-for-profit institution and a
recipient of restricted donations, uses a fund accounting
approach to manage itself internally. Stanford also pres-
ents a Statement of Activities, prepared in accordance with
accounting principles generally recognized in the United
States (GAAP). The Statement of Activities summarizes all
changes in net assets during the year (both operating and
non-operating).
The table on the next page compares the Consolidated
Budget for Operations with the projected operating results
section of the Statement of Activities. Cash resources are
classified into fund groups, which are subject to different legal
and management constraints.
There are four different categories of funds:
1) Current Funds, which include revenue to be used for
operating activities—e.g., tuition revenue, sponsored re-
search support, endowment payout, and other investment
income;
2) Endowment Principal Funds, which include all of Stanford’s
endowment funds, both those restricted by the donor,
and those designated as endowment funds by university
management;
3) Plant Funds, which include all funds to be used for capital
projects, such as construction of new facilities or debt
service; and
4) Student Loan Funds, which include those funds to be lent
to students.
The Consolidated Budget for Operations includes only current
funds, and reflects the sources and uses of those funds on a
modified cash basis that more closely matches the way the
university is managed internally. Within these current funds,
specific funds are further classified by their purpose and level
of restriction. The Consolidated Budget for Operations also
reflects the transfer of current funds for investment in other
fund groups: funds functioning as endowment, student loan
funds, and plant funds. For example, a school may choose to
transfer operating revenue to fund a future capital project.
Similarly, a department may decide to move unspent cur-
rent funds to the endowment, either to build capital for a
particular purpose, or to maximize the return on those funds
as a long-term investment. In both these instances, these
funds are no longer available to support operations, so they
decrease the Consolidated Budget for Operations operating
results. These transfers, however, have no impact on the
Statement of Activities operating results, as the net assets of
the university have not changed (one form of asset has been
converted into another type of asset).
Converting the Consolidated Budget into the Statement of ActivitiesTo convert the Consolidated Budget to the Statement of
Activities under GAAP, certain revenue and expense reclas-
sifications, transfers, and adjustments are necessary.
The following adjustments are made to the Consolidated
Budget to align it with the GAAP basis Statement of
Activities:
a) Eliminate Fund Transfers. The Consolidated Budget
includes transfers of $276.3 million of current funds to other
fund groups, including plant, student loans, and funds func-
tioning as endowment. The transfers out are added back for
the Statement of Activities.
b) Remove Capital Equipment purchases. The Consolidated
Budget includes the projected current year’s purchases of
capital equipment as expense. For GAAP purposes, the cost
of capital equipment is recorded as an asset on the Statement
of Financial Position. As a result, $95.1 million is eliminated
from Consolidated Budget expenses.
c) Record Depreciation expense for the current year’s asset
use. The Statement of Activities includes the current year’s
depreciation expense related to capital assets. Depreciation
expense includes the depreciation of capital equipment and
other capital assets, such as buildings and land improve-
ments. This adjustment adds $365.4 million of expense to
the Statement of Activities.
d) Adjust Fringe Benefit expenses. The Consolidated
Budget reports the fringe benefits cost based on the fringe
benefits rates charged on salaries; the rates may include
over- or under-recovery of actual costs from prior years. The
Statement of Activities reflects only current year expenses
for fringe benefits, so the over- or under-recovery amount
has to be removed from Salaries and Benefits. The Statement
of Activities also includes accruals for certain benefits, such
as pension and post-retirement benefits that are required by
21CONSOLIDATED BUDGET FOR OPERATIONS
COMPARISON OF CONSOLIDATED BUDGET AND STATEMENT OF ACTIVITIES, 2017/18Unrestricted Net Assets[IN MILLIONS OF DOLLARS]
STATEMENT OF ACTIVITIES FISCAL YEAR 2017/18
2016/17 2016/17 PROJECTED PROJECTED 2015/16 JUNE 2016 PROJECTED CONSOLIDATED STATEMENT OF ACTUALS BUDGET YEAR-END BUDGET ADJUSTMENTS ACTIVITIES
Revenues and Other Additions
Student Income:
342.3 353.9 356.7 Undergraduate Programs 369.2 369.2
340.5 356.4 360.1 Graduate Programs 373.7 373.7
174.1 185.7 186.5 Room and Board 194.5 194.5
(269.6) (286.1) (286.0) Student Financial Aide (298.2) (298.2)
587.3 609.9 617.3 Total Student Income 937.4 (298.2) 639.2
Sponsored Research Support:
753.6 788.2 778.8 Direct Costs—University 806.8 806.8
251.4 262.3 266.8 Indirect Costs 278.0 278.0
1,005.0 1,050.5 1,045.6 Total University Research Support 1,084.8 1,084.8
447.8 590.6 644.2 SLAC 559.4 559.4
906.5 1,057.5 1,035.5 Health Care Services f,k 1,253.2 (93.9) 1,159.3
426.2 349.6 391.2 Gifts & Net Assets Released from Restrictions 391.2 391.2
Investment Income:
1,132.1 1,178.3 1,177.1 Endowment Income j 1,243.4 0.2 1,243.6
189.6 59.3 126.9 Other Investment Income g 275.8 (47.7) 228.0
1,321.7 1,237.6 1,304.0 Total Investment Income 1,519.2 (47.5) 1,471.6
523.5 538.8 513.8 Special Program Fees and Other Income j 516.2 5.4 521.6
5,218.1 5,434.5 5,551.6 Total Revenues 6,261.4 (434.3) 5,827.2
Expenses
3,091.7 3,365.2 3,361.7 Salaries and Benefits d,g,j 3,621.5 3.6 3,625.1
Financial Aide 298.2 (298.2)
92.9 103.8 115.1 Debt Service h 199.3 (65.7) 133.6
Capital Equipment Expense b 95.1 (95.1)
346.0 350.6 355.2 Depreciation c 365.4 365.4
1,384.0 1,606.3 1,630.9 Other Operating Expenses f,g,j,l 1,639.1 (50.8) 1,588.3
4,914.6 5,425.8 5,462.9 Total Expenses 5,853.3 (140.8) 5,712.5
303.4 8.6 88.7 Revenues less Expenses 408.1 (293.5) 114.7
Transfers
Additions to Endowment Principal a (110.2) 110.2
Other Transfers to Assets a (166.1) 166.1
Net Internal Revenue/Expense i 33.5 (33.5)
0.0 0.0 0.0 Total Transfers (242.8) 242.8 0.0
Excess of Revenues Over Expenses 303.4 8.6 88.7 After Transfers 165.4 (50.7) 114.7
22 CONSOLIDATED BUDGET FOR OPERATIONS
GAAP to be shown as expense in the period the employee
earns the benefit. For 2017/18, GAAP expenses are expected
to be higher than budgeted expenses by $30.9 million.
e) Reclassify Financial Aid. GAAP requires that the tuition
portion of student financial aid be shown as a reduction of
student revenue. In the Consolidated Budget, financial aid
is reported as an operating expense. Accordingly, $298.2
million of student financial aid expense is reclassified as a
reduction of student revenues in the Statement of Activities,
resulting in no change in results.
f) Adjust for Health Care Services. For GAAP purposes,
health care services revenues received from the hospitals
are reported net of expenses that the hospitals charge the
university. The Consolidated Budget presents these revenues
and expenses on a gross basis. This adjustment results in a
reduction of $52.8 million in both Other Operating Expenses
and health care services revenues, with no net change to the
bottom line.
g) Adjust for Internal Investment Management Expenses.
Included in the Consolidated Budget revenues and expenses
are $47.7 million of expenses of the Stanford Management
Company and the real estate operations within Land,
Buildings & Real Estate. For GAAP purposes, these expenses,
incurred as part of the generation of investment returns, are
netted against investment earnings. This adjustment reduces
Other Investment Income, as well as reducing $30.1 million
from compensation and $17.6 million from non-compensation
expenses, with no net change in the bottom line.
h) Adjust for Debt Service. The Consolidated Budget in-
cludes all internal debt service. It reflects the use of funds to
amortize principal and interest. On a GAAP basis, interest
expense is reported in the Statement of Activities and repay-
ment of debt principal is reported as reductions in Notes and
Bonds Payable in the Statement of Financial Position. GAAP
amounts also include interest payments for the Rosewood
Hotel and Sand Hill Road Offices, which are not included in
the Consolidated Budget for Operations. Therefore, Internal
Debt Service expense must be reduced by the amount of
internal principal amortization, increased for the Rosewood
Hotel and Sand Hill Road Offices interest, and adjusted to
account for the difference between internal and external
interest payments. These combined adjustments reduce
internal debt service expense by $65.7 million.
i) Eliminate Net Internal Revenue/Expense. The Statement
of Activities includes the activity of all fund types, while the
Consolidated Budget does not include plant funds. Therefore,
the net inflow of $33.5 million from plant funds into the
Consolidated Budget for purchases of internal services is
eliminated.
j) Include Stanford Sierra Camp. The Statement of
Activities includes the revenues and expenses of the Sierra
Camp that the Alumni Association runs as a separate lim-
ited liability corporation. $5.6 million in revenues and $5.5
million in expenses is added ($2.8 million in Salaries and
Benefits and $2.7 million in Other Operating Expenses) to the
Consolidated Budget for Operations.
k) Eliminate Hospital Equity Transfers. Payments received
from the hospitals for which no services are required to
be provided by the university are considered transfers of
equity between the university and the Hospitals and are not
included in operating revenue in the Statement of Activities.
These include contributions by Hospital construction proj-
ects to the Stanford Infrastructure Program and performance
bonuses related to Physician Service Agreements. In the
Consolidated Budget, they show as health care services
income. This adjustment removes $41.1 million of revenue.
l) Include Stanford University Power LLC. To more ef-
fectively manage Stanford’s Direct Access electricity pro-
curement program, the university conducts all electricity
procurement transactions through this LLC, which is not in-
cluded in the Consolidated Budget. Including these electric-
ity purchases in the Statement of Activities increases Other
Operating Expenses by $17 million.
In summary, the impact of these adjustments decreases the
Consolidated Budget’s projected $165.4 million surplus by
$50.7 million, resulting in a projected surplus of $114.7 million
in the Statement of Activities.
23ACADEMIC UNITS
CHAPTER 2
ACADEMIC UNITS
SLAC 12%H&S 11%
Medicine48%
Engineering 8%
GSB 5%
Libraries 2%
Education 2%SE3 1%
Law 2%
Other1 4%
Dean of Research 5%
Auxiliary$403.4 Million
Administrative$1,195.8 Million
2017/18 Consolidated Expenses by Academic Unit
Academic Units$4,806.8 Million
1 Other is Hoover, VP for Undergraduate Education, VP for Graduate Education, and VP for Teaching and Learning.
CONSOLIDATED BUDGET FOR OPERATIONS, 2017/18: ACADEMIC UNITS[IN MILLIONS OF DOLLARS]
TOTAL RESULT OF TRANSFERS CHANGE IN REVENUES AND TOTAL CURRENT (TO)/FROM EXPENDABLE TRANSFERS EXPENSES OPERATIONS ASSETS FUND BALANCE
Academic Units Graduate School of Business 256.5 264.1 (7.6) 0.6 (7.0) School of Earth, Energy & Environmental Sciences 65.4 71.7 (6.3) 1.8 (4.5) Graduate School of Education 76.4 75.2 1.2 (1.2) 0.1 School of Engineering 399.4 398.2 1.2 1.7 2.9 School of Humanities and Sciences 529.8 518.4 11.4 (9.5) 1.9 School of Law 96.9 90.1 6.8 (6.7) 0.1 School of Medicine 2,464.4 2,327.8 136.6 (43.8) 92.8 Vice Provost and Dean of Research 246.6 234.0 12.6 3.3 15.9 Vice Provost for Undergraduate Education 57.2 49.1 8.1 0.1 8.3 Vice Provost for Graduate Education 10.5 12.6 (2.1) (0.3) (2.4) Vice Provost for Teaching and Learning 40.1 39.9 0.2 0.0 0.2 Hoover Institution 68.6 72.1 (3.4) 0.0 (3.4) Stanford University Libraries 89.5 89.1 0.4 0.0 0.4 SLAC 563.6 564.6 (1.0) 0.0 (1.0)
Total Academic Units 4,964.9 4,806.8 158.1 (53.9) 104.2
OVERVIEW OF ACADEMIC UNITS
This chapter summarizes programmatic and financial activity for each academic unit. The revenue
expectation in 2017/18 for these academic units comprises nearly 75% of the university total revenue.
Overall, the academic units project an operating surplus of $158.1 million. After transfers to facilities and
endowment, the unit budgets overall will achieve a $104.2 million surplus.
24 ACADEMIC UNITS
GRADUATE SCHOOL OF BUSINESS
PROGRAMMATIC DIRECTIONSThe Graduate School of Business (GSB) has a mission to
create ideas that deepen and advance the understanding of
management and, with those ideas, to develop innovative,
principled, and insightful leaders who change the world. The
GSB remains focused on pairing faculty research and teaching
with the practical application of that research to address the
business and management challenges that exist in the world
today. The GSB offers the two-year full-time MBA, PhDs in
seven distinct fields of study, and the Master of Science in
Management. In addition, the GSB runs a host of custom,
open, online, and international executive education programs.
Academic year 2016/17 was one of leadership transition for
the GSB, with the arrival of the new dean and the appoint-
ment of two new faculty senior associate deans. The GSB
created two committees to explore and develop a vision for
research and management education at the school over the
next 10-15 years. The process is designed to complement the
university’s long-range planning process.
Faculty Research and TeachingThe GSB plans to maintain roughly 125 tenure-line faculty. In
addition, roughly 150 lecturers bring in expertise from organi-
zations across the world. The school continues to emphasize
support for faculty research through its Centers and Initiatives
for Research, Curriculum & Learning Experiences (CIRCLE).
CIRCLE facilitates connections to industry leaders, provides
highly technical support for data-driven research, provides
research assistance, and manages events that disseminate
learnings.
The Student ExperienceThe breadth of the elective curriculum remains one of the
strengths of the GSB. Last year the school offered 173 elec-
tives that provided students with opportunities to take cours-
es matching their passions and priorities. Beyond the campus,
the MBA program organized 22 Global Study Trips and 3
Global Seminars that took nearly 600 students to 23 different
countries for 8-10 days. The Global Management Immersion
Experience program sent 90 first- and second-year students
to 32 countries to hone their international management skills
by working in corporate, government, and nonprofit organiza-
tions for a minimum of four weeks.
The GSB continues to attract the highest-quality students into
all of its degree programs. The student body is more diverse
than ever, and selectivity and yield continue to increase, a
trend that parallels that of the university’s undergraduate pro-
gram. Nearly 41% of the MBA class of 2018 are women. The
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 233.8 250.3 256.5
Expenses
Salaries and Benefits 138.6 147.2 154.8
Non-Salary 92.6 101.4 109.3
Total Expenses 231.2 248.6 264.1
Operating Results 2.7 1.7 (7.6)
Transfers From (to) Endowment & Other Assets (10.8) (0.3) 0.6
Transfers From (to) Plant 0.1 23.1 0.0
Surplus / (Deficit) (8.0) 24.5 (7.0)
Beginning Fund Balances 76.1 68.1 92.6
Ending Fund Balances 68.1 92.6 85.7
Schwab 4%
Endowment Payout
32%
Other 5%
General Funds26%Executive
Education21%
Gifts 12%
2017/18 Consolidated Revenues$256.5 Million
25ACADEMIC UNITS
GSB has a number of pilot initiatives in support of increasing
diversity. One successful pilot has been the research fellows
program. This is a postbaccalaureate program for eight high-
potential individuals to gain valuable experience as research
assistants, take doctoral-level courses, and participate in the
intellectual community. The program targets students from
underrepresented groups and covers the cost of their tuition
and living expenses. Its goal is to broaden the pipeline of
prospective PhD students, with an emphasis on attracting
women and minorities.
The GSB’s newest residence, Highland Hall, opened in the fall
of 2016, increasing the number of beds available for business
students from 280 to 480. The GSB can now provide hous-
ing to all of its single, first-year MBA students. Immediately
following completion of Highland Hall, the GSB began
renovation of the Schwab Residential Center, which will be
completed in 2017/18.
Global ImpactThe GSB continues to reach into international markets to
bring a range of insights to students, provide research oppor-
tunities for faculty, and stay connected to dynamic trends in
global business. The primary global programs are the Global
Innovation Programs, the Stanford Institute for Innovation in
Developing Economies (Seed), and the Executive Education
Online LEAD Certificate in Corporate Innovation. Each year,
the Global Innovation Programs deliver leadership, innova-
tion, and entrepreneurship programs in person and through
distance education technology to 900 young professionals,
aspiring innovators, government leaders, and prospective
students all around the world. More than 170 students from
around the globe enroll in the two online LEAD Certificate
program cohorts annually. This intellectually rigorous,
yearlong, multidisciplinary, high-touch program is delivered
entirely online with both synchronous and asynchronous ele-
ments. It also involves extensive cohort-based learning and
networking experiences, sometimes using a virtual reality
platform. The eight-course, one-year program has become
a model for integrating education technology to improve
program curricula. Seed, with regional centers in West and
East Africa, will be opening its third international center in
southern India at the beginning of 2017/18. Seed’s mission is
to end the cycle of poverty in developing economies through
in-country educational programs, student internships, and re-
search. After running its educational programs free of charge
for four years, Seed began charging a small fee based on feed-
back that participants should have a stake in the programs.
CONSOLIDATED BUDGET OVERVIEW The school projects a 2017/18 consolidated budget with total
revenue and transfers of $256.5 million, expenses of $264.1
million, and a net deficit of $7.0 million after $600,000 in
transfers from endowment and other assets. This net deficit
compares to a $500,000 deficit in 2016/17, excluding a one-
time transfer into the GSB of $25 million from a bequeathed
gift. The GSB expects $85.7 million in fund balances at year-
end.
The GSB projects that revenues and transfers for 2017/18
will increase by $6.2 million, or 2.5%. Endowment income is
expected to increase by $2.3 million due to investment gains
and newly endowed gifts. This increase is offset by $1.9 mil-
lion due to a conservative estimate of investment income.
Gift revenue is planned to grow primarily in Seed restricted
funds. Other revenue growth is planned from Executive
Education through the online LEAD program and new face-
to-face programs. Seed also plans to add revenue through its
new educational program fees. Finally, the completion of the
Schwab Residential Center Renovations in early 2017/18 will
result in higher revenue from GSB residences.
Overall, the Business School projects a $15.5 million, or 6%,
increase in expenses in 2017/18. Compensation is projected
to increase primarily due to merit increases as well as staff
growth in Seed. Non-compensation expenses are projected
to increase above inflationary growth. The largest areas of
expense growth within the GSB are Seed, due to its new re-
gional center; Executive Education; research support; and fel-
lowship support. Increased expenses for Seed and Executive
Education are offset by their increased revenue.
The 7.5% decrease in fund balances is projected to reduce
unrestricted funds by $3.5 million and restricted funds by
$3.5 million in 2017/18.
26 ACADEMIC UNITS
SCHOOL OF EARTH, ENERGY & ENVIRONMENTAL SCIENCES
PROGRAMMATIC DIRECTIONSThe School of Earth, Energy & Environmental Sciences
(Stanford Earth, SE3) is dedicated to creating knowledge to
understand Earth and sustain its inhabitants. In the summer
of 2016, Stanford Earth launched a new strategic planning
effort. This is an exciting process and an important one to
ensure the health and vibrancy of the school. The planning
process confirmed the priority of four challenge areas that
constitute the school’s research focus on the environment
and sustainability (the energy future, climate solutions, re-
ducing disaster risk, and food and water security) and began
to identify new research challenges. More importantly, a
number of critical goals will guide activities and investment in
2017/18 and beyond. Implementation of these goals is already
under way. The goals are:
n Engage all Stanford students in gaining knowledge about
Earth and increasing their awareness of its resource and
environmental challenges.
n Enhance the life and career success of graduate students
and postdoctoral scholars.
n Support, foster, and strengthen collaborations both across
departments and with others in and outside the university.
n Accelerate the impact of SE3’s research.
n Enhance organizational culture, work environment, and
diversity.
n Fund, design, and build a new building for Stanford Earth.
The school’s top strategic priority is increasing Stanford
undergraduate engagement and deepening its impact on
undergraduate education. The school believes there is a need
for new, flexible degree programs and new ways to touch
the lives of all students. The following are a few examples of
activities already under way:
n A new minor in Earth systems sustainability and a new
master’s in sustainability science and practice in response
to demand for a sustainability curriculum.
n One-unit courses, such as Know Your Planet, make it easy
for all students to engage, regardless of time commit-
ments to majors.
n A suite of “Big Earth” courses, seminars, and intern-
ships allows students to combine a love of computation
and data science with their application to Earth and
sustainability challenges.
The second goal is to enrich the academic experiences of
graduate students and postdoctoral scholars and prepare
them for careers. A range of activities, including modifying
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 66.5 64.3 65.9
Expenses
Salaries and Benefits 49.7 51.9 53.9
Non-Salary 19.5 17.3 17.8
Total Expenses 69.2 69.2 71.7
Operating Results (2.7) (4.8) (5.8)
Transfers From (to) Endowment & Other Assets 1.1 1.1 1.2
Transfers From (to) Plant 0.0 (1.9) 0.6
Surplus / (Deficit) (1.7) (5.7) (4.0)
Beginning Fund Balances 60.2 58.6 52.9
Ending Fund Balances 58.6 52.9 48.9
SponsoredResearch
17% Endowment Payout
40%
Other 8%Affiliates
11%
General Funds20%
Gifts 4%
2017/18 Consolidated Revenues$65.9 Million
27ACADEMIC UNITS
the graduate admissions process, improving mentoring,
and creating more professional development offerings, is
in development.
The third and fourth goals focus on improving opportunities
for interdisciplinary collaborations within and outside of
SE3, along with accelerating the impact of Stanford Earth’s
research through new partnerships with decision makers
in government and nongovernmental organizations, as well
as new professional education offerings. Achieving these
goals will take investment from seed money for innovative
collaborations to foster broader interactions among gradu-
ate students and postdocs, to the development of specific
executive education curricula. While resources are limited,
the school plans to experiment on a small scale to assess
long-term impact.
The final two goals—enhancing organizational culture and
diversity, and securing funding for a new building for Stanford
Earth to replace the well-worn Mitchell Building—will con-
tinue to evolve over the next several years.
In addition, 2017/18 will be a year of significant transition
for Stanford Earth. Dean Pamela Matson will step down
December 31, 2017, after leading the school for 15 years. The
growth and evolution of the school over this time has been re-
markable. Stanford Earth has significantly expanded its areas
of research and teaching and increased its number of faculty
(and disciplines covered) by 40% and its graduate student
population by over 50% while only growing its footprint by
8%. The strategic plan developed in 2016/17 will provide an
excellent launching pad for a new dean and allow progress to
continue despite the leadership change.
Financially, 2016/17 has been a cautious year. As anticipated,
because of zero endowment payout growth and lagging sup-
port from federal agencies and the energy industry, SE3 will
end this fiscal year dipping significantly into reserves for a
third consecutive year. Projections for 2017/18 are looking
somewhat better, thanks in part to modest, as opposed to
flat, endowment income growth, but more significantly to
the allocation of additional base general funds to address the
lack of endowment growth against cost rise. Federal funding,
particularly in the areas of climate change and sustainability,
will likely continue to drop in the next several years, limiting
SE3’s ability to invest in new activities and increasing reliance
on reserves to weather the financial storm.
CONSOLIDATED BUDGET OVERVIEWSE3 projects $65.9 million in total revenues and operating
transfers in 2017/18 and $71.7 million in total expenses, with
a resulting shortfall of $4.0 million after $1.8 million of asset
transfers. Slow revenue growth reflects modest endowment
payout growth and flat gifts, designated affiliate program in-
come, and sponsored revenue. At this time the future of these
income streams remains uncertain and is subject to change
depending on fundraising success, oil and gas industry per-
formance, and federal research funding availability. Asset
transfers account for another $1.8 million; these comprise a
$1.2 million transfer from endowment principal to income, as
is mandated by two venture funds, and a $600,000 repay-
ment of bridge funding for the Huffington Barn project, as the
pledge is paid. There are no planned capital projects requiring
local funding in 2017/18 and consequently no transfers out
to plant.
Of the total $71.7 million in projected expenses, compensa-
tion accounts for $53.9 million and non-compensation for
$17.8 million. Two to three faculty hires are anticipated in
2017/18, largely into existing billets vacated due to retire-
ments. Any incremental spending will be limited and care-
fully considered in the context of strategic plan goals and
constrained resources.
The budgetary shortfall is expected to lead to reserve draw-
downs in all non-sponsored fund types, including reserves
held by the school, departments, and programs, as well as
affiliate program reserves and individual start-up funds, which
are controlled by faculty.
CAPITAL PLANSE3’s capital plan for 2017/18 continues efforts from
prior years. Most significantly, the new Earth, Energy and
Environmental Sciences building will seek concept and site
approval from the Board of Trustees in calendar 2017. The
project has been scaled back due to limited total funding,
from $115 million to $100 million. Detailed programming
and design development will be the focus for 2017/18.
Construction is slated to begin in 2019 with completion
planned for 2021.
In fall 2017, Stanford Earth plans to dedicate the Huffington
Barn at the O’Donohue Family Stanford Educational Farm. A
generous gift is allowing the school to build a 1,600-square-
foot structure that will provide critical teaching and working
space for the ever-growing activities at the farm.
28 ACADEMIC UNITS
GRADUATE SCHOOL OF EDUCATION
PROGRAMMATIC DIRECTIONS
Long-Range Planning and New Initiatives As the Graduate School of Education (GSE) begins its centen-
nial year, it is focusing on several strategic priorities that will
guide programmatic and financial planning. While education
is necessarily a multidisciplinary field, the GSE is concentrat-
ing on areas in which its unique balance of research and train-
ing for practice can have the greatest impact. One such area
addresses “learners in peril”: students who are disadvantaged
by social and/or biological causes. These are the populations
who depend on an extraordinary education the most, but are
at the greatest risk for not receiving one and the least able to
advocate for themselves. Imminent discoveries and emerging
research methods create new possibilities of affecting the
lives of countless students, together with their families and
communities.
New programs have emerged as a result of this focus. The
GSE has launched a doctoral specialization in race, inequal-
ity, and language in education, which will begin admitting
students in 2018/19. The dean has also convened an interdis-
ciplinary committee to consider establishing a new program
in special education, leveraging Stanford’s strengths in the
neurosciences, adaptive technologies, and public policy to
complement the GSE’s leadership in learning science and
teacher training. As these new initiatives emerge and take
shape, the GSE will also continue to support areas of tra-
ditional strength, ranging from humanistic disciplines and
pedagogical research to learning technologies and cognitive
science.
The GSE’s budget priorities for 2017/18 include the support
of these new initiatives, as well as of activities undertaken
in the past two years to strengthen collaboration within the
school and to help increase and sustain its commitments to
diversity and inclusion.
Achievements and Program Continuation/Enhancements
Students:
n The GSE has expanded the doctoral funding package to
include two quarters of student summer funding. The pri-
mary goals are to provide packages to attract top doctoral
talent and to reduce the financial burdens on the doctoral
student population.
n The dean funded fellowships for master’s students to
enhance diversity within the cohort in 2016/17 and has
expanded these fellowships for 2017/18.
n The GSE is piloting a needs-considerate financial aid pro-
gram for master’s students as a way of attracting a more
diverse applicant pool and partially compensating for the
reduction of federal loan programs.
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 91.9 77.1 76.4
Expenses
Salaries and Benefits 46.0 50.4 51.5
Non-Salary 26.5 24.4 23.6
Total Expenses 72.5 74.7 75.2
Operating Results 19.4 2.4 1.2
Transfers From (to) Endowment & Other Assets (10.8) (1.3) (1.2)
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) 8.6 1.1 0.1
Beginning Fund Balances 45.0 53.6 54.7
Ending Fund Balances 53.6 54.7 54.7
Endowment Payout 17%
SponsoredResearch
33%
Other 10%
General Funds26%
Gifts 14%
2017/18 Consolidated Revenues$76.4 Million
29ACADEMIC UNITS
n A faculty committee focused on improving the PhD ex-
perience will report findings and recommended actions
in 2017/18.
Faculty:n The faculty have modified the GSE’s processes for hiring
and promotion to encourage greater efficiency and trans-
parency.
n The GSE has launched a new junior faculty mentoring
program to help integrate new scholars into the com-
munity and increase their chances of success through the
reappointment and tenure processes.
GSE-Wide Community Initiatives:
n The GSE has established and filled a new position of chief
inclusion officer (CIO). In 2017/18, the CIO will work with
faculty, staff, and students to foster a greater sense of
community and inclusion across the school.
n The school has completed the programming and early
feasibility phases of a new building planning process. In
2017/18, the GSE will start the next phase of the building
planning and begin short-term facilities renovations to im-
prove the quality and efficiency of current school spaces.
n A unique research/practice partnership with San Francisco
Unified School District continues, engaging nearly half of
the GSE’s faculty in helping to resolve the most pressing
issues facing the district leadership. The GSE will focus on
the expansion of its partnerships with local area schools
and districts in 2017/18.
n The GSE has launched a regular SiriusXM radio show
discussing research-based approaches to common topics
in education.
CONSOLIDATED BUDGET OVERVIEWThe GSE projects a 2017/18 consolidated budget with total
revenue and transfers of $76.4 million and expenses of $75.2
million, resulting in an operating surplus of $1.2 million. After
net asset transfers of $1.2 million, the school projects a very
modest consolidated surplus of $50,000. Compared with the
2016/17 year-end projection, 2017/18 revenues and transfers
will decrease by $741,000 (1.0%), while expenses are pro-
jected to increase by $420,000 (0.6%).
The major driver of expense growth is compensation. Total
compensation expense will grow by $1.2 million; this in-
crease will largely be offset by a $700,000 reduction in other
external expenses, due mostly to the expiration of an
off-campus lease.
The GSE projects total sponsored research activity to be flat
in 2016/17 and decrease 2.5% in 2017/18. As in recent years,
funding from federal sponsors is trending downward, and for
the first time in over seven years, the GSE is also projecting
a decrease in non-federal funding. The conservative 4%
decrease in non-federal funding is due to retirements of GSE
faculty who have traditionally brought in large volumes of
research grants. However, in spite of the decline, sponsored
research remains the largest funding source for GSE, making
up 33% of the revenues in the budget.
The GSE is closely monitoring the impact of the slow growth
in endowment payouts for 2016/17 and 2017/18 on its op-
erations. The primary areas of impact are the student aid
and faculty salary budgets. For 2017/18 the GSE anticipates
a shortfall in operating budget support from endowments of
roughly $200,000 that will need to be covered with other
GSE funds. Accumulated balances will provide sustained
funding in the short term. However, the GSE will need to seek
sources of additional funding to support the status quo and
to make growth and new initiatives possible.
CAPITAL PLANThe GSE has substantial and long-standing facilities needs
that are increasingly constraining programmatic development
and growth. The GSE School of Education Building opened in
1938. There have been no significant renovations since the
original construction. Although this building serves as a core
facility for the GSE, the school controls only one-third of its
usable square footage. Consequently, GSE faculty, staff, and
students are located in multiple buildings, on and off campus,
in configurations of varying size and adequacy. The lack of
sufficient contiguous space has adverse effects on cohesion
and community.
As a long-term solution, the GSE continues the new building
planning process, completing the programming and early
feasibility phases in 2016/17. The schematic design phase
will begin in 2017/18. In the short term, the GSE will create
more efficient and modern spaces in the existing facilities
and bring more of the community to the core GSE buildings.
In 2017/18, the GSE will use a combination of central funding
and school reserves (up to $4 million) to renovate the School
of Education building basement, including relocating the
café and creating new office and meeting spaces for students
and staff.
30 ACADEMIC UNITS
SCHOOL OF ENGINEERING
PROGRAMMATIC DIRECTIONSIn February 2017 the School of Engineering (SoE) welcomed a
new dean, Jennifer Widom, a professor of computer science
and electrical engineering. Dean Widom was previously chair
of the Computer Science Department, served as the senior
associate dean for faculty and academic affairs, and was a key
leader in the SoE Future strategic planning process.
The school has implemented several of the operational rec-
ommendations from SoE Future and is on track to launch a
pilot of the Catalyst for Collaborative Solutions beginning in
the fall of 2017/18. The Catalyst pilot will bring together dedi-
cated cross-functional teams including third-, fourth-, and
fifth-year graduate students, postdocs, industry experts, and
faculty from across Stanford to address the grand challenges
outlined in SoE Future. The $12 million pilot will support four
teams for three-year terms (two teams beginning in 2017/18
and two teams beginning in 2018/19); it will be funded
through a combination of fundraising and a presidential
commitment. The Catalyst will provide project funding and
strategic workshops in support of interdisciplinary research
across SoE, the university, and beyond, to achieve impactful
and lasting solutions to the world’s most pressing problems.
These grand challenge problems have an engineering com-
ponent as part of their core solution, but engineers alone will
not solve these problems. This need to bring multidisciplinary
researchers together is the driving force behind the Catalyst.
In the long run, the Catalyst aspires to become an interna-
tionally recognized model of a purposeful, high-impact, and
interdisciplinary research ecosystem.
The school is facing a very competitive landscape for fac-
ulty pursuing computational research, particularly in the
Computer Science Department. Rapid expansion in the field
of computer science and applied computation has created
tremendous market-based pressure on faculty compensa-
tion. Given Stanford’s location and symbiotic relationship
with Silicon Valley, there has long been some loss of faculty
to industry, but the benefits of moving to industry have been
balanced by those of pursuing an academic research and
teaching agenda at a world-class institution like Stanford.
However, the landscape at peer and nonpeer institutions
and in industry is changing, and the school’s salary structure
for this cohort places it at a competitive disadvantage in hir-
ing and retention in this competitive area. An incremental
increase in general funds will provide targeted help to attract
and retain key faculty in this area.
A continuing need in SoE for several years has been fund-
ing for teaching assistants (TAs) to provide support for
faculty in teaching. The university has increased the school’s
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 400.8 384.5 400.2
Expenses
Salaries and Benefits 216.3 230.5 248.8
Non-Salary 153.8 150.7 149.4
Total Expenses 370.0 381.2 398.2
Operating Results 30.8 3.3 2.0
Transfers From (to) Endowment & Other Assets (6.7) (9.1) 1.7
Transfers From (to) Plant (4.7) (2.0) 0.0
Surplus / (Deficit) 19.4 (7.7) 3.7
Beginning Fund Balances 256.1 275.6 267.8
Ending Fund Balances 275.6 267.8 271.6
Endowment Payout
16%
SponsoredResearch
36%
Affiliates 4%Auxiliary Income 1%
Other 10%General Funds
25%
Gifts 8%
2017/18 Consolidated Revenues$400.2 Million
31ACADEMIC UNITS
TA funding substantially in recent years. Recent data show a
slowing in the growth rate of undergraduate enrollment, and
consequently, the school’s allocation for TA tuition and salary
will only grow by cost rise.
CONSOLIDATED BUDGET OVERVIEWSoE projects a 2017/18 consolidated budget with total rev-
enue and transfers of $400.2 million and expenses of $398.2
million, resulting in a net surplus of $3.7 million after $1.7 mil-
lion of transfers from endowment principal. Compared with
2016/17 year-end projections, 2017/18 revenues will increase
by 5.4% and expenses by 4.4%.
Sponsored research remains the largest single component of
SoE finances at approximately 36% of revenue. Federal grants
are projected to grow 5% in 2017/18, due to increased spend-
ing in the Bioengineering Department. Non-federal sponsored
research will see small growth from 2016/17 levels but has
increased by 32% since 2015 due to ongoing, large research
grants from industry.
Other revenue sources are projected to increase by $6.5 mil-
lion. Expendable gifts and endowment income are expected
to increase by $3.8 million combined, and a $1.1 million
increase in base general funds support from the university
will help SoE address faculty salary concerns and provide
additional support staff.
The majority of endowment payout schoolwide supports
faculty salaries and students through endowed chairs and
fellowships. Minimal growth in endowment payout, combined
with faculty merit and market retention increases, may cause
the school to use reserve balances to meet faculty payroll in
the short term. Departments are managing graduate student
admissions to ensure enrollments are aligned with available
fellowship income. Although there is no schoolwide plan to
reduce expenses due to endowment payout concerns, there
may be some targeted cutbacks, and programmatic growth
and innovation that would have been funded via endowment
payout growth will be curtailed.
The overall school reserve position is strong, but the funds are
asymmetrically distributed among faculty, departments, and
the school. Of the total reserves, individual faculty and labora-
tory groups control 91% ($107.8 million) of designated fund
balances and 90% ($93 million) of expendable gift balances,
most of which are earmarked for research. The majority of
reserves controlled by the school are restricted to faculty and
student support, which leaves the dean without much finan-
cial flexibility. To address the endowment growth problem and
the lack of flexible operating funds, SoE made the strategic
decision to transfer $10 million from school-controlled funds
to funds functioning as endowment in 2016/17 to support
general operations.
CAPITAL PLAN The SoE is focusing on renovations and planning for the
future. The school began operations in two new shared
fabrication facilities in the Allen Building in 2016/17. The
Experimental Fabrication Facility and the Systems Prototyping
Facility were designed to meet the needs of researchers and
students today, while helping inform the school about future
directions in fabrication as it explores alternatives for the ag-
ing clean room in Allen. Research activity in both facilities is
ramping up in line with projections.
Renovations to both the Durand Building and the Gates
Building began in 2016/17. The Durand Renovation – Phase 4,
the final phase, began in April 2017. The Durand renovation
will allow for growth in the Aeronautics and Astronautics and
the Materials Science and Engineering departments by mak-
ing use of space vacated by Mechanical Engineering and the
Stanford Center for Professional Development. Renovations to
the third floor of the Gates Building will improve office space
and increase student, faculty, and staff density to support
growth in Computer Science. The Gates loading dock is be-
ing relocated to accommodate the construction of the Bass
Biology Building. The school will invest $4 million to renovate
labs for new faculty in the Durand, Shriram, and Mechanical
Engineering buildings.
The school is doing long-range planning to address the grow-
ing intersections of computation with almost every other field
of inquiry at the university. The school envisions a new facility
sited and designed in a way that cultivates and nurtures these
intersections, and it intends to begin formal programming for
a new building in 2017/18.
32 ACADEMIC UNITS
SCHOOL OF HUMANITIES & SCIENCES
PROGRAMMATIC DIRECTIONSThe School of Humanities & Sciences (H&S) remains in a
position of strength despite tightening budget constraints.
Several years of investments in faculty and facilities have
reinforced the school’s strong academic and programmatic
standing, but also greatly reduced unrestricted reserves.
During 2010-13, H&S grew its faculty by 10%, replacing
losses that occurred after the 2008 recession. Faculty size is
now sufficient to meet academic needs but is also straining
financial and space capacities. H&S returned to a replace-
ment rate of hiring three years ago, but large faculty start-up
costs from the hiring surge will continue to impact its budget
for several more years. For the foreseeable future, additional
faculty growth will target gender and racial diversity and the
neurosciences and Chemistry, Engineering and Medicine for
Human Health (ChEM-H) initiatives.
With the goal of increasing undergraduate student interest
in the humanities and social sciences, H&S has launched
several new programs and curricular enhancements, includ-
ing feeder programs for promising high school students and
placement programs for graduates. These initiatives have
contributed to small increases in humanities undergraduate
course and degree enrollments across the past four years. In
this same vein, several initiatives in the social sciences focus
on data science, the analysis of massive data sets, and how
behavioral research informs the work of engineers and others
in applied fields.
Doctoral student enrollments increased 9% between 2007
and 2014 but have been flat during the past two years.
Selectivity of the graduate student body continues to in-
crease, but some competing institutions are beginning to of-
fer an additional year of guaranteed funding, raising concerns
about longer-term competitiveness. The availability of fewer
academic jobs has impacted time to degree as some students
delay graduation to gain additional experience and become
more competitive in the job market. While enrollment is
projected to remain stable, the ChEM-H and neurosciences
initiatives and the Knight-Hennessy Scholars program should
enhance the school’s ability to attract and support top doc-
toral students.
CONSOLIDATED BUDGET OVERVIEWFor 2017/18, H&S projects revenues and operating transfers
of $540.3 million and expenses of $518.4 million, resulting
in an operating surplus of $21.9 million. After $9.5 million
of net transfers to assets, the school projects an increase
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 519.1 520.1 540.3
Expenses
Salaries and Benefits 317.3 327.9 342.6
Non-Salary 164.2 171.5 175.8
Total Expenses 481.5 499.4 518.4
Operating Results 37.6 20.7 21.9
Transfers From (to) Endowment & Other Assets (13.9) (4.5) (4.5)
Transfers From (to) Plant 4.7 (18.6) (5.0)
Surplus / (Deficit) 28.4 (2.4) 12.4
Beginning Fund Balances 266.9 295.4 293.0
Ending Fund Balances 295.4 293.0 305.4
Endowment Payout
31%
SponsoredResearch
17%
Other 9%General Funds
38%
Gifts 4%
2017/18 Consolidated Revenues$540.3 Million
Auxiliary Income1%
33ACADEMIC UNITS
in consolidated fund balances of $12.4 million, with an
ending balance of $305.4 million. Fund balance growth is
projected primarily in restricted gift and faculty-controlled
research funds.
Dean’s Office unrestricted reserves have declined from a
high of $74 million in 2010/11 to a projected $17 million at
the end of 2017/18. $50 million of reserves has been used to
fund significant portions of new arts and sciences facilities
– notably the Bass Biology, ChEM-H, and McMurtry Art and
Art History buildings. Reserves are also being used to fund a
portion of the faculty hire start-up packages associated with
the post-recession hiring surge. This net use will continue into
2017/18 and for several more years, gradually diminishing as
the impact of replacement-rate hiring takes effect.
Lagging endowment payout during 2016/17 and 2017/18 is
placing additional stress on the school’s finances. H&S is
highly dependent on endowment payout for funding core
operations and also incremental activities that may range
from new academic programming to essential staffing. The
$3.7 million funding gap between cost rise and minimal
endowment payout increases was managed in 2016/17 by
reducing graduate aid allocation to departments, eliminat-
ing nonessential expenditures, and using department and
program reserves. The 2017/18 funding gap is projected to be
$3.1 million. A significant portion of the gap will be mitigated
by additional general funding, while the remainder will be
accommodated through a second year of budget reductions
and uses of reserves. The effects of these funding reductions
on operations and accumulated fund balances will not be
fully known until fiscal year-end for both of these years. The
Dean’s Office will closely monitor these impacts and work
with departments and programs to ensure the sustainability
of operations.
After several years of volatility, grant and contract volume
increased sharply in 2015/16, a result of several senior faculty
hires and large grant renewals. Federal grant and contract
volume is projected to be flat during 2016/17 and decrease
slightly in real terms during 2017/18. A small increase in non-
federal grant and contract volume is projected for 2016/17,
with volumes flattening in 2017/18. H&S has not yet seen
the major volume declines experienced by other schools, but
projections indicate slow or no growth during the upcoming
years.
Consolidated budget numbers include programs (Cantor
Center for Visual Arts, Stanford Arts Institute, Stanford Live,
Bing Concert Hall, Anderson Collection, and Institute for
Diversity in the Arts) that will move out of H&S and to the
vice president for the arts in the upcoming year. This move
will reduce the school’s annual expenditures by $20 million
and accumulated fund balances by approximately $25 million.
CAPITAL PLANH&S continues to manage the largest capital plan in its his-
tory. During the upcoming two years, the school will focus
on development of the new science quad and evaluation of
humanities and arts performance spaces. The Bass Biology
Building will be completed in summer 2018, triggering faculty
moves from the Mudd Chemistry Building and its subsequent
demolition. During summer 2017, the Physics Learning Center
will move into newly renovated space in Building 60 on the
main quad, and students will begin taking courses there in
fall 2017. The Sapp Center for Teaching and Learning opened
recently, providing innovative teaching and study spaces for
undergraduate students. The Roble Gym now houses the
Department of Theater & Performance Studies along with a
“black box” theater, dance studios, and an arts gym.
34 ACADEMIC UNITS
SCHOOL OF LAW
PROGRAMMATIC DIRECTIONSStanford Law School (SLS) graduates excel in a wide variety
of professional settings, and the school is enhancing its de-
gree programs by focusing on two primary areas: curricular
innovation and faculty recruitment. The Law School continues
to innovate in its curriculum to better prepare its graduates
for their professional futures, and it has prioritized the hiring
of new, diverse faculty members to facilitate changes to the
curriculum as well as to support the interdisciplinary interests
of SLS students.
SLS recognizes that future lawyers should understand the le-
vers of policy making and implementation, that globalization
of the economy requires lawyers to have a global perspective,
and that technological advances are transforming the delivery
of legal services. To address these issues, the Law School is
pursuing a set of new curricular initiatives.
The first of these initiatives, the Law and Policy Lab, provides
opportunities for students to tackle real-life policy challenges
for actual clients. Across 60 practicums over the past three
years, students and faculty have worked with and advised
clients on issues such as international security, patent trolls,
wildlife trafficking, and copyright policy. The second initiative
exposes students to transnational issues across substantive
areas of the law. To underscore the importance placed on this
initiative, SLS has created a new position of associate dean for
global programs that focuses on building a high-quality cur-
riculum exposing students to the world of global legal prac-
tice. The third initiative addresses how technological changes
are transforming the delivery of legal services. These changes
both threaten current models for delivering legal services and
hold the promise of expanding access to legal services for
people who are currently underserved. Creating a curriculum
to address these issues is challenging, but SLS is well placed
to lead in this critical field and is actively exploring how the
curriculum should evolve to reflect these developments.
The practical legal training students receive through work
in the Mills Legal Clinic, where they represent actual clients
under the close supervision of clinical faculty, will leverage
the tools and knowledge they gain through the new innova-
tive curricular offerings. Through university support and con-
tinued fundraising, the school now offers 11 clinics covering
areas such as intellectual property, education law and policy,
criminal defense, environmental law, and international human
rights. In response to the current changes in immigration
policy, SLS is expanding its Immigrants’ Rights Clinic, through
which faculty have provided advice, information, and counsel
to members of the Stanford community who are directly
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 92.3 94.0 96.9
Expenses
Salaries and Benefits 57.8 61.7 64.6
Non-Salary 22.2 24.1 25.5
Total Expenses 80.0 85.8 90.1
Operating Results 12.3 8.2 6.8
Transfers From (to) Endowment & Other Assets (1.8) (15.1) (5.0)
Transfers From (to) Plant 0.0 (4.0) (1.7)
Surplus / (Deficit) 10.5 (10.9) 0.1
Beginning Fund Balances 24.2 34.7 23.7
Ending Fund Balances 34.7 23.7 23.8
Endowment Payout
44%
Sponsored Research 2%
Executive Education 4% General Funds37%
Gifts 13%
2017/18 Consolidated Revenues$96.9 Million
35ACADEMIC UNITS
affected by these policy changes. The intensive training SLS
students receive in the clinics serves them well as they begin
their professional lives after graduation, and can spark or
reinforce their dedication to pursuing public interest careers.
The SLS student population is small, and admission is ex-
tremely selective. In order to continue to attract an extraordi-
nary, diverse student body with varied professional interests,
the school’s financial aid program seeks to make a law school
education affordable to all. A relatively flat endowment pay-
out in recent years has created some pressure on the financial
aid program, but admission decisions are need-blind, and
the school continues to meet all identified financial need of
admitted students. SLS has made fundraising for financial aid
a high priority, and the school will continue its strong commit-
ment to a need-based financial aid program. In addition, the
school makes sure that graduates can pursue legal careers in
public service and public interest law through a generous loan
forgiveness program.
The faculty is small and exceptional, and the school continues
to expand its ranks to support the exciting developments tak-
ing place in the study and practice of law. Like many schools,
SLS is in the midst of a generational shift in its faculty. In
anticipation of future retirements, 17 individuals have joined
the faculty over the past few years. These additions to the
faculty recognize the desire of SLS students to explore stud-
ies in a variety of disciplines by reflecting a continued com-
mitment to interdisciplinary research and teaching. Three of
the new faculty members have joint appointments (two with
the School of Medicine and one with the Freeman Spogli
Institute), and many of the tenured and tenure-track faculty
have a PhD as well as a JD. The recruitment and retention of
faculty remains a high priority for the school and an area of
focused effort and activity.
CONSOLIDATED BUDGET OVERVIEWThe 2017/18 consolidated budget comprises total revenues
and operating transfers of $96.9 million, expenses of $90.1
million, and transfers to assets of $6.7 million. SLS projects an
increase in expendable fund balances of $100,000. The trans-
fers to assets include $3.5 million to student loan to cover SLS
Loan Repayment Assistance Program obligations; $1.7 million
transferred to plant for continuation of the Crown Quadrangle
renovation; and $1.5 million of unused restricted endowment
income reinvested into funds functioning as endowment.
Consolidated revenue, exclusive of operating transfers, is
anticipated to increase 2% to $62.8 million. Designated
income ($5.2 million), expendable gifts ($12.6 million),
and endowment income ($43.0 million) will each grow by
2%. Sponsored research remains steady and will gener-
ate $2.2 million, of which $1.5 million will be spent on the
U.S. Department of State multiyear grant to support the
Afghanistan Legal Education Project. Finally, general funds
will increase by 6% to $35.3 million.
Total consolidated expenses are projected to rise by 5% to
$90.1 million. With operating expenses targeted to grow
faster than income in 2017/18, the Law School is shifting
resources from long-term programming and capital projects
to current operations. Additional staff and salary increases
mean that compensation is expected to grow by 5% to $64.6
million, and non-compensation will grow by 6% to $25.5 mil-
lion. Graduate student financial aid is increasing to $9.3 mil-
lion, while non–financial aid expenses are remaining constant
at $16.2 million.
SLS consolidated expendable fund balances will increase by
$100,000 to $23.8 million. Of this balance, $13.6 million is
classified as noncash investments in housing loans and not
available for use. The remaining $10.2 million is available
and consists of $6.4 million for restricted purposes, such as
academic programs and centers and financial aid, and $3.8
million for unrestricted purposes.
36 ACADEMIC UNITS
SCHOOL OF MEDICINE
PROGRAMMATIC DIRECTIONSThe School of Medicine is an academic medical center.
Combined, the medical center, Stanford Health Care (SHC),
and Stanford Children’s Health (SCH) are known as Stanford
Medicine. Stanford Medicine’s mission is to promote funda-
mental, clinical, and translational discovery; to train the bio-
medical leaders of tomorrow; and to transform patient care.
Stanford Medicine recently initiated an integrated strategic
planning process. The full strategic plan is expected to launch
by December 2017.
Stanford Medicine’s vision is to lead the biomedical revolution
in precision health: to precisely predict, prevent, and cure.
Precision health is a fundamental shift to proactive and per-
sonalized health care that empowers people to lead healthy
lives. Stanford Medicine is driving this transformation by
leveraging the art and science of medicine to predict and pre-
vent disease before it strikes and cure it decisively if it does.
Over the past year, a precision health committee, which
included many individuals across Stanford Medicine and the
university, engaged in a thoughtful and collaborative process
to develop a strategic plan for the vision. The committee iden-
tified numerous interconnected and overlapping priorities,
including developing the science of behavior change, building
a data system that learns from every patient engagement, and
facilitating the translation of new technologies into clinical
diagnostics.
Through the Integrated Clinical Strategy Committee, the
school and hospital leaders have established three strategic
priorities for the clinical enterprise: (1) reaching pre-eminence
in key precision health service lines through measured growth
in depth and breadth of clinical services and biomedical in-
novation; (2) expanding off-campus and outpatient services
to provide care through low-capital networks and partner-
ships while concentrating complex care on campus; and (3)
maintaining strong financial performance by improving cost
structure, developing capabilities to manage populations, and
differentiating through consumer-facing technology.
To recognize and enhance teaching and mentoring through-
out Stanford Medicine, the school has launched a Teaching
and Mentoring Academy with a competitive grant program
and a faculty training bootcamp. It has also launched the
Digital Medical Education International Collaborative (Digital
MEdIC), which leverages its expertise in pedagogy and on-
line education. With the goal of increasing global access to
high-quality medical education, Stanford Medicine
has begun conversations with potential partners in India,
developing a strategic plan, and selecting a platform for
disseminating content.
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 2,158.2 2,252.0 2,459.8
Expenses
Salaries and Benefits 1,202.1 1,325.6 1,466.6
Non-Salary 742.8 803.9 861.2
Total Expenses 1,944.9 2,129.5 2,327.8
Operating Results 213.4 122.6 132.0
Transfers From (to) Endowment & Other Assets (48.5) (2.2) (15.6)
Transfers From (to) Plant (44.9) (20.4) (28.2)
Surplus / (Deficit) 120.0 99.9 88.2
Beginning Fund Balances 999.4 1,119.3 1,219.3
Ending Fund Balances 1,119.3 1,219.3 1,307.5
Endowment Payout
7%
SponsoredResearch
29%
Designated Clinic41%
Patent Income 1%Auxiliary Income 2%
Other 10% General Funds 5%Gifts 5%
2017/18 Consolidated Revenues$2,459.8 Million
37ACADEMIC UNITS
Nationally, effective levels of National Institutes of Health
funding have decreased over the last decade. Despite this,
the school has successfully maintained and grown its re-
search funding. This in part is due to the recruitment of high-
potential and highly prolific investigators and to the provision
of $5.2 million in seed grant funding to faculty from 2013 to
2016 to help ensure that the most innovative studies continue
to get supported. In the first two years of the program, the
school distributed $3.7 million in seed grants; this investment
has returned $20.0 million in new grant funding. Also boost-
ing research efforts, Stanford Medicine was recently selected
to be a founding member of two significant philanthropic
partnerships in biomedicine, the Chan Zuckerberg Biohub and
the Parker Institute for Cancer Immunotherapy.
Despite the current challenging research funding environment
and political proposals that could create even greater uncer-
tainty about future research funding, the school recognizes
the risks, and the current projections do not reflect an impact
from these possibilities.
CONSOLIDATED BUDGET OVERVIEWThe school projects total revenues and transfers of $2,459.8
million in 2017/18 and expenses of $2,327.8 million, yield-
ing an operating surplus of $132.0 million. After transfers to
plant and funds functioning as endowment (FFE) of $43.8
million, the net change in current funds is $88.2 million. The
major growth areas are health care services and sponsored
research, and investment income as payout to the expend-
able funds pool (EFP) in 2017/18 is projected to improve
from the prior year. Offsetting this growth is the expected
decline in patent revenues from the expiration of a key patent
in 2015/16.
Total revenues and transfers are projected to increase 9.2%,
or $207.8 million, to $2,459.8 million in 2017/18. Key drivers
include the following:
n The school renewed a five-year funds flow agreement with
SHC in 2015/16 and renewed its agreement with SCH
in 2016/17. The funds flow changes will spur growth of
12.7%, or $128.8 million, in health care services revenues,
which will reach $1,145.4 million in 2017/18. This growth
is driven by a continued increase in clinical program activi-
ties and by incremental faculty and clinicians.
n Continued faculty recruitment leads to a projected 6.1%
increase in combined federal and non-federal sponsored
research, 5.1% in federal and 9.0% in non-federal.
n With the merged pool projected return improvement
in 2016/17, endowment income, including new gifts, is
projected to increase 3.3%, and the EFP is projected to
achieve the full payout.
Expenses are projected to increase 9.3%, or $198.3 million, to
$2,327.8 million in 2017/18. Major increases will result from
the following:
n Net recruitment of 32 faculty is projected, 20 in the medi-
cal center line and 12 in the university tenure line. In addi-
tion, 70 clinician educators are projected to join Stanford
Medicine in 2017/18.
n Annual total compensation for faculty, clinicians, and staff
is anticipated to increase 10.6%. The main drivers are
increases in clinical activity, incremental recruitment, and
the annual merit program.
n Projected growth in sponsored research and health care
services revenue will drive related non-compensation ex-
penses higher. Rent expenses are also expected to rise as
rent abatement for one leased facility ends in 2016/17 and
the full-year impact of another lease begins in 2017/18.
Transfers of $28.2 million to plant include projects for Center
for Academic Medicine I (CAM 1), the Stanford Oak Garden
Children’s Center, and Li Ka Shing Center Renovation Phases
2 and 3; entitlement payments to the City of Palo Alto; and re-
turn of bridged funds on the Lorry I. Lokey Stem Cell Research
Building and the lease on 1520 Page Mill Road. Transfers to
assets include investments by departments to FFE.
CAPITAL PLANThe school’s two new buildings, BioMedical Innovations
Building 1 (BMI 1) on Pasteur Drive and CAM 1 on Quarry
Road, are on schedule to complete by 2020. The CAM 1
project will begin preconstruction activities during summer
2017 and will add 170,000 square feet of offices, conference
spaces, and other amenities. The project also includes the
construction of an underground parking garage with over 800
parking spaces along with the adjacent 10,000-square-foot
Stanford Oak Garden Children’s Center. The total project cost
is estimated at $230.4 million, jointly funded by the school,
SHC, and SCH. BMI 1 preconstruction activities commenced
during winter 2016, with full construction to begin in spring
2017. The project will add 215,500 square feet of research
space at an estimated cost of $210 million.
38 ACADEMIC UNITS
VICE PROVOST AND DEAN OF RESEARCH
The Office of the Vice Provost and Dean of Research (DoR)
is responsible for facilitation of faculty research and scholar-
ship across all of the schools and departments and serves
as cognizant dean for the 18 university-wide independent
laboratories, institutes, and centers. These “institutes” pro-
vide intellectual and physical environments for research that
invite scientific and scholarly dialogue, facilitate interdisci-
plinary collaborations, support policy-relevant research, and
increase the success of faculty in obtaining research funding.
The office has oversight for the implementation of research
policies and manages the compliance and administrative of-
fices that support research. DoR also oversees major shared
facilities that support a broad range of research and scholarly
activities.
PROGRAMMATIC DIRECTIONSThrough all of its activities, DoR seeks to support faculty com-
petitiveness in research and scholarship. This is particularly
important as obtaining extramural funding becomes increas-
ingly challenging. It will pursue this goal through the following
four program objectives in 2017/18:
n Creating opportunities for interdisciplinary research
through the independent laboratories, institutes, and
centers;
n Providing state-of-the-art shared facilities;
n Minimizing compliance and administration burdens for
faculty and staff; and
n Mitigating research-related safety risks.
Stanford and SLAC are establishing a new Cryo-Electron
Microscopy (cryo-EM) Center to be located at SLAC.
Advances in the design of cryo-EM instruments during the
past few years have created remarkable new opportunities
to study cellular structures and their constituent proteins
and other molecular interactions at a level of precision not
previously possible. The impact of this development is trans-
formative for biology and biomedical sciences. Stanford and
SLAC are exceptionally well positioned to exploit this recent
breakthrough and create a world-leading center for cryo-EM.
The independent institutes are launching several new in-
terdisciplinary initiatives. Bits & Watts is a new Precourt
Institute for Energy initiative focused on innovations for the
21st-century electric grid. A new grid paradigm is needed
to incorporate large amounts of clean power and a growing
number of distributed energy resources, while simultaneously
enabling grid reliability, resilience, security, and affordability.
The Stanford Institute for Economic Policy Research (SIEPR)
launched a predoctoral research fellows program for recent
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 228.7 269.8 237.2
Expenses
Salaries and Benefits 122.7 126.2 132.4
Non-Salary 102.9 115.2 101.5
Total Expenses 225.7 241.4 234.0
Operating Results 3.0 28.4 3.2
Transfers From (to) Endowment & Other Assets 7.5 4.8 4.8
Transfers From (to) Plant 0.0 (8.7) (1.5)
Surplus / (Deficit) 10.5 24.4 6.5
Beginning Fund Balances 183.7 194.2 218.6
Ending Fund Balances 194.2 218.6 225.1
Endowment Payout 16%
SponsoredResearch
34%
Other 6% General Funds27%
Gifts 13%
2017/18 Consolidated Revenues$237.2 Million
Auxiliary Income 2%
Affiliates 2%
39ACADEMIC UNITS
graduates who are considering a PhD to work closely with
one or more faculty and take one Stanford course per quarter
before applying to graduate school. The Woods Institute for
the Environment is hosting a Young Environmental Scholars
Conference that will allow graduate students and postdoctor-
al scholars to present their research in a novel interdisciplin-
ary context that brings together graduate-level researchers
from all seven schools.
CONSOLIDATED BUDGET OVERVIEWThe 2017/18 consolidated budget for DoR shows total rev-
enues and transfers of $237.2 million and expenses of $234.0
million, resulting in a net operating surplus of $3.2 million.
After estimated transfers of $3.3 million from assets, DoR
projects a planned surplus of $6.5 million.
Stanford Neurosciences Institute (SNI) received an unplanned
endowment gift of $54 million and an expendable gift of $29
million for program support in 2016/17. If the one-time gift
of $29 million to SNI is removed as an outlier from 2016/17
revenues, the total revenue in 2017/18 is projected to increase
by $5.5 million, or 3%, from 2016/17. This is primarily due
to increases in endowment payout ($2.3 million) generated
from the new endowment in SNI, gift revenue ($1.1 million),
and non-federal research ($1.5 million), driven by the exten-
sion of the Global Climate and Energy Project activity through
2018/19 and an increase in sponsored funding for new senior
fellows in SIEPR. Federal sponsored research is expected to
remain at the same level ($47.1 million), based on historical
trends over the past five years.
The Titan Krios G2 equipment purchases totaling $15 mil-
lion in 2016/17, $10 million of which was unplanned, inflated
equipment expense and transfers to DoR. Equipment pur-
chases and transfers to DoR are therefore expected to be
significantly lower in 2017/18. As a result, total expenses
in 2017/18 are expected to decrease overall by $7.5 million,
or 3%.
CAPITAL PLAN The SNI and the Chemistry, Engineering and Medicine for
Human Health Institute (ChEM-H) will reside in a new
235,000-square-foot facility. This facility will be home to
more than 40 laboratories, core research facilities, and
meeting spaces. It is strategically located proximate to engi-
neering, medicine, and the basic sciences. Strong connecting
pathways among the Neuro/ChEM-H Research Complex, the
Science and Engineering Quad, the Bass Biology Building, and
Bio-X are integral to the design.
The research center will comprise two main buildings. Each
building will have four floors, one below grade and three
above, with laboratory, meeting, and communal spaces
throughout the building. The labs are designed to be highly
flexible, accommodating a wide variety of research approach-
es, including cell and molecular biology, electrophysiology
and behavior, imaging and microscopy, human neuroscience
and engineering, and theoretical and computational neuro-
science. Each neighborhood of three to five labs will share a
common space adjacent to lab support rooms for specialized
equipment and procedures. The project cost is $257 mil-
lion and is being funded by gifts and institutional support.
Construction of the buildings began in winter 2017 and is
scheduled for completion in spring 2019.
40 ACADEMIC UNITS
VICE PROVOST FOR UNDERGRADUATE EDUCATION
PROGRAMMATIC DIRECTIONSThe Office of the Vice Provost for Undergraduate Education
(VPUE) functions as the heart and conscience of undergradu-
ate education at Stanford, advocating for undergraduates
and partnering with faculty, staff, and students to educate
knowledgeable, engaged citizens and creative, confident lead-
ers. VPUE resources are aimed at connecting students with
opportunities at Stanford, involving faculty with undergradu-
ate education, and realizing fully the vision of a broad liberal
education. VPUE’s strategic planning process has coalesced
around three critical themes under the broad umbrella of re-
thinking liberal education: transforming the pivotal first-year/
sophomore experience, expanding experiential education, and
reaffirming residential education.
Notably, VPUE’s mission and strategic initiatives have been
significantly impacted by a rapidly evolving cultural and
academic environment from which the major challenges fac-
ing undergraduate education at Stanford emerge. Stanford
undergraduates, gifted and capable as they are, are decidedly
different from incoming classes of 5 to 10 years ago in terms
of their intellectual interests, scholarly preparation, socioeco-
nomic backgrounds, and engagement with technology.
Given these realities, the university’s comprehensive and sys-
tematic process of long-range planning has the potential to
produce profound and yet-unknown changes in undergradu-
ate education, along with a concomitant call for additional
financial resources to implement these changes. Rethinking
liberal education will require a willingness to shed some
previously held assumptions about both what is taught and
how it is taught. It will involve a commitment to develop new
pedagogies that more actively capitalize on social and racial
differences, and that integrate attention to student well-being
and creative confidence into academic progress from the out-
set rather than as a concern “outside” the classroom.
In an initiative that is new this year and salient to efforts
to reaffirm the residential experience, VPUE has led the
Residential Cabinet through its residential programs faculty
director, James Campbell. The Residential Cabinet, composed
of five vice provosts, brings together university leaders oper-
ating in the residential arena to ensure broad, coherent stra-
tegic vision, consistent oversight, and a more robust faculty
presence. The cabinet presented its consolidated vision to
the Budget Group this past winter, demonstrating synchron-
icity by reallocating resources across organizational lines to
achieve priorities. In 2017/18, next steps will include forming
a faculty advisory board to oversee processes for creating,
sustaining, and, where necessary, sunsetting residential
programs. In addition, a residential learning environments
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 63.2 63.8 64.3
Expenses
Salaries and Benefits 36.7 37.7 39.7
Non-Salary 25.4 26.8 25.8
Total Expenses 62.2 64.5 65.5
Operating Results 1.0 (0.8) (1.2)
Transfers From (to) Endowment & Other Assets 0.2 0.0 0.1
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) 1.2 (0.8) (1.1)
Beginning Fund Balances 20.3 21.5 20.7
Ending Fund Balances 21.5 20.7 19.6
Endowment Payout
49%
Other 3%Auxiliary Income
6%General Funds
38%
Gifts 4%
2017/18 Consolidated Revenues$64.3 Million
Revenues and expenses in this chart and table include $16.4 million of activity that is accounted for as operating transfers in Appendix A.
41ACADEMIC UNITS
working group will be created to ensure effective collabora-
tion in designing and allocating residential spaces. Finally,
VPUE will begin preparing for a second integrated learning
environment—a living/learning program for first-year stu-
dents—focused on issues of social justice and diversity.
VPUE’s newest pilot in experiential learning, the Stanford in
New York program, launched a quarter focused on media
and finance this past winter. Through an intensive academic
quarter of study, reflective practice, and experiential learning,
students hone their intellectual skills and capacities, develop
their abilities as adaptive learners, and increase their creative
confidence. New York also provides unparalleled opportuni-
ties for students to engage in internships in dynamic organi-
zations, including educational, arts, and cultural institutions;
government and public agencies; social service organizations;
and corporations. In 2017/18, Stanford in New York will ex-
pand to three quarters. The new spring quarter will focus on
New York as a global city and will feature internships in and
around issues of global development, including at the United
Nations. Student response and other program evaluation
measures continue to be very positive.
The class of 2017 will be the first class to graduate fulfill-
ing the Ways of Thinking/Ways of Doing (Ways) breadth
requirements. The Ways concept shifted the undergraduate
program from a disciplinary breadth model to a focus on es-
sential capacities, which may be attained outside or within
the major. The Ways requirements aim to integrate general
education more comprehensively with student experiences,
to provide a persuasive rationale for academic exploration,
and to give students the flexibility to pursue topics of inter-
est across a broad array of course options. VPUE financially
supports academic departments expanding Ways offerings,
particularly in areas with capacity concerns such as Creative
Expression and Ethical Reasoning. VPUE has partnered with
Institutional Research & Decision Support to understand
better how students fulfill their Ways requirements and the
implications of these choices.
In 2016/17, the Bing Overseas Studies Program (BOSP),
VPUE’s flagship program in experiential learning, underwent
two significant programming changes with budgetary impli-
cations. With the assistance of the provost, BOSP offered
summer financial aid to undergraduates attending summer-
quarter programs in Santiago and Cape Town. Summer enroll-
ments subsequently doubled. Also in 2016/17, due to chal-
lenges in attracting students and faculty in residence as well
as difficulties with academic programming, the BOSP faculty
director decided to suspend the Beijing program for 2017/18.
VPUE remains committed to overseas study programs in Asia
and will support BOSP’s exploration of new programming for
next year. BOSP will reexamine Beijing and will also consider
potential alternate locations such as Shanghai.
CONSOLIDATED BUDGET OVERVIEWThe 2017/18 consolidated budget shows total revenues and
operating transfers of $64.3 million and expenses of $65.5
million, yielding an operating deficit of $1.2 million. Revenues
and transfers are expected to increase by $0.5 million from
2016/17, due mainly to slight improvements in endowment
payout, increases in base and one-time general funds, and
the first approved increase to New Student Orientation fees
in nine years. Expendable gifts are expected to decrease by
$230,000 from 2016/17 as Innovation Fund and other high-
dollar pledges tail off.
Expenses are expected to grow by $1.0 million, due primar-
ily to operational costs related to adding a third quarter to
the Stanford in New York program and increases to support
undergraduate research. This year, VPUE applied results of
a three-year expense category analysis to control non-com-
pensation cost growth of continuing programs. Vice Provost
Office expenses were reduced 1.6%. VPUE’s other units
contained their cost rise to less than 3%. Working with the
Office of the Treasurer, VPUE and BOSP financial leadership
took advantage of the strong dollar to lock a currency hedge
early for 2017/18, resulting in $831,000 of anticipated savings
in BOSP operating expenses.
VPUE’s financial strategy is to sustain base programs, to pilot
new initiatives, and to assess their educational outcomes.
VPUE has funded pilot programs with one-time university
funds and expendable gifts and sustained core programs
through endowment payout and general funds. Each year,
VPUE assesses several of its pilot programs, looking at their
achievement of educational aims and their cost-effectiveness.
This process has led VPUE to alter, strengthen, expand, and
even sunset programs.
VPUE’s fund balance is expected to be $20.7 million begin-
ning in 2017/18, with approximately half of that unrestricted.
Fund balances will absorb the deficit for 2017/18.
42 ACADEMIC UNITS
VICE PROVOST FOR GRADUATE EDUCATION
PROGRAMMATIC DIRECTIONS The Vice Provost for Graduate Education (VPGE) plays a key
leadership role, working collaboratively across the university’s
seven schools, in enhancing the quality of graduate educa-
tion for 9,300 students pursuing degrees in more than 200
graduate degree programs and departments. VPGE addresses
several critical university priorities. VPGE administers seven
university-wide fellowships; fosters innovation by providing
opportunities for students’ professional development; and
serves as a catalyst for supporting innovative initiatives within
graduate programs, advancing diversity, and facilitating inter-
disciplinarity. VPGE’s programs and fellowships reach roughly
4,500 graduate students (over 800 on fellowships) annually.
The largest university-wide fellowship program is the
Stanford Graduate Fellowships (SGF) Program in Science and
Engineering, used to attract the best students in the world to
doctoral study in these fields at Stanford. More than 1,500
SGFs have earned doctoral degrees so far. These prestigious
three-year fellowships have encouraged creative approaches
to global problems—approaches such as building highly
efficient solar-powered batteries; developing a chemical
catalyst to make biodegradable plastics from organic, renew-
able materials; and combining 3-D imaging and 3-D printing
to create realistic physical models of rocks that are difficult
to access in person. The Stanford Interdisciplinary Graduate
Fellowships (SIGFs) have also gained momentum with 170
fellowships awarded. These graduate students are advancing
knowledge in unanticipated ways, even defining new lines of
inquiry. SIGF alumni are now teaching or conducting research
at institutions such as Princeton, Yale, Harvard, Duke, MIT,
and Berkeley, in addition to working in industry, government,
and the nonprofit sector. VPGE programs and staff support
the fellows’ pursuit of pioneering research interests that span
disciplines and help them prepare for uncharted interdisci-
plinary career trajectories.
VPGE fellowship funding will increase 8% from 2016/17 to
2017/18, despite minimal growth in endowment payout. The
number of SGFs will remain constant. The SIGF program, on
the other hand, will be growing as pledge payments are re-
ceived. The number of SIGFs will increase until the program
goal of awarding 33 new fellows per year is reached. After
the next few years, the number of fellowships awarded may
require adjustment if endowment income does not bounce
back. Fellowship stipend and tuition amounts will increase
by 3.5% next year. Fund balances will cover this expected
increase in graduate student support.
Endowment Payout forGraduate
Fellowship 80%
General Funds20%
2017/18 Consolidated Revenues$43.7 Million
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 39.7 40.8 43.7
Expenses
Salaries and Benefits 3.6 4.4 4.9
Graduate Student Support 35.5 36.3 38.3
Non-Salary 1.9 2.5 2.6
Total Expenses 41.0 43.2 45.9
Operating Results (1.3) (2.4) (2.1)
Transfers From (to) Endowment
& Other Assets (0.3) (0.3) (0.3)
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) (1.6) (2.6) (2.4)
Beginning Fund Balances 56.2 54.6 52.0
Ending Fund Balances 54.6 52.0 49.6
Revenues and expenses in this chart and table include $33.2 million of activity that is accounted for as operating transfers in Appendix A.
43ACADEMIC UNITS
A top priority for VPGE is to provide innovative programs in
collaboration with Stanford’s seven schools to recruit stu-
dents from diverse backgrounds and enhance their education-
al experiences while at Stanford. The Diversifying Academia,
Recruiting Excellence (DARE) Doctoral Fellowship Program
for advanced PhD students has become nationally known,
with 166 fellows. Seventy-five percent of DARE alumni work in
the academic sector; recently two have won prestigious early-
career awards, and two have already become tenured faculty.
In addition, VPGE has scaled up the Enhancing Diversity in
Graduate Education (EDGE) Doctoral Fellowship Program,
which supports incoming PhD students in five of Stanford’s
seven schools. EDGE provides mentoring and professional
development resources to support the academic success of
doctoral students in their first two years, with ongoing ac-
cess to research funds. A new initiative awards Diversity and
Inclusion Innovation Funds on a competitive basis to graduate
students and postdocs across the university. This fund was a
prototype for the university-wide fund just launched by the
Diversity Cabinet.
This year VPGE continued to focus on developing new re-
sources open to all graduate students under the banner of
Graduate Professional Development (GPD). These resources
include expanded initiatives in leadership development and
preparation for faculty careers. The GPD framework itself
has become a more sophisticated interactive tool, and more
graduate students are using it to assess their skill levels, de-
termine priorities for gaining proficiency, and locate resources
at Stanford—many of which are provided by VPGE. The major
domains are specialized content knowledge and skills, teach-
ing, communication, leadership and management, career
development, and personal development. Where possible,
programs are recorded for a video archive, to be available for
asynchronous use.
VPGE is in a strong financial position, leveraging and extend-
ing its reach with innovative programs and graduate student
funding across the university. January 2017 marked the 10th
anniversary of VPGE’s founding. As VPGE takes stock and
plans for the future, it will seek input widely from across the
university community to learn what is most valued and what
more can be done to enhance graduate education and gradu-
ate students’ experiences over the next decade.
CONSOLIDATED BUDGET OVERVIEWVPGE projects a 2017/18 consolidated budget with total
revenue and transfers of $43.7 million and expenses of $45.9
million, resulting in an operating deficit of $2.1 million. After
asset transfers of $0.3 million, an overall deficit of $2.4 mil-
lion is expected.
Revenues and transfers comprise mostly endowment pay-
out and general funds. For these two majority components,
endowment payout is expected to be $35.1 million, and $8.4
million is expected from general funds. After transfers of
$400,000 to departments for SCORE (Strengthening the
Core) and SPICE (Stanford Program on International and
Cross-Cultural Education) funding, revenues and transfers
total $43.7 million.
Consolidated expenses comprise 86% direct graduate
student support, 10% compensation and benefits, and 4%
programmatic non-compensation expenses. VPGE will
provide $38.3 million in direct graduate student funding for
several fellowship programs in 2017/18, an increase of ap-
proximately 6% from $36.3 million in 2016/17. Tuition and
salary/stipend rate increases and student growth in fellow-
ships and programs drive this increase. Compensation and
non-compensation expenses are expected to increase slightly
to $4.9 million and $2.6 million, respectively.
Most of VPGE’s graduate student funding is identified as
transfers from its endowment accounts to school/department
operating budgets. The budget plan is to spend down the
consolidated fund balance, using reserves to cover additional
expenses for graduate student funding and programs as well
as anticipated declines in endowment income for multiyear
fellowships. This will reduce the consolidated fund balance to
$49.6 million at year-end.
VPGE’s funding to graduate students and operational expens-
es will continue to increase as both ongoing programs and
new pilot programs are selectively extended to reach more
graduate students in new ways. Over the next three years,
forecast models indicate consolidated deficits of $2.5 million
annually. Fund balances will be used to cover the deficits,
ultimately bringing the consolidated fund balance to $40.7
million by 2019/20. Funding commitments will continue to
be determined based on how they can best meet university
priorities. The use of reserves will be monitored as decisions
are made about program offerings in light of feedback from
long-range planning.
44 ACADEMIC UNITS
VICE PROVOST FOR TEACHING AND LEARNING
The Office of the Vice Provost for Teaching and Learning
(VPTL) broadly supports teaching and student learning
across all of Stanford’s programs. VPTL’s mission in support
of faculty-led programs and initiatives is to help Stanford
invent the future research university by supporting teaching
and learning innovation for undergraduate, graduate, profes-
sional, and lifelong learning. VPTL’s activities and services
draw on core competencies in pedagogy, technology, learning
environments, academic business development, and coopera-
tive action.
In 2016/17, VPTL joined forces with the Stanford Center for
Professional Development (SCPD), formerly housed within
the School of Engineering. This move positioned every school
in the university to embark on bigger and broader educa-
tional initiatives that require a rich mix of capabilities. The
year 2016/17 also marked the completion of the learning
management system transition from CourseWork to Canvas,
consolidation of VPTL’s student services into the newly cre-
ated Lathrop Learning Hub, and experimentation with a new
coordinated public engagement model initially focused on the
presidential elections.
PROGRAMMATIC DIRECTIONSLike much of the rest of the university, in 2017/18 VPTL
will be engaged in Stanford’s long-range planning effort.
Additionally, VPTL will evolve its infrastructure to support
emerging programs and seek to understand the needs of
future learners.
Evolving VPTL’s Infrastructure to Support Emerging ProgramsCombining several organizations since 2015, VPTL is focused
on supporting effective pedagogy in all programs and exam-
ining ways to evolve its infrastructure to gain operational
efficiencies. Specifically, VPTL staff are increasing campus
services around communications; evolving digital strategies,
including course delivery, platforms, and modes; and vision-
ing for the redesign of Stanford’s centrally held classrooms.
In 2017/18, VPTL will embark on an infrastructure project
that will enable schools to manage a catalog of offerings for
lifelong learners that can be displayed both at online.stanford.
edu and at school sites. This effort will create a front door for
external learners, allow Stanford’s knowledge and expertise
to be disseminated more broadly, engage learners around the
globe, and drive website traffic to programs within schools
and departments.
General Funds38%
Executive Education/
Other62%
2017/18 Consolidated Revenues$39.5 Million
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 38.4 42.7 39.5
Expenses
Salaries and Benefits 24.0 24.1 25.0
Non-Salary 21.0 17.9 15.0
Total Expenses 45.0 42.0 39.9
Operating Results (6.6) 0.7 (0.5)
Transfers From (to) Endowment & Other Assets 0.6 0.0 0.0
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) (6.0) 0.7 (0.5)
Beginning Fund Balances 15.4 9.3 10.0
Ending Fund Balances 9.3 10.0 9.5
45ACADEMIC UNITS
VPTL also has the opportunity to optimize the university’s
approach to course delivery using a range of media, from
recorded lectures to studio- and on location–produced
courses created collaboratively by faculty and VPTL’s in-
structional designers. In doing so, VPTL proactively leverages
faculty time by ensuring that their online course content
reaches as many audiences as effectively as possible. VPTL
will identify the most efficient combination of digital plat-
forms to enable course delivery to the full range of online and
on-campus learners.
In the future, VPTL expects that lecture classes will increas-
ingly be complemented by classes that use other, more active
and participatory learning modalities and have high levels of
instructor/student and peer interaction. The classrooms that
support these models require more space and more flexibility
than the majority of Stanford’s traditional classrooms provide.
As experts in design of conventional and innovative learning
spaces, VPTL staff will participate in new classroom design
and renovation with the schools and Land, Buildings and Real
Estate (LBRE) to ensure new learning modalities are consid-
ered in these projects. VPTL will also work with the schools
and LBRE to develop a roadmap for the thoughtful redesign of
strategically selected centrally managed classrooms.
Understanding Future LearnersVPTL recognizes that each generation of learners is different.
Students today are increasingly invested in personal meaning
and public service. This is reflected in the Stanford 2025 slo-
gan “Find a mission, not a major.” Millennials will change jobs
six times between ages 22 and 32. They grew up with 9/11,
the great recession, internet connectivity, and social media. In
an environment of rapid change and plentiful digital informa-
tion, today’s learners need critical thinking skills, the ability
to reason from evidence, skill in navigating noisy sources of
sometimes unreliable information, the ability to collaborate
effectively with others, and interdisciplinary problem-solving
skills. In 2017/18, VPTL will investigate with its campus
partners what kinds of educational tools, pedagogically
innovative techniques, and learning assessment Stanford
should offer its students to best equip them to develop their
full potential, lead fulfilling lives, and be productive citizens
in tomorrow’s society.
Guided by a faculty advisory board, VPTL will codefine and
facilitate a range of collaborative initiatives and programs
around the topic of future learners. VPTL will partner with
appropriate schools and academic support units to involve
students, faculty, and staff in purposeful engagement around
issues impacting Stanford and higher education more broadly.
Programming will be designed to promote scholarly inquiry,
meaningful dialogue, and thoughtful listening. It will take
several forms: panel discussions, learning symposia, student-
centered special projects, field trips, and more. Aspects of
programming will engage the broader U.S. and international
higher education community.
CONSOLIDATED BUDGET OVERVIEW The 2017/18 consolidated budget for VPTL projects total
revenues of $39.5 million and expenses of $39.9 million, re-
sulting in a planned net operating deficit of $500,000. VPTL
will be in the final year of transition from presidential start-up
funds to general funds at $1 million per year.
Total revenues in 2017/18 are projected to decrease by $3.2
million, or 7.6%, from 2016/17. This decrease is primarily due
to the sunsetting of two large professional certificate pro-
grams within SCPD in 2016/17. It also reflects the $1 million
in one-time presidential support provided in 2016/17 for the
408 Panama Mall studio fit-up.
Total expenses in 2017/18 are projected to decrease by $2.1
million, or 4.9%, from 2016/17. Compensation expenses
are projected to increase by $877,000, or 3.6%, but VPTL
anticipates slightly fewer fixed-term and contingent posi-
tions in 2017/18. Non-compensation expenses are projected
to decrease by $2.9 million, or 16.4%, due primarily to the
completion of the studio fit-up at 408 Panama Mall and the
reduction of external partner payments related to the ending
of two large programs at SCPD.
VPTL expects to have a $9.5 million fund balance. VPTL
plans to utilize this balance to support the planned deficit,
program development for residential and online students,
and a technology reserve to refresh its technology-rich spaces
throughout campus.
46 ACADEMIC UNITS
HOOVER INSTITUTION
PROGRAMMATIC DIRECTIONSThe Hoover Institution seeks to generate ideas from its fel-
lowship, collect knowledge in its library and archives, and
communicate such knowledge and ideas to a broad audi-
ence, particularly undergraduate students at Stanford and
elsewhere. A strategic planning process is currently under
way to provide direction for the institution as it enters its
second century. Operational plans are being developed to
achieve pre-eminence for the institution as a public policy
research center; a collector of materials on social, political,
and economic change in the 20th and 21st centuries; and an
educator on policy issues—broadly speaking, to focus on its
core mission of research and education. The broad outlines
of this strategic plan inform the program and budget plans
for 2017/18. In the next fiscal year, the institution will see
additions to the fellowship and research program, growth
in the collection of archival materials, improvements in ac-
cess for the library and archives, and further expansion of a
broad education program. Development and consolidation of
administrative services and fundraising activities will scale
relative to the needs of the expanded Hoover program.
The strength of Hoover’s research program lies in the excep-
tional ability of its scholars; thus, identifying and attracting
leading academics to refresh the fellowship will be a key pri-
ority. Hoover will focus on recruiting the people necessary to
advance its mission and to advance scholarship in related so-
cial science and humanities disciplines, while de-emphasizing
research in areas outside the institution’s core focus. To this
end, Hoover will develop a more rigorous recruiting process
within the next year, with the goal of adding one net new full-
time senior fellow per year. For 2017/18, the budget includes
one new fellow specializing in China.
Hoover continues to view the convening of scholars to tackle
changes in public policy as an essential function. The primary
mechanisms for gathering these teams are conferences and
seminars. The institution will expand on existing efforts in
this area, not only on the Stanford campus but in Hoover’s
Washington, D.C., offices as well. It will place renewed em-
phasis on producing output intended to reach and impact
audiences beyond those able to attend these meetings.
Program activities for scholar groups studying labor produc-
tivity, immigration reform, climate change, and structural
macroeconomic modeling are in the plans for 2017/18.
Hoover plans to grow specific collecting areas in support of
the mission, building on core strengths and expanding into
new areas of strategic interest to scholars and policy mak-
ers. For 2017/18, Hoover will expand its collecting efforts
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 60.4 63.2 68.6
Expenses
Salaries and Benefits 41.3 43.0 47.2
Non-Salary 22.3 23.7 24.9
Total Expenses 63.6 66.8 72.1
Operating Results (3.2) (3.6) (3.4)
Transfers From (to) Endowment & Other Assets 2.4 0.0 0.0
Transfers From (to) Plant (20.0) 0.0 0.0
Surplus / (Deficit) (20.8) (3.6) (3.4)
Beginning Fund Balances 66.8 45.9 42.3
Ending Fund Balances 45.9 42.3 38.9
Endowment Payout
41%
Other 4% General Funds 1%
Gifts 52%
2017/18 Consolidated Revenues$68.6 Million
Sponsored Research 2%
47ACADEMIC UNITS
in the Middle East and North Africa and in Japan’s modern
diaspora. Technology enhancements will expand access to
Hoover’s collections. Hoover plans to leverage its recently
implemented content management system to deliver col-
lections to a broad online public. As a complement to this
new infrastructure, Hoover is proceeding with digitization on
two fronts: (1) digitizing its most important and endangered
sound, video, and paper collections in house; and (2) work-
ing in partnership with international and U.S. institutions and
with private-sector companies on larger-scale projects. The
project currently under way to digitize 5,000 rare newspaper
titles held by Hoover and Stanford University Libraries is a
relevant example of these partnerships.
As education is an essential function for Hoover, the institu-
tion continues to look for opportunities to disseminate its
work more broadly. The Educating Americans in Public Policy
initiative is intended to translate the research of Hoover’s fel-
lows into accessible, shareable content. In 2017/18, Hoover
will leverage the recently launched PolicyEd.org website to ex-
pand its offerings of short videos, edited and augmented seg-
ments of online courses, and digital communities to inform
the public on matters of public policy. Locally, the David and
Joan Traitel Building opening later this year will provide op-
portunities to engage with the broader Stanford community,
especially undergraduates. This summer, Hoover will use this
new facility to host an inaugural Summer Policy Bootcamp for
undergraduates, a one-week intensive program led by Hoover
scholars. Continuation of this bootcamp is in the budget for
2017/18. Finally, Hoover plans to expand upon its current
educational programs (Cyber Bootcamp, Congressional
Fellowships, Leadership Forum, Media Fellowships, and
Media Roundtables) to reach new audiences.
CONSOLIDATED BUDGET OVERVIEWFor 2017/18, Hoover projects revenues of $68.6 million and
expenses of $72.1 million, for an operating deficit of $3.4
million. Net of these results, end-of-year fund balances are
expected to be $38.9 million, with reductions occurring pri-
marily in restricted reserves.
Revenues are projected to increase by $5.4 million, or 8.6%,
over 2016/17. While endowment income is expected to grow
by only 2.3%, Hoover is optimistic about accelerated expend-
able giving growth as an offset due to recent investments in
the development function. Expendable gifts are expected to
grow significantly, increasing by $4.0 million over 2016/17.
Expense growth is expected to track with revenue growth,
increasing by $5.3 million, or 7.9%. Real growth of expenses
is concentrated in areas where large restricted balances have
accumulated due to past fundraising successes. Fundraising
has preceded expenditures in these areas, with significant
prepayment of long-range pledges building restricted re-
serves. The deficit between current revenues and expenses
will result in drawdowns of these accumulated balances.
Expense growth will be limited to available revenue and is
expected to occur primarily in the following areas:
n One new fellow appointment is budgeted, with the ad-
ditional support staff and research funds required. In
conjunction with this appointment and other recent fellow
additions, research activity will increase.
n Increased expenses for professional services, scholar
payments, and general program costs for the Educating
Americans in Public Policy initiative will continue in
2017/18.
n The new David and Joan Traitel building will incur costs
for operations and preventive and deferred maintenance.
Rental income is expected to partially offset new costs.
n New staff is anticipated in the administrative and develop-
ment functions to support growth in other areas.
CAPITAL PLANBased on findings from a Master Plan study, Hoover deter-
mined a need to make improvements to fellow office spaces
and Library and Archives facilities and storage; to create a
single secure point of entry for visitors; and to better con-
nect existing buildings. The current plan calls for renovating
major interior portions of the Herbert Hoover Memorial and
Lou Henry Hoover buildings, as well as select areas of Hoover
Tower. The project is estimated at $93.2 million and will be
funded locally by Hoover. Due to recent planning discussions,
the option of demolishing existing buildings and replacing
them with new facilities is being considered, with a final
determination expected later this year. A significant issue as-
sociated with the project will be the identification of alternate
storage facilities for Hoover’s library and archive materials.
48 ACADEMIC UNITS
STANFORD UNIVERSITY LIBRARIES
PROGRAMMATIC DIRECTIONSThe Stanford Libraries support students, faculty, and staff
through an extensive set of research support services and
instructional programs, as well as the continued curation of
a world-class set of information resources. While collections
in all their forms will always be a core focus of the libraries,
the service suite that they offer is expanding to include more
direct faculty engagement and interaction with the research
process. In addition, the libraries are actively engaged with
peer institutions to extend the breadth and impact of that
service suite.
As a founding member of the International Image
Interoperability Framework (IIIF) consortium, the libraries
have brought together a global suite of institutions to sup-
port and enable resource sharing in a way that supports
all our programs. IIIF helps ensure that the Stanford Digital
Repository, which continues to expand in terms of both col-
lections housed and use of materials, is leveraged to its fullest
capacity and serves the global good. Similarly, the libraries
are partnering with colleague institutions to support the de-
velopment of linked data services that have the potential to
dramatically improve access to research.
More locally, the libraries are partnering directly with faculty
to support new pedagogical approaches. One excellent ex-
ample is the Massively Multiplayer Humanities project, which
allows larger classes than ever before to work hands-on with
original materials from the Stanford Archives and Special
Collections. Where in the past, history students might not
have accessed these primary sources until their senior year,
this program is allowing large freshman classes to have the
experience.
Facilities are central to the libraries service portfolio, as users
look to library spaces both for access to collections and as
places for private study and team collaboration. The newly
opened Robin Li & Melissa Ma Library in the Sapp Center is a
wonderful example of both. The library brings together collec-
tions from biology, chemistry, math, and statistics in a single
facility and offers a spectrum of study spaces and classrooms
for students and faculty.
Returning to collections, this year the libraries have worked
extensively with the university’s Budget Office to review
trends in pricing for library materials. For many years, prices
for information resources have increased at a rate signifi-
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 84.8 89.8 89.5
Expenses
Salaries and Benefits 43.5 50.1 51.7
Non-Salary 37.7 39.4 37.4
Total Expenses 81.2 89.5 89.1
Operating Results 3.6 0.3 0.4
Transfers From (to) Endowment & Other Assets (0.1) 0.0 0.0
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) 3.4 0.3 0.4
Beginning Fund Balances 8.7 12.1 12.4
Ending Fund Balances 12.1 12.4 12.9
Endowment Payout
18%
Sponsored Research
2%
Gifts 1%
Other 9%
General Funds62%
University Press8%
2017/18 Consolidated Revenues$89.5 Million
49ACADEMIC UNITS
cantly exceeding the rate of inflation. This has in large part
been driven by dramatic increases in prices among for-profit
journal publishers; however, significant pressure has also
arisen from the need to acquire more extensive data sets
and from challenges around academic use of ebooks. In the
future, the libraries hope this improved understanding of cost
drivers in the industry will allow more careful assessment of
appropriate budget levels.
Finally, the libraries continue to face challenges in recruiting
and retaining academic staff. This has been an ongoing con-
cern for some years, and the libraries continue to seek new
approaches to attract the talented and qualified staff that are
needed to continue to provide the innovative services that
are the hallmark of the Stanford Libraries. As the university,
under its new president and provost, moves into a strategic
planning phase, recruitment and retention will be a key focus.
CONSOLIDATED BUDGET OVERVIEWConsolidated revenues and transfers are expected to total
$89.5 million. They consist of $55.2 million in general funds,
$10.5 million in auxiliary revenue and transfers, and $23.9
million in restricted funds. Consolidated expenses are pro-
jected to total $89.1 million, resulting in an operating surplus
of approximately $400,000. Compensation expenses are
budgeted at $51.7 million, operating expenses at $13.7 million,
and library materials acquisitions at $23.7 million. The base
budget for library material acquisition is projected to grow
about 4% from the 2016/17 level.
Fund balances at the end of 2017/18 are expected to be
$12.9 million. The libraries project balances of approximately
$400,000 in the operating budget, $1.3 million in designated
funds, $1.6 million in restricted expendable funds, $5.3 million
in restricted endowed funds, $2.2 million in LOCKSS auxiliary
reserves, and $2.1 million in LOCKSS auxiliary operations. The
$400,000 in the operating budget will cover ongoing special
projects that will conclude in 2018/19.
50 ACADEMIC UNITS
SLAC NATIONAL ACCELERATOR LABORATORY
PROGRAMMATIC DIRECTIONSStanford University operates SLAC for the Department of
Energy (DOE) through a management and operating contract.
SLAC has two primary, integrated strategic goals: innovat-
ing and operating premier accelerator-based facilities and
leveraging those facilities to develop new scientific pursuits.
Stanford developed a new model contract for the manage-
ment and operation of SLAC with the DOE in calendar year
2016. This new model, which is currently in the first year
of a three-year pilot at SLAC, tailors DOE requirements to
the circumstances and risk profile at SLAC. It also enables
SLAC to take greater advantage of existing Stanford policies
and systems. For example, the model allows SLAC to rely on
Stanford’s cyber security policies and systems. The model is
expected to improve SLAC’s systems and flexibility and thus
contribute to SLAC’s mission, and if the pilot is successful,
the model could be expanded to other national laboratories.
Separately, and independent of the development of this
new model, the Secretary of the Department of Energy has
approved a contract extension for SLAC, to be effective
October 1, 2017.
Scientific User FacilitiesSLAC’s user facilities draw more than 2,700 researchers from
around the world annually, with Stanford users representing
more than 10%. The laboratory operates two X-ray scien-
tific user facilities: Linac Coherent Light Source (LCLS) and
Stanford Synchrotron Radiation Light Source (SSRL). LCLS is
the world’s first hard X-ray free electron laser (FEL). This facil-
ity has transformed the field of X-ray science and positioned
SLAC as a world-leading center for FEL science. In order to
maintain pre-eminence, SLAC and DOE are constructing an
upgrade to the facility (LCLS-II) that will expand the accelera-
tor’s range of X-ray energies, significantly enhancing SLAC’s
scientific capability and capacity.
SSRL provides X-ray beams and advanced instrumentation
for research ranging from energy storage to drug discovery. A
large number of faculty groups from four of Stanford’s schools
pursue research enabled by SSRL. Stanford is contributing
funding towards a new Macromolecular Crystallography
beamline, to be completed in 2017, which will enable struc-
tural biology research in areas of biomedical, biological, and
bioenergy sciences. SSRL is also building an energy materials
[IN MILLIONS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Total Revenues 456.1 648.7 563.6
Expenses
Salaries and Benefits 191.7 190.1 193.4
Non-Salary 96.6 126.4 129.9
SLAC Construction 161.5 328.7 236.8
SLAC Fee Paid to Stanford 4.7 4.6 4.6
Total Expenses 454.5 649.7 564.6
Operating Results 1.6 (1.0) (1.0)
Transfers From (to) Endowment &
Other Assets 0.0 0.0 0.0
Transfers From (to) Plant 0.0 0.0 0.0
Surplus / (Deficit) 1.6 (1.0) (1.0)
Beginning Fund Balances 6.0 7.6 6.6
Ending Fund Balances 7.6 6.6 5.6
DOE Research Funds
57%
University Funds1%DOE
Construction Funds42%
2017/18 Consolidated Revenues$563.6 Million
51ACADEMIC UNITS
beamline that will further leverage materials research pro-
grams at Stanford.
Another SLAC user facility, Facility for Advanced Accelerator
Experimental Tests (FACET), completed its planned run
in 2016/17 and has been successful with breakthrough
science, especially in the area of plasma wakefield accel-
eration of electrons and positrons. FACET II, an upgrade
to FACET, received DOE approval in December 2015.
While the project is adversely affected by the 2016/17 con-
tinuing resolution, the lab has a mitigation strategy to keep
it moving forward.
Science ProgramsSLAC recognizes that providing world-class research facilities
is not enough. To ensure that SLAC carries out the best sci-
ence, the laboratory must continually take a leadership role
in identifying and pursuing new science opportunities. SLAC’s
core scientific competencies recognized by the DOE include
accelerator science and technology, advanced instrumenta-
tion, chemical and molecular science, condensed matter
physics and materials science, high energy density science,
and particle physics. SLAC’s science directorate pursues
part of its research through joint Stanford-SLAC institutes,
including the Photon Ultrafast Laser Science and Engineering
Center (PULSE), the Stanford Institute for Materials and
Energy Sciences (SIMES), and the SUNCAT Center for
Sustainable Energy through Catalysis. The PULSE Ultrafast
Electron Diffraction “electron camera” captures some of
nature’s speediest processes, revealing trillionth-of-a-second
motions of electrons and atomic nuclei. SIMES is develop-
ing next-generation battery technologies, and SUNCAT is
expanding carbon dioxide fuel research with a five-year,
$7.5 million grant from the DOE’s Joint Center for Artificial
Photosynthesis. The chemical sciences division is developing
new programs in core-level X-ray spectroscopy, enabled by
the capabilities of LCLS-II. SLAC also partners with Stanford
to develop the following capabilities:
n Macromolecular Structure Knowledge Center—Seed
funding from Chemistry, Engineering and Medicine for
Human Health and the School of Engineering (SoE) will
enable SLAC to provide scientific expertise and state-of-
the-art equipment for the production, purification, and
characterization of biological macromolecules.
n Cryo-electron microscopy—Stanford and SLAC are hir-
ing a joint faculty member to build what will become a
forefront capability in integrated structural biology and
imaging.
n Computer science division at SLAC—Seed funding from
SLAC, SoE, and the Dean of Research will fund faculty from
Stanford’s Computer Science Department to support the
extreme data management needs at SLAC.
n System prototyping facility—SLAC and SoE capabilities
will be joined to support electronic subsystem design for
cutting-edge research across campus.
CONSOLIDATED BUDGET OVERVIEWThe 2017/18 SLAC consolidated budget projects expenses
of $564.6 million, which includes $322.6 million for direct
research, $236.8 million for major capital projects, and $5.2
million for Stanford-related activities.
Consolidated expenses are expected to decrease 13.1% in
2017/18 from the $649.7 million projected for 2016/17 due
to the construction spend profile of LCLS-II, which begins to
taper down in 2017/18. The direct research programs, how-
ever, reflect growth over the 2016/17 planned level consistent
with SLAC’s strategy of 2% growth by adding new sponsors
to the traditional funding sources.
Included in the DOE contract is a $4.6 million performance
fee paid to the university for operations. In return, the uni-
versity makes available to SLAC $1.9 million of general funds
and $1.0 million of director discretionary funds.
CAPITAL PLANSLAC’s long-range development plan supports future scien-
tific program direction by consolidating research activities,
upgrading infrastructure, renovating facilities, and demolish-
ing substandard structures. This plan serves as a working
document and resource guide beyond the immediate future
of planned capital projects.
SLAC has two major federally funded construction projects
ongoing. The $1,045 million LCLS-II project builds on the
success of LCLS to ensure that the United States maintains a
world-leading capability for advanced research in energy, ma-
terials, biology, and chemistry. The $168 million, 3.2-gigapixel
Large Synoptic Survey Telescope (LSST) camera is the largest
digital camera ever built for astronomy. It is currently under
construction in Chile. The LSST will survey the entire visible
southern sky every few days for a decade, providing a public
archive of data that will dramatically advance our knowledge
52 ACADEMIC UNITS
of dark energy and dark matter, as well as galaxy formation
and potentially hazardous asteroids.
Additionally, SLAC is undertaking federally funded construc-
tion to improve its infrastructure. The university-funded
Photon Sciences Laboratory Building shell was completed by
Stanford in December 2016, making way for the $57 million
DOE-funded outfitting of the first two floors to commence in
February 2017, with tentative occupancy in 2018. This high-
performance, environmentally sustainable facility will include
wet labs, dry labs, a characterization suite, and cleanroom
spaces, as well as office and collaboration areas to support
SLAC’s photon science mission. The DOE is also providing
funding for improvements in SLAC’s utilities infrastructure to
support the new major scientific facilities.
As part of the university’s major Residential & Dining
Enterprises renovation plan over the next three years, ex-
pansion of the Stanford Guest House, located at SLAC, is
anticipated. SLAC’s desire is to have the expansion project
completed by the time that LCLS-II transitions into operation
in 2020.
CONSOLIDATED BUDGET FOR OPERATIONS, 2017/18: ADMINISTRATIVE & MAJOR AUXILIARY UNITS[IN MILLIONS OF DOLLARS] TOTAL RESULT OF TRANSFERS CHANGE IN REVENUES AND TOTAL CURRENT (TO)/FROM EXPENDABLE TRANSFERS EXPENSES OPERATIONS ASSETS FUND BALANCE
Administrative Units Business Affairs 235.9 236.7 (0.9) (0.3) (1.2) Office of Development 91.6 92.2 (0.7) (0.0) (0.7) General Counsel and Public Safety 42.2 42.4 (0.2) 0.0 (0.2) Land, Buildings and Real Estate 327.6 322.1 5.5 (6.2) (0.7) Offices of the President and Provost 119.7 114.5 5.2 0.6 5.9 Office of Public Affairs 4.3 4.3 0.0 0.0 0.0 Stanford Alumni Association 49.3 49.6 (0.3) 0.0 (0.3) Student Affairs 76.0 77.3 (1.2) 0.0 (1.2) University Communications 8.3 8.3 (0.0) 0.0 (0.0) University Human Resources 14.8 15.3 (0.5) 0.0 (0.5) Stanford Management Company 42.0 42.4 (0.4) 0.0 (0.4) Undergraduate Admission and Financial Aid 189.7 190.6 (0.9) 0.0 (0.9)
Major Auxiliary Units Athletics 135.9 134.4 1.5 0.0 1.5 Residential & Dining Enterprises 267.2 269.1 (1.8) 0.0 (1.8)
Total Administrative & Auxiliary Units 1,604.4 1,599.2 5.2 (5.9) (0.7)
53ADMINISTRATIVE & AUXILIARY UNITS
CHAPTER 3
ADMINISTRATIVE & AUXILIARY UNITS
This chapter focuses on initiatives and priorities in the administrative and auxiliary units of
the university.
Development & Alumni 9%
Admission & Financial Aid
12%
Business Affairs 15%
Other1 7%
Land, Buildings & Real Estate 20%
Athletics 8%
2017/18 Consolidated Expenses by Administrative & Auxiliary Units
Academic$4,806.8 million
Administrative & Major Auxiliary Units
$1,599.2 million
1 Other is Stanford Management Company, General Counsel & Public Safety, Public Affairs, University Communications, and University Human Resources.
Residential & Dining 17%
President & Provost 7%
Student Affairs 5%
54 ADMINISTRATIVE & AUXILIARY UNITS
BUSINESS AFFAIRS
The Business Affairs organization provides administrative
infrastructure, systems, services, and support for the ben-
efit of the university community. Business Affairs’ vision
is, “Together we will make administration seamless and
efficient to enable and support teaching, learning and re-
search.” Business Affairs units include Financial Management
Services (Controller’s Office, Treasurer’s Office, Purchasing
& Payments); University IT (IT Services, Administrative
Systems, Information Security Office, UIT Shared Services);
Office of Research Administration; Audit, Compliance, Risk
and Privacy; and Business Development.
The 2017/18 consolidated budget for Business Affairs shows
revenues and operating transfers of $235.9 million and ex-
penses of $236.7 million. After an additional $300,000 in
transfers to assets, total fund balances are projected to be
approximately $34 million at the end of 2017/18, a use of
$1.2 million. Reserves will fund one-time strategic priorities
in operations and enterprise IT systems projects.
Total expenses are projected to be 3% higher than in 2016/17.
Business Affairs is projecting FTE growth of 18 (2%) and
is absorbing $1.0 million of gift-processing activity previ-
ously handled by the Office of Development and Stanford
Management Company. Increased annual network and
academic systems support costs are also projected. These
increases are offset by decreases of $1.1 million in service
center and IT systems project expenses due to completion
of one-time projects.
Revenues and transfers will increase by $7.0 million. The
increase is primarily from general funds and revenue growth
of 1%, offset by transfers to other units. Of the general funds
increase, $4.8 million is growth in base, while $1.8 million
relates to a modification of sources from internal revenue and
transfers to general funds. The remainder is from increasing
networking and IT systems expenses.
Each year Business Affairs focuses on a specific group of
principal initiatives, many of which span multiple years, with
annual milestones and deliverables. These initiatives are
focused on continuous improvement in delivering excellent
client service, making administrative processes and systems
more efficient, and mitigating enterprise risk.
The top principal Business Affairs initiatives include the
following:
n Information Security—Provide security solutions such
that Stanford has no incidents attributable to a lack of
best practices. This is a multiyear initiative with two major
initiatives focused on protecting high-risk data in 2017/18:
(1) implementing minimum security standards for all
university-managed servers and applications handling
high-risk data, and (2) strengthening initial authentica-
tion to third-party services, such as payroll and benefit
partners.
n Talent Development—In support of growing Business
Affairs internal talent, continue a multiyear program for
staff development that includes exposure, experience,
and education. Business Affairs is implementing a pilot
program in which three employees will participate in
yearlong rotational assignments.
n Integrated Identity and Access Management Program—
Implement a modern, scalable identity and access man-
agement solution that will be replicated in the cloud and
will replace the existing system.
n Evolve and Consolidate Financial Planning and
Reporting—Consolidate and update tools for financial
management reporting, moving financial reporting content
to OBIEE (analysis and Business Intelligence Publisher).
This multiyear program is nearing completion and is ad-
dressing campus hunger for comprehensive and reliable
financial reporting capability.
n Communication/Collaboration—Partner with other
units and the Chief Information Officer Council to evolve
Stanford’s integrated collaboration/communication solu-
tion to include voice, video, and instant messaging in addi-
tion to email and calendar, and to support robust solutions
among the main campus, Redwood City, and other remote
sites.
n Purchase to Pay—Conduct a multiyear, multifocused
effort to improve in the spend management and purchas-
ing marketplace areas. Expanding from a pilot to regular
operations, the office is focusing on establishing a collab-
orative approach to produce higher and more sustainable
levels of adoption. It has established a university-wide
spend advisory board, which for the first time includes
representation from SLAC and the hospitals. Procurement
is also introducing Amazon as the university’s purchasing
marketplace, with built-in compliance that is simple and
easy to use and requires little training.
OFFICE OF DEVELOPMENT
The Office of Development (OOD) projects revenues and
transfers of $91.6 million and total expenses of $92.2 mil-
lion in 2017/18, resulting in the planned use of $712,000
in reserves. OOD fund balances are anticipated to decline
due to increased short-term investments in Earth, Energy &
Environmental Sciences; Engineering; and other development
programs. OOD’s main funding sources remain general funds
and support from the School of Medicine and Stanford Health
Care for Medical Center development costs.
Total expenses for 2017/18 are 9.1% higher than the 2016/17
year-end projection. Much of this growth results from a com-
prehensive replacement of OOD’s IT infrastructure.
Both the 2016/17 year-end projection and the 2017/18 budget
have increased over previously reported figures because of
the transition of a department—the Office of Special Events
and Protocol—from the Office of Public Affairs to the Office
of Development.
In 2015/16, philanthropic support for Stanford University
reached $951.2 million, a figure that includes both of the
university’s affiliated hospitals. A decline from the prior
year was due in large part to receipt of significant gifts of art
in 2014/15. Over half of all gifts made in 2015/16 were of
$100 or less, which is a testament to the dedication of our
alumni and friends to the breadth of disciplines and activities
at Stanford.
Looking ahead to 2017/18, OOD will remain actively engaged
with existing and prospective donors to support key university
and hospital priorities, including programs in the neurosci-
ences and Chemistry, Engineering and Medicine for Human
Health; the Accelerator for Collaborative Engineering; ongo-
ing postcampaign priorities in Stanford Medicine; and the
Stanford Institute for Innovation in Developing Economies
(Seed). OOD will invest general funds and reserves in critical
areas consistent with its strategic goals:
n Create an environment that attracts top candidates
and provides employees with opportunities for growth
and development—OOD’s talent manager has created a
pipeline of internal and external candidates for fundraising
roles, and he will continue efforts to grow that pipeline.
OOD will also remain focused on creating opportunities
for advancement within the organization and across the
university for all employees. OOD must ensure that top
staff are retained and nurtured during the many phases of
their careers.
n Support the university’s long-range planning process—
With all units focused on the future, development staff are
being thoughtful about how best to organize and ready
OOD for what comes after the process is complete.
n Engage volunteer leaders—OOD has launched a pilot
called LEAD (Lifelong Engagement and Advocacy for
Development), a program aimed at identifying and inspir-
ing future leadership volunteers, and will continue to focus
on creatively involving volunteers in university life.
n Develop systems and business processes that maximize
Stanford’s ability to engage donors and prospects in
timely, meaningful, and personalized ways—OOD is
actively engaged with the Stanford Alumni Association
to retire shared 20-year-old IT infrastructure and move to
Salesforce and other technologies. The ADAPT (Alumni
and Development Application Transformation) project
launched in July 2015 and will take place over five years.
It covers all aspects of OOD’s system needs, including
constituent management, communications, events, mar-
keting automation, gift processing, reporting and business
intelligence, and stewardship.
GENERAL COUNSEL AND PUBLIC SAFETY
Office of General CounselThe Office of General Counsel (OGC) projects a balanced
budget of $18.9 million in 2017/18. Of this, $11.4 million is a
direct pass-through for health care legal services, $2.6 million
is from university units that reimburse OGC for legal services
on an annual basis, and approximately $5 million is general
funds, including a carryforward of $300,000 from 2016/17.
Not included in these numbers is about $9 million for out-
side counsel fees that will be reimbursed by other university
schools and departments, for a total of about $28 million in
legal spending. The 2017/18 budget reflects a 3% increase
from the 2016/17 year-end projections.
Client demand for legal services has increased and continues
to increase the volume of work that is required. Based on
client demand, OGC added a new FTE (real estate attorney)
in 2016/17, and it expects to hire an additional attorney in
2017/18 to meet the growing demand for legal services in
other areas. OGC is also reviewing salary levels for lawyers,
as they appear to be below market.
55ADMINISTRATIVE & AUXILIARY UNITS
OGC will continue to focus on its main strategic priorities: (1)
proactively trying to constrain costs by increasing efficiency;
(2) identifying risk to minimize it; (3) conducting preventative
counseling and more comprehensive client training; and (4)
resolving disputes early. OGC will continue its effort to main-
tain an optimal balance between inside and outside counsel
to provide cost-effective, high-quality service.
Public Safety The Department of Public Safety (DPS) budget projects a
surplus of $78,000 for 2017/18, assuming anticipated salary
savings from vacant positions and projected revenue from
event security operations. Consolidated revenues and trans-
fers of $23.5 million are offset by budgeted expenses of $23.4
million. The fire and emergency communication services con-
tract constitutes approximately 32% of the total DPS budget
at $7.5 million for 2017/18.
The contract with the City of Palo Alto for fire prevention
services expired in October 2015. Stanford and the city have
agreed to a short-term extension that allows the Palo Alto
Fire Department to continue to serve Stanford while the par-
ties continue working towards finalizing a new agreement for
fire services. The fire contract budget projection for 2017/18
of $7.5 million is based on the fixed-fee model described in
the current extension to the contract. The actual 2017/18
expenses to Stanford could change based on the outcome of
current labor negotiations.
Programmatic changes for DPS in 2017/18 include increasing
the numbers of sworn and nonsworn personnel to support
evolving security needs on campus; implementing a new
fire services contract; improving the functionality of the uni-
versity’s AlertSU emergency communications system; and
implementing a county-mandated radio system to enhance
interagency communication. Moving forward with the design
phase of the new Public Safety facility will also be an area of
focus for 2017/18.
LAND, BUILDINGS AND REAL ESTATE
Land, Buildings and Real Estate (LBRE) is responsible for
the university’s Capital Plan; commercial real estate on
endowed lands; campus utilities, grounds, and parking and
transportation; and stewardship for 8,180 acres of campus
and contiguous land, as well as construction and operational
management of the Stanford Redwood City campus. LBRE
also manages operations and maintenance (O&M) for over
320 academic buildings and 6 parking structures totaling over
10 million square feet (sf).
During 2017/18, LBRE estimates revenues and transfers of
$327.6 million and expenses of $322.1 million. After account-
ing for net transfers to plant of $6.2 million for capital renewal
projects, LBRE forecasts a $718,000 deficit, which will be
covered by beginning reserve balances.
Total expenses in 2017/18 are expected to increase by $5.9
million, or 1.9%, over 2016/17 as a result of:
n An increase of $2.9 million in external energy and water
utility expenses, offset by a decrease of $911,000 in debt
service;
n Incremental O&M costs of $1.6 million for new campus
structures (Bass Biology, the Kingscote Renovation,
Education Farm, Athletic Academic Advising and Rowing,
and Environmental Health & Safety Expansion); and
n General increases in compensation and materials.
In addition to the responsibilities listed above, LBRE leads
numerous initiatives that typically span years from concept
to completion. These initiatives are described in detail in
Chapter 4, Capital Plan and Capital Budget, and include:
n Stanford Redwood City
n Escondido Village Graduate Residences
n General Use Permit (GUP)
n Growth and transportation
n Parking and circulation
Additionally, LBRE is currently implementing the following
operational initiatives: Facilities 2020, the Integrated Controls
and Analytic Program (iCAP), and the Electricity Purchase
Strategy.
Facilities 2020
Facilities 2020, an initiative that moves facilities operations
from a “central shops” organization to a hybrid “district” or-
ganization, will return 55,000 GUP sf from LBRE to academic
(or other) use as determined by the university. Additionally,
it will save significant travel hours for maintenance techni-
cians and, as a result, will reduce both the workforce and
dependence on vehicles. Four district work centers (DWCs)
will be constructed in strategic locations on campus to al-
low the technicians to be closer to the buildings they serve,
therefore enhancing customer service. Three DWCs will be
located on or near Memorial Way, the Roth Garage, and the
56 ADMINISTRATIVE & AUXILIARY UNITS
Hansen Experimental Physics Lab; the fourth will utilize part
of the existing bookstore. A renovated Bonair hub will house
functions that cannot be decentralized. Occupancy of the
DWCs is planned for October 2018. Once fully implemented,
Facilities 2020 is projected to return $1.6 million annually to
general funds ($2.2 million savings net of $611,000 in debt
service for construction of the DWCs).
Integrated Controls and Analytic Program
iCAP will modernize the control systems that regulate basic
processes in buildings: heating and cooling, ventilation, light-
ing, and more. Modern computer-based controls offer the
potential to integrate all of these processes under one system.
A master building controls upgrade plan targets the largest
105 buildings on campus over a 10-year period, aligning the
work with existing facilities renewal, energy efficiency, and
maintenance programs, thereby avoiding the need for incre-
mental funding.
iCAP costs include the purchase of building controls and
analytic software. The total program is estimated to cost $50
million over 10 years. Energy and O&M savings are projected
to be $8 million per year (once all phases are implemented),
resulting in a simple payback of 6.25 years.
Electricity Purchase Strategy
In 2015, Stanford executed long-term power purchase agree-
ments for new on- and off-site solar electricity generation
equivalent to 56% of total campus electricity use (53% off-
site and 3% on-site). Off-site solar generation commenced
December 22, 2016, with on-campus generation following on
March 31, 2017. Power generated from the rooftop facilities
is consumed directly by university buildings. However, in
accordance with state electrical grid operating procedures,
power from the off-campus solar facility is sold into the grid
at the point of generation in Southern California, and energy
is purchased at the point it is taken off the grid in Northern
California.
Since August 2016, the university has purchased 100% of its
electricity from the day-ahead market. However, it continu-
ously reviews other options, which may include fixed-price
block agreements, additional generation from renewable
sources, and/or a combination of all of the above. Purchase
option considerations include cost, price stabilization,
sustainability goals, and regulatory compliance.
To more effectively manage Stanford’s Direct Access elec-
tricity procurement program, the university established the
wholly owned subsidiary Stanford University Power LLC. All
electricity procurement transactions have been or will soon
be transferred to the LLC.
OFFICES OF THE PRESIDENT AND PROVOST
The budget of the Offices of the President & Provost (PPO)
for 2017/18 will consist of revenues and operating transfers of
$119.7 million; expenses of $114.5 million; and transfers from
assets of $650,000, resulting in a net change in fund bal-
ances of $5.9 million. These figures represent changes over
the 2016/17 year-end projections of 5.5% in revenues and
operating transfers, 5.4% in expenses, and 20.5% in transfers
from assets (to support the housing loan programs within the
Faculty/Staff Housing Office). Most of the increase in fund
balances results from unspent endowment payout supporting
the new Knight-Hennessy Scholars program.
Beginning in fall 2018, the Knight-Hennessy Scholars pro-
gram, a new graduate-level scholarship, will select up to 100
high-achieving students with demonstrated leadership and
civic commitment who will receive full funding to pursue
a graduate education at Stanford. In addition to their core
Stanford degree programs, these scholars will have additional
opportunities for leadership training, mentorship, and cohort-
based experiential learning across multiple disciplines.
The PPO comprises a collection of administrative units. The
unit has changed in size and composition as groups have
been moved administratively around the university. In ad-
dition to the operations of the President’s Office and the
Provost’s Office, the PPO includes the University Budget
Office, the Academic Secretary’s Office, the Ombuds Office,
Continuing Studies, the Office for Religious Life, the Office of
Institutional Equity and Access, and several other small units
that support university-wide services.
In 2016/17, five offices were brought together under the um-
brella of the Office of Institutional Equity and Access: Title
IX, Sexual Assault & Relationship Abuse Education, Sexual
Harassment Policy Office, Diversity & Access, and the Office
of the University Ombuds. The senior associate vice provost
is continuing to assess programmatic needs and anticipates
there may be some reorganization of office responsibilities to
best serve the Stanford community in achieving the collective
57ADMINISTRATIVE & AUXILIARY UNITS
mission of preventing discrimination, harassment, and sexual
violence, and responding to and redressing allegations of
misconduct. Several new educational programs have been
developed specific to the needs of undergraduate and gradu-
ate students.
Some PPO units, the Office of Religious Life in particular, are
working to develop plans for programs and staffing levels in
the context of slower growth in endowment income.
The vice provost for faculty development and diversity is
planning several initiatives that will be funded with reserves.
Programs such as Writer’s Retreat and workshops on man-
agement and mentoring have been well received. A national,
two-day intensive leadership program and mentoring work-
shop for 40-50 academic women of color was a huge suc-
cess, and similar programs will continue.
The Stanford Distinguished Careers Institute (DCI) offers ac-
complished individuals from all walks of life the opportunity
to come to Stanford for a yearlong residential program of per-
sonal renewal and community engagement. DCI is designed
to enhance and improve the life journey through renewed
purpose, community and network building, and a recalibration
of health and wellness for individuals. As the program enters
its third year of operation, enrollment and program size are
projected to remain constant and revenue flat.
Continuing Studies Programs (CSP) shares the rich educa-
tional resources of the university with neighboring, matricu-
lated, and returning students to nurture a vibrant learning
community, to nourish the life of the mind, and to promote
the pleasures of intellectual exploration and exchange. CSP
continues to record stronger-than-anticipated enrollment
growth; in particular, the high school and visiting under-
graduate student population has grown 4%-5%. In 2017/18,
Summer Sessions (SS) is looking to expand its online course
offerings to complement special programs such as Veteran
Accelerator 2.4 and Horizon Scholars. These programs pro-
vide full scholarship opportunities and tailored programming
for selected students. Developing and maintaining high-
quality online courses allows CSP/SS to continue reaching
new students from an increasingly diverse population.
Finally, the transitions of the president and provost have had
an impact on the immediate operations of the PPO as they
make decisions about staffing levels to meet new initiatives.
OFFICE OF PUBLIC AFFAIRS
The Office of Public Affairs (OPA) projects total revenues
and transfers of $4.3 million and expenses of $4.3 million,
resulting in a balanced budget. Total revenues and transfers
are budgeted to decrease 9% from $4.7 million in 2016/17,
and total expenses are expected to decrease 12% from $4.9
million. Incremental base general funds allocated to OPA
include funding to support its mission. OPA forecasts an end-
ing balance of $634,000, of which approximately $460,000,
or 73%, represents a very modest unrestricted reserve to
support internal and external strategic programs.
In consultation with university leadership, OPA’s Government
and Community Relations Office (GCR) leads Stanford’s
engagement with federal, state, and local governments, as
well as fostering Stanford’s relationship with neighboring
communities. GCR promotes the university’s research and
education mission through contact with public officials,
tracking of pertinent legislation and regulatory proposals,
and, when appropriate, lobbying on behalf of the university
on a wide variety of issues ranging from land use policies to
funding for the basic sciences. How Stanford strategically
and thoughtfully uses its land and infrastructure systems to
serve its mission is controlled by several local government
entities, most significantly Santa Clara County and the City
of Palo Alto.
The application for a new General Use Permit from Santa
Clara County will be an area of significant activity in 2017 and
into 2018. Public engagement will be increasing as fiscal year
2017/18 begins, assuming Santa Clara County’s draft environ-
mental impact study is released on the current schedule. The
analysis of key impacts of Stanford’s proposed development
on, e.g., traffic congestion and the need for affordable housing
will generate significant community discussion. The negotia-
tion of mitigation measures to offset potential impacts will be
part of the discussion.
The current federal government policy environment requires
significantly increased effort and resources to defend and ad-
vance the university’s research and education mission. There
will be opportunities to advance some priorities, including
regulatory reform at research funding agencies and the
Department of Education, as well as Bay Area transportation
upgrades as a part of transportation infrastructure funding
58 ADMINISTRATIVE & AUXILIARY UNITS
legislation. However, OPA expects to confront the most
challenging policy environment it has faced in many years
regarding research funding, college costs, endowments and
tax reform, the Affordable Care Act, and immigration, among
other areas.
Other key topics of importance to the university include
admission and financial aid policies, student services and
rights, campus sexual assault and campus safety, student
athlete rights, privacy protection of research involving hu-
man samples, treatment of animals used in research, state
research funding, land use/zoning policies, affordable hous-
ing, and resources for nonprofit organizations.
STANFORD ALUMNI ASSOCIATION
The Stanford Alumni Association (SAA) projects $49.3 mil-
lion in gross revenue and operating transfers and $49.6 mil-
lion in total expenses in 2017/18, resulting in a reduction of
$317,000 in its consolidated fund balance. Reserve balances
are projected to stand at $2.7 million at the end of 2017/18.
Business and program revenues, coupled with income from
lifetime membership, building, and other endowment fund
pay-outs, will generate over 75% of SAA’s gross revenue.
The remaining revenue will come from base and one-time
general funds and presidential funds. Gross revenue and
gross expense will increase 5% from 2016/17 projected lev-
els. This increase reflects the inclusion of special one-time
programming for a multicity president’s welcome tour funded
by presidential funds as well as investments in graduate-only
student and alumni programming.
In 2015/16 and 2016/17, SAA self-funded a pilot program
to tailor a set of programs, communications, and content to
meet the needs of graduate-only constituents. The goal was
to increase the connection to Stanford and to other graduate-
only students and alumni, a segment which is traditionally
underrepresented in SAA activities. These efforts resulted
in engagement growth of 11% for graduate-only alumni over
this period, as compared to 7% growth in undergraduate
and dual-degree alumni engagement. These early successes
have only begun to scratch the surface of the potential to
engage this growing segment of the alumni population. The
incremental base and one-time general funds received for
2017/18 to enhance and develop new graduate-only student
and alumni offerings will allow SAA to continue making head-
way with this segment. As it did throughout the pilot, SAA
will continue to collaborate with the major graduate student
organizations across campus.
New general funds in 2017/18 will also allow SAA to cease
voluntary-contribution fundraising efforts that have his-
torically supported Stanford magazine. While solicitations
to readers of the magazine have been an effective means of
garnering financial support for it, there has been increasing
pushback from alumni to these solicitations and a growing
risk of damaging the tremendous goodwill that has been built
through Stanford magazine.
SAA launched a multicity welcome tour for President Marc
Tessier-Lavigne in 2016/17. This program gives alumni an op-
portunity to hear from and meet the new Stanford president.
The welcome tour will continue through 2017/18, supported
by presidential funds.
The multiyear and critically important SAA/Office of
Development (OOD) technology transition project (ADAPT)
continues to be a top priority for SAA. The migration of the
shared SAA/OOD constituent database to a Salesforce plat-
form is under way and paves the path for both organizations
to better serve and meet the digital needs and expectations
of alumni, donors, and campus partners. From targeted and
dynamic communications to digital content on topics and
platforms relevant to alumni, this technology overhaul will
allow SAA to connect with and engage an increasingly diverse
alumni body.
Global economic and political instability will continue to pres-
ent a challenge to SAA businesses in 2017/18. More specifi-
cally, SAA’s Travel/Study program, a key internal generator of
funding for SAA-subsidized program offerings, has become
subject to increased volatility. In response, SAA remains
focused on opportunities for revenue enhancement and cost
savings across its portfolio.
SAA’s mission is to reach, serve, and engage all alumni and
students; to foster a lifelong intellectual and emotional con-
nection between the university and its graduates; and to
provide the university with goodwill and support. The stra-
tegic investments discussed above are expected to deliver a
significant return to the university in heightened connection,
increased engagement, and a stronger community of alumni
and students.
59ADMINISTRATIVE & AUXILIARY UNITS
STUDENT AFFAIRS
The mission of Student Affairs is to educate students to make
meaningful contributions as citizens of a complex world.
Student Affairs offers a range of services and programs de-
signed to enhance the academic enterprise and to empower
students to embody community standards of respect, resil-
ience, individual leadership, and collective responsibility. The
goal is to support, sustain, and engage students in programs
that cultivate good habits of mind, ethical behavior, empathy,
and intellectual curiosity.
Student Affairs comprises seven units encompassing more
than 25 offices that provide undergraduate and gradu-
ate students with a range of services, opportunities, and
resources. The seven units, led by associate vice provosts,
are Administration; BEAM (Bridging Education, Ambition &
Meaningful Work), Stanford Career Education; Community
Engagement and Diversity (CED); Dean of Students;
Residential Education; University Registrar and Student and
Academic Services; and Vaden Health Center.
For 2017/18, Student Affairs projects total revenues and
operating transfers of $76.0 million and expenses of $77.3
million, resulting in a planned operating deficit of $1.2 mil-
lion. Primary drivers of the deficit include expenses related
to expansion of the Haas Center’s Cardinal Service initiative
and rising costs of laboratory and other health care expenses
at Vaden Health Center. The deficit will be supported by
drawdowns against expendable gifts in the case of the Haas
Center and by accumulated reserves in the case of Vaden. An
increase in revenue totaling $3.2 million is due in part to an
accounting process adjustment providing greater visibility of
Residential Education house dues, resulting in a $1.6 million
pass-through of revenue and expense. Consolidated fund
balances of $26.6 million are expected at year-end.
Projected growth in funding is modest and includes increased
levels of restricted income to support the Haas Center’s
Cardinal Service initiative and the First-Generation and Low-
Income Program’s Opportunity Fund. Funding is expected
to continue for the Office of Community Standards, in part-
nership with the Title IX Office, to address issues related
to sexual assault, relationship violence, and other conduct
prohibited by Title IX. These efforts include a pilot program
for investigating and adjudicating alleged incidents of sexual
misconduct. Funding also is expected to continue for the
Confidential Support Team, which has been supported with
soft funds and is jointly sponsored by the School of Medicine
and Vaden, to provide a coordinated response to students
who may have experienced sexual misconduct.
A combination of one-time general funds and base funding
allocations was granted for 2017/18 to support the univer-
sity’s commitment to inclusivity—specifically CED’s work
focused on diversity education for all students and support
for first-generation and low-income students. Three-year
bridge funding has been extended to the Markaz: Resource
Center, which has been critical in working with students
affected by executive orders issued by the federal govern-
ment regarding travel and immigration. In addition, Bechtel
International Center has received emergency funding to
support increased demands for document processing and
outreach, also a byproduct of federal executive orders. One-
time, one-year funding for 2017/18 will support a student
leadership development program designed by Student
Activities and Leadership, expansion of Cardinal Quarter
Fellowships focused on communities served by CED, and
resources in BEAM to help students maximize connections
and opportunities by leveraging digital environments. One-
time funding continues to support the Office of Alcohol Policy
and Education’s alcohol education programs and alcohol-free
activities.
Greg Boardman, vice provost for student affairs, who has
led Student Affairs for more than a decade, will retire at the
end of 2016/17, marking a leadership change for the division.
Student Affairs’ strategic planning initiative, entitled “The
Future of Student Affairs,” will continue under new leadership
and in tandem with Stanford’s university-wide long-range
planning process.
UNIVERSITY COMMUNICATIONS
The Office of University Communications assists Stanford
to influence and inspire a changing world by broadly sharing
discoveries, expertise, and ideas in compelling, sophisticated
ways with millions of people around the world. It serves as
Stanford’s primary, trusted source of information about the
university, its expert resource for professional communica-
tions advice and support, and its leader in communications
innovations, standards, and training.
University Communications oversees all central internal and
external communication programs for the university, includ-
ing executive communications; institutional media relations;
primary Web, mobile, digital, and social platforms; visual
60 ADMINISTRATIVE & AUXILIARY UNITS
identity and brand management crisis response; the Stanford
News Service; Stanford Report; and Stanford Video. The unit
manages university-wide communications policies, including
those on filming and photography, Web accessibility, social
media, visual identity, and use of the Stanford name. It also
manages special programs such as TEDx Stanford, a pilot
with SiriusXM radio, and shares management oversight of
Stanford Web Services with University IT. It also provides
leadership, tools, guidelines, training, and resources to a
network of more than 150 communications professionals in
campus units and the seven schools.
The Office of University Communications projects total
revenues and transfers of $8.3 million and expenses of $8.3
million, resulting in a balanced budget. Total revenues and
transfers are budgeted to increase 12% from $7.4 million in
2016/17, and total expenses are expected to increase 11%
from $7.5 million. Incremental base general funds allocated
include funding to support a broad spectrum of services
provided by University Communications to the campus com-
munity, as well as resources to address some of University
Communications’ priorities and initiatives for 2017/18,
such as:
n Providing communications leadership to the campus
at large and support for major campus initiatives such
as long-range planning, student support services, the
General Use Permit application process, the Redwood City
campus, the Knight-Hennessy Scholars, graduate student
housing, and sustainability.
n Conveying the need for ongoing federal support for re-
search and the value of innovation to economic growth.
n Highlighting the strength and importance of the humani-
ties, and of student exposure to a broad, liberal education.
n Launching a redesign of the Stanford.edu home page,
Stanford Report, and Stanford Mobile in mobile-friendly,
responsive formats.
n Refining content delivery to provide more timely infor-
mation about Stanford and compelling stories across all
platforms.
n Identifying platforms to better meet the unique communi-
cations needs of students and faculty.
n Creating a more robust brand and identity toolkit to
make it easier for the campus community to incorporate
Stanford into communications and events.
n Planning for emergency and crisis communications by
strengthening emergency planning and preparation across
University Communications, including additional training,
role playing, and real-time response exercises.
University Communications forecasts a modest ending bal-
ance of $119,000, of which approximately $93,000, or 78%,
is restricted to specific projects and endowment-related
expenditures.
UNIVERSITY HUMAN RESOURCES
University Human Resources (UHR) advances Stanford’s
mission of excellence in teaching, learning, and research by
cultivating an environment of high employee engagement,
performance, and productivity while supporting the chang-
ing nature of work to ensure the university’s workforce is
prepared to meet its future needs. UHR delivers programs
and services that foster continuous improvement, stream-
line employee administrative processes, and ensure staff at
Stanford feel valued, supported, and respected. The units
within UHR are talent management and workforce strategy,
employee and labor relations, client services, compensation,
benefits (including the Work Life Office, childcare centers,
and the Faculty Staff Help Center), and HR communications.
UHR’s 2017-19 strategic plan was developed in collaboration
with the Administrative Planning Executive Committee and
the HR community, and in keeping with the results of the staff
survey. Strategic areas of focus include workforce planning,
talent attraction, talent management, employee engagement,
and HR excellence.
The 2017/18 consolidated budget shows revenues and oper-
ating transfers of $14.8 million and expenses of $15.3 million.
The budget plan commits approximately $545,000 of prior
years’ operational savings to supplement revenues and trans-
fers, which will be used to support the initiation of projects
critical to the launch of HR’s strategic plan.
The projected fund balance at the end of 2017/18 is $2.8 mil-
lion, of which approximately two-thirds are in the operating
budget and the remainder designated for childcare centers.
These funds will maintain UHR’s ability to address unforeseen
emergencies, self-fund emerging same-year initiatives, man-
age shortfalls due to fringe volatility, meet the university’s
evolving priorities, and, with designated funds, continue to
invest in priorities for Stanford’s childcare centers, including
61ADMINISTRATIVE & AUXILIARY UNITS
closure of the Pepper Tree and Rainbow centers, expan-
sion and relocation of the Children’s Center of the Stanford
Community, and opening of the new childcare center at
Stanford Redwood City.
UHR will continue to focus on the strategic priorities estab-
lished in its three-year plan:
n Workforce planning—Piloting a workforce planning pro-
cess to identify and plan for the workforce needed, then
optimize HR and related plans (for better decision making
and resource allocation). Pilots have been initiated in the
School of Engineering and Business Affairs.
n Talent attraction—Evaluating results of an end-to-end
recruiting process assessment to develop plans and
programs to enhance talent attraction. Preliminary recom-
mendations upon which enhancements will be based are
to improve tools and resources, develop shared candidate
pools, and enhance internal movement of staff.
n Talent management—Leading the change management
process for the relocation of 2,700 employees to the new
Stanford Redwood City campus in 2019. While the early
emphasis is on the organizations and employees who will
move, the change management initiatives also address
the changes likely for faculty and staff who will remain on
the original Stanford campus. In addition, UHR is in the
early stages of adding manager development courses to
augment its current programs.
n Employee engagement—UHR continues to advise and
support staff survey action planning, implementation,
and communication. UHR is also in the early stages of
assessing options to enhance benefits offerings and/
or programs as well as to improve staff recognition and
rewards programs.
n HR excellence—UHR is committed to continuous im-
provement of its programs. In 2017/18, it will expand its
HR shared-services model more completely to increase ef-
ficiency while focusing on the quality of how it delivers its
services. UHR is also reviewing HR policies and processes
to ensure clarity, consistency, and any changes needed to
support the move to the Stanford Redwood City campus.
62 ADMINISTRATIVE & AUXILIARY UNITS
MAJOR AUXILIARY UNITS
The budget lines for the School of Medicine, the Graduate School of Business (GSB), Humanities & Sciences
(H&S), the Vice Provost for Undergraduate Education (VPUE), and Stanford University Libraries (SUL)
include auxiliary revenues and expenses. These auxiliary operations include the Schwab Center of the
GSB, Stanford University Press in SUL, Bing Overseas Studies in VPUE, and Stanford in Washington and Bing
Nursery School in H&S. These items are separately identified in the schools’ consolidated forecasts in Appendix
A. The major independent auxiliaries are Athletics and Residential & Dining Enterprises (R&DE). Due to the size
of the Stanford University Press it is also included in this chapter.
ATHLETICS
The fiscal outlook for the Department of Athletics, PE, and
Recreation (DAPER) appears more favorable in 2017/18 than
it has in past years. DAPER projects a surplus of approxi-
mately $1.5 million in 2017/18 based on projected revenues
of $135.9 million and expenses of $134.4 million. Significant
changes in revenues are anticipated in key areas, creating
an overall expected increase of 2.9% over the projection for
2016/17. Overall expenses are expected to grow by 4.0%
from the projection for 2016/17. DAPER’s consolidated
budget consists of three distinct sets of activities: auxiliary
operations ($102.8 million), financial aid ($26.1 million), and
designated activities ($7.0 million).
Auxiliary Operations
Auxiliary operations are made up of two primary areas, inter-
collegiate activities and ancillary activities, with net income
from the latter helping to support the former.
Intercollegiate Activities
Revenues and transfers from intercollegiate activities in
2017/18 are projected to be $78.4 million. Projected ex-
penses are $79.6 million. The $1.2 million deficit is funded
through net income from ancillary operations, specifically the
golf course and camp operations. Intercollegiate revenues
are projected to be up approximately 3.9% in 2017/18. This
is due to the combination of a significant increase (approxi-
mately $2.0 million) in revenue from football ticket sales be-
cause of a more favorable home schedule, moderate increas-
es in revenue from broadcasting and restricted gifts, and a
moderate decrease in revenue from the NCAA/Pac-12 due to
the assumption that only one Pac-12 team will play in a major
bowl game. Expenses related to intercollegiate activities are
expected to increase by 4.3%, most significantly in two key
areas. Compensation expenses are increasing due to con-
tractual obligations and a generous salary program planned
to match the overall university program. Additionally, facili-
ties expenses are increasing as DAPER continues to manage
significant deferred-maintenance needs and incorporate
operating expenses for new facilities.
Ancillary Activities
Revenues and transfers from ancillary activities in 2017/18
are projected to be $24.4 million. These revenues comprise
general funds (primarily to support the PE, Recreation, and
Wellness area of the department); a contribution from the
university benefits pool (to support facilities open to all stu-
dents, faculty, and staff); and revenues from the golf course,
the equestrian center, the Stanford Campus Recreation
Association, and camp operations. Expenses related to
these activities are projected to be $21.8 million in 2017/18.
The golf course and camp operations produce a surplus of
approximately $2.6 million that supports the intercollegiate
side of DAPER’s operations. All areas of ancillary activities
are projected to have only inflationary growth in revenues and
expenses over 2016/17 projections.
Financial Aid
DAPER’s financial aid endowment continues to be a signifi-
cant asset to the department. However, financial aid expens-
es will continue to exceed endowment payouts in 2017/18,
and DAPER projects needing a transfer of approximately
$2.9 million from operating revenues to balance the financial
63ADMINISTRATIVE & AUXILIARY UNITS
aid budget. Projected revenues (including this transfer) are
$26.1 million, and expenses are $26.0 million. This budget
provides approximately 340 scholarships that benefit over
500 student-athletes. This compares to projected 2016/17
revenues and expenses of $25.1 million. The increase in
expenses is due primarily to general growth in tuition, room,
and board rates.
Designated Activities
DAPER’s designated activities consist primarily of camps,
which are mainly pass-through operations and not actively
managed by the department. The remaining activities gener-
ate revenues that are transferred to support auxiliary opera-
tions. Significant changes are not expected in any designated
activities in 2017/18. In total, revenues and expenses from
designated activities are projected to be $7.0 million in
2017/18, compared to a projected $6.9 million in 2016/17.
RESIDENTIAL & DINING ENTERPRISES
Residential & Dining Enterprises (R&DE) is a university aux-
iliary generating revenues primarily through room and board,
conferences, cafés, catering, a guest house, concessions, and
other enterprises. R&DE houses over 13,000 undergradu-
ate and graduate students and their dependents and serves
approximately 6.5 million meals annually, while providing
stewardship for 5 million square feet of physical plant. R&DE
supports the university’s academic mission by providing high-
quality services to students and the Stanford community in a
sustainable and fiscally responsible manner. R&DE ensures
critical facility needs for life safety and code compliance are
met while maintaining safe, comfortable, and contemporary
living and dining spaces.
The 2017/18 budget plan projects a break-even auxiliary
budget with total revenues and net transfers of $269.1 mil-
lion to offset related expenses. The auxiliary budget plan
also includes a planned use of $2.0 million of reserves for
maintenance and capital projects.
The 2017/18 combined undergraduate room and board rate
increase is 3.5% (4.4% for room and 2.2% for board), while
the graduate housing room rent rate increase is 4.75%.
Overall room and board revenues are projected to increase
by $6.5 million. R&DE total auxiliary revenue (excluding
transfers) for 2017/18 is projected to increase by $10.0 million
(4.3%) over the prior-year projection.
R&DE plans to use the projected increases in revenue along
with continued efficiencies in operations to address debt
service on new and renovated facilities, inflationary impacts
on operating costs (including the higher cost of attracting
and retaining labor, elevated utility rates, and the increased
security measures in technology), and planned escalation in
asset renewal.
The 2017/18 budget plan reflects transfers in to fund certain
debt service related to the capital plan and to help maintain
room rental rates at reasonable levels vis-à-vis the market.
The plan also includes revenues, expenses, and additional
offsetting transfers in to provide housing for students at cam-
pus rates in the local community. The plan includes strategic
funding to support residential living and learning; R&DE plans
to transfer out approximately $11.0 million to Residential
Education, Residential Computing, the Graduate Life Office,
and Summer Session, among others.
R&DE continues to make significant investments in its physi-
cal plant. R&DE has developed a long-range capital plan and
a long-range planned maintenance program to address its
facility renewal needs, with expenditures of $31 million in
2016/17 and $39 million in 2017/18, as well as additional
investments in future years, on a variety of renovation proj-
ects. R&DE has also initiated a plan to address a backlog of
deferred maintenance across residential and dining facilities.
The long-range capital plan and deferred-maintenance back-
log plan both address life-safety system upgrades to meet
current code; interior and exterior restorations; and window,
roof, plumbing, mechanical, and electrical replacements
across the student housing and dining system.
R&DE’s 2017/18 capital project plan will mainly focus on me-
chanical, electrical, plumbing, infrastructure, and hardscape
repairs and improvements in numerous locations; life-safety
and restroom upgrades in certain residential facilities; and
several renovations to resident fellow apartments.
Stanford is in the design stage of constructing additional
graduate housing in Escondido Village. This new housing
will include approximately 2,400 new bed spaces, replacing
approximately 400 that are being demolished, for a net in-
crease of 2,020 bed spaces. The R&DE 2017/18 budget plan
reflects the impact of the reduction of bed spaces during the
demolition and construction period.
64 ADMINISTRATIVE & AUXILIARY UNITS
R&DE operates in a dynamic and changing environment;
therefore, it is essential to plan for uncertainties. This is
done by constantly pursuing excellence, diversifying revenue
sources, managing costs, mitigating risk, increasing internal
controls, driving business results, and maintaining appropri-
ate reserves.
STANFORD UNIVERSITY PRESS
The Stanford University Press consolidated budget for
2017/18 projects revenue and expenses of $7.6 million, which
includes $2.3 million in university subsidies.
The growth in ebook sales across the publishing marketplace
over the past decade has halted, and indeed retreated, with
print books remaining the dominant format—over 80% of
Press sales are from print. Consolidation within various retail
and wholesale outlets has continued to narrow the distribu-
tion chain, but this also allows the Press to tighten its channel
marketing to be more efficient. The Press expects an output
of 135-40 titles in 2017/18.
A major strategic effort for the Press during 2016/17 was
the evaluation of its North American distributor. The
North American marketplace accounts for close to 90% of
sales, and thus this is the most significant partnership for
the Press. After an extensive request-for-proposals process,
the Press began operations through Ingram Academic on
March 1, 2017. Ingram Academic is now responsible for all
sales and distribution of Press print and digital output. This
shift allows access to a broader national network of sales
representatives, roughly 15 times the size of the previous
network, as well as a state-of-the-art digital infrastructure
that will greatly aid experimentation with new content and
distribution forms. The Press expects a strong financial return
on this move within 12 months.
The program of interactive scholarly works (ISW), funded by
the Andrew W. Mellon Foundation, launched its first project,
Enchanting the Desert, by Nicholas Bauch, in the spring
of 2016 with a Facebook livestreamed event in the David
Rumsey Map Center. The Press now has a strong pipeline of
projects to publish over the remaining two years of the grant.
The ISW team has been working closely with the staff of the
Stanford Libraries on issues of maintenance and archiving,
and these discussions are also positively impacting the pres-
ervation outlook of the book and print program of the Press.
Efforts to increase the profile of the Press in the broader pub-
lic debate, through its trade publishing program and the grow-
ing prominence of its academic author pool have begun to
bear fruit. In 2016/17 there were prominent reviews of Press
titles in the New York Review of Books, Forbes, and Salon,
as well as frequent media appearances on CNN, MSNBC,
and NBC News. This year a Press title was also awarded the
prestigious Prose Award for Social Science.
65ADMINISTRATIVE & AUXILIARY UNITS
66 ADMINISTRATIVE & AUXILIARY UNITS
67CAPITAL PLAN AND CAPITAL BUDGET
CHAPTER 4
CAPITAL PLAN AND CAPITAL BUDGET
At almost $4.3 billion, the Capital Plan reflects the larg-
est capital program in Stanford’s history. It demonstrates
the significant investment Stanford continues to make in
its facilities, driven by the academic priorities for teaching,
research, and related activities, described in Chapter 2, and
the initiatives of the administrative and auxiliary units that
support the academic mission, described in Chapter 3. It
also demonstrates Stanford’s commitment to student and
faculty housing, with 47% of the plan allocated to building,
acquiring, or renovating new and existing housing inventory.
Significant examples of this commitment are the $1.1 billion
Escondido Village (EV) Graduate Residences, which will in-
crease the graduate student housing stock by 2,020 net new
beds, and the $500 million Housing Acquisition Initiative for
faculty and staff.
With the 2016/17 project completions, Stanford will have in-
vested approximately $6 billion in its facilities, infrastructure,
and commercial real estate since 2000. Across the campus,
aging facilities have been replaced with new and renovated
buildings capable of supporting cutting-edge science, en-
gineering, medicine, and the collaborative research among
them, as well as with new facilities for business, athletics, law,
and the arts. Off-campus commercial development projects
provide additional income to the university.
In addition to the many projects currently under way and pre-
viously forecasted, the Capital Plan now includes the follow-
ing new projects: Tenant Improvements at 3145 ($58.8 mil-
lion) and 3172 ($15.8 million) Porter Drive, a new Emergency
Operations Center/Electronic Communications Hub
(EOC/ECH) ($35.1 million), new faculty homes at Cabrillo/
Dolores ($18 million), and renovations at both the Li Ka Shing
Center ($10 million) and the Center for Advanced Study in
Behavioral Sciences ($9.8 million).
The following ten significant projects make up 81% of
Stanford’s Capital Plan: the EV Graduate Residences
($1,091.7 million), Stanford Redwood City Phase 1 ($568.8
million), the Housing Acquisition Initiative ($500 million),
the Neuro/ChEM-H (Chemistry, Engineering & Medicine for
Human Health) Research Complex ($257 million), Center for
Academic Medicine 1 (CAM 1) ($222.9 million), BioMedical
Innovations Building 1 and Tunnel (BMI 1) ($210 million),
Middle Plaza at 500 El Camino Real Residential ($182 mil-
lion), University Terrace Faculty Homes ($176.5 million),
the Anne T. and Robert M. Bass Biology Research Building
(Bass Biology Building) and associated projects ($152.2 mil-
lion), and the new Earth, Energy & Environmental Sciences
Building ($100 million). The remaining 19% of the Capital
Plan comprises 24 projects and 8 infrastructure programs.
For a detailed listing of all Capital Plan projects and programs,
see the tables on pages 82–84.
The Capital Plan accounts for the long-term budget impacts
on operations, maintenance, and utilities (O&M) and debt
service. These obligations are included in the university’s
long-range budget planning.
This chapter provides an overview of the capital planning
process, describes current strategic initiatives, presents the
2017/18–2019/20 Capital Plan and related constraints, and
discusses the 2017/18 Capital Budget.
Stanford’s 2017/18–2019/20 Capital Plan and 2017/18 Capital Budget are based on projections of the
major capital projects that the university plans to pursue in support of its academic mission. The rolling
Capital Plan includes projects that are in progress or are expected to commence during the next three
years. The Capital Budget represents the anticipated capital expenditures in the first of these years. Both the
Capital Plan and the Capital Budget are subject to change based on funding availability, budget affordability,
and university priorities.
68 CAPITAL PLAN AND CAPITAL BUDGET
CAPITAL PLANNING OVERVIEW
CAPITAL PLANNING AT STANFORDStanford’s Capital Plan is a three-year rolling plan with com-
mitments made for projects with fully identified and approved
funding. Cash flow expenditure forecasts for these projects
extend beyond the three-year period, and budget impacts
on O&M and debt service will commence at construction
completion. The plan includes forecasts of both cash flow
and budget impacts by year, as well as the impacts of projects
beyond the three-year period (see tables on page 76).
The Capital Plan is set in the context of a longer-term capital
forecast. The details of this forecast, particularly funding
sources and schedules, are less clear than those of the three-
year plan, as the needs and funding sources that may emerge
over the long-term horizon are difficult to anticipate. Plans
tend to evolve as some projects prove more feasible than
others based upon shifting funding realities and academic
priorities.
STRATEGIC INITIATIVESThe following university strategic initiatives are integral to this
year’s Capital Plan:
n Stanford Redwood City
n EV Graduate Residences
n General Use Permit
n Growth and transportation
n Campus circulation and parking
Stanford Redwood City Stanford’s plans for an off-site administrative campus in
Redwood City continue to move forward. Consistent with the
strategic development envisioned with the 2005 acquisition
of the Redwood City property, select administrative staff will
relocate to this site in order to preserve core campus space
for the university’s highest academic priorities. Plans have
commenced to implement a comprehensive Phase 1 develop-
ment of 653,647 square feet (sf)—565,777 sf of office build-
ings, 78,262 sf of amenity buildings, and 9,608 sf of utility
and IT infrastructure—as well as parking for 1,702 vehicles.
Site work, demolition, and foundations have commenced
with construction for the core and shell anticipated to begin
in spring 2017. Full build-out of the 35-acre parcel is capped
at 1,518,000 sf, as detailed in the Stanford in Redwood City
Precise Plan. Stanford does not have specific plans for the
timing or composition of the remaining square footage of the
campus at this time.
The prospective Phase 1 will accommodate about 2,700
staff: School of Medicine (SoM), including Medical Center
Development (946); Business Affairs (893); Land, Buildings
and Real Estate (LBRE) (170); the Office of Development
(154); University Human Resources (135); Continuing Studies
(85); Libraries (73); Residential & Dining Enterprises (R&DE)
(73); the Vice Provost for Teaching and Learning (25); and
other tenants yet to be confirmed (100). The development
and subsequent move will free up almost 150,000 sf on
campus as well as in the Stanford Research Park; space in the
latter will then be re-leased to third-party tenants at market
rates, increasing revenues to Stanford.
Stanford Redwood City gives the university an opportunity to
provide its administrative staff with an outstanding, sustain-
able, and healthy workplace environment. This new campus
will comprise Class A office buildings, conference and din-
ing facilities, a fitness center with lap pool, and a child care
center. A 2.5-acre park, multiple courtyards, and a greenway
connecting the entire campus will create an attractive setting.
EV Graduate Residences Stanford’s bold commitment to build a 1.8 million-sf resi-
dential complex with 2,431 new graduate beds responds to
a critical need to provide additional graduate student hous-
ing on campus in an undersupplied and escalating housing
market. The construction of the EV Graduate Residences
supports the campus land use strategy to increase the density
of Escondido Village in order to provide adequate housing
for a growing graduate student population, and enables the
university to devote other areas of the core campus to under-
graduate housing and academics.
The new complex will primarily house single graduate stu-
dents, although units will be available for couples without
children. Demolition of existing two-story buildings that
house approximately 400 students will be required, result-
ing in an overall gain of 2,020 net new beds. The variety of
apartments builds upon the suite models of premium studios,
two-bedroom suites, and junior studio suites, as offered in
the neighboring Kennedy Graduate Residences. The four
new residence halls will each provide lounges, huddle rooms,
laundry rooms, exercise areas, and music practice spaces.
69CAPITAL PLAN AND CAPITAL BUDGET
In addition to housing students, a primary objective of this
project is to provide opportunities to build a vibrant sense of
community among the graduate students and to encourage
strong connections to the campus. The two-story market
pavilion, entry tower, and associated arcade will face the
campus and define an inviting gateway into Escondido Village
from the terminus of Serra Mall. These community gateway
components, which will include a café/bar, a grand lounge,
and a mini-market for online shopping and pick-up, will also
provide an architectural scale that is comfortable and tem-
pers the height of the residential wings. The arcaded court
and hardscape, as well as the more casual commons space,
will support programs that will serve as the hub for graduate
life. The central commons will face and engage the existing
EV greenway and be programmed and energized by a range
of activation components (i.e., outdoor seating and eating,
event space, coffee cart, art, etc.).
This project includes two new underground parking structures
to support the graduate students and community. Manzanita
Garage will house 850 parking spaces with passive recreation
space above. The EV parking structure to be constructed
along Serra Street will house 350 parking spaces with ad-
ditional spaces above to accommodate ADA requirements,
loading, and service.
The construction of the EV Graduate Residences and park-
ing garages will take place over three years, with occupancy
targeted for fall 2020.
General Use Permit Stanford has submitted an application to Santa Clara County
for an updated General Use Permit (GUP) to guide campus
planning over the next two decades. This permit is known as
the “2018 GUP” due to expected approval in 2018.
Stanford has been operating under two key Santa Clara
County entitlement documents: a Community Plan and a
2000 GUP. The Community Plan provides a set of rules and
policies to guide the university’s land use planning over an
extended period of time. The GUP implements those policies
and includes specific conditions to minimize the impacts of
Stanford’s development.
The 2000 Community Plan and GUP were intended to pro-
vide Stanford with flexibility in its land use within an agreed-
upon framework, with accountability to the county, neighbors,
and the campus communities. Stanford’s application for the
2018 GUP includes a development request for 2.275 million
sf of academic facilities and 3,150 housing units/student
beds, with construction expected to be completed by 2035.
This next GUP will help Stanford address emerging teaching,
research, and housing needs over this time period.
Growth and Transportation Reduction of trips to the campus is likely the most difficult
challenge and one that may constrain the university’s future
growth. Though Stanford has a tremendous track record with
its award-winning Transportation Demand Management
(TDM) programs, the university must do more, not only for
the core campus but also for other Stanford lands. Informed
by extensive studies with multiple transportation experts
as well as an innovative transportation mode choice model,
Stanford has developed a matrix of choices and actions that
can be implemented to improve the local transportation net-
work. The region’s network is at capacity at peak times, and
no “silver bullet” exists to solve this regional problem. It will
likely take years of constant prioritization to make a positive
impact. The university will continue to focus on this effort
and work collaboratively with large private employers, neigh-
bors, local agencies, and transportation specialists to identify
and implement incremental programs that mitigate traffic
impacts and improve the regional network. Stanford will also
continue recent efforts to support and facilitate development
of large-scale regional solutions, such as Caltrain electrifica-
tion and the 101 High Occupancy Vehicle (HOV) lane through
San Mateo County. A number of land use planning efforts
focused on future growth are now under way. These include
strong emphases on major circulation patterns and transit
system options as well as on identifying how land use choices
can optimize transportation and TDM options.
Campus Circulation and Parking As Stanford continues to expand its core campus footprint as
well as increase its density, campus planners have identified
alternatives for improving circulation, reducing congestion,
and promoting safety. The measures that the university has
prioritized will have positive impacts on campus circulation
and service, vehicular traffic, and the safety of bicyclists and
pedestrians.
East Campus Circulation Circulation and parking will be reconfigured on the east cam-
pus to accommodate significant capital projects including
the EV Graduate Residences, Public Safety Building, and the
EOC/ECH. The components of the work in this area include:
70 CAPITAL PLAN AND CAPITAL BUDGET
STANFORD’S COMMITMENT TO HOUSING
From its earliest days, Stanford has focused on supporting a residential academic environment. Currently, Stanford provides on-campus housing for almost all undergraduate students, just over 50% of graduate students, and about one-third of Stanford faculty members. Stanford prioritizes use of its core academic lands to house students and faculty because housing students and faculty in close proximity fosters collaboration and learning. Staff and other affiliated housing has been provided outside of the academic campus lands, in nearby jurisdictions.
Stanford’s commitment to housing of all types is evident in the current Capital Plan. In total, housing projects represent $2.0 billion, or almost half of the entire 2017/18-2019/20 Capital Plan. The table below provides a consolidated list of all current housing projects followed by a more detailed description of the individual projects:
EV Graduate Residences is the largest capital project in Stanford history. The project will add 2,020 net new graduate beds in Escondido Village, raising the percentage of graduate students housed to approximately 75%, from just over 50% today. The project includes construction of ap-proximately 1,200 parking spaces (750 net new) in two un-derground structures. Unit types will include premium stu-dio, two-bedroom, and junior studio apartments. Amenities are planned to include a market pavilion that houses a café, mini-market, and grand event lounge; a large multi-purpose room; meeting and huddle spaces; music practice spaces; and technology resource spaces.
The Housing Acquisition Initiative recognizes that Stanford’s housing strategies are necessarily multi-pronged.
The Board of Trustees approved this initiative to expand Stanford’s housing supply by acquiring land or residential units proximate to, or within easy transit of, campus. The Colonnade apartment community was purchased under this initiative and provides 167 units of housing for faculty and staff. The program is anticipated to yield a combination of rental units for faculty and staff and single-family homes available for purchase by faculty on the affordable restricted ground lease.
Middle Plaza Residential is a new mixed-use development under application with the City of Menlo Park. The project is expected to include 215 multi-family rental units, which will be made available to faculty and staff. Unit types are ex-pected to comprise both one- and two-bedroom apartments.
University Terrace Faculty Homes is a 17-acre development in Palo Alto consisting of 68 single-family homes and 112 condominiums. All units will be made available to faculty for purchase at affordable prices through use of the restricted ground lease. Amenities will include a community center building, fitness center, and pool.
Cabrillo/Dolores Faculty Homes is currently under design development and will consist of 8 homes in the faculty subdivision. Two university-owned homes located along Dolores will be demolished to make way for this project, which will add much-needed affordable homes within the neighborhood.
Renovations of Rains and Schwab support and maintain Stanford’s existing student housing stock.
2017/18–2019/20 Number of Capital Plan Project Description Resident Type Beds/Units (in millions of dollars)
New Housing Additions
EV Graduate Residences Graduate Students 2,020 net new beds 1,091.7
Housing Acquisition Initiative Faculty and Staff 270 1 units 500.0
Middle Plaza Residential Faculty and Staff 215 units 182.0
University Terrace Faculty Homes Faculty 180 units 176.5
Cabrillo/Dolores Faculty Homes Faculty 8 units 18.0
Renovations of Existing Housing Various Renovations Graduate Students n/a 59.9
Total 2,028.11 Acquisitions of 270 units are anticipated over the next 7-8 years
71CAPITAL PLAN AND CAPITAL BUDGET
l Campus Drive/Serra Street Roundabout—The
roundabout will replace two separate existing inter-
sections, improve pedestrian crossings, and reconfig-
ure the barrels of Campus Drive with dedicated bike
lanes and a uniform landscaped median.
l Serra Mall Closure—The plan to close Serra Mall
from Galvez Street to Campus Drive for pedestrians,
bikes, and shuttles requires the completion of “en-
abling” projects including reconfigured service areas
and parking at Encina Hall, service improvements
at Burnham Pavilion, and a new drop-off at Schwab
Graduate Residences. These projects are important
because Serra Mall is the primary path for infrastruc-
ture improvements for the major capital projects on
the east side of campus.
l Serra Street Reconfiguration—Enhancements
planned on Serra Street from Campus Drive to El
Camino include improving vehicular lanes, reconfigur-
ing intersections and pedestrian crossings, upgrading
bike lanes, and adding transit and drop-off areas.
l Manzanita Garage—This facility will build on the
best practices of the Wilbur and Roble parking struc-
tures, with parking below grade and a recreation field
above. The 850 new spaces will support, in part, the
needs of the EV Graduate Residences.
l EV Parking Structure—This below-grade facility
along Serra Street will include 350 spaces with ad-
ditional parking above.
l Bonair Siding Road—To provide safe access to the
new Public Safety Building and EOC/ECH, Bonair
Siding Road will be reconfigured to include appropri-
ate vehicular lanes, bike lanes, sidewalks, and lighting.
West Campus CirculationModifications to the circulation on the west side of campus
will accommodate the future Neuro/ChEM-H Research
Complex, the Bass Biology Building, and CAM 1. The compo-
nents of this work include:
l Serra Mall Extension—To promote connections,
improve pedestrian safety, and facilitate Marguerite
shuttle circulation, Serra Mall will extend to an im-
proved intersection at Foundations Way and Campus
Drive.
l Via Pueblo Extension—To facilitate service, Via
Pueblo will extend from Via Ortega to Panama Street.
l North/South Axis—Improvements to the North/
South Axis from Serra Mall to Roth Way will provide
a safe bike/pedestrian connector.
l New Parking Structure—854 new parking
spaces (550 net new) will be constructed below the
CAM 1 building.
Roundabouts The roundabout installations on Campus Drive at the inter-
sections of Escondido Road, Bowdoin Street, Santa Teresa
Street, and Galvez Street are evidence of how circulation can
improve without compromising bicycle and pedestrian safety.
In addition to the Campus Drive/Serra Street roundabout that
is a key component of our east campus improvements, three
additional roundabouts will be studied at the intersections
of Galvez Street/Arboretum Road, Campus Drive/Mayfield
Avenue, and Campus Drive/Roth Way.
THE CAPITAL PLAN, 2017/18-2019/20Stanford’s academic campus, including SoM but excluding
the hospitals, has over 700 facilities providing nearly 18.8
million sf of space, including approximately 5.3 million sf for
student housing units and 2.4 million sf for parking structures.
The physical plant has a historical cost of $9.3 billion and an
estimated replacement cost of $12.7 billion.
The Capital Plan includes a forecast of Stanford’s annual
programs to restore, maintain, and improve campus facilities
for teaching, research, housing, and related activities and
outlines Stanford’s needs for new facilities. The Capital Plan
is compiled, reviewed, and approved in a coordinated manner
across the university. The plan carefully balances institutional
needs for new and renovated facilities with the challenging
constraints of limited development entitlements, available
funding, and budget affordability.
Projects listed in the Capital Plan are those approved by
the provost. Many are under the purview of the Board of
Trustees. Board-level approval is required for projects meet-
ing specific criteria, including:
n Projects with a total cost of $10 million and above.
n New building construction (including faculty housing).
n Projects that use 5,000 or more new sf within the aca-
demic growth boundary.
72 CAPITAL PLAN AND CAPITAL BUDGET
n Changes in land use.
n Projects with major exterior design changes.
Projected expenditures in the 2017/18–2019/20 Capital Plan,
which include major construction projects in various stages
of development and numerous infrastructure projects and
programs, total $4.3 billion. The table below provides a com-
parison of the current and the last two Capital Plans.
COMPARATIVE CAPITAL PLANS[IN MILLIONS OF DOLLARS] 2017/18 2016/17 2015/16
Design/Construction 2,890.7 2,213.5 1,521.9
Forecasted 608.5 1,062.1 862.0
Infrastructure and Other 779.7 809.0 514.3
Total 4,278.9 4,084.6 2,898.2
This year’s plan is $194.3 million (5%) higher than last year’s.
New projects and scope and corresponding budget increases
for existing projects have more than offset projects complet-
ing in 2016/17.
PROJECTS IN DESIGN AND CONSTRUCTIONProjects in design and construction total $2.89 billion (68%
of the plan). Construction of these projects is contingent
upon fundraising of $130.1 million (5%). This category com-
prises 18 projects, as shown in the table on page 82.
The cost of projects in design and construction has gone up
by $677.2 million from 2016/17 as a result of the advance-
ment of projects from the forecasted category and budget
increases, partially offset by project completions. Projects
moving from the forecasted to the design and construction
stage include CAM 1 ($222.9 million), BMI 1 ($210 million),
the Public Safety Building ($31.5 million), Encina Complex
Upgrades ($25.8 million), the Athletic Academic Advising
and Rowing Building (AAARB) ($25 million), Denning House
($23.1 million), Environmental Health & Safety Facility
Expansion ($16.5 million), two children’s centers ($19 million
total), Schwab Residential Center Renovations ($11.3 mil-
lion), and four District Work Centers ($8.5 million). Projects
scheduled to be completed in 2016/17 and thus excluded
from the plan include the David and Joan Traitel Building ($65
million) and the Kingscote Renovation ($17.5 million).
FORECASTED CONSTRUCTION PROJECTSForecasted projects are those anticipated to receive Board of
Trustees approval over the next three years. These projects
total $608.5 million (14% of the plan) and are listed on page
83. Like those in design and construction, these projects are
contingent upon funding. For this group, $161.8 million (27%)
remains to be fundraised, and $24.9 million (4%) has yet to
be identified.
Project costs within this category have decreased by $453.6
million from 2016/17. A number of projects have moved into
the design and construction category, as noted above. This
decrease is partially offset by new projects added to this
year’s Capital Plan, including Tenant Improvements at 3145
($58.8 million) and 3172 ($15.8 million) Porter Drive, a new
EOC/ECH ($35.1 million), new faculty homes at Cabrillo/
Dolores ($18 million), and renovations at both the Li Ka Shing
Center ($10 million) and the Center for Advanced Study in
Behavioral Sciences ($9.8 million).
INFRASTRUCTURE AND OTHER PROGRAMSThe Housing Acquisition Initiative and Stanford’s ongoing
efforts to renew its infrastructure are reflected in a budget of
$779.7 million (18% of the plan) and are listed on page 84.
Infrastructure and Other Programs costs have decreased
$29.3 million from last year.
The largest program in this category is the Housing
Acquisition Initiative. Established in 2014, this program
reflects the high priority that Stanford places on its ability to
provide affordable housing options for existing and prospec-
tive faculty and staff. In recognition of this critical need, the
Board of Trustees has increased the overall funding of this
program, originally established at $200 million, to a total of
$500 million.
Infrastructure programs include the Investment in Plant
(Planned Maintenance) Program, the Stanford Infrastructure
Program (SIP), the Capital Utilities Program (CUP), upgrades
to Information Technology and Communications Systems, the
R&DE Major Renovation Plan, Whole Building Energy Retrofit
Program Group 2, Storm Drainage projects, and a Campus
Drive roundabout. SIP projects are funded through construc-
tion project surcharges. The other projects are funded by
central funds, debt, and/or service center charge-out rates.
73CAPITAL PLAN AND CAPITAL BUDGET
Investment in Plant (Planned Maintenance) ProgramAnnual Investment in Plant assets represent the mainte-
nance funds planned to be invested to preserve and optimize
Stanford’s existing facilities and infrastructure (e.g., pathways,
outdoor structures, and grounds). These projects are based
on life cycle planning, the key concept being that life expec-
tancies of facility subsystems are known and, as a result,
maintenance schedules can be predicted. The three-year
estimated program cost is $156.4 million.
Stanford Infrastructure ProgramSIP consists of campus and transportation projects and
programs for the improvement and general support of the
university’s academic community, hospitals, and physical
plant. SIP expenditures are expected to total $43.2 million
over the next three years (excluding funding for replace-
ment parking spaces). SIP projects include campus transit,
parking lot infrastructure, and site improvements; landscape
design and enhancements; bicycle, cart, and pedestrian path
construction; and lighting, signage, and outdoor art installa-
tions. This year’s plan includes $25.4 million to fund campus
infrastructure projects.
Capital Utilities ProgramThe $36.2 million, three-year CUP plan will improve electrical,
hot water, water, chilled water, and wastewater utility sys-
tems. The CUP covers expansion of systems as required by
campus growth ($20.5 million) and replacement of systems
that are near the end of their useful life ($15.7 million).
Information Technology and Communications SystemsThe university’s computing and communications systems
provide comprehensive data, voice, and video services to
the campus community. Over time, these systems must be
improved and/or replaced to maintain a consistently high
level of service. Additionally, new technologies provide more
efficient, faster, and/or more cost-effective solutions. Planned
upgrades to these critical university systems total $16.8 mil-
lion, including $2.4 million to replace systems at two ECHs.
R&DE Major Renovation Plan This Residential & Dining Enterprises (R&DE) program ad-
dresses health and safety issues, seismic upgrades, code
compliance, energy conservation and sustainability, and
major programmatic improvements in the student housing
and dining physical plant. Projects anticipated over the next
three years total $11.4 million and include phased installa-
tion of new sprinklers and fire alarm systems in Escondido
Village high-rise and low-rise housing. Completed projects
will be maintained through the Stanford Housing, Dining, and
Hospitality Asset Renewal Programs.
Whole Building Energy Retrofit Program Group 2This retrofit program seeks to reduce energy consumption in
Stanford’s largest energy-intensive buildings. The program
began in 2003/04 with studies of the top 12 energy-consum-
ing buildings, representing $15.9 million of energy expenses
per year, or nearly 36% of the campus total. It has since been
expanded to additional large energy-consuming buildings.
The retrofits completed thus far have delivered annual en-
ergy cost savings of $4.7 million (a payback of less than four
years) and PG&E rebates of $2.2 million. The forecasted cost
for future projects is $7.2 million. Details of this program are
shown in the table on the following page.
Storm Drainage The ongoing storm drainage program includes projects for
improving and expanding the capacity of the campus storm
drainage system, building storm water detention facilities,
replacing deteriorated pipes, and improving drainage around
buildings. In addition, recently adopted storm water quality
regulations necessitate new storm water treatment approach-
es, such as bioswales and bioretention facilities, to minimize
conveyance of contamination from common storms to natural
water bodies. These approaches will be incorporated region-
ally or on new building sites, as appropriate. New approaches
involving storm and irrigation water runoff capture and reuse
will also be implemented where appropriate. The Capital Plan
also includes improvements to the storm drainage system in
the faculty/staff housing area of campus, adding storm drain-
age infrastructure where none exists and upgrading existing
drainage infrastructure to conventional levels of protection.
The three-year estimated program cost is $4.5 million.
Campus Drive RoundaboutAs previously discussed, Stanford plans to construct a
roundabout at Campus Drive and Serra Street at a cost of
$4 million.
74 CAPITAL PLAN AND CAPITAL BUDGET
Other Stanford EntitiesIn an effort to present a comprehensive view of university-
planned construction, the capital planning process has
included Stanford’s commercial real estate investments,
Stanford Health Care (SHC), Lucile Packard Children’s
Hospital (LPCH), and SLAC National Accelerator Laboratory.
Although the tables at the end of this chapter do not include
these entities (with the exception of academic projects man-
aged by Stanford Real Estate), brief descriptions of the real
estate, SHC, and LPCH capital programs follow. The SLAC
capital programs are addressed in Chapter 2.
Real Estate LBRE’s Real Estate department (Real Estate) is managing
ten projects totaling $1.25 billion in various stages of plan-
ning and development on Stanford lands. Six of these are
commercial real estate investment projects. These are
3170 Porter Drive, 3181 Porter Drive, 3406 Hillview Avenue,
2131 Sand Hill Road, the Middle Plaza office buildings, and
renovations at the Old Winery (formerly the Stanford Barn).
The university is the beneficiary of the income from these
investments. Academic projects managed by Real Estate
are Stanford Redwood City Phase 1, which broke ground
in January 2017, and three new housing developments:
University Terrace Faculty Homes in Palo Alto, Middle Plaza
at 500 El Camino Real – Residential in Menlo Park, and
the Cabrillo/Dolores Residences in the faculty subdivision.
University Terrace will provide 180 units for faculty purchase,
with the first units being delivered by June 2017. The remain-
ing two housing projects are currently in the planning phase.
Stanford Health Care and Lucile Packard Children’s Hospital Stanford Medicine’s Renewal Project includes the develop-
ment of approximately 1.3 million sf of net new hospital,
clinic, and medical office space on the main medical campus
and the Hoover medical campus. The project received devel-
opment entitlements from the City of Palo Alto in 2011, and
WHOLE BUILDING ENERGY RETROFIT PROGRAM ESTIMATED ANNUAL ACTUAL PROJECT RETROFIT STATUS CONSUMPTION SAVINGS SAVINGS
Stauffer I - Chemistry Complete 38% 46%
Gordon & Betty Moore Materials Research 1 Complete 32% 10%
Paul Allen Center for Integrated Systems (CIS) Complete 15% 14%
Forsythe (George) Hall Complete 8% 8%
Stauffer II - Physical Chemistry Complete 38% 43%
Gates Computer Science Complete 29% 27%
Beckman Center for Molecular and Genetic Medicine Complete 46% 32%
Gilbert Biological Sciences Complete 35% 32%
Cantor Center for Visual Arts Complete 13% 14%
Bing Wing (Green Library West) Complete 16% 50%
Packard Electrical Engineering Complete 26% 37%
Arrillaga Alumni Center Complete 27% 31%
RAF I Complete 11% 11%
RAF II Complete 30% 30%
CIS Distributed Digital Control 2 Complete 5% TBD
Clark Center 2 Complete 11% TBD
Green Earth Sciences Design 15%
Varian Physics Laboratory Design 24%
Mechanical Engineering Laboratory Construction 24%
Keck Science Study complete 20%
Center for Clinical Sciences Research (CCSR) Study complete 13% 1 Construction scope reduced from original survey.2 Actual savings to be verified.
75CAPITAL PLAN AND CAPITAL BUDGET
significant project milestones have been achieved since that
time. Major utility upgrades to serve the new medical facili-
ties have been completed along Welch and Quarry Roads. All
improvements on the Hoover medical campus are complete,
including the renovation of the historic Hoover Pavilion, the
construction of a new 1,070-car parking structure, and the
construction of a 92,000-sf Neuroscience Health Center,
which opened for patient care in January 2016. On the main
medical campus, construction of both the new SHC pavilions
and the LPCH expansion continues to progress, with interior
finish work, building systems testing, and site work currently
underway. The SHC and LPCH hospital projects are esti-
mated to cost $2.0 billion and $1.3 billion respectively, with
anticipated completion in 2018/19 for SHC and 2017/18 for
LPCH.
OVERALL SUMMARYA table summarizing the 2017/18–2019/20 Capital Plan ap-
pears on the next page. It includes projects and programs in
the design and construction and forecasted stages, as well as
infrastructure and other categories that are currently active or
are anticipated to commence in the next three years.
The expenditures necessary to complete the three-year
Capital Plan are anticipated to extend beyond 2019/20. To
differentiate between the estimated costs of the plan and
the forecasted spending to complete projects and programs,
an additional table (Capital Plan Cash Flows) forecasts the
Capital Plan expenditure cash flow based on project and
program schedules.
O&M and debt service costs for each project will impact
the university’s budget once construction is substantially
complete. Although the Capital Plan Summary shows the
full budget impacts of all completed projects, it is important
to note that these impacts align with the project completion
schedule and will therefore be absorbed by the university
budget over a period beyond the three-year plan. The Capital
Plan Impact on Budget table forecasts these budget impacts
by area of responsibility (e.g., general funds, formula schools).
The tables at the end of this chapter provide a detailed list of
the projects included in the Capital Plan.
The following sections address Capital Plan funding sources
and uses, along with resource constraints.
Capital Plan Funding SourcesAs the pie chart shows below, Stanford’s Capital Plan relies
on several funding sources, including current funds, gifts, and
debt. Depending upon fundraising realities and time frames,
some projects will prove more difficult than others to under-
take. As a result, it is possible that projects in the Capital Plan
will have to be cancelled, delayed, or scaled back in scope.
For any projects relying on gifts to be raised, the Office of
Development has determined that fundraising plans are
feasible, although the time frames for the receipt of gifts are
THE CAPITAL PLAN 2017/18-2019/20 $4.3 BILLION
Service Center/Auxiliary Debt
29%
Academic Debt19%
Gifts to be Raised
7%
Current Funds29%
Resources to be Identified1%Other 3%
Gifts in Hand or Pledged
12%
Infrastructure/Other7%
Housing47%
Academic Support
17%
Athletics/Student Activities
1%
Academic/Research28%
Sources of Funds
Uses of Funds by Program Category
Infrastructure/Other 6%
Renovations 8% NewConstruction
86%
Uses of Funds by Project Type
76 CAPITAL PLAN AND CAPITAL BUDGET
SUMMARY OF THREE-YEAR CAPITAL PLAN 2017/18-2019/20 [IN MILLIONS OF DOLLARS] PROJECT FUNDING SOURCE
GIFTS UNIVERSITY DEBT ANNUAL CONTINUING COSTS
SERVICE ESTIMATED CAPITAL CENTER/ RESOURCES PROJECT BUDGET CURRENT IN HAND OR TO BE AUXILIARY ACADEMIC TO BE DEBT OPERATIONS & COST 2017/18 FUNDS 1 PLEDGED RAISED DEBT DEBT OTHER IDENTIFIED 2 SERVICE MAINTENANCE 3
Projects in Design & Construction 2,890.7 1,045.9 656.2 496.9 130.1 762.0 696.3 149.2 72.3 53.6
Forecasted Projects 608.5 54.6 118.3 24.5 161.8 175.6 103.4 24.9 17.1 8.9
Total Construction Plan 3,499.2 1,100.4 774.5 521.4 291.9 937.6 799.7 149.2 24.9 89.4 62.5
Infrastructure Programs 779.7 130.8 453.6 300.6 25.5 17.0 0.1
Total Three-Year Capital Plan 2017/18-2019/20 4,278.9 1,231.2 1,228.1 521.4 291.9 1,238.2 825.2 149.2 24.9 106.4 62.6
1 Includes funds from university and school reserves, and the GUP and SIP programs.2 Anticipated funding for this category is through a combination of school, department and university reserves, and other sources.3 Operations & Maintenance includes planned and reactive/preventative maintenance, zone management, utilities, contracts, grounds, and outdoor
lighting.
CAPITAL PLAN CASH FLOWS[IN MILLIONS OF DOLLARS] 2016/17 & 2020/21 & PRIOR 2017/18 2018/19 2019/20 THEREAFTER TOTAL
Projects in Design & Construction 579.7 1,045.9 812.6 409.7 42.8 2,890.7
Forecasted Projects 11.7 54.6 185.3 222.6 134.4 608.5
Total Construction Plan 591.4 1,100.4 997.9 632.3 177.2 3,499.2
Infrastructure Programs 233.0 130.8 130.4 129.2 156.4 779.7
Total Three-Year Capital Plan 2017/18-2019/20 824.3 1,231.2 1,128.3 761.5 333.6 4,278.9
CAPITAL PLAN IMPACT ON BUDGET [IN MILLIONS OF DOLLARS] 2020/21 & 2018/19 2019/20 THEREAFTER TOTAL
Debt Service General Funds 3.1 22.7 20.6 46.4
Formula and Other Schools 0.3 15.8 7.0 23.1
Auxiliary 0.4 0.3 35.5 36.1
Other 1 0.3 0.2 0.2 0.8
Total Debt Service 4.1 39.0 63.3 106.4
Operations and Maintenance General Funds 4.7 13.8 3.3 21.8
Formula and Other Schools 13.5 14.0 27.5
Auxiliary 0.4 12.9 13.3
Total Operations and Maintenance 5.1 27.3 30.2 62.6
1 Primarily the hospitals along with Forsythe facility, Faculty Staff Housing, and outside entities.
77CAPITAL PLAN AND CAPITAL BUDGET
subject to change. “Resources to be identified” are expected
to come from a combination of school, department, and uni-
versity reserves, as well as other sources.
Uses of Funds by Program Category and Project TypeThe middle chart on page 75 divides Capital Plan activity into
program categories—Academic/Research, Infrastructure and
Other, Academic Support, Housing, and Athletics/Student
Activities—with the largest categories being Housing,
Academic/Research, and Academic Support at 47%, 28%,
and 17% of the plan, respectively. The bottom chart breaks
out the same activity into project types, including New
Construction, Infrastructure, and Renovations.
CAPITAL PLAN CONSTRAINTS
AffordabilityThe incremental internal debt service expected at the
completion of all projects commencing in the three-year plan
period (completion dates range from 2017/18 to 2024/25)
totals $106.4 million annually (excluding debt service for
bridge financing the receipt of gifts and operating lease
payments). Of this amount, $46.4 million will be serviced
by general funds, $23.1 million by the formula schools (GSB
and SoM), and $36.9 million by auxiliary and other opera-
tions. Service center debt is funded through rates paid by
customers and has been allocated and included in the totals
for general funds, formula schools, auxiliary operations, and
other operations.
The additional O&M costs expected at the completion of all
projects commencing in the three-year period total $62.6
million per year. Of this amount, $21.8 million will be serviced
by general funds, $27.5 million by the formula schools, and
$13.3 million by auxiliary and other operations. O&M and
debt service on capital projects compete directly with other
academic program initiatives for funding allocations.
Debt CapacityAs of May 1, 2017, $1.1 billion of bond proceeds are available
to finance capital projects and faculty mortgages, including
$281 million of unexpended tax-exempt bond proceeds, and
$780 million of unexpended taxable bond proceeds. Interim
financing facilities totaling $500 million of taxable commer-
cial paper, $296 million of tax-exempt commercial paper, and
$448 million of undrawn lines of credit are also available. In
addition, through fiscal year-end 2016/17 and 2017/18, $97
million in internal amortization proceeds on debt-funded
projects will become available to lend to projects, and $301
million in forecasted pledge and other payments will retire
debt issued to bridge finance the receipt of gifts and cost of
construction.
The three-year Capital Plan will require a total of $2.3 billion
of debt for projects under construction or for projects to be
approved in or before 2017/18:
n $1,510 million to complete projects already approved or
under construction;
n $337 million for projects to be approved in 2017/18; and
n $433 million to bridge finance the receipt of gift pledges
for projects approved or under construction.
Additional debt may be required to finance the Faculty Staff
Housing program. As of May 1, 2017, the portfolio of debt-
subsidized mortgages had increased by $20.5 million to $496
million.
Projects identified in the three-year Capital Plan and to be
approved after 2017/18 will require an additional $200 million
in debt. Debt for these projects has not been committed, and
allocations will be evaluated in the context of debt capacity,
affordability, viability of the funding plan, and GUP limitations.
EntitlementsThe Stanford campus encompasses 8,180 acres in six jurisdic-
tions. Of this total, 4,017 acres, including most of the central
campus, are within unincorporated Santa Clara County.
In December 2000, Santa Clara County approved a GUP that
allows Stanford to construct up to 2,035,000 additional gross
sf of academic-related buildings on the core campus and
up to 3,018 new housing units. An additional 1,450 housing
units were approved on March 24, 2016, pursuant to GUP
Condition F.7, raising the housing allocation to 4,468 hous-
ing units.
Conditions of approval included the following:
n Creation of an academic growth boundary to limit the
buildable area to the core campus for a minimum of 25
years;
n Approval of a sustainable development study (SDS)
before new construction exceeds 1 million gross sf (Santa
Clara County approved the SDS in April 2009); and
78 CAPITAL PLAN AND CAPITAL BUDGET
n Construction of 605 units of housing for each 500,000
gross sf of new academic building.
Given the stringent requirements imposed by the GUP and
the increasingly difficult entitlement environment, Stanford
carefully manages the allocation of new growth. Construction
through 2015/16 accounted for 1.4 million GUP sf. The
2017/18-2019/20 Capital Plan includes 463,963 GUP sf
currently in design and construction and 30,032 GUP sf in
forecasted projects, including the related demolitions. With
the completion of planned housing projects, Stanford will
have added 4,424 net new housing units since approval of
the GUP, exceeding the housing linkage requirement for the
full academic build-out allowed by the GUP.
As discussed on page 69, Stanford has submitted an applica-
tion to Santa Clara County for an updated GUP. This permit
is expected to be approved in 2018.
THE CAPITAL BUDGET, 2017/18At $1.2 billion, the 2017/18 Capital Budget reflects only a
portion of the costs of the projects in the Capital Plan, as
most of them span more than one year. The following table
highlights the major capital projects for which expenditures
under the 2017/18 Capital Budget will be significant, as well
as the percentage of each project expected to be complete by
the end of 2017/18. The map on page 81 shows the locations
of these projects.
In 2017/18, LBRE anticipates substantial completion of five
major projects with total budgets of $404.6 million and
estimated 2017/18 expenditures of $150.8 million. When
completed, University Terrace Faculty Homes will provide
180 units to faculty for purchase (see Stanford’s Commitment
to Housing section); the Bass Biology Building will be
the cornerstone of a future science quad in the Biology/
Chemistry/Computer Science Precinct; improvements to
Frost Amphitheater will enable the facility to be used for a
greater variety of events; the Athletic Academic Advising and
Rowing Building will consolidate a number of Department of
Athletics, Physical Education, and Recreation programs and
allow optimization of vacated space; and Durand Phase 4 will
complete the renovation of the building.
SOURCES AND USESThe Capital Budget is supported by multiple funding sources:
current funds (which include the Capital Facilities Fund [CFF],
funds from university and school reserves, and GUP and SIP
fees), gifts, and debt. The university typically allocates CFF
or debt funding to projects in the absence of other available
funding. The timing of gift receipts, which may be bridge
financed, will affect the mix of project funding.
The following pie charts show the uses of funds under the
$1.2 billion Capital Budget by project type and program
category. Anticipated expenditures of $439.8 million
(36%) for Academic/Research projects include the Neuro/
ChEM-H Research Complex, CAM 1, BMI 1, and the Bass
Biology Building. Academic Support projects are projected at
MAJOR CAPITAL PROJECTS - PERCENT OF COMPLETION 2017/181
[IN MILLIONS OF DOLLARS] ESTIMATED CAPITAL ESTIMATED PERCENT BUDGET PROJECT COMPLETE BY 2017/18 COST 2017/18
Escondido Village (EV) Graduate Residences 171.2 1,091.7 29%
Stanford Redwood City Phase 1 329.4 568.8 74%
Neuro/ChEM-H Research Complex 119.2 257.0 76%
Center for Academic Medicine 1 (CAM 1) 103.9 222.9 48%
BioMedical Innovations Building 1 and Tunnel (BMI 1) 104.0 210.0 58%
University Terrace Faculty Homes (180 units) 45.0 176.5 100%
Anne T. and Robert M. Bass Biology Research Building 58.9 152.2 100%
Frost Amphitheater Improvements 19.9 33.5 100%
Public Safety Building 12.4 31.5 50%
Athletic Academic Advising and Rowing Building 16.7 25.0 100%
Denning House 15.0 23.1 92%
Durand Renovation - Phase 4 10.3 17.4 100%
Environmental Health & Safety Facility Expansion 12.6 16.5 92%
Total 1,018.5 2,826.1 1 Includes projects scheduled to be in construction and with forecasted
expenditures greater than $10 million in 2017/18.
79CAPITAL PLAN AND CAPITAL BUDGET
THE CAPITAL BUDGET 2017/18 $1.2 BILLION
New Construction89%
Renovations3%
Infrastructure/Other8%
Uses of Funds by Project Type
Housing22%
Academic Support
33%
Athletics/Student Activities
1%
Academic/Research36%
Infrastructure/Other8%
Uses of Funds by Program Category
$407.1 million (33%), primarily for Stanford Redwood City.
Housing projects, forecasted at $269.4 million (22%), in-
clude the EV Graduate Residences, University Terrace Faculty
Homes, and the Housing Acquisition Initiative. Infrastructure
and other program investment of $95 million (8%) includes
Investment in Plant (Planned Maintenance) and CUP. Lastly,
expenditures for Athletics/Student Activities projects are
forecasted at $20 million (1%).
Annual transfers to CFF are projected to be $49.9 million
in 2016/17 and $113 million in 2017/18 with corresponding
commitments of $130.9 million and $82.4 million for these
two years. The following table lists projects anticipated to
receive CFF funding in 2016/17 and 2017/18.
CAPITAL FACILITIES FUND (CFF)Funding Sources and Committed Uses of Funding[IN MILLIONS OF DOLLARS] 2016/17 2017/18
Sources of Funding
Formula Units
School of Medicine 17.8 18.4
Hoover Institution 4.4 4.4
Non-Formula 27.7 90.2
Total Funding 49.9 113.0
Committed Uses of Funding
Center for Academic Medicine 1 (CAM 1) 13.3 0.9
Neuro/ChEM-H Research Complex 2.7
Stanford Oak Garden Children’s Center 1.8 5.7
3145 Porter Drive Tenant Improvements 2.9
LKSC Renovation Phases 2 and 3 2.5
Other School of Medicine Projects 6.4
Hoover Institution Projects 4.4 4.4
Formula Units Project Subtotal 22.2 22.8
Neuro/ChEM-H Research Complex 50.4
Stanford Redwood City Phase 1 19.1
Bioengineering Equipment 9.7
Emergency Operations Center 5.3 4.9
Durand Renovation Phase 4 5.0
GUP 4 4.5 3.6
Sapp Center for Science Teaching and Learning 3.5
Public Safety Building 2.8 21.1
Anderson Collections at Stanford University 2.1
Children Center of Stanford Community 1.1 9.7
Searsville Dam and Reservoir 1.0 1.5
Lagunita Diversion Dam Removal 0.8 2.7
Encina Complex Upgrades 10.0
Other Non-Formula Units Projects 3.4 6.1
Total Commitments 130.9 82.4
Annual Funding less Commitments (81.0) 30.6
Balance at Beginning of Year 93.8 12.8
Uncommitted Balance 12.8 43.4
80 CAPITAL PLAN AND CAPITAL BUDGET
CAPITAL BUDGET IMPACT ON 2017/18 OPERATIONSThe 2017/18 Consolidated Budget for Operations includes
incremental debt service and O&M expenses for projects to
be completed in either 2016/17 or 2017/18, but operational
for less than 12 months in the year completed.
Capital projects requiring debt are funded from internal loans
that are amortized over the asset life in equal installments
(principal and interest). The budgeted interest rate (BIR)
used to calculate the internal debt service is a blended rate
of interest expense on debt issued for capital projects, bond
issuance, and administrative costs. The BIR will remain at
4.25% for 2017/18.
Consolidated internal debt service, including that borne
by formula units, auxiliaries, service centers, Faculty Staff
Housing, and real estate investment, is projected to increase
from $199.1 million to $199.3 million. Additional debt ser-
vice related to the Rosewood Hotel and the Sand Hill Road
Office Complex is not included in the Consolidated Budget
for Operations. In addition, annual lease payments for rental
properties, occupied by the SoM, are projected to be $32.9
million in 2017/18.
The projected internal debt service funded by unrestricted
funds, including general funds and schools’ designated funds,
will decrease by $400,000 in 2017/18. The net change in
debt service brings the total annual internal debt service
borne by unrestricted funds to $83.7 million.
In 2017/18, the university will incur about $1.0 million of in-
cremental O&M costs related to a number of new academic
and administrative facilities. They include $360,000 for the
Kingscote Renovation and $343,000 for the Central Loading
Dock. Additional O&M costs for smaller capital projects
and infrastructure programs account for the balance of the
increase.
CAPITAL PLAN PROJECT DETAIL In addition to a map identifying some key project locations,
the following pages provide tables that list capital projects
in three categories: projects in design and construction,
forecasted construction projects, and infrastructure projects
and programs.
81CAPITAL PLAN AND CAPITAL BUDGET
Bas
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82 CAPITAL PLAN AND CAPITAL BUDGET
2017
/18–
2019
/20
CA
PIT
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ARY
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DEBT
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&
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T SC
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NDS 1
PLED
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DEBT
OT
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Esco
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illag
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V)
Gra
duat
e Re
side
nces
Resi
denc
e Bu
ildin
gs (
2,0
20 n
et n
ew b
eds)
R&
DE
2016
-21
1,0
09.2
1
59.7
2
09.2
1
50.0
5
0.0
6
00.0
31.
2
9.7
Und
ergr
ound
Par
king
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ages
(1,2
00
spa
ces)
R&
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2016
-21
82.
5
11.
5
82.
5
2
.4
Stan
ford
Red
woo
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hase
1 PR
ES/P
ROV
20
15-1
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3
29.4
2
5.0
543
.8
32.
1
21.
2
Neu
ro/C
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-H R
esea
rch
Com
plex
D
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2015
-19
257
.0
119
.2
109
.5
102
.0
23.
0
2
2.5
1
.3
6.6
Cen
ter f
or A
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Build
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SOM
20
17-2
0 1
66.0
7
7.4
3
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1
34.7
1.8
2
.2
U
nder
grou
nd P
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ng (
854
spac
es)
SOM
20
17-2
0 5
6.9
2
6.5
5
1.9
5.0
0
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1.8
BioM
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nova
tions
Bui
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l (BM
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20
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1
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4
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2
.4
Uni
vers
ity T
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(18
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nits
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2013
-18
176
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0
1
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14.
5
Ann
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and
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S 20
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5
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4
9.9
6
.9
1
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0
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4.2
Con
nect
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ents
H
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2014
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4.7
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.1
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2015
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21.
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2017
-18
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.7
0
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ning
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se
PRES
/PRO
V
2016
-19
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1
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0
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and
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2017
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17.
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4
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l Hea
lth &
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Faci
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Expa
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OR
2017
-19
16.
5
12.
6
2
.0
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5
0.9
0
.3
Chi
ldre
n’s
Cen
ter o
f Sta
nfor
d C
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unity
U
HR
2017
-19
11.
5
7.2
1
1.5
0.3
Schw
ab R
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l Cen
ter R
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ns
GSB
20
17-1
8 1
1.3
3
.8
11.
3
Dis
tric
t Wor
k C
ente
rs
LBRE
20
17-1
9 8
.5
5.0
8
.5
0.5
0
.2
Stan
ford
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Gar
den
Chi
ldre
n’s
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ter
UH
R 20
17-2
0 7
.5
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7
.5
0
.2
Subt
otal
- Pr
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ts in
Des
ign
& C
onst
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ion
2,89
0.7
1
,045
.9
656
.2
496
.9
130
.1
762
.0
696
.3
149
.2
0.0
7
2.3
5
3.6
1 In
clud
es fu
nds
from
uni
vers
ity a
nd s
choo
l res
erve
s, a
nd th
e G
UP
and
SIP
prog
ram
s.2
Ant
icip
ated
fund
ing
for t
his
cate
gory
is th
roug
h a
com
bina
tion
of s
choo
l, de
part
men
t and
uni
vers
ity re
serv
es, a
nd o
ther
sou
rces
.3
Ope
ratio
ns &
Mai
nten
ance
incl
udes
pla
nned
and
reac
tive/
prev
entiv
e m
aint
enan
ce, z
one
man
agem
ent,
utili
ties,
con
trac
ts, g
roun
ds, a
nd o
utdo
or li
ghtin
g.4
Oth
er fu
ndin
g is
from
SH
C a
nd L
PCH
.5
Uni
vers
ity T
erra
ce F
acul
ty H
omes
deb
t will
be
paid
off
by s
ales
pro
ceed
s. O
ther
fund
ing
is fr
om L
and
Dev
elop
men
t Fun
d.
83CAPITAL PLAN AND CAPITAL BUDGET
2017
/18–
2019
/20
CA
PIT
AL
PLA
N
FOR
ECA
STED
CO
NST
RU
CT
ION
PR
OJE
CT
S[I
N M
ILLI
ON
S O
F D
OLL
ARS
]
PR
OJEC
T FUN
DING
SOUR
CE
GI
FTS
UNI
VERS
ITY D
EBT
ANNU
AL CO
NTIN
UING
COST
S
FISCA
L YEA
R ES
TIMAT
ED
CAPIT
AL
IN
HAN
D
SERV
ICE C
ENTE
R/
RESO
URCE
S
SCHO
OL/
PROJ
ECT
PROJ
ECT
BUD
GET
CURR
ENT
O
R
TO B
E A
UXILI
ARY
AC
ADEM
IC
TO
BE
DEBT
OP
ERAT
IONS
&
DE
PART
MEN
T SC
HEDU
LE
COST
20
17/1
8 FU
NDS 1
PLED
GED
RAISE
D DE
BT
DEBT
OT
HER
IDEN
TIFIED
2 SE
RVIC
E M
AINT
ENAN
CE 3
Mid
dle
Plaz
a at
50
0 E
l Cam
ino
Real
- Re
side
ntia
l (21
5 un
its)
LBRE
20
17-2
0 1
82.0
1
2.7
7
3.0
1
09.0
6.4
Ea
rth,
Ene
rgy
and
Envi
ronm
enta
l Sci
ence
s Bu
ildin
g SE
3 20
18-2
1 1
00.0
4
.7
1
1.3
4
8.7
40.
0
2.4
3
.1
Hoo
ver C
ampu
s Re
nova
tions
-
Her
bert
Hoo
ver M
emor
ial B
uild
ing
Reno
vatio
n H
OO
VER
20
18-2
0 4
3.0
1
.9
43.
0
-
Hoo
ver T
ower
Ren
ovat
ion
HO
OV
ER
2018
-22
30.
0
0.7
3
0.0
- Lo
u H
enry
Hoo
ver B
uild
ing
Reno
vatio
n H
OO
VER
20
18-2
1 2
0.1
0
.6
20.
1
31
45 P
orte
r Driv
e Te
nant
Impr
ovem
ents
SO
M
2019
-20
58.
8
1.2
1
4.7
44.
1
3.3
6
.2
Rain
s H
ouse
s Re
nova
tions
(Ph
ases
2A
- 2E
) R&
DE
2020
-21
48.
6
4
8.6
3.6
Em
erge
ncy
Ops
Cen
ter/
Elec
tron
ic C
omm
unic
atio
n H
ub
(E
OC
/EC
H)
PRES
/PRO
V
2017
-19
35.
1
15.
4
10.
2
2
4.9
0.8
C
abril
lo/D
olor
es R
esid
ence
s (8
uni
ts)
LBRE
20
17-1
9 1
8.0
0
.8
1
8.0
31
72 P
orte
r Driv
e Te
nant
Impr
ovem
ents
SO
M
2019
-20
15.
8
0.3
4
.0
1
1.8
0
.9
3.8
D
emol
ition
of H
errin
Lab
/Her
rin H
all/
Org
anic
Che
m/M
udd
H&
S 20
17-1
9 1
2.2
8
.9
3.3
(
5.8)
LKSC
Ren
ovat
ion
Phas
es 2
and
3
SOM
20
17-2
0 1
0.0
2
.6
2.5
7.5
0
.6
Cen
ter f
or A
dvan
ced
Stud
y in
the
Beha
vior
al S
cien
ces
Faci
lity
Reno
vatio
n D
OR
2017
-18
9.8
7
.3
1.2
0
.1
8.5
Cub
berle
y Bu
ildin
g Se
ism
ic R
enov
atio
n Ph
ase
2 G
SE
2018
-20
8.6
0
.4
2.2
6
.4
Cro
wn
Qua
dran
gle
Reno
vatio
n - B
asem
ent a
nd S
econ
d Fl
oor
SLS
2017
-20
6.5
2
.8
6.5
Burn
ham
Pav
ilion
Sea
ting
Impr
ovem
ents
D
APE
R 20
18-2
0 5
.0
0.2
5
.0
0
.8
Gol
f Cou
rse
Rest
orat
ion
DA
PER
2017
-18
5.0
3
.1
1.6
3
.4
Subt
otal
- Fo
reca
sted
Pro
ject
s
6
08.5
5
4.6
1
18.3
2
4.5
1
61.8
1
75.6
1
03.4
0
.0
2
4.9
1
7.1
8
.9
SUBT
OTA
L - C
ON
STRU
CT
ION
PLA
N
3,4
99.2
1
,100
.4
774
.5
521
.4
291
.9
937
.6
799
.7
149
.2
24.
9
89.
4
62.
5 1
Incl
udes
fund
s fr
om u
nive
rsity
and
sch
ool r
eser
ves,
and
the
GU
P an
d SI
P pr
ogra
ms.
2 A
ntic
ipat
ed fu
ndin
g fo
r thi
s ca
tego
ry is
thro
ugh
a co
mbi
natio
n of
sch
ool,
depa
rtm
ent a
nd u
nive
rsity
rese
rves
, and
oth
er s
ourc
es.
3 O
pera
tions
& M
aint
enan
ce in
clud
es p
lann
ed a
nd re
activ
e/pr
even
tativ
e m
aint
enan
ce, z
one
man
agem
ent,
utili
ties,
con
trac
ts, g
roun
ds, a
nd o
utdo
or li
ghtin
g.
84 CAPITAL PLAN AND CAPITAL BUDGET
2017
/18–
2019
/20
CA
PIT
AL
PLA
N
INFR
AST
RU
CT
UR
E A
ND
OT
HER
[IN
MIL
LIO
NS
OF
DO
LLA
RS]
PROJ
ECT F
UNDI
NG SO
URCE
GI
FTS
UNI
VERS
ITY D
EBT
ANNU
AL CO
NTIN
UING
COST
S
FISCA
L YEA
R ES
TIMAT
ED
CAPIT
AL
IN
HAN
D
SERV
ICE C
ENTE
R/
RESO
URCE
S
SCHO
OL/
PROJ
ECT
PROJ
ECT
BUD
GET
CURR
ENT
O
R
TO B
E A
UXILI
ARY
AC
ADEM
IC
TO
BE
DEBT
OP
ERAT
IONS
&
DE
PART
MEN
T SC
HEDU
LE
COST
20
17/1
8 FU
NDS 1
PLED
GED
RAISE
D DE
BT
DEBT
OT
HER
IDEN
TIFIED
2 SE
RVIC
E M
AINT
ENAN
CE 3
Hou
sing
Acq
uisi
tion
Initi
ativ
e (H
AI)
LB
RE
2015
-25
500
.0
35.
8
250
.0
250
.0
1
0.7
Inve
stm
ent i
n Pl
ant (
Plan
ned
Mai
nten
ance
)
Non
-For
mul
a/A
dmin
L
BRE
20
18-2
0 6
4.3
2
0.4
6
4.3
Fo
rmul
a S
OM
20
18-2
0 2
1.0
6
.8
21.
0
R&D
E (S
HA
RP/D
ARP
/HA
RP)4
R&
DE
20
18-2
0 6
0.7
1
8.6
6
0.7
D
APE
R D
APE
R
2018
1
0.4
1
0.4
1
0.4
Subt
otal
-Inv
estm
ent i
n Pl
ant (
Plan
ned
Mai
nten
ance
)
1
56.4
5
6.2
1
56.4
Stan
ford
Infr
astr
uctu
re P
rogr
am (
SIP)
L
BRE
20
18-2
0 4
3.2
9
.5
43.
2
Cap
ital U
tiliti
es P
rogr
am (C
UP)
Syst
em E
xpan
sion
L
BRE
20
18-2
0 2
0.5
9
.6
2
0.5
1.3
Syst
em R
epla
cem
ent
LBR
E
2018
-20
15.
7
4.9
15.
7
1
.0
Subt
otal
-CU
P
3
6.2
1
4.5
3
6.2
2.
4
Info
rmat
ion
Tech
nolo
gy a
nd C
omm
unic
atio
ns S
yste
ms
BA
20
18-2
0 1
6.8
6
.0
3
.0
13.
8
2.1
R&D
E M
ajor
Ren
ovat
ion
Plan
4 R
&D
E
2018
-20
11.
4
2.6
11.
4
0
.8
Who
le B
uild
ing
Ener
gy R
etro
fit P
rogr
am G
roup
2
LBR
E/SO
M
2018
-19
7.2
3
.7
7.2
0
.5
Stor
m D
rain
age
LBR
E
2018
-20
4.5
1
.5
4.5
0
.4
0.1
Cam
pus
Driv
e Ro
unda
bout
s
Serr
a L
BRE
20
17-2
0 4
.0
1.0
4
.0
Subt
otal
- In
fras
truc
ture
Pro
ject
s &
Pro
gram
s
7
79.7
1
30.8
4
53.6
0.
0
0
.0
3
00.6
2
5.5
0
.0
0.0
17.0
0
.1
TOTA
L CA
PITA
L PL
AN
4
,278
.9
1,2
31.2
1
,228
.1
521
.4
291
.9
1,2
38.2
8
25.2
1
49.2
24
.9
106.
4
62.
6
1 In
clud
es fu
nds
from
uni
vers
ity a
nd s
choo
l res
erve
s, a
nd th
e G
UP
and
SIP
prog
ram
s. A
lso
incl
udes
Tie
r II c
ontr
ibut
ion
for t
he H
ousi
ng A
cqui
sitio
n In
itiat
ive.
2
Ant
icip
ated
fund
ing
for t
his
cate
gory
is th
roug
h a
com
bina
tion
of s
choo
l, de
part
men
t and
uni
vers
ity re
serv
es, a
nd o
ther
sou
rces
.3
Ope
ratio
ns &
Mai
nten
ance
incl
udes
pla
nned
and
reac
tive/
prev
entiv
e m
aint
enan
ce, z
one
man
agem
ent,
utili
ties,
con
trac
ts, g
roun
ds, a
nd o
utdo
or li
ghtin
g.4
R&D
E M
ajor
Ren
ovat
ion
Plan
pro
ject
s ge
nera
lly in
clud
e pr
ogra
m a
nd c
ode
upgr
ades
vs.
Pla
nned
Mai
nten
ance
, whi
ch in
clud
es s
ubsy
stem
repl
acem
ent.
85APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
APPENDIX A
CONSOLIDATED BUDGETS FOR SELECTED UNITS
n Consolidated Budget for Operations by Unit, 2017/18
n Summary of 2017/18 General Funds Allocations (Excludes Formula Units)
Consolidated Budget for Operations by Selected Units, 2017/18
Academic Units
n Graduate School of Business
n School of Earth, Energy & Environmental Sciences
n Graduate School of Education
n School of Engineering
n School of Humanities and Sciences
n School of Law
n School of Medicine
n Vice Provost and Dean of Research
n Vice Provost for Undergraduate Education
n Vice Provost for Graduate Education
n Vice Provost for Teaching and Learning
n Hoover Institution
n Stanford University Libraries
Auxiliary Units
n Athletics
n Residential & Dining Enterprises
86 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
CONSOLIDATED BUDGET FOR OPERATIONS BY UNIT, 2017/18[IN MILLIONS OF DOLLARS]
TOTAL RESULT OF TRANSFERS CHANGE IN REVENUES AND TOTAL CURRENT (TO)/FROM EXPENDABLE TRANSFERS EXPENSES OPERATIONS ASSETS FUND BALANCE
Academic Units Graduate School of Business 1 256.5 264.1 (7.6) 0.6 (7.0) School of Earth, Energy & Environmental Sciences 65.4 71.7 (6.3) 1.8 (4.5) Graduate School of Education 76.4 75.2 1.2 (1.2) 0.1 School of Engineering 399.4 398.2 1.2 1.7 2.9 School of Humanities and Sciences 1 529.8 518.4 11.4 (9.5) 1.9 School of Law 96.9 90.1 6.8 (6.7) 0.1 School of Medicine 1 2,464.4 2,327.8 136.6 (43.8) 92.8 Vice Provost and Dean of Research 246.6 234.0 12.6 3.3 15.9 Vice Provost for Undergraduate Education 1 57.2 49.1 8.1 0.1 8.3 Vice Provost for Graduate Education 10.5 12.6 (2.1) (0.3) (2.4) Vice Provost for Teaching and Learning 40.1 39.9 0.2 0.2 Hoover Institution 68.6 72.1 (3.4) (3.4) Stanford University Libraries 1 89.5 89.1 0.4 0.4 SLAC 563.6 564.6 (1.0) (1.0)Total Academic Units 4,964.9 4,806.8 158.1 (53.9) 104.2
Administrative Units Business Affairs 235.9 236.7 (0.9) (0.3) (1.2) Office of Development 91.6 92.2 (0.7) (0.7) General Counsel and Public Safety 42.2 42.4 (0.2) (0.2) Land, Buildings and Real Estate 327.6 322.1 5.5 (6.2) (0.7) Offices of the President and Provost 119.7 114.5 5.2 0.6 5.9 Office of Public Affairs 4.3 4.3 Stanford Alumni Association 49.3 49.6 (0.3) (0.3) Student Affairs 1 76.0 77.3 (1.2) (1.2) University Communications 8.2 8.3 University Human Resources 14.8 15.3 (0.5) (0.5) Stanford Management Company 42.0 42.4 (0.4) (0.4) Undergraduate Admission and Financial Aid 189.7 190.6 (0.9) (0.9)
Major Auxiliary Units Athletics 135.9 134.4 1.5 1.5 Residential & Dining Enterprises 267.2 269.1 (1.8) (1.8)Total Administrative & Auxiliary Units 1,604.4 1,599.2 5.2 (5.9) (0.7)Internal Transaction Adjustment 2 (171.0) (96.8) (74.2) 10.9 (63.4)Indirect Cost Adjustment 3 (278.0) (278.0) Grand Total from Units 6,120.3 6,031.3 89.0 (48.9) 40.1 Central Accounts 4 131.4 (124.5) 256.0 (160.1) 95.9 Central Adjustment 5 9.7 (53.5) 63.1 (33.7) 29.4 Total Consolidated Budget 6,261.4 5,853.3 408.1 (242.8) 165.4
Notes: 1 The budgets for these units include auxiliary operations, which are separately identified in the units’ consolidated forecast in Appendix A.2 Internal revenues and expenses are included in the unit budgets. This adjustment backs out these internal activities from the Consolidated Budget to avoid
double counting them. 3 The academic unit budgets include both direct and indirect sponsored income and expenditures. Indirect cost funding passes through the schools and is
transferred to the university as expenditures occur. At that point, indirect cost recovery becomes part of unrestricted income for the university. In order not to double count, indirect cost recovery of $278.0 million received by the schools is taken out in the “Indirect Cost Adjustment” line.
4 Central Accounts encompass funds not belonging to any particular budget unit that are used for university-wide activities, such as academic debt service payments; centrally funded tuition allowance; miscellaneous university expenses; Presidential and Provostial discretionary funds; and the general funds surplus.
5 Additional central adjustments for revenues, expenses and asset transfers are made to bring the sum of the unit projections in line with the overall projection. The $9.7 million of net revenue and ($33.7) million of net asset transfer are based on historical experience and reflects the expectation that the university will receive additional unrestricted and/or restricted income and reinvest unspent payout and/or fund balances to endowment principal that cannot be specifically identified by units at this time.
87APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SUMMARY OF 2017/18 BASE GENERAL FUNDS ALLOCATIONS (EXCLUDES FORMULA UNITS)[IN THOUSANDS OF DOLLARS] SALARY & PROGRAMMATIC 2016/17 TO 2016/17 GF NON-SALARY ADDITIONS/ 2017/18 GF 2017/18 PERCENT ALLOCATION INFLATION (ADJUSTMENTS) ALLOCATION CHANGE CHANGE
School of Earth, Energy, and Environmental Sciences 10,345 383 938 11,666 1,321 12.8%
Graduate School of Education 18,114 675 225 19,014 900 5.0%
School of Engineering 79,298 2,940 1,267 83,505 4,206 5.3%
School of Humanities & Sciences 181,963 6,732 3,859 192,554 10,591 5.8%
School of Law 31,118 1,183 335 32,636 1,518 4.9%
Vice Provost and Dean of Research 45,266 1,568 1,638 48,473 3,207 7.1%
Vice Provost for Undergraduate Education 21,455 762 110 22,327 872 4.1%
Vice Provost for Graduate Education 7,876 305 8,182 305 3.9%
Vice Provost for Teaching and Learning 9,816 335 1,237 11,389 1,572 16.0%
Stanford University Libraries 51,727 1,780 344 53,851 2,123 4.1%
Total - Academic 1 456,978 16,664 9,953 483,595 26,617 5.8%
Business Affairs 2 122,952 4,530 2,729 130,211 7,259 5.9%
Office of Development 3 45,377 1,691 3,074 50,142 4,765 10.5%
Land, Buildings and Real Estate 4 16,264 239 583 17,086 821 5.1%
Offices of the President & Provost 19,169 698 175 20,042 873 4.6%
Public Affairs and University Communications 3 8,944 337 (706) 8,576 (368) -4.1%
Stanford Alumni Association 11,284 347 475 12,105 822 7.3%
Student Affairs 35,964 1,448 533 37,945 1,981 5.5%
University Human Resources 11,516 429 1,130 13,074 1,559 13.5%
Admission and Financial Aid Operations 10,891 396 800 12,087 1,196 11.0%
Other Units 5 28,309 959 1,855 31,123 2,815 9.9%
Central Obligations 6 42,669 5,173 (1,175) 46,667 3,999 9.4%
Total - Administrative 353,338 16,247 9,474 379,059 25,721 7.3%
Undergraduate Financial Aid 21,034 1,662 22,696 1,662 7.9%
O&M and Utilities 105,851 3,117 1,672 110,641 4,790 4.5%
Debt Service 36,099 (3,861) 32,238 (3,861) -10.7%
Capital Facilities Fund 7 26,154 62,556 88,710 62,556 239.2%
University Reserves 30,000 20,000 50,000 20,000 66.7%
Total - Other Allocations 219,139 918 84,228 304,285 85,146 38.9%
Total Non-Formula Allocations 1,029,455 33,829 103,654 1,166,939 137,484 13.4%
Unallocated Surplus 28,087 25,875 (2,212) -7.9%
Total Non-Formula General Funds 1,057,542 33,829 103,654 1,192,814 135,272 12.8%
NOTES:1 For this table, the TA tuition allowance expense budgeted centrally and distributed annually on a one-time basis is redistributed to
the academic units according to their individual allocations.2 Property and general insurance allocations are moved from Business Affairs to Central Obligations.3 In 2017/18, base general funds for the Office of Special Events and Protocol are transferred from Public Affairs to the Office of Development,
explaining the decrease in the allocation to Public Affairs and subsequent increase in general funds for the Office of Development. 4 Operations and Maintenance (O&M) and Utilities allocations are moved from Land, Buildings and Real Estate to Other Allocations.5 Other Units include general funds allocations for General Counsel and Public Safety, Hoover, SLAC, Athletics,
Stanford University Press, and the Stanford Faculty Club. 6 Central Obligations include RA tuition allowance and miscellaneous university expenses, property insurance, general insurance,
fire contract, and Stanford Research Computing Center allocations.7 Allocation to the Capital Facilities Fund is reduced in 2016/17 to offset the shortfall in
the Expendable Fund Pool (EFP) investment return during 2015/16.
88 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
GR
AD
UA
TE
SC
HO
OL
OF
BU
SIN
ES
S20
17/1
8 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
61,
431
65
,039
Gen
eral
Fun
ds A
lloca
tion
66,9
58
91
67,0
49
168,
808
17
9,18
9
Re
stric
ted
Reve
nues
63,7
40
30,6
46
82,1
13
756
7,
219
18
4,47
4
5,
524
5,
400
Inte
rnal
Rev
enue
2,22
3
3,
180
5,
403
(1
,924
) 68
6
O
pera
ting
Tran
sfer
s 15
3,03
1
(40,
068)
(2
9,92
8)
(81,
933)
(1,5
47)
(445
)
233,
839
25
0,31
5
Tota
l Rev
enue
s 21
9,98
9
25,9
86
718
18
0
756
8,
852
25
6,48
1
Ex
pens
es
52,
975
56
,333
Aca
dem
ic S
alar
ies
50,4
70
8,34
7
99
58
,915
42,
882
45
,765
Staf
f Sal
arie
s 41
,881
4,
960
94
34
1,53
9
48,5
09
42,
763
45
,114
Bene
fits
& O
ther
Com
pens
atio
n 41
,634
4,
502
52
2
16
9
520
47
,348
71,
917
78
,256
Non
-Sal
ary
Expe
nses
74
,924
7,
677
22
7
44
3
1,78
6
85,0
57
20,
648
23
,141
Inte
rnal
Exp
ense
s 11
,080
7,
646
52
5
10
5,
007
24
,268
231,
185
24
8,60
9
Tota
l Exp
ense
s 21
9,98
9
33,1
33
1,36
8
0
756
8,
852
26
4,09
8
2,
654
1,
706
O
pera
ting
Res
ults
0
(7
,146
) (6
50)
180
0
0
(7
,617
)
(10,
800)
(2
62)
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
65
0
(9)
641
11
9
23,0
83
Tran
sfer
s Fr
om (
to)
Plan
t
(8
,027
) 24
,527
Su
rplu
s /
(Defi
cit)
0
(7
,146
) 0
17
0
0
0
(6,9
76)
76,
143
68
,116
Be
ginn
ing
Fund
Bal
ance
s 1,
000
47
,314
39
,000
5,
330
92
,643
68,
116
92
,643
En
ding
Fun
d Ba
lanc
es
1,00
0
40,1
67
39,0
00
5,50
0
85,6
67
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
• T
his
sche
dule
incl
udes
an
allo
cati
on o
f tui
tion
reve
nue
and
cent
ral a
dmin
istr
ativ
e co
sts,
con
sist
ent w
ith
Stan
ford
’s p
olic
y fo
r un
its
oper
atin
g un
der
a fo
rmul
a ag
reem
ent.
89APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
EA
RT
H, E
NE
RG
Y &
EN
VIR
ON
ME
NTA
L S
CIE
NC
ES
2017
/18
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 1
2,71
7
11,8
02
G
ener
al F
unds
Allo
catio
n 12
,970
12,9
70
49,
889
48
,400
Rest
ricte
d Re
venu
es
7,
700
2,
400
27
,722
11
,509
49,3
31
9
(1
42)
In
tern
al R
even
ue
(1
42)
(142
)
3,
845
4,
280
Ope
ratin
g Tr
ansf
ers
29,2
23
1,16
9
1,30
5
(28,
619)
70
0
3,
777
66,
460
64
,340
To
tal R
even
ues
42,1
93
8,72
7
3,70
5
(897
) 12
,209
0
65
,937
Ex
pens
es
15,
215
16
,265
Aca
dem
ic S
alar
ies
11,2
16
2,52
9
858
2,39
5
16
,997
7,
474
7,
827
Staf
f Sal
arie
s 7,
785
34
6
55
(6
)
8,17
9
27,
005
27
,768
Bene
fits
& O
ther
Com
pens
atio
n 15
,756
4,
823
2,
783
1,
357
4,
024
28,7
44
16,
748
14
,428
Non
-Sal
ary
Expe
nses
5,
152
2,
467
1,
369
23
7
5,61
7
14
,843
2,
739
2,
869
Inte
rnal
Exp
ense
s 1,
755
42
2
447
14
4
179
2,94
7
69,
181
69
,158
To
tal E
xpen
ses
41,6
64
10,5
87
5,51
1
1,73
8
12,2
09
0
71,7
10
(2
,721
) (4
,817
) O
pera
ting
Res
ults
52
9
(1,8
60)
(1,8
06)
(2,6
35)
0
0
(5,7
73)
1,
064
1,
090
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
1,
200
1,
200
(1,9
35)
Tran
sfer
s Fr
om (
to)
Plan
t
60
0
60
0
(1
,656
) (5
,662
) Su
rplu
s /
(Defi
cit)
52
9
(1,8
60)
(1,2
06)
(1,4
35)
0
0
(3,9
73)
60,
208
58
,552
Be
ginn
ing
Fund
Bal
ance
s 11
0
18,1
06
19,1
72
15,5
01
52,8
89
58,
552
52
,889
En
ding
Fun
d Ba
lanc
es
639
16
,246
17
,966
14
,066
48
,916
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 87
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
90 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
GR
AD
UA
TE
SC
HO
OL
OF
ED
UC
AT
ION
2017
/18
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 3
3,73
9
19,5
01
G
ener
al F
unds
Allo
catio
n 19
,675
19,6
75
54,
647
55
,349
Rest
ricte
d Re
venu
es
5,
827
10
,975
12
,928
25
,163
54,8
93
(1
65)
(156
)
Inte
rnal
Rev
enue
(175
)
(1
75)
3,
679
2,
435
Ope
ratin
g Tr
ansf
ers
13,6
75
1,98
8
(3,7
75)
(9,8
94)
1,99
5
91,
900
77
,130
To
tal R
even
ues
33,3
51
7,64
0
7,20
0
3,03
4
25,1
63
0
76,3
88
Ex
pens
es
12,
981
14
,219
Aca
dem
ic S
alar
ies
10,3
57
1,01
2
300
38
2,
937
14,6
44
15,
080
16
,916
Staf
f Sal
arie
s 7,
475
2,
074
1,
278
81
9
5,68
1
17
,327
17,
908
19
,230
Bene
fits
& O
ther
Com
pens
atio
n 9,
505
1,
716
1,
643
59
2
6,11
9
19
,575
23,
866
22
,108
Non
-Sal
ary
Expe
nses
5,
374
1,
498
3,
718
51
3
10,3
30
21
,433
2,
621
2,
258
Inte
rnal
Exp
ense
s 64
0
398
69
9
338
96
2,17
1
72,
457
74
,731
To
tal E
xpen
ses
33,3
51
6,69
8
7,63
9
2,29
9
25,1
63
0
75,1
51
19,
444
2,
399
O
pera
ting
Res
ults
0
94
1
(438
) 73
5
0
0
1,23
8
(10,
850)
(1
,287
) Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
500
(1
,687
)
(1
,187
)
Tr
ansf
ers
From
(to
) Pl
ant
8,
594
1,
112
Su
rplu
s /
(Defi
cit)
0
94
1
62
(952
) 0
0
51
44,
983
53
,577
Be
ginn
ing
Fund
Bal
ance
s 1,
139
30
,519
18
,368
4,
663
54
,689
53,
577
54
,689
En
ding
Fun
d Ba
lanc
es
1,13
9
31,4
60
18,4
30
3,71
1
54,7
39
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 87
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
91APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
EN
GIN
EE
RIN
G20
17/1
8 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 8
4,55
7
92,9
62
G
ener
al F
unds
Allo
catio
n 99
,130
99,1
30
256,
339
26
3,44
9
Re
stric
ted
Reve
nues
7
32
,412
30
,596
62
,902
14
5,86
9
27
1,78
6
5,
875
4,
702
Inte
rnal
Rev
enue
5,55
6
4,
092
9,
647
54,
061
23
,374
Ope
ratin
g Tr
ansf
ers
76,7
22
(7,3
18)
(3,6
30)
(46,
126)
19
,648
400,
832
38
4,48
6
Tota
l Rev
enue
s 17
5,85
9
30,6
49
26,9
66
16,7
76
145,
869
4,
092
40
0,21
1
Ex
pens
es
65,
135
67
,348
Aca
dem
ic S
alar
ies
47,7
97
4,80
5
3,13
7
555
17
,124
68
7
74,1
05
29,
985
32
,669
Staf
f Sal
arie
s 27
,702
2,
975
99
0
319
2,
991
1,
373
36
,349
121,
133
13
0,53
2
Be
nefit
s &
Oth
er C
ompe
nsat
ion
60,1
62
11,3
25
7,80
8
2,49
6
55,8
23
688
13
8,30
3
137,
174
13
4,58
0
N
on-S
alar
y Ex
pens
es
29,8
48
8,88
3
9,70
1
16,9
64
66,2
48
1,39
1
133,
035
16,
611
16
,098
Inte
rnal
Exp
ense
s 6,
546
1,
675
2,
903
1,
519
3,
682
47
16
,372
370,
038
38
1,22
6
Tota
l Exp
ense
s 17
2,05
6
29,6
62
24,5
40
21,8
52
145,
869
4,
186
39
8,16
4
30,
794
3,
260
O
pera
ting
Res
ults
3,
804
98
7
2,42
6
(5,0
76)
0
(94)
2,
047
(6
,661
) (9
,050
) Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
1,
700
1,
700
(4,
710)
(1
,950
) Tr
ansf
ers
From
(to
) Pl
ant
19,
423
(7
,740
) Su
rplu
s /
(Defi
cit)
3,
804
98
7
2,42
6
(3,3
76)
0
(94)
3,
747
256,
146
27
5,56
8
Begi
nnin
g Fu
nd B
alan
ces
11
7,58
2
100,
521
49
,711
14
267,
828
275,
568
26
7,82
8
Endi
ng F
und
Bala
nces
3,
804
11
8,56
8
102,
947
46
,335
(79)
27
1,57
5
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 87
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
92 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
HU
MA
NIT
IES
AN
D S
CIE
NC
ES
2017
/18
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 18
8,61
6
199,
427
Gen
eral
Fun
ds A
lloca
tion
203,
543
50
0
204,
043
292,
392
28
4,81
9
Re
stric
ted
Reve
nues
77
8,
832
22
,981
16
5,73
7
90,1
43
5,48
2
293,
253
1,
580
1,
648
Inte
rnal
Rev
enue
140
1,37
3
1,51
3
36,
523
34
,167
Ope
ratin
g Tr
ansf
ers
154,
176
40
,706
(2
,658
) (1
54,9
94)
3,20
0
1,03
4
41,4
64
519,
111
52
0,06
0
Tota
l Rev
enue
s 35
7,79
7
50,1
78
20,3
23
10,7
43
93,3
43
7,88
9
540,
274
Ex
pens
es
127,
486
13
1,13
9
A
cade
mic
Sal
arie
s 10
7,61
0
15,4
11
1,14
7
1,21
0
13,0
48
203
13
8,62
8
52,
506
54
,722
Staf
f Sal
arie
s 45
,558
1,
233
97
1
86
4,99
9
4,22
8
57,0
75
137,
318
14
2,03
0
Be
nefit
s &
Oth
er C
ompe
nsat
ion
103,
426
11
,255
4,
074
99
0
25,6
12
1,51
0
146,
868
145,
257
15
2,44
2
N
on-S
alar
y Ex
pens
es
82,4
31
15,8
26
7,14
8
1,83
9
47,5
84
1,50
2
156,
330
18,
906
19
,031
Inte
rnal
Exp
ense
s 13
,486
1,
619
1,
623
40
2
2,10
0
258
19
,488
481,
473
49
9,36
4
Tota
l Exp
ense
s 35
2,51
1
45,3
44
14,9
63
4,52
7
93,3
43
7,70
2
518,
390
37,
638
20
,696
O
pera
ting
Res
ults
5,
286
4,
834
5,
360
6,
216
0
18
7
21,8
84
(13,
864)
(4
,501
) Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
(4
,500
)
(4
,500
)
4,
707
(18,
582)
Tr
ansf
ers
From
(to
) Pl
ant
(5,0
00)
(5
,000
)
28,
481
(2
,387
) Su
rplu
s /
(Defi
cit)
28
6
4,83
4
5,36
0
1,71
6
0
187
12
,384
266,
876
29
5,35
8
Begi
nnin
g Fu
nd B
alan
ces
5,70
6
132,
738
82
,684
71
,679
163
29
2,97
0
295,
358
29
2,97
0
Endi
ng F
und
Bala
nces
5,
992
13
7,57
3
88,0
44
73,3
95
35
0
305,
354
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 87
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
93APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
LAW
2017
/18
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 3
2,10
4
33,4
95
G
ener
al F
unds
Allo
catio
n 35
,341
35,3
41
59,
618
61
,649
Rest
ricte
d Re
venu
es
5,
240
12
,602
42
,963
2,
236
63,0
41
(6
1)
(262
)
Inte
rnal
Rev
enue
(268
)
(2
68)
60
0
(910
)
Ope
ratin
g Tr
ansf
ers
50,0
61
(3,6
00)
(11,
124)
(3
6,58
9)
(1,2
52)
92,
261
93
,972
To
tal R
even
ues
85,4
02
1,37
2
1,47
8
6,37
4
2,23
6
0
96,8
62
Ex
pens
es
29,
094
31
,005
Aca
dem
ic S
alar
ies
32,0
75
165
54
90
28
5
32
,669
12,
599
13
,370
Staf
f Sal
arie
s 13
,608
24
118
17
2
13
,922
16,
068
17
,353
Bene
fits
& O
ther
Com
pens
atio
n 17
,376
10
6
164
93
23
9
17
,978
18,
765
20
,561
Non
-Sal
ary
Expe
nses
19
,111
74
0
135
43
9
1,53
8
21
,963
3,
429
3,
511
Inte
rnal
Exp
ense
s 3,
232
15
4
82
106
2
3,57
6
79,
956
85
,800
To
tal E
xpen
ses
85,4
02
1,18
9
435
84
6
2,23
6
0
90,1
08
12,
305
8,
172
O
pera
ting
Res
ults
0
183
1,
043
5,
528
0
0
6,
754
(1
,818
) (1
5,10
0)
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
(5
00)
(4,5
00)
(5,0
00)
8
(4,0
00)
Tran
sfer
s Fr
om (
to)
Plan
t
(150
) (5
00)
(1,0
00)
(1,6
50)
10,
495
(1
0,92
8)
Surp
lus
/ (D
efici
t)
0 33
43
28
0
0
10
4
24,
175
34
,670
Be
ginn
ing
Fund
Bal
ance
s 17
5
2,22
2
20,8
23
522
23
,742
34,
670
23
,742
En
ding
Fun
d Ba
lanc
es
175
2,
255
20
,866
55
0
23,8
46
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 87
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
94 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
SC
HO
OL
OF
ME
DIC
INE
2017
/18
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
CLIN
IC
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
10
0,88
4
122,
561
Gen
eral
Fun
ds A
lloca
tion
122,
493
12
2,49
3
1,96
5,92
2 2,
028,
596
Rest
ricte
d Re
venu
es
22
1,36
5 1
,012
,124
12
9,13
6
177,
043
702
,578
1,
090
2,
243,
336
84
,463
82
,704
Inte
rnal
Rev
enue
47,6
06
58
42
,172
89
,836
6,
981
18
,173
Ope
ratin
g Tr
ansf
ers
196,
747
79
,660
(1
93,8
30)
(9,4
56)
(62,
095)
(6
,906
) 45
4,
166
2,15
8,25
0 2,
252,
034
To
tal R
even
ues
319,
240
34
8,63
2
818,
294
11
9,73
8
114,
948
695
,672
43
,308
2,
459,
831
Ex
pens
es
48
1,73
3
543,
929
Aca
dem
ic S
alar
ies
24,5
18
38,2
87
363,
929
20
,725
21
,832
13
3,25
8
7,28
0
609,
828
20
2,67
7
212,
779
Staf
f Sal
arie
s 77
,049
27
,832
41
,045
18
,552
14
,134
37
,152
10
,887
22
6,65
2
51
7,65
8
568,
895
Bene
fits
& O
ther
Com
pens
atio
n 44
,637
51
,312
36
1,37
9
25,8
52
20,3
35
119,
326
7,
250
63
0,09
2
59
8,43
7
662,
656
Non
-Sal
ary
Expe
nses
11
8,77
4
78,8
14
31,7
19
51,4
30
35,7
94
378,
700
16
,438
71
1,66
9
14
4,37
3
141,
216
Inte
rnal
Exp
ense
s 54
,262
18
,687
20
,222
20
,023
8,
144
27
,236
98
5
149,
560
1,94
4,87
8 2,
129,
474
To
tal E
xpen
ses
319,
240
21
4,93
2
818,
294
13
6,58
2
100,
240
695
,672
42
,841
2,
327,
800
21
3,37
1
122,
559
O
pera
ting
Res
ults
0
133,
700
0
(1
6,84
4)
14,7
08
0
467
13
2,03
1
(4
8,51
3)
(2,1
82)
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
(15,
361)
800
(1
,082
)
(1
5,64
3)
(4
4,87
8)
(20,
432)
Tr
ansf
ers
From
(to
) Pl
ant
(2
7,30
5)
(850
)
(2
8,15
5)
11
9,98
0
99,9
45
Surp
lus
/ (D
efici
t)
0 91
,034
0
(1
6,04
4)
12,7
76
0
467
88
,233
99
9,35
3 1
,119
,333
Be
ginn
ing
Fund
Bal
ance
s (1
,048
) 69
5,94
6
35
6,93
9
167,
753
(313
) 1,
219,
278
1,11
9,33
3 1,
219,
278
En
ding
Fun
d Ba
lanc
es
(1,0
48)
786,
980
340,
895
18
0,52
9
15
4
1,30
7,51
0
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
• T
his
sche
dule
incl
udes
an
allo
cati
on o
f tui
tion
reve
nue
and
cent
ral a
dmin
istr
ativ
e co
sts,
con
sist
ent w
ith
Stan
ford
’s p
olic
y fo
r un
its
oper
atin
g un
der
a fo
rmul
a ag
reem
ent.
95APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RO
VO
ST
AN
D D
EA
N O
F R
ES
EA
RC
H20
17/1
8 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 4
5,11
0 59
,624
Gen
eral
Fun
ds A
lloca
tion
64,1
34
64
,134
158,
983
186,
461
Re
stric
ted
Reve
nues
3,
190
11,0
43
30,3
32
37,0
18
80,7
91
16
2,37
5
8,
874
8,49
6
Inte
rnal
Rev
enue
3,
036
125
24
5,78
1 8,
966
15,
688
15,2
10
O
pera
ting
Tran
sfer
s 22
,132
7,
338
(8,5
75)
(16,
374)
(2
,813
)
1,70
9
228,
655
269,
790
Tota
l Rev
enue
s 92
,492
18
,507
21
,757
20
,668
77
,978
5,
781
237,
184
Ex
pens
es
31,
013
32,3
06
A
cade
mic
Sal
arie
s 10
,718
2,
373
3,58
6 3,
135
12,1
65
2,15
4 34
,131
44,
277
47,5
48
St
aff S
alar
ies
38,9
84
2,70
6 2,
231
2,40
9 3,
617
443
50,3
89
47,
443
46,3
51
Be
nefit
s &
Oth
er C
ompe
nsat
ion
17,4
94
4,07
7 3,
646
3,47
1 18
,390
83
1 47
,910
91,
664
101,
302
N
on-S
alar
y Ex
pens
es
19,2
79
10,2
63
10,1
19
4,74
8 41
,814
2,
259
88,4
82
11,
280
13,8
94
In
tern
al E
xpen
ses
6,01
8 1,
207
2,25
8 1,
504
1,99
3 77
13
,056
225,
678
241,
402
Tota
l Exp
ense
s 92
,492
20
,627
21
,839
15
,267
77
,978
5,
764
233,
968
2,
977
28,3
88
Ope
rati
ng R
esul
ts
0 (2
,120
) (8
2)
5,40
1 0
17
3,21
6
7,
502
4,75
3 Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
4,
753
4,75
3
(8,7
00)
Tran
sfer
s Fr
om (
to)
Plan
t
(1,5
00)
(1,5
00)
10,
478
24,4
41
Surp
lus
/ (D
efici
t)
0 (3
,620
) (8
2)
10,1
54
0 17
6,
469
183,
723
194,
201
Begi
nnin
g Fu
nd B
alan
ces
4,86
7 74
,729
99
,301
40
,089
(345
) 21
8,64
2
194,
201
218,
642
Endi
ng F
und
Bala
nces
4,
867
71,1
09
99,2
19
50,2
43
(3
28)
225,
111
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s an
d th
eref
ore
will
not
mat
ch th
e ba
se fi
gure
sho
wn
in th
e ta
ble
on p
age
87.
96 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RO
VO
ST
FO
R U
ND
ER
GR
AD
UA
TE
ED
UC
AT
ION
2017
/18
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
14,
223
16
,602
Gen
eral
Fun
ds A
lloca
tion
17,5
18
17
,518
39,
241
39
,535
Rest
ricte
d Re
venu
es
684
91
1
2,51
3
31,0
78
3,
977
39
,163
(3
7)
(46)
Inte
rnal
Rev
enue
(55)
(5
5)
(5
,538
) (7
,954
)
Ope
ratin
g Tr
ansf
ers
28,2
87
(260
) (3
,727
) (3
2,38
9)
(6
40)
(8,7
29)
47,
888
48
,137
To
tal R
even
ues
46,4
89
597
(1
,213
) (1
,312
) 0
3,
337
47
,898
Ex
pens
es
7,
403
7,
747
Aca
dem
ic S
alar
ies
7,89
2
7,
892
12,
229
12
,609
Staf
f Sal
arie
s 13
,742
13,7
42
9,
451
9,
879
Bene
fits
& O
ther
Com
pens
atio
n 9,
970
9,97
0
15,
758
16
,566
Non
-Sal
ary
Expe
nses
12
,380
10
3,33
7
15,7
26
2,
048
2,
114
Inte
rnal
Exp
ense
s 1,
774
1,77
4
46,
889
48
,915
To
tal E
xpen
ses
45,7
58
10
0
0
0
3,33
7
49,1
05
99
9
(778
) O
pera
ting
Res
ults
73
1
587
(1
,213
) (1
,312
) 0
0
(1
,207
)
20
3
20
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
12
0
12
0
Tr
ansf
ers
From
(to
) Pl
ant
1,
202
(7
58)
Surp
lus
/ (D
efici
t)
731
58
7
(1,0
93)
(1,3
12)
0
0
(1,0
87)
20,
275
21
,477
Be
ginn
ing
Fund
Bal
ance
s 1,
840
6,
100
4,
361
8,
419
20
,719
21,
477
20
,719
En
ding
Fun
d Ba
lanc
es
2,57
0
6,68
6
3,26
8
7,10
7
19,6
32
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s (i
nclu
ding
tuit
ion
allo
wan
ce)
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 87
.
97APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RO
VO
ST
FO
R G
RA
DU
AT
E E
DU
CA
TIO
N20
17/1
8 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
7,
909
8,
180
Gen
eral
Fun
ds A
lloca
tion
7,71
9
791
8,
509
32,
402
32
,850
Rest
ricte
d Re
venu
es
33
,465
33
,465
16
In
tern
al R
even
ue
(32,
001)
(3
1,19
7)
O
pera
ting
Tran
sfer
s 2,
500
(2
,500
) (6
3)
(31,
390)
(3
1,45
3)
8,
325
9,
833
To
tal R
even
ues
10,2
19
(1,7
09)
(63)
2,
075
0
0
10
,522
Ex
pens
es
18
0
193
Aca
dem
ic S
alar
ies
356
356
2,
037
2,
780
Staf
f Sal
arie
s 2,
828
2
26
2,85
6
1,
384
1,
596
Bene
fits
& O
ther
Com
pens
atio
n 1,
568
1
11
1,58
0
5,
443
6,
882
Non
-Sal
ary
Expe
nses
5,
309
79
2
397
62
9
7,12
6
58
1
738
Inte
rnal
Exp
ense
s 29
3
44
37
2
709
9,
624
12
,190
To
tal E
xpen
ses
10,3
54
794
47
8
1,00
0
0
0
12,6
26
(1
,299
) (2
,357
) O
pera
ting
Res
ults
(1
35)
(2,5
03)
(541
) 1,
075
0
0
(2
,105
)
(2
98)
(278
) Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
(2
70)
(270
)
Tr
ansf
ers
From
(to
) Pl
ant
(1
,597
) (2
,635
) Su
rplu
s /
(Defi
cit)
(1
35)
(2,5
03)
(541
) 80
5
0
0
(2,3
75)
56,
187
54
,590
Be
ginn
ing
Fund
Bal
ance
s 15
1
24,0
65
2,75
3
24,9
86
51,9
55
54,
590
51
,955
En
ding
Fun
d Ba
lanc
es
16
21,5
61
2,21
1
25,7
91
49,5
80
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• T
he g
ener
al fu
nds
allo
cati
on s
how
n in
this
sch
edul
e in
clud
es o
ne-t
ime
allo
cati
ons
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 87
.
98 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
VIC
E P
RO
VO
ST
FO
R T
EA
CH
ING
AN
D L
EA
RN
ING
2017
/18
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
9,50
4
11,0
33
G
ener
al F
unds
Allo
catio
n 14
,948
14,9
48
45,
313
38
,980
Rest
ricte
d Re
venu
es
893
33
,878
188
34
,959
(2
,876
) (2
,324
)
Inte
rnal
Rev
enue
43
0
(1,8
73)
(1,4
43)
(13,
562)
(5
,000
)
Ope
ratin
g Tr
ansf
ers
6,41
5
(15,
258)
(164
)
(9
,007
)
38,
378
4
2,68
9
Tota
l Rev
enue
s 22
,686
16
,747
0
24
0
0
39
,457
Ex
pens
es
2,
260
1,
766
Aca
dem
ic S
alar
ies
594
1,
168
1,
762
13,
501
14
,263
Staf
f Sal
arie
s 9,
392
5,
513
14
,905
8,
234
8,
078
Bene
fits
& O
ther
Com
pens
atio
n 4,
994
3,
322
8,
316
19,
162
16
,135
Non
-Sal
ary
Expe
nses
3,
604
9,
588
2
13,1
93
1,
865
1,
767
Inte
rnal
Exp
ense
s 46
5
1,30
4
1,76
9
45,
023
42
,008
To
tal E
xpen
ses
19,0
49
20,8
94
2
0
0
0
39,9
45
(6
,645
) 68
1
Ope
rati
ng R
esul
ts
3,63
7
(4,1
48)
(2)
24
0
0
(489
)
62
0
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
Tr
ansf
ers
From
(to
) Pl
ant
(6
,025
) 68
1
Surp
lus
/ (D
efici
t)
3,63
7
(4,1
48)
(2)
24
0
0
(489
)
15,
370
9,
345
Be
ginn
ing
Fund
Bal
ance
s 2,
151
7,
307
39
3
175
10
,026
9,
345
10
,026
En
ding
Fun
d Ba
lanc
es
5,78
8
3,15
9
391
19
8
9,53
7
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• T
he g
ener
al fu
nds
allo
cati
on s
how
n in
this
sch
edul
e in
clud
es o
ne-t
ime
allo
cati
ons
and
ther
efor
e w
ill n
ot m
atch
the
base
figu
re s
how
n in
the
tabl
e on
pag
e 87
.
99APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
HO
OV
ER
IN
ST
ITU
TIO
N20
17/1
8 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es
81
0
951
Gen
eral
Fun
ds A
lloca
tion
1,
010
1,01
0
58,
778
61
,991
Rest
ricte
d Re
venu
es
25
635
36
,850
28
,136
1,
782
67,4
28
11
0
164
Inte
rnal
Rev
enue
112
11
2
67
4
56
O
pera
ting
Tran
sfer
s 67
,432
(7
22)
(38,
282)
(2
8,33
6)
91
60,
372
63
,163
To
tal R
even
ues
68,4
67
25
(1,4
32)
(200
) 1,
782
0
68
,641
Ex
pens
es
20,
748
21
,672
Aca
dem
ic S
alar
ies
22,7
50
18
5
46
0
23
,395
9,
150
9,
421
Staf
f Sal
arie
s 10
,420
175
375
10,9
70
11,
407
11
,922
Bene
fits
& O
ther
Com
pens
atio
n 12
,437
115
258
12,8
09
20,
427
21
,921
Non
-Sal
ary
Expe
nses
20
,260
25
1,
125
60
69
0
22
,160
1,
890
1,
826
Inte
rnal
Exp
ense
s 2,
600
128
5
2,
733
63,
621
66
,762
To
tal E
xpen
ses
68,4
67
25
1,72
8
65
1,78
2
0
72,0
67
(3
,249
) (3
,599
) O
pera
ting
Res
ults
0
0
(3,1
60)
(265
) 0
0
(3
,425
)
2,
425
Tran
sfer
s Fr
om (
to)
Endo
wm
ent &
Oth
er A
sset
s
(20
,000
)
Tran
sfer
s Fr
om (
to)
Plan
t
(20,
824)
(3
,599
) Su
rplu
s /
(Defi
cit)
0
0
(3,1
60)
(265
) 0
0
(3
,425
)
66,
763
45
,938
Be
ginn
ing
Fund
Bal
ance
s 16
1
1,41
9
39,5
05
1,25
4
42,3
39
45,
938
42
,339
En
ding
Fun
d Ba
lanc
es
161
1,
419
36
,345
98
9
38,9
14
Not
es
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
100 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
STA
NFO
RD
UN
IVE
RS
ITY
LIB
RA
RIE
S20
17/1
8 C
onso
lid
ated
Bud
get
Pla
n[I
N T
HO
USA
ND
S O
F D
OLL
ARS
]
201
5/16
20
16/1
7
OP
ERAT
ING
DESI
GNAT
ED
REST
RICT
ED
REST
RICT
ED
GRAN
TS &
AU
XILIA
RY &
2
017/
18
AC
TUAL
S PR
OJEC
TION
BU
DGET
FU
NDS
EXPE
NDAB
LE
ENDO
WM
ENT
CONT
RACT
S SE
RVIC
E CE
NTER
TO
TAL
Re
venu
es 5
5,37
6
54,4
80
G
ener
al F
unds
Allo
catio
n 55
,151
55,1
51
25,
637
27
,530
Rest
ricte
d Re
venu
es
1,
115
72
5
16,3
26
2,14
1
7,18
0
27,4
87
43
3
57
In
tern
al R
even
ue
27
24
51
3,
367
7,
729
Ope
ratin
g Tr
ansf
ers
16,7
98
(819
) (1
73)
(12,
317)
3,33
7
6,82
6
84,
813
89
,795
To
tal R
even
ues
71,9
49
323
55
2
4,00
9
2,14
1
10,5
41
89,5
14
Ex
pens
es
9,
928
10
,837
Aca
dem
ic S
alar
ies
10,9
57
105
2
11,0
64
20,
888
25
,235
Staf
f Sal
arie
s 21
,945
5
40
0
1,
128
4,
010
27
,488
12,
711
13
,979
Bene
fits
& O
ther
Com
pens
atio
n 11
,300
35
12
8
36
1
1,28
3
13,1
07
34,
373
34
,752
Non
-Sal
ary
Expe
nses
24
,943
172
4,
000
65
0
3,78
2
33,5
48
3,
337
4,
665
Inte
rnal
Exp
ense
s 2,
803
56
320
680
3,
859
81,
237
89
,468
To
tal E
xpen
ses
71,9
49
146
75
6
4,32
0
2,14
1
9,75
5
89,0
66
3,
576
32
8
Ope
rati
ng R
esul
ts
0
178
(2
04)
(311
) 0
78
6
448
(1
32)
Tr
ansf
ers
From
(to
) En
dow
men
t & O
ther
Ass
ets
Tr
ansf
ers
From
(to
) Pl
ant
3,
444
32
8
Surp
lus
/ (D
efici
t)
0
178
(2
04)
(311
) 0
78
6
448
8,
658
12
,102
Be
ginn
ing
Fund
Bal
ance
s 38
7
3,33
2
1,82
9
5,57
9
1,
303
12
,430
12,
102
12
,430
En
ding
Fun
d Ba
lanc
es
387
3,
510
1,
625
5,
267
2,08
9
12,8
78
Not
es:
• Th
is s
ched
ule
does
not
incl
ude
endo
wm
ent p
rinc
ipal
, stu
dent
loan
fund
s, o
r pl
ant f
unds
.
• G
rant
s an
d C
ontr
acts
reve
nue
incl
udes
Indi
rect
Cos
t Rec
over
y; th
is s
ame
amou
nt is
cha
rged
as
a N
on-S
alar
y Ex
pens
e fo
r in
fras
truc
ture
and
gen
eral
adm
inis
trat
ive
cost
s of
rese
arch
.
• Th
e ge
nera
l fun
ds a
lloca
tion
sho
wn
in th
is s
ched
ule
incl
udes
one
-tim
e al
loca
tion
s an
d th
eref
ore
will
not
mat
ch th
e ba
se fi
gure
sho
wn
in th
e ta
ble
on p
age
87.
101APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
AUXILIARY ACTIVITIESA
TH
LET
ICS
2017
/18
Con
soli
dat
ed B
udge
t P
lan
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
20
15/1
6 20
16/1
7
DESI
GNAT
ED
REST
RICT
ED
ENDO
WM
ENT
ENDO
WM
ENT
2017
/18
AC
TUAL
S PR
OJEC
TION
AU
XILIA
RY
FUND
S EX
PEND
ABLE
SC
HOLA
RSHI
P OT
HER
TOTA
L
Re
venu
es
46,3
42
50,6
58
In
terc
olle
giat
e 52
,645
52
,645
22
,102
22
,757
Rest
ricte
d Re
venu
es -
Sch
olar
ship
s
23,1
92
23
,192
23
,232
19
,566
Rest
ricte
d Re
venu
es -
Oth
er
13,7
00
6,
500
20
,200
14
,789
14
,371
Uni
vers
ity F
unds
14
,957
14
,957
8,
026
8,
158
Aux
iliar
ies
(e.g
., G
olf C
ours
e)
8,54
4
8,54
4
9,
885
8,
103
Oth
er
6,71
6
1,75
0
8,
466
7,
863
7,
832
Cam
ps
853
7,
000
7,85
3
1,
893
52
5
O
pera
ting
Tran
sfer
s 19
,087
(1
,750
) (1
3,70
0)
2,86
3
(6,5
00)
0
134
,133
13
1,96
9
Tota
l Rev
enue
s an
d Tr
ansf
ers
102,
801
7,
000
0
26
,055
0
13
5,85
6
Ex
pens
e
58,5
64
59,9
74
C
ompe
nsat
ion
58,6
79
3,90
0
62
,579
23
,623
25
,121
Scho
lars
hips
26,0
00
26
,000
16
,787
12
,126
Faci
litie
s/M
aint
enan
ce
12,5
60
100
12,6
60
9,
487
10
,581
Trav
el/E
nter
tain
men
t 10
,845
20
0
11
,045
11
,311
12
,895
Gen
eral
Ser
vice
s/Su
pplie
s 10
,479
2,
800
13,2
79
3,
793
8,
011
Oth
er
8,25
7
8,25
7
47
5
385
Deb
t Ser
vice
39
5
395
1,
239
14
0
C
apita
l Exp
endi
ture
s 14
3
143
125
,277
12
9,23
3
Tota
l Exp
ense
s 10
1,35
9
7,00
0
0
26,0
00
0
134,
359
(7
,476
)
Tran
sfer
s (T
o)/F
rom
Ass
ets
0
1,
380
2,
736
Su
rplu
s/(D
efici
t)
1,44
2
0
0
55
0
1,49
7
9,
676
11
,056
Be
ginn
ing
Fund
Bal
ance
s (2
,234
) 4,
278
10
,336
0
1,
412
13
,792
11
,056
13
,792
En
ding
Fun
d Ba
lanc
es
(792
) 4,
278
10
,336
55
1,
412
15
,289
102 APPENDIX A: CONSOLIDATED BUDGETS BY UNIT
AUXILIARY ACTIVITIES
RESIDENTIAL & DINING ENTERPRISES2017/18 Auxiliary Budget Plan*[IN THOUSANDS OF DOLLARS] 2015/16 2016/17 2017/18 ACTUALS PROJECTION PLAN
Revenues Student Payments – Room & Board 153,956 159,474 165,828
Student Payments – Off Campus 9,829 14,252 14,430
Conference Income 16,834 17,206 18,129
Catering and Executive Dining 18,399 19,629 20,151
Retail, Concessions, and Vending 11,252 10,231 11,436
Stanford Guest House 5,342 5,127 5,370
Other Operating Income 7,029 6,236 6,813
Interest Income 122 84 124
Total Revenues 222,763 232,239 242,281
Transfers Grad Housing Subsidy: Off Campus 15,105 20,633 23,610
Debt Service & Rate Containment Subsidies 7,836 15,647 12,240
Transfers (Net) related to Project Funds, and from Reserves 140 1,367 1,960
Transfers to ResEd, ResComp and GLO (10,225) (10,700) (11,024)
Total Transfers 12,856 26,947 26,786
Total Revenue and Transfers 235,619 259,186 269,067
Expenses Salaries and Benefits 68,633 72,802 78,035
Food Cost 16,070 16,121 17,075
EM&S, Services, Commissions and Other 28,987 27,697 27,995
Rental and Leases Off Campus 22,904 31,022 33,512
Utilities and Telecommunication 13,610 14,701 15,474
Maintenance and Asset Renewal 27,494 29,507 32,209
Debt Service 49,353 58,694 55,817
G&A, Insurance and Taxes 8,568 8,642 8,950
Total Expenses 235,619 259,186 269,067
Auxiliary Operating Results 0 0 0
Change in Reserve and Endowment Funds (1,459) (3,745) (1,960)
Consolidated Results and Net Fund Transfers (1,459) (3,745) (1,960)
Beginning Fund Balance 23,574 22,115 18,370
Projected Ending Fund Balance 22,115 18,370 16,410
Notes:
• The revenue, transfer, and expense amounts in this table represent the auxiliary operation of R&DE only
• Fund Balance does not include endowment principal - $4 million Funds Functioning as Endowment (FFE)
103APPENDIX B: SUPPLEMENTARY INFORMATION
APPENDIX B
SUPPLEMENTARY INFORMATION
The tables and graphs in this Appendix provide historical and statistical data on enrollment, tuition and
room and board rates, financial aid, faculty, staff, selected expenditures, the endowment, and fund
balances. The short summaries below serve as an introduction to the schedules and highlight interesting
trends or historical occurrences.
Schedule 1—Student Enrollment for Autumn QuarterThe total enrollment for undergraduate and graduate
students rose slightly in 2016/17 as compared to the prior
year. Undergraduate enrollment increased by 38 to 7,032
students. Graduate student enrollment grew by 108 students
in 2016/17, a roughly 1.2% increase. Historic annual growth
for graduate students has been closer to 1.5%.
Schedule 2—Freshman Student Apply/Admit/Enroll Statistics Stanford’s undergraduate student body has remained
relatively constant over the past five years, but the number
of applications has increased significantly, resulting in a
progressively lower admissions rate. While the admissions
rate dropped to 4.8%, one of the lowest in the nation,
enrollment yield rose to another historic high at 82.1% of
applicants and continues to be one of the highest in the
nation.
Schedule 3—Graduate Student Apply/Admit/Enroll Statistics Graduate student applications are up 2.6% over 2015/16,
continuing its rising trend. Because of the application growth,
as well as a slight increase to the admittance rate, the yield
rate for enrolling students fell two percentage points from
the prior year to 59.5%. Enrollment numbers nevertheless
have grown steadily over the past ten years by 1.3% annually
as applications increased by 3.4% and admissions rose by
0.5% annually.
Schedule 4—Postdoctoral Scholars by School and by GenderThe postdoctoral scholar population in most schools
continues to trend up, although the total growth of 1.5%
in 2016/17 is smaller than the 4.7% average annual
growth over the past ten years. Of the 2,297 postdoctoral
scholars in 2016/17, almost 60% reside in the School of
Medicine. SLAC’s recent growth is due to a change in the
way postdoctoral scholars are accounted for, not because of
growth or new programs.
Schedule 5—Graduate Student and Postdoc Support At Stanford, teaching assistants and research assistants earn
salaries as part of their compensation, and most receive an
allowance towards their tuition charges. Graduate fellows
receive financial aid that covers some or all of their tuition
charges, and most receive stipends that help cover living
expenses. Postdoctoral students receive salaries and benefits
as part of their appointment, and many also receive tuition
allowance and living expense stipends.
Grants and contracts cover roughly a quarter of graduate
student expenses and about 70% of postdoctoral scholar
expenses. University and school unrestricted (or general
use) funds, designated funds, and endowment income funds
restricted specifically to graduate student aid cover the
remaining expenses. In 2015/16, the support to graduate
students and postdoctoral scholars at Stanford increased
104 APPENDIX B: SUPPLEMENTARY INFORMATION
6.3% and 5.3%, respectively, versus the prior year. The total
overall support reached $523 million. When support in grants
and contracts has decreased, general funds has increasingly
bridged the gap.
Schedule 6—Graduate Enrollment by School and DegreeThis table shows the trend of graduate student enrollment
within each school and across degree programs. In 2016/17,
approximately 62% of graduate student enrollments were
in either H&S or Engineering. The enrollment has increased
university-wide over the ten-year span at a compounded
annual growth rate of 1.4%. During this same period,
Engineering has added the most students (390), while School
of Earth, Energy & Environmental Sciences has had the fastest
total growth (47%) over the ten year period. The makeup of
graduate students has stayed consistent over this period: 51%
doctorate, 29% masters, and 20% professional.
Schedule 7—Undergraduate Tuition and Room & Board Rates The 2017/18 annual undergraduate tuition rate, mandatory
fees, and cost of room and board are projected to increase to
$64,729, an increase of 3.5% versus the previous year. Aside
from 2012/13, the increase in the total annual cost to attend
Stanford has remained at 3.5% since 2010/11.
Schedule 8—Undergraduate Financial Aid by Type of Aid and Source of Funds This schedule shows the various types of financial aid
awarded to undergraduate students, including non-need
based scholarships. In 2015/16, total undergraduate financial
aid was $186.9 million, a 4.0% increase over the previous
year. Funding from federal and state grants continued their
decreasing trend, collectively dropping from $10.7 million in
2012/13 to $9.6 million in 2015/16, more drastic if factoring
in inflation. During this same period, scholarships awarded by
Stanford increased from $145.9 million to $157.7 million. This
growth is primarily driven by support from its endowment,
which grew its contribution from $93.1 million to $116.9
million during this same period, a compound annual growth
of 7.9%.
Schedule 9—Undergraduate Financial Aid Budget Needs and Sources This schedule shows the total needs and sources of support
for undergraduate students who receive need-based financial
aid. The total needs are driven by the growth in the student
budget and by the number of students on aid. For 2017/18,
the budget for need-based aid will increase by 3.1%. This
increase is slightly less than the approved 3.5% increase in
tuition and room and board rates due to 10 fewer students
requiring need-based aid in 2017/18 versus the prior year.
The endowment has played a progressively larger role
(36% to 47% of total undergraduate financial aid support
between 2011/12 and 2017/18) in providing assistance for
undergraduate financial aid, and as a result has allowed
unrestricted funds to be redirected to other areas of the
university.
Schedule 10—Majors with the Largest Number of Baccalaureate Degrees Conferred This schedule shows the twenty undergraduate majors that
granted the most degrees in 2015/16. Human Biology was
the most popular between 2006/07 and 2012/13. In 2013/14
Computer Science took the top spot, posting a significant
growth of 60% over 2012/13. Nearly all undergraduate
students and a growing number of graduate students
take the introductory Computer Science course. The gap
between Human Biology and Computer Science increased
further in 2015/16, with Computer Science growing 22%
and Human Biology falling 15%. From 2014/15 to 2015/16,
the combination of Chemical, Electrical, and Mechanical
Engineering increased at a rate of 9%.
Schedule 11—Students Housed on Campus The percentage of undergraduate students housed on
campus has been about 91% for the twenty years shown in
this table. The graduate on-campus housing program has
expanded significantly since 1998/99, and the trailing ten-
year average of graduate students housed by Stanford is 57%.
The subsidized off-campus housing program for graduate
students has grown rapidly from 198 students in 2012/13 to
1125 students in 2016/17, due to a displacement caused by
the construction of new graduate housing on campus. For
2016/17, the percentage of graduate students housed by
Stanford has grown to 64.1%, from 60.1% in 2014/15.
105APPENDIX B: SUPPLEMENTARY INFORMATION
Schedule 12—Total Professorial Faculty The total professoriate has increased by 27 (1.3%) to 2,180
in 2016/17, not far off from the ten-year annual growth rate
of 2.0%. The growth in Full, Associate, and Non-Tenure Line
Professors (36) offsets a small decrease in the number of
Assistant Professors (9).
Schedule 13—Distribution of Tenured, Non-Tenured, and Non-Tenure Line FacultyThis schedule provides a disaggregated view of the data in
Schedule 12 by school over the last three years. The School
of Medicine and School of Humanities and Sciences hold
roughly 70% of faculty appointments across the university.
At the university level the total number of tenured faculty has
expanded by 31 (about 3%) between 2014/15 and 2016/17;
the number of non-tenured faculty in the tenure line has
increased by 8 (about 2%); and the number of non-tenure
line faculty has increased by 23 (about 4%) during the same
period. The School of Medicine increased tenured and non-
tenure line faculty by 5.9% and 5.3% respectively during this
same period.
Schedule 14—Number of Non-Teaching EmployeesThis schedule shows the number of regular non-teaching
employees by academic, administrative, and auxiliary units.
The number of employees increased by 686 (5.2%) in 2016.
In particular, the School of Medicine added 447 employees
(10.2% increase) due to further growth and enhancement
in clinical research activities. The Stanford Center for
Professional Development (SCPD) transitioned from the
School of Engineering to the Vice Provost for Teaching and
Learning in 2016, contributing to their inverse shifts. Since
2008/09 when Stanford was forced to right-size because of
the recession, it has experienced a continuous annual growth
of around 3%.
Schedule 15—Fringe Benefits Detail Fringe benefits rates provide a mechanism to support
the various components of non-salary compensation for
employees. Stanford has four distinct fringe benefits rates
for (1) regular benefits-eligible employees, which include
most faculty and staff; (2) postdoctoral research affiliates;
(3) casual/temporary employees; and (4) graduate research
and teaching assistants. This schedule shows the programs
and costs that contribute to the weighted average of the
four individual benefits rates, which was 28.5% in 2015/16.
Versus 2014/15, the total fringe benefits program costs
increased by 8.5% in 2015/16, which is slightly above the
annual growth of 6.7% from 2008/09. Retirement and
insurance benefits, which account for 89% of fringe benefits,
grew by 6.8% and 2.4%, respectively. Severance pay
experienced another spike in 2015/16 as in 2013/14.
Schedule 16—Sponsored Research Expense by Agency and Fund Source In 2015/16, federally sponsored research expenses
increased by 3.6%, a modest decline from the 5.5% increase
experienced in 2014/15. The research expenses sponsored
by non-federal sources remained strong, surging by 9.4%
($22.9 million) over 2014/15. In addition, the annual growth
has been 9.8% over the past three years. Overall, the direct
research volume was $700.8 million in 2015/16; the mix of
funding has slowly shifted from federal to non-federal over
the displayed period. Ten years earlier in 2005/06, federal
direct research comprised 83.4% of direct funding, but that
figure has fallen to 71.8% in 2015/16.
Schedule 17—Sponsored Research Contracts and Grants by School This table presents the sponsored research expenses for
the schools and the Dean of Research over seven years. The
expenses for the School of Medicine, as a percentage of
university-wide sponsored research, has reached a new peak
at 64% in 2015/16. Sponsored research for the School of
Humanities and Sciences also increased 16.8% from 2014/15,
offsetting the ongoing decrease in funding to the School of
Engineering and thereby increasing Sponsored research for
non-Medicine units in 2015/16. The School of Medicine has
enjoyed a 5.6% compound annual growth from 2009/10 to
2015/16. During this same period, only the Graduate School
of Education received consistent, year-over-year increases
with 15.0% compound annual growth.
Schedule 18—Plant Expenditures by Unit This schedule shows expenses from reserves or borrowed
funds for building or infrastructure projects related to various
units. Expenditures for equipment are excluded from these
figures. Total plant expenditures for 2015/16 were $469
million. Some key drivers of the plant expenditures include
106 APPENDIX B: SUPPLEMENTARY INFORMATION
project completions of the Graduate School of Business
residence hall (Highland Hall), the 408 Panama Mall office
building, Meier and Norcliffe Halls at Lagunita Court, the
Roble Gymnasium Renovation, and the Arrillaga Fieldhouse.
In addition, projects in design and construction contributed
to plant expenditures, such as the University Terrace Faculty
Homes, Sapp Center for Science Teaching and Learning,
and the David and Joan Traitel Building (formerly Hoover
Institution Conference Center and Office Building).
Schedule 19—Endowment Market Value and Merged Pool Rate of Return The annual nominal rate of return for the merged pool in
2015/16 was -0.4% for the 12 months ending June 30, 2016.
This slightly negative performance nonetheless exceeded
most peer and benchmark results. The endowment market
value was up to $22.4 billion, a 0.8% increase over 2014/15.
The target payout rate remains 5.5%.
Schedule 20—Expendable Fund Balances at Year EndThis schedule shows total expendable fund balances
(excluding sponsored research) by academic unit (excluding
SLAC) over the past decade. Aided by continuous growth
in its healthcare services revenue, the School of Medicine
has almost tripled its fund balance between 2007/08 and
2017/18. In addition, it has gone from representing 38% of the
total academic unit fund balances to 54% between 2007/08
and 2017/18. The Graduate School of Education, School of
Medicine, and VP and Dean of Research have the fastest
compound annual growth over the period.
Schedule 21—Academic Unit Expendable Fund Balances at Year End by Level of ControlThis schedule shows total expendable fund balances
(excluding sponsored research) by level of control within
the academic units over the last three years along with the
compound annual growth. “Level of control” indicates the
authority of funds within each school. Overall, approximately
80% of the fund balances comprise the combination of
school/institution and department/program levels in the
past three years. The dynamics of fund balance growth has
also varied by level of control among the schools. The fund
balances at the department/program and faculty levels had
significant annual growth at 16.0% and 16.8%, respectively,
while fund balances show a small 1.0% decline at the school/
institution level.
Schedule 22—Consolidated Budget for Operations HistoryThis schedule shows actual results from 2010/11 through
2015/16, including the 2016/17 year end projection and
the 2017/18 budget plan for the Consolidated Budget
for Operations. While expense growth has outpaced
revenue growth for the period shown (6.6% versus 6.3%,
respectively), the net operating results each year continue
to provide steady additions to fund balances, even after
transferring a significant amount to assets such as
endowment principal and plant. On average, the university
nets an operating income of roughly 8% of revenue over the
displayed period.
107APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 1
STUDENT ENROLLMENT FOR AUTUMN QUARTER2007/08 through 2016/17
UNDERGRADUATE GRADUATE TGR 1 TOTAL TOTAL
YEAR WOMEN MEN TOTAL WOMEN MEN TOTAL WOMEN MEN TOTAL GRADUATE ALL
2007/08 3,313 3,446 6,759 2,382 4,439 6,821 550 815 1,365 8,186 14,945
2008/09 3,384 3,428 6,812 2,450 4,509 6,959 548 821 1,369 8,328 15,140
2009/10 3,405 3,473 6,878 2,507 4,529 7,036 558 847 1,405 8,441 15,319
2010/11 3,334 3,553 6,887 2,635 4,678 7,313 597 869 1,466 8,779 15,666
2011/12 3,342 3,585 6,927 2,651 4,675 7,326 571 899 1,470 8,796 15,723
2012/13 3,346 3,653 6,999 2,697 4,690 7,387 600 884 1,484 8,871 15,870
2013/14 3,274 3,706 6,980 2,773 4,724 7,497 574 826 1,400 8,897 15,877
2014/15 3,314 3,704 7,018 2,887 4,809 7,696 596 826 1,422 9,118 16,136
2015/16 3,331 3,663 6,994 2,966 4,776 7,742 584 870 1,454 9,196 16,190
2016/17 3,412 3,620 7,032 3,030 4,901 7,931 557 816 1,373 9,304 16,336
Source: IR&DS Office fall quarter third week enrollment figures.1 Terminal Graduate Registration (TGR) allows students to register at a reduced tuition rate while they work on
a dissertation, thesis, or department project.
108 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 2
FRESHMAN APPLY/ADMIT/ENROLL STATISTICSFall 2007 through Fall 2016
TOTAL APPLICATIONS ADMISSIONS ENROLLMENT PERCENT PERCENT OF PERCENT OF CHANGE FROM APPLICANTS ADMITTED PREVIOUS ADMITTED APPLICANTS YEAR NUMBER YEAR NUMBER (ADMIT RATE) NUMBER ENROLLING (YIELD)
Fall 2007 23,958 7.3% 2,464 10.3% 1,723 69.9%
Fall 2008 25,299 5.6% 2,400 9.5% 1,703 71.0%
Fall 2009 30,429 20.3% 2,426 8.0% 1,694 69.8%
Fall 2010 32,022 5.2% 2,340 7.3% 1,674 71.5%
Fall 2011 34,348 7.3% 2,437 7.1% 1,707 70.0%
Fall 2012 36,632 6.6% 2,423 6.6% 1,771 73.1%
Fall 2013 38,828 6.0% 2,208 5.7% 1,677 76.0%
Fall 2014 42,167 8.6% 2,145 5.1% 1,678 78.2%
Fall 2015 42,497 0.8% 2,140 5.0% 1,720 80.4%
Fall 2016 43,997 3.5% 2,118 4.8% 1,739 82.1%
109APPENDIX B: SUPPLEMENTARY INFORMATION
GRADUATE STUDENT APPLY/ADMIT/ENROLL STATISTICSFall 2007 through Fall 2016
TOTAL APPLICATIONS ADMISSIONS ENROLLMENT PERCENT PERCENT OF PERCENT OF CHANGE FROM APPLICANTS ADMITTED PREVIOUS ADMITTED APPLICANTS YEAR ENTERING STANFORD NUMBER YEAR NUMBER (ADMIT RATE) NUMBER ENROLLING (YIELD)
Fall 2007 33,623 6.5% 4,352 12.9% 2,400 55.1%
Fall 2008 34,566 2.8% 4,350 12.6% 2,379 54.7%
Fall 2009 36,326 5.1% 4,419 12.2% 2,345 53.1%
Fall 2010 37,983 4.6% 4,580 12.1% 2,608 56.9%
Fall 2011 38,750 2.0% 4,570 11.8% 2,628 57.5%
Fall 2012 41,855 8.0% 4,439 10.6% 2,582 58.2%
Fall 2013 41,539 -0.8% 4,479 10.8% 2,630 58.7%
Fall 2014 43,992 5.9% 4,399 10.0% 2,625 59.7%
Fall 2015 44,437 1.0% 4,318 9.7% 2,656 61.5%
Fall 2016 45,577 2.6% 4,532 9.9% 2,698 59.5%
SCHEDULE 3
110 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 4
POSTDOCTORAL SCHOLARS BY SCHOOL AND BY GENDER 1
2007/08 through 2016/17
By School 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Graduate School of Business 0 0 2 0 0 0 0 0 0 0
School of Earth, Energy & Environmental Sciences 32 26 40 44 50 59 72 76 75 67
Graduate School of Education 10 10 11 9 9 12 19 20 22 19
School of Engineering 144 158 202 212 228 259 274 308 341 364
School of Humanities and Sciences 283 284 315 392 401 413 427 416 437 435
School of Law 0 1 1 0 2 1 2 0 0 0
School of Medicine 1,037 1,033 1,090 1,231 1,247 1,252 1,258 1,312 1,341 1,355
SLAC 0 0 0 0 0 0 8 21 48 57
Total 1,506 1,512 1,661 1,888 1,937 1,996 2,060 2,153 2,264 2,297
By Gender
Female 581 607 673 754 795 828 834 828 878 905
Male 925 905 988 1,134 1,142 1,168 1,226 1,325 1,386 1,392
Source: IR&DS Office fall quarter third week enrollment figures.1 The postdoctoral scholar population includes medical fellows in the School of Medicine.
111APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 5
GR
AD
UA
TE
STU
DEN
T A
ND
PO
STD
OC
SU
PP
OR
T[I
N M
ILLI
ON
S O
F D
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ARS
]
2014
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2015
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GE
NERA
L/SC
HOOL
REST
RICT
ED
GENE
RAL/
SCHO
OL
RE
STRI
CTED
201
4/15
TO
2015
/16
FU
NGIB
LE
DESIG
NATE
D
STUD
ENT A
ID
GRAN
TS &
FUNG
IBLE
DE
SIGNA
TED
STUD
ENT
GRAN
TS &
CHA
NGE
FU
NDS 1
FUND
S FU
NDS
CONT
RACT
S TO
TAL
FUND
S 1 FU
NDS
AID
FUND
S CO
NTRA
CTS
TOTA
L AM
OUNT
PE
RCEN
T
Gra
duat
e St
uden
t Sup
port
Sa
larie
s
Teac
hing
Ass
ista
nts
14.3
0.
5
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26.0
14
.0
0.5
13
.2
0.1
27
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1.7
6.
4%
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arch
Ass
ista
nts
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er S
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0.
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1.7
0.
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0.5
0.
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1.
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0.0
0.
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Bene
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4.2
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5.6
2.
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4.
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Tota
l Sal
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s &
Ben
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26
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14.3
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39
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42.6
12
3.8
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8.
8%
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ition
Allo
wan
ce
44.4
4.
0
10.4
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tion
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8
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l Gra
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port
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136.
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88.5
37
0.0
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1.3
28
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150.
0
93.5
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3.2
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6.3%
Perc
ent o
f Tot
al
30.2
%
6.7%
34
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22
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10
0.0%
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7.
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38.1
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23.8
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100.
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Sa
larie
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10.7
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54.2
78
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9.8%
Be
nefit
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4.2
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4
1.9%
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ition
0.
3
0.0
0.
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3
0.2
0.
0
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0
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(0
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1
Gen
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/Sch
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ungi
ble
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ome
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End
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r any
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pose
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ool.
112 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 6
GRADUATE ENROLLMENT BY SCHOOL AND DEGREE 1
2007/08 through 2016/17
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Graduate School of Business 883 877 895 928 940 961 971 1,002 1,007 1,012
Doctoral 101 99 97 101 105 103 110 121 130 131
Master’s 55 60 57 56 67 82 83 89 91 93
Professional 727 718 741 771 768 776 778 792 786 788
School of Earth, Energy & Environmental Sciences 242 256 286 309 338 350 349 361 365 356
Doctoral 195 202 219 233 270 277 267 283 293 287
Master’s 47 54 67 76 68 73 82 78 72 69
Graduate School of Education 333 346 335 365 355 343 355 334 341 312
Doctoral 174 178 166 181 171 178 181 171 158 151
Master’s 159 168 169 184 184 165 174 163 183 161
School of Engineering 3,133 3,267 3,289 3,452 3,452 3,418 3,381 3,419 3,458 3,523
Doctoral 1,474 1,568 1,593 1,604 1,694 1,716 1,707 1,671 1721 1,760
Master’s 1,659 1,699 1,696 1,848 1,758 1,702 1,674 1,748 1737 1,763
School of Humanities & Sciences 2,091 2,103 2,092 2,162 2,159 2,224 2,261 2,300 2,296 2,286
Doctoral 1,756 1,746 1,748 1,799 1,794 1,845 1,871 1,907 1,922 1,901
Master’s 335 357 344 363 365 379 390 393 374 385
School of Law 593 586 590 636 631 641 631 650 649 668
Doctoral 25 21 17 17 20 23 23 21 20 21
Master’s 2 37 39 35 63 59 63 55 70 68 83
Professional 531 526 538 556 552 555 553 559 561 564
School of Medicine 911 893 954 927 921 934 949 985 1,012 1,074
Doctoral 433 422 434 427 428 431 443 471 483 511
Master’s 34 35 62 59 64 61 60 64 74 106
Professional 444 436 458 441 429 442 446 450 455 457
Continuing Studies 67 68 73
Master’s 3 67 67 73
University-wide 8,186 8,328 8,441 8,779 8,796 8,871 8,897 9,118 9,196 9,304
Doctoral 4,158 4,236 4,274 4,362 4,482 4,573 4,602 4,645 4,727 4,762
Master’s 2,326 2,412 2,430 2,649 2,565 2,525 2,518 2,672 2,666 2,733
Professional 1,702 1,680 1,737 1,768 1,749 1,773 1,777 1,801 1,802 1,809
Source: IR&DS Office fall quarter third week enrollment figures.1 Includes doctoral (including Terminal Graduate Registration), master’s, and professional students (JDs, MDs, MBAs). Beginning 2014/15, includes MLA degrees.2 LLMs and JSMs are re-classified to Master’s in this table from 2012/13.3 Beginning 2014/15, MLA students from Continuing Studies are included.
113APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 7
UNDERGRADUATE TUITION, MANDATORY FEES, AND ROOM & BOARD RATES1987/88 through 2017/18[IN DOLLARS] PERCENT CHANGE PERCENT CHANGE PERCENT CHANGE FROM FROM FROM UNDERGRADUATE PREVIOUS ROOM & PREVIOUS PREVIOUS YEAR TUITION YEAR MANDATORY FEES 1 BOARD YEAR TOTAL COST YEAR
1987/88 11,880 6.0% 4,955 5.4% 16,835 5.8%
1988/89 12,564 5.8% 5,257 6.1% 17,821 5.9%
1989/90 13,569 8.0% 5,595 6.4% 19,164 7.5%
1990/91 14,280 5.2% 5,930 6.0% 20,210 5.5%
1991/92 15,102 5.8% 6,160 3.9% 21,262 5.2%
1992/93 16,536 9.5% 6,314 2.5% 22,850 7.5%
1993/94 17,775 7.5% 6,535 3.5% 24,310 6.4%
1994/95 18,669 5.0% 6,796 4.0% 25,465 4.8%
1995/96 19,695 5.5% 7,054 3.8% 26,749 5.0%
1996/97 20,490 4.0% 7,337 4.0% 27,827 4.0%
1997/98 21,300 4.0% 7,557 3.0% 28,857 3.7%
1998/99 22,110 3.8% 7,768 2.8% 29,878 3.5%
1999/00 23,058 4.3% 7,881 1.5% 30,939 3.6%
2000/01 24,441 6.0% 8,030 1.9% 32,471 5.0%
2001/02 25,917 6.0% 8,304 3.4% 34,221 5.4%
2002/03 27,204 5.0% 8,680 4.5% 35,884 4.9%
2003/04 28,563 5.0% 9,073 4.5% 37,636 4.9%
2004/05 29,847 4.5% 9,500 4.7% 39,347 4.5%
2005/06 31,200 4.5% 9,932 4.5% 41,132 4.5%
2006/07 32,994 5.8% 10,367 4.4% 43,361 5.4%
2007/08 34,800 5.5% 10,808 4.3% 45,608 5.2%
2008/09 36,030 3.5% 11,182 3.5% 47,212 3.5%
2009/10 37,380 3.7% 501 11,463 2.5% 49,344 4.5%
2010/11 38,700 3.5% 501 11,876 3.6% 51,077 3.5%
2011/12 40,050 3.5% 519 12,291 3.5% 52,860 3.5%
2012/13 41,252 3.0% 537 12,721 3.5% 54,510 3.1%
2013/14 42,690 3.5% 555 13,166 3.5% 56,411 3.5%
2014/15 44,184 3.5% 573 13,631 3.5% 58,388 3.5%
2015/16 45,729 3.5% 591 14,107 3.5% 60,427 3.5%
2016/17 47,331 3.5% 609 14,601 3.5% 62,541 3.5%
2017/18 48,987 3.5% 630 15,112 3.5% 64,729 3.5%
UNDERGRADUATE TUITION ROOM & BOARD TOTAL COST
Compound Annual Increase, 1987/88 – 2017/18 (30 years): 4.8% 3.8% 4.6% Compound Annual Increase, 2007/08 – 2017/18 (10 years): 3.5% 3.4% 3.6%
1 Campus health service fee.
114 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 8
UN
DER
GR
AD
UA
TE
FIN
AN
CIA
L A
ID B
Y T
YP
E O
F A
ID A
ND
SO
UR
CE
OF
FUN
DS
1
2006
/07
thro
ugh
2015
/16
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
20
06/0
7 20
07/0
8 20
08/0
9 20
09/1
0 20
10/1
1 20
11/1
2 20
12/1
3 20
13/1
4 20
14/1
5 20
15/1
6
Stan
ford
Sch
olar
ship
s
N
eed-
base
d A
war
ds 2
Sta
nfor
d U
nres
tric
ted
Fund
s 5
,539
9
97
4,3
10
26,
829
3
6,26
9
34,5
86
34,0
73
24,6
58
21,8
77
18,0
30
Gift
s an
d En
dow
men
t Inc
ome
3 6
1,02
6
74,
487
9
9,68
2
89,
180
8
3,35
2
92,2
60
93,0
58
101,
568
108,
816
116,
923
A
thle
tic A
war
ds
14,
999
1
5,22
7
15,
942
1
6,75
6
17,
381
18
,018
18
,787
20
,141
19
,952
22
,727
Tota
l Sta
nfor
d Sc
hola
rshi
ps
81,
565
9
0,71
1
119
,934
1
32,7
65
137
,002
14
4,86
4 14
5,91
9 14
6,36
7 15
0,64
5 15
7,68
0
Exte
rnal
Gra
nts
Fede
ral
5,00
5
5,2
85
5,6
27
7,4
95
7,5
81
7,47
4 7,
211
6,87
2 7,
283
6,92
3
St
ate
3,7
80
3,8
60
3,1
17
3,5
48
3,8
11
3,66
6 3,
474
3,34
4 3,
275
2,68
7
O
ther
10
,317
1
0,07
0
10,
216
1
0,30
4
10,
085
9,
904
9,45
9 9,
475
9,65
6 10
,177
Tota
l Ext
erna
l Gra
nts
19,
102
1
9,21
5
18,
961
2
1,34
8
21,
477
21
,043
20
,143
19
,691
20
,214
19
,786
Loan
s
Fe
dera
l 7,
876
6
,545
4
,447
5
,396
5
,083
5,
786
5,79
6 5,
345
5,40
5 5,
405
O
ther
2
,885
3
,044
3
,194
1
,610
1
,874
2,
097
1,80
7 2,
049
2,41
3 2,
413
Tota
l Loa
ns
10,7
61
9,5
89
7,6
41
7,0
06
6,9
57
7,88
3 7,
603
7,39
4 7,
818
7,81
8
Fede
ral W
ork-
Stud
y Ea
rnin
gs
1,15
0
1,0
22
1,0
78
1,2
27
1,2
12
1,33
6 1,
168
1,19
3 1,
053
1,60
3
Gra
nd T
otal
1
12,5
79
120
,537
1
47,6
14
162
,345
1
66,6
47
175,
126
174,
833
174,
645
179,
730
186,
887
Sour
ce: I
R&D
S O
ffice
1 Fig
ures
are
act
ual e
xpen
ses
and
are
in th
ousa
nds
of d
olla
rs. T
he d
ata
incl
ude
all f
unds
aw
arde
d to
und
ergr
adua
te s
tude
nts
ad
min
iste
red
thro
ugh
the
Fina
ncia
l Aid
Offi
ce, i
nclu
ding
aid
that
is n
ot n
eed-
base
d.2 I
nclu
de e
ndow
ed fu
nds
that
are
not
nee
d-ba
sed
per d
onor
s’ w
ishe
s. T
he a
mou
nt is
$19
5,11
2 in
20
15/1
6.
Thus
, the
figu
res
in th
is s
ched
ule
will
not
equ
al th
e su
m o
f the
am
ount
s fo
r Sta
nfor
d fu
nded
nee
d-ba
sed
awar
ds in
Sch
edul
e 9.
3 Inc
lude
s su
ppor
t fro
m th
e St
anfo
rd F
und.
115APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 9
UN
DER
GR
AD
UA
TE
NEE
D-B
ASE
D F
INA
NC
IAL
AID
Proj
ecte
d 20
17/1
8 St
uden
t B
udge
t N
eeds
and
Sou
rces
, In
clud
ing
Pare
ntal
and
Stu
dent
Con
trib
utio
ns 1
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
2016
/17
TO 2
017/
18
2011
/12
2012
/13
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
CHAN
GE
AC
TUAL
S AC
TUAL
S AC
TUAL
S AC
TUAL
S AC
TUAL
S
PROJ
ECTE
D BU
DGET
AM
OUNT
PE
RCEN
T
Nee
ds
Tu
ition
, Roo
m &
Boa
rd
177,
792
17
9,49
1
178,
519
18
4,17
9
186,
455
19
3,51
6
199,
667
6,
151
3.
2%
Bo
oks
and
Pers
onal
Exp
ense
s 17
,755
17
,820
17
,535
18
,134
18
,061
18
,573
19
,041
46
8
2.5%
Tr
avel
2,
638
2,
641
2,
599
2,
635
2,
662
2,
740
2,
792
51
1.
9%
Tota
l Stu
dent
Exp
ense
s 19
8,18
4
199,
952
19
8,65
2
204,
948
20
7,17
8
214,
830
22
1,50
0
6,67
0
3.1%
Sour
ces
To
tal F
amily
Con
trib
utio
n (I
nclu
des
pare
nt
co
ntrib
utio
n fo
r aid
ed s
tude
nts,
sel
f-he
lp,
su
mm
er s
avin
gs, a
sset
s, e
tc.)
56
,580
58
,415
58
,585
59
,861
57
,777
58
,964
59
,450
48
6
0.8%
En
dow
men
t Inc
ome 2
71,8
33
74,9
95
81,4
42
86,9
21
95,1
73
100,
285
10
5,07
2
4,78
7
4.8%
Ex
pend
able
Gift
s 1,
276
1,
211
1,
765
2,
550
2,
798
2,
779
2,
415
(
364)
-1
3.1%
St
anfo
rd F
und/
Pres
iden
t’s F
unds
38
,131
25
,852
18
,288
18
,460
18
,498
17
,673
17
,572
(1
01)
-0.6
%
Fe
dera
l Gra
nts
6,00
3
5,64
3
5,51
1
5,76
5
5,77
7
5,50
0
5,48
3
(17)
-0
.3%
C
alifo
rnia
Sta
te S
chol
arsh
ips
3,58
7
3,40
8
3,29
0
3,23
8
2,66
5
2,50
0
2,36
8
(132
) -5
.3%
O
utsi
de A
war
ds
5,31
2
5,12
3
4,78
2
5,20
6
5,72
5
5,27
3
5,30
9
36
0.7%
D
epar
tmen
t Sou
rces
1,
198
1,
745
1,
433
1,
081
1,
396
1,
131
1,
137
6
0.
5%
U
nres
tric
ted
Fund
s 14
,264
23
,558
23
,555
21
,866
17
,368
20
,726
22
,694
1,
968
9.
5%
Tota
l Sou
rces
19
8,18
4
199,
952
19
8,65
2
204,
948
20
7,17
8
214,
830
22
1,50
0
2,01
0
3.1%
Num
ber o
f Stu
dent
s on
Nee
d-Ba
sed
Aid
3,
464
3,
417
3,
278
3,
254
3,
196
3,
195
3,
185
(1
0)
-0.3
%
1 In
this
tabl
e, s
ourc
es o
f aid
oth
er th
an th
e fa
mily
con
trib
utio
n in
clud
e on
ly a
id a
war
ded
to s
tude
nts
who
are
rece
ivin
g sc
hola
rshi
p ai
d
from
Sta
nfor
d. T
hus,
the
sum
of t
he a
mou
nts
for s
chol
arsh
ips
and
gran
ts w
ill n
ot e
qual
the
figur
es in
Sch
edul
e 8.
2 End
owm
ent i
ncom
e in
clud
es re
serv
e fu
nds
and
spec
ifica
lly in
vest
ed fu
nds.
116 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 10
MAJORS WITH THE LARGEST NUMBER OF BACCALAUREATE DEGREES CONFERRED 12006/07 through 2015/16
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
Computer Science 70 66 65 85 87 143 132 211 217 264
Human Biology 167 193 229 219 191 177 177 165 185 157
Biology 9 24 100 121 103 108 98 96 107
Economics 143 165 162 141 120 103 97 86 98 107
Engineering 62 73 93 82 99 99 98 123 125 103
Science, Technology, and Society 22 24 35 40 60 53 65 105 99 96
Mechanical Engineering 59 55 48 54 56 50 60 53 79 94
Management Science and Engineering 56 54 51 59 64 69 55 63 63 60
International Relations 87 107 102 108 103 96 88 63 63 59
English 92 57 75 69 58 68 67 55 51 56
Symbolic Systems 44 28 29 18 21 21 37 44 38 55
Political Science 103 96 71 74 72 72 55 61 44 54
Psychology 102 80 73 79 72 94 84 56 68 54
Electrical Engineering 48 37 47 36 43 39 36 33 42 50
History 71 50 59 63 56 67 67 48 36 45
Mathematics 48 36 48 35 37 43 37 43 36 37
Chemical Engineering 16 18 23 20 23 23 22 22 39 30
Mathematical and Computational Science 24 16 25 22 20 17 25 23 31 27
Civil Engineering 14 14 16 22 21 15 23 21 12 22
Communication 36 43 41 38 43 29 27 25 26 22
Source: IR&DS Office1 This table includes the 20 degrees in which the most undergraduate degrees were awarded in 2015/16.
117APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 11
STUDENTS HOUSED ON CAMPUS1997/98 through 2016/17
PERCENT OF GRADUATE STUDENTS PERCENT OF
UNDERGRADUATES UNDERGRADUATES GRADUATE STUDENTS HOUSED IN OFF-CAMPUS GRADUATE STUDENTS
YEAR HOUSED ON CAMPUS 1 HOUSED ON CAMPUS HOUSED ON CAMPUS SUBSIDIZED APARTMENTS HOUSED BY STANFORD
1997/98 5,864 88% 3,320 44.6%
1998/99 5,917 90% 3,717 250 52.5%
1999/00 5,955 90% 3,408 584 52.4%
2000/01 5,969 91% 3,887 687 59.4%
2001/02 6,199 93% 3,748 932 62.1%
2002/03 6,138 91% 3,828 932 62.6%
2003/04 6,067 91% 4,013 632 59.6%
2004/05 6,046 90% 4,391 553 61.1%
2005/06 6,116 91% 4,218 430 56.8%
2006/07 6,050 90% 4,255 356 56.2%
2007/08 6,087 90% 4,421 130 55.6%
2008/09 6,160 90% 4,319 138 53.5%
2009/10 6,300 92% 4,650 0 55.1%
2010/11 6,257 91% 4,695 71 54.3%
2011/12 6,302 91% 4,700 68 54.2%
2012/13 6,371 91% 4,776 198 56.1%
2013/14 6,448 92% 4,645 362 56.3%
2014/15 6,503 93% 5,037 440 60.1%
2015/16 6,401 92% 5,001 708 62.1%
2016/17 6,538 93% 4,840 1,125 64.1%
Source: IR&DS Office1 Students who are in overseas programs are not included.
118 APPENDIX B: SUPPLEMENTARY INFORMATION
TOTAL PROFESSORIAL FACULTY1982/83 through 2016/17
TENURE NON-TENURE ASSOCIATE ASSISTANT LINE LINE GRAND PROFESSORS PROFESSORS PROFESSORS 1 TOTAL PROFESSORS TOTAL
1982/83 672 195 284 1,151 116 1,267
1983/84 682 195 286 1,163 129 1,292
1984/85 691 194 272 1,157 135 1,292
1985/86 708 191 261 1,160 135 1,295
1986/87 711 192 262 1,165 150 1,315
1987/88 719 193 274 1,186 149 1,335
1988/89 709 200 268 1,177 147 1,324
1989/90 715 198 265 1,178 146 1,324
1990/91 742 195 278 1,215 161 1,376
1991/92 2 756 205 263 1,224 182 1,406
1992/93 740 209 245 1,194 214 1,408
1993/94 729 203 241 1,173 225 1,398
1994/95 724 198 252 1,174 256 1,430
1995/96 723 205 241 1,169 287 1,456
1996/97 731 205 239 1,175 313 1,488
1997/98 750 213 231 1,194 341 1,535
1998/99 758 217 237 1,212 383 1,595
1999/00 771 204 255 1,230 411 1,641
2000/01 764 198 268 1,230 440 1,670
2001/02 768 204 274 1,246 455 1,701
2002/03 771 202 259 1,232 481 1,713
2003/04 783 196 269 1,248 498 1,746
2004/05 792 193 280 1,265 514 1,779
2005/06 789 210 263 1,262 511 1,773
2006/07 807 210 261 1,278 529 1,807
2007/08 813 217 261 1,291 538 1,829
2008/09 821 224 267 1,312 564 1,876
2009/10 836 233 270 1,339 571 1,910
2010/11 826 237 261 1,324 579 1,903
2011/12 839 246 265 1,350 584 1,934
2012/13 865 252 281 1,398 597 1,995
2013/14 887 252 290 1,429 614 2,043
2014/15 912 257 306 1,475 643 2,118
2015/16 948 243 314 1,505 648 2,153
2016/17 956 253 305 1,514 666 2,180
Source: IR&DS Office September 1st figures.1 Assistant Professors “Subject to Ph.D.” are included.2 Beginning in 1991/92, Medical Center Line and Senior Fellows in policy centers and institutes are included in non-tenure line
professors.
SCHEDULE 12
119APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 13
DISTRIBUTION OF TENURED, NON-TENURED, AND NON-TENURE LINE PROFESSORIAL FACULTY 1
2014/15 through 2016/17 2014/15 2015/16 2016/17 NON- NON- NON- NON- TENURE NON- TENURE NON- TENURE SCHOOL UNIT OR PROGRAM TENURED TENURED LINE TOTAL TENURED TENURED LINE TOTAL TENURED TENURED LINE TOTAL
School of Earth, Energy & Environmental Sciences 40 14 5 59 39 12 9 60 43 11 4 58
Graduate School of Education 41 7 8 56 43 12 4 59 39 11 9 59
School of Engineering 180 46 20 246 184 55 19 258 188 55 14 257
School of Humanities & Sciences 437 124 18 579 442 122 17 581 442 121 18 581
Humanities 178 45 11 234 176 46 10 232 177 46 11 234
Natural Sciences 134 44 3 181 142 41 3 186 143 38 3 184
Social Sciences 125 35 4 164 124 35 4 163 122 37 4 163
School of Law 48 4 9 61 47 5 10 62 46 8 10 64
Other 0 0 18 18 0 0 16 16 0 0 17 17
SUBTOTAL 746 195 78 1,019 755 206 75 1,036 758 206 72 1,036
Graduate School of Business 77 37 1 115 77 46 0 123 79 44 0 123
School of Medicine 287 98 561 946 293 92 570 955 304 89 591 984
SLAC 34 1 3 38 36 0 3 39 34 0 3 37
TOTAL 1,144 331 643 2,118 1,161 344 648 2,153 1,175 339 666 2,180
Source: IR&DS Office September 1st figures.1 Population includes appointments made part-time, “Subject to Ph.D.,” and coterminous with the availability of funds.
120 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 14
NUMBER OF NON-TEACHING EMPLOYEES 1As of December 15 Each Year2008 through 2016 2015 TO 2016 CHANGE 2008 2009 2010 2011 2012 2013 2014 2015 2016 AMOUNT PERCENT
Academic Units
Graduate School of Business 411 343 338 341 373 402 424 456 477 21 4.6%
School of Earth, Energy & Environmental Sciences 84 85 85 98 101 100 107 115 129 14 12.2%
Graduate School of Education 104 116 120 156 166 167 186 199 198 (1) -0.5%
School of Engineering 448 425 432 455 479 495 520 505 468 (37) -7.3%
School of Humanities & Sciences 727 706 705 705 730 760 764 804 801 (3) -0.4%
School of Law 166 153 154 155 158 162 155 158 159 1 0.6%
School of Medicine 3,360 3,419 3,609 3,725 3,902 3,998 4,248 4,393 4,840 447 10.2%
Vice Provost & Dean of Research 531 527 537 569 612 630 642 672 684 12 1.8%
University Libraries 572 537 572 569 582 579 442 400 406 6 1.5%
SLAC 1,383 1,436 1,539 1,572 1,552 1,443 1,402 1,400 1,430 30 2.1%
Other Academic (Hoover Institution, VPUE, VPGE, VPTL 2) 292 281 270 290 340 344 368 457 532 75 16.4%
Academic Unit Total 8,078 8,028 8,361 8,635 8,995 9,080 9,258 9,559 10,124 565 5.9%
Administrative Units
Business Affairs 885 872 854 867 912 932 961 962 1,023 61 6.3%
Land, Buildings & Real Estate 503 452 452 475 513 531 533 545 537 (8) -1.5%
Office of Development 280 249 251 314 329 352 369 377 386 9 2.4%
Offices of the President & Provost 198 190 191 195 214 212 243 222 247 25 11.3%
Student Affairs, Admission & Financial Aid 303 286 282 320 331 340 350 345 368 23 6.7%
Stanford Alumni Association 124 111 114 107 114 121 123 123 115 (8) -6.5%
Stanford Management Company 61 61 64 72 70 75 79 64 54 (10) -15.6%
Other Administrative (Public Affairs, University Communications, General Counsel and Public Safety) 130 129 128 125 134 148 154 162 167 5 3.1%
Administrative Units Total 2,484 2,350 2,336 2,475 2,617 2,711 2,812 2,800 2,897 97 3.5%
Auxiliary Units
Athletics 167 153 158 175 173 185 205 212 229 17 8.0%
Residential & Dining Enterprises 538 524 556 550 589 623 660 735 742 7 1.0%
Auxiliary Unit Total 705 677 714 725 762 808 865 947 971 24 2.5%
Total 11,267 11,055 11,411 11,835 12,374 12,599 12,935 13,306 13,992 686 5.2%
Annual Percentage Change 2.3% -1.9% 3.2% 3.7% 4.6% 1.8% 2.7% 2.9% 5.2%
Source: IR&DS Office1 Includes benefits-eligible employees only. Does not include students, or employees working less than 50% time or hired for less than 6 months. 2 VPTL was established in 2015.
121APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 15FR
ING
E B
ENEF
ITS
DET
AIL
1
2008
/09
thro
ugh
2015
/16
[IN
TH
OU
SAN
DS
OF
DO
LLA
RS]
Act
ual
Frin
ge B
enefi
ts P
rogr
am
2008
/09
2009
/10
2010
/11
2011
/12
2012
/13
2013
/14
2014
/15
2015
/16
Reti
rem
ent P
rogr
ams
Uni
vers
ity R
etire
men
t 97
,748
99
,373
10
4,40
7
110,
754
11
8,04
5
129,
246
13
7,72
6
146,
085
So
cial
Sec
urity
92
,586
93
,704
97
,920
10
5,09
4
112,
378
11
9,45
8
125,
968
13
4,53
8
Fa
culty
Ear
ly R
etire
men
t 7,
501
24
,931
1,
301
3,
322
4,
048
3,
749
4,
836
6,
098
St
anfo
rd R
etire
men
t
Ann
uity
Pla
n/O
ther
2 36
4
468
33
2
10,6
13
4,99
4
219
29
1
391
Tota
l Ret
irem
ent P
rogr
ams
198,
199
21
8,47
6
203,
960
22
9,78
3
239,
466
25
2,67
2
268,
822
28
7,11
2
Insu
ranc
e Pr
ogra
ms
Med
ical
Insu
ranc
e 95
,611
10
1,06
0
110,
018
13
0,42
4
135,
834
15
4,66
5
177,
837
18
5,06
8
Re
tirem
ent M
edic
al
16,5
83
14,2
45
22,7
10
26,2
84
19,7
48
18,6
64
16,9
86
18,1
20
W
orke
r’s C
omp/
LTD
/
Une
mpl
oym
ent I
nsur
ance
20
,338
16
,969
15
,740
19
,499
23
,556
27
,529
25
,869
22
,810
D
enta
l Ins
uran
ce
12,1
50
12,5
92
12,8
17
13,5
52
13,2
14
12,9
76
12,4
27
12,7
84
G
roup
Life
Insu
ranc
e/O
ther
14
,761
15
,382
15
,431
20
,829
17
,772
20
,716
22
,355
22
,840
Tota
l Ins
uran
ce P
rogr
ams
159,
443
16
0,24
8
176,
716
21
0,58
8
210,
124
23
4,55
0
255,
475
26
1,62
3
Mis
cella
neou
s Pr
ogra
ms
Seve
ranc
e Pa
y 16
,189
2,
948
6,
096
7,
387
7,
910
14
,461
8,
018
13
,162
Sa
bbat
ical
Lea
ve
15,6
89
14,1
87
14,3
60
14,8
10
17,9
15
20,0
52
19,6
22
21,4
12
O
ther
13
,012
12
,064
12
,489
13
,637
15
,556
17
,294
18
,722
19
,523
Tota
l Mis
cella
neou
s Pr
ogra
ms
44,8
90
29,1
99
32,9
45
35,8
34
41,3
81
51,8
07
46,3
61
54,0
97
Tota
l Fri
nge
Bene
fits
Prog
ram
s 40
2,53
2
407,
923
41
3,62
1
476,
205
49
0,97
1
539,
029
57
0,65
7
602,
832
Car
ry-f
orw
ard/
Adj
ustm
ent
from
Prio
r Yea
r(s)
(1
0,84
1)
985
14
,096
(4
,220
) (8
,160
) (2
,654
) (2
,849
) 13
,214
Tota
l Wit
h C
arry
-for
war
d/A
djus
tmen
t 39
1,69
1
408,
908
42
7,71
7
471,
985
48
2,81
1
536,
375
56
7,80
8
616,
046
Wei
ghte
d A
vera
ge F
ringe
Ben
efits
Rat
e 26
.8%
27
.7%
27
.2%
28
.2%
27
.1%
28
.4%
28
.3%
28
.5%
Not
e:1
The
frin
ge ra
te a
t the
bot
tom
of t
he ta
ble
is th
e w
eigh
ted
aver
age
of th
e fo
ur d
istin
ct fr
inge
rate
s th
at a
re c
harg
ed to
(1
) re
gula
r ben
efits
-elig
ible
em
ploy
ees,
whi
ch in
clud
es a
ll fa
culty
and
sta
ff w
ith c
ontin
uing
app
oint
men
ts o
f hal
f-tim
e or
mor
e;
(2)
post
doct
oral
sch
olar
s; (
3) c
asua
l or t
empo
rary
em
ploy
ees;
and
(4)
grad
uate
teac
hing
and
rese
arch
ass
ista
nts.
2 The
Sta
nfor
d Re
tirem
ent A
nnui
ty P
lan
had
a $1
0.5
mill
ion
rese
rve
cont
ribut
ion
in 2
011
/12
due
to u
nder
fund
ed p
ensi
on o
blig
atio
ns.
122 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 16
SPONSORED RESEARCH EXPENSE BY AGENCY AND FUND SOURCE 12009/10 through 2015/16[IN THOUSANDS OF DOLLARS]
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
U.S. Government 2
Health & Human Services 395,209 446,906 413,713 412,511 409,312 444,746 469,355
Department of Defense 58,153 71,627 84,048 89,598 86,630 83,078 82,956
National Science Foundation 71,645 68,856 67,828 69,846 66,492 67,211 66,794
Department of Energy (excluding SLAC) 20,458 24,338 22,810 24,069 27,041 26,853 26,609
National Aeronautics and Space Administration 24,988 22,471 20,963 22,113 17,905 17,881 18,113
Other U.S. Sponsors 9,063 7,952 8,551 7,699 8,477 10,382 9,534
Department of Education 2,757 4,921 4,872 5,675 5,174 5,075 5,258
Subtotal for U.S. Government Agencies 582,274 647,071 622,784 631,512 621,031 655,227 678,619
Direct Expense-U.S. 417,868 463,313 443,430 450,993 441,726 465,581 482,386
Indirect Expense-U.S.3 164,407 183,758 179,355 180,519 179,305 189,645 196,233
Non-U.S. Government
Subtotal for Non-U.S. Government 170,536 180,105 186,416 202,620 220,557 243,120 265,970
Direct Expense-Non-U.S. 140,618 146,174 150,566 163,903 179,775 198,407 218,401
Indirect Expense-Non-U.S. 29,918 33,931 35,849 38,717 40,782 44,713 47,569
Grand Totals-U.S. plus Non-U.S.
Grand Total 752,811 827,176 809,200 834,132 841,588 898,346 944,589
Grand Total Direct 558,486 609,487 593,996 614,896 621,501 663,988 700,787
Grand Total Indirect 194,325 217,689 215,204 219,236 220,087 234,358 243,802
Percent of Total from U.S. Government 77.3% 78.2% 77.0% 75.7% 73.8% 72.9% 71.8%
1 Figures are only for sponsored research; sponsored instruction and other non-research sponsored activity is not included. In addition, SLAC expense is not included in this table.
2 Agency figures include both direct and indirect expense. 3 Veterinary Service Center indirects are included in this figure.
123APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 17
SPONSORED RESEARCH CONTRACTS AND GRANTS BY SCHOOL 1
2009/10 through 2015/16[IN THOUSANDS OF DOLLARS]
School/Unit 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
Graduate School of Business 925 1,265 1,273 1,402 380 341 383
School of Earth, Energy & Environmental Sciences 10,035 12,675 14,795 15,060 14,717 15,431 12,841
Graduate School of Education 9,291 15,056 16,974 17,306 18,027 19,902 21,467
School of Engineering 136,999 135,921 144,847 149,419 148,806 143,484 135,975
School of Humanities & Sciences 74,733 77,342 74,436 80,063 71,771 73,890 86,285
School of Law 491 389 410 932 300 1,018 651
School of Medicine 433,863 498,174 475,100 484,162 505,405 563,225 602,615
Vice Provost & Dean of Research 78,637 82,265 77,391 81,367 76,714 74,600 79,269
Other 2 7,835 4,088 3,974 4,422 5,467 6,456 5,102
Total 752,811 827,176 809,200 834,132 841,588 898,346 944,589
Source: Research Financial Compliance & Services; Sponsored Projects Report for the Year Ended August 31, 2016, page 10.1 Figures are only for sponsored research including both direct and indirect costs; sponsored instruction or other non-research sponsored activity is not included.
In addition, SLAC expense is not included in this table.2 “Other” includes Hoover Institution, Stanford University Libraries, Undergraduate Admission and Financial Aid, Vice Provost for Student Affairs,
Offices of the President and Provost, Business Affairs, Public Affairs, and Continuing Studies and Summer Session.
124 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 18
PLANT EXPENDITURES BY UNIT 1
2008/09 through 2015/16[IN THOUSANDS OF DOLLARS]
UNIT 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
Graduate School of Business 69,038 116,731 295,433 25,577 2,961 1,455 781 54,692
School of Earth, Energy & Environmental Sciences 2,197 2,950 5,117 2,118 730 192 3,384 1,034
Graduate School of Education 2,201 2,955 843 1,423 769
School of Engineering 55,430 55,976 19,198 9,968 4,165 170,713 10,637 35,228
School of Humanities & Sciences 11,255 14,419 7,930 7,136 107,202 10,089 75,930 46,120
School of Law 78,973 43,434 50,185 4,168 66 11,774 192 895
School of Medicine 134,165 104,880 31,731 32,820 76,588 15,317 45,380 67,525
University Libraries 3 280 41,676 4,651 2,216
Athletics 22,988 10,963 16,639 9,116 29,955 49,001 6,286 44,292
Residential & Dining Enterprises 31,135 21,773 14,288 47,750 27,788 134,083 35,046 111,465
All Other2 105,925 92,761 46,668 49,130 123,850 175,837 377,341 105,569
TOTAL 513,313 467,123 488,032 187,784 374,728 610,138 560,397 469,036
Source: Schedule G-5, Capital Accounting.1 Expenditures are from either plant or borrowed funds and are for building construction or improvements, or infrastructure.2 Includes General Plant Improvements expense.
125APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 19
ENDOWMENT MARKET VALUE AND MERGED POOL RATE OF RETURN2001/02 through 2015/16 MERGED POOL (FOR 12 MONTHS ENDING JUNE 30)
MARKET VALUE OF THE ENDOWMENT ANNUAL NOMINAL ANNUAL REAL
YEAR (IN THOUSANDS) 1 RATE OF RETURN RATE OF RETURN 2
2001/02 7,612,769 -2.6% -3.7%
2002/03 8,613,805 8.8% 7.2%
2003/04 9,922,041 18.0% 15.4%
2004/05 12,205,035 19.5% 17.0%
2005/06 3 14,084,676 19.5% 16.2%
2006/07 17,164,836 23.4% 20.7%
2007/08 17,214,373 6.2% 4.0%
2008/09 12,619,094 -25.9% -27.1%
2009/10 13,851,115 14.4% 13.4%
2010/11 16,502,606 22.4% 20.0%
2011/12 17,035,804 1.0% -0.7%
2012/13 18,688,868 12.2% 10.8%
2013/14 21,446,006 16.8% 15.2%
2014/15 22,222,957 7.0% 6.0%
2015/16 22,398,130 -0.4% -1.6%
Source: Stanford University Annual Financial Report and Stanford University Investment Report1 In addition to market value changes generated by investment returns, annual market value changes are affected by the transfer of payout to support operations, new
gifts, and transfers to other assets such as plant funds.2 The real rate of return is the nominal rate less the rate of price increases, as measured by the Gross Domestic Product price deflator.3 Beginning in 2005/06, living trusts are no longer included in the reported value of the endowment. The effect is to lower the market value for 2005/06 and beyond.
For comparison, the restated value for 2005/06 would have been about $14.7 billion.
126 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 20
EXP
END
AB
LE F
UN
D B
ALA
NC
ES A
T Y
EAR
-EN
D20
07/0
8 th
roug
h 20
17/2
018
[IN
MIL
LIO
NS
OF
DO
LLA
RS]
2007
/08
TO
2017
/18
PROJ
ECTE
D PL
AN
COM
POUN
D
2007
/08
2008
/09
2009
/10
2010
/11
2011
/12
2012
/13
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
CHAN
GES
Aca
dem
ic U
nits
Gra
duat
e Sc
hool
of B
usin
ess
64.0
67
.0
82.2
65
.7
79.0
95
.0
91.4
76
.1
68.1
92
.6
85.7
3.
0%
Scho
ol o
f Ear
th, E
nerg
y &
En
viro
nmen
tal S
cien
ces
30.5
37
.9
42.3
46
.8
48.2
50
.0
54.2
60
.2
58.6
52
.9
48.9
4.
8%
Gra
duat
e Sc
hool
of E
duca
tion
25.1
32
.2
35.5
38
.5
38.1
37
.4
42.0
45
.0
53.6
54
.7
54.7
8.
1%
Scho
ol o
f Eng
inee
ring
184.
6
199.
7
202.
5
219.
5
232.
8
250.
4
261.
7
256.
1
275.
6
267.
8
271.
6
3.9%
Scho
ol o
f Hum
aniti
es &
Sci
ence
s 20
6.4
24
5.8
26
4.3
28
4.3
28
5.1
27
8.8
25
5.3
26
7.0
29
5.4
29
3.0
30
5.4
4.
0%
Scho
ol o
f Law
25
.3
19.1
20
.1
21.6
21
.9
21.6
24
.1
24.2
34
.7
23.7
23
.8
-0.6
%
Scho
ol o
f Med
icin
e 44
3.7
47
7.4
52
3.1
57
2.5
61
2.9
76
9.4
84
6.7
99
9.2
1,
119.
3
1,21
9.3
1,
307.
5
11.6
%
VP
and
Dea
n of
Res
earc
h 10
5.1
10
8.2
11
1.2
11
8.6
13
3.3
14
1.4
16
3.6
18
3.7
19
4.2
21
8.7
22
5.1
7.
9%
VP
for
Und
ergr
adua
te E
duca
tion
17.3
19
.9
22.0
22
.1
22.8
20
.3
20.2
20
.3
21.5
20
.7
19.6
1.
3%
VP
for
Gra
duat
e Ed
ucat
ion
28.4
39
.1
45.1
46
.2
49.8
49
.7
56.3
56
.2
54.6
52
.0
49.6
5.
7%
VP
for
Teac
hing
and
Lea
rnin
g 1
0.3
2.
7
9.3
10
.0
9.5
Hoo
ver
Inst
itutio
n 35
.5
35.2
38
.7
40.2
38
.6
34.7
41
.5
66.8
45
.9
42.3
38
.9
0.9%
Uni
vers
ity L
ibra
ries
10
.5
17.5
21
.6
18.4
14
.6
14.2
7.
0
8.7
12
.1
12.4
12
.9
2.1%
Tota
l Aca
dem
ic U
nits
(ex
clud
ing
SLA
C)
1,17
6.4
1,
299.
0
1,40
8.6
1,
494.
4
1,57
7.1
1,
762.
9
1,86
4.3
2,
066.
2
2,24
2.9
2,
360.
1
2,45
3.3
11.6
%
1 V
P fo
r Tea
chin
g an
d Le
arni
ng w
as c
reat
ed in
20
12/1
3. P
rece
ding
its
ince
ptio
n, a
ll ac
tivity
was
cap
ture
d w
ithin
the
Offi
ces
of th
e Pr
esid
ent a
nd P
rovo
st.
127APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 21
ACADEMIC UNIT EXPENDABLE FUND BALANCESBy Level of Control2013/14 through 2015/16 [IN MILLIONS OF DOLLARS] COMPOUND ANNUAL 2013/14 2014/15 2015/16 GROWTH
School of Earth, Energy & Environmental Sciences 54.2 60.2 58.6 3.9% School 23.7 25.5 26.0 4.8% Department/Program 20.4 23.0 20.0 -1.0% Faculty/PI 10.2 11.7 12.5 11.1%
School of Education 42.0 45.0 53.6 12.9% School 20.4 21.9 23.8 8.0% Department/Program 14.4 14.1 19.7 16.9% Faculty/PI 7.2 9.0 10.0 18.2%
School of Engineering 261.7 256.1 275.6 2.6% School 63.4 53.2 63.8 0.4% Department/Program 100.3 96.7 103.2 1.5% Faculty/PI 98.1 106.2 108.5 5.2%
School of Humanities & Sciences 255.3 267.0 295.6 7.6% School 76.2 78.4 88.1 7.6% Department/Program 108.5 109.1 117.7 4.2% Faculty/PI 70.6 79.5 89.7 12.7%
School of Law 24.1 24.2 34.7 19.9% School 19.7 20.3 30.2 23.8% Department/Program 4.4 3.9 4.4 0.2% Faculty/PI 0.0 0.0 0.0 0.0
School of Medicine 846.7 999.2 1,119.3 15.0% School 334.9 334.7 324.8 -1.5% Department/Program 331.2 444.1 509.1 24.0% Faculty/PI 180.6 220.4 285.3 25.7%
Vice Provost and Dean of Research 163.6 183.7 194.2 9.0% VP/Dean 27.1 23.7 18.1 -18.3% Lab/Center/Institute 119.5 145.2 159.8 15.7% Faculty/PI 17.0 14.8 16.2 -2.2%
Graduate School of Business 1 91.4 76.1 68.1 -13.7%
Hoover Institution 1 41.5 66.8 45.9 5.2%
Vice Provost for Graduate Education 1 56.3 56.2 54.6 -1.5%
Vice Provost for Undergraduate Education 1 20.3 20.3 21.5 -2.3%
Vice Provost for Teaching and Learning 1 0.3 2.7 9.3 458.1%
University Libraries 1 7.0 8.7 12.1 31.5%
All Academic Units (excluding SLAC)
School/Institution/VP 754.7 752.2 743.3 -0.8%
Dept/Prog/Lab/Ctr/Institute 725.8 872.2 976.2 16.0%
Faculty/PI 383.9 441.8 523.3 16.8%
Total All Academic Units (excluding SLAC) 1,864.3 2,066.2 2,242.9 9.7%
Source: Fund level of restriction as coded in financial system. 1 Fund balances in these units are largely under the control of the Dean/Director/Vice Provost or Program/Department.
128 APPENDIX B: SUPPLEMENTARY INFORMATION
SCHEDULE 22C
ON
SOLI
DA
TED
BU
DG
ET F
OR
OP
ERA
TIO
NS
HIS
TO
RY
[IN
MIL
LIO
NS
OF
DO
LLA
RS]
20
10/1
1 to
201
7/18
20
10/1
1 20
11/1
2 20
12/1
3 20
13/1
4 20
14/1
5 20
15/1
6 20
16/1
7 20
17/1
8 C
ompo
und
A
ctua
ls
Act
uals
A
ctua
ls
Act
uals
A
ctua
ls
Act
uals
Pr
ojec
tion
Plan
A
nnua
l Gro
wth
Reve
nues
Und
ergr
adua
te P
rogr
ams
28
5.6
2
98.1
3
11.0
3
17.4
3
30.9
3
42.3
3
56.7
3
69.2
3.
7%
G
radu
ate
Prog
ram
s
274.
8
287
.2
297
.0
313
.8
329
.0
340
.5
360
.1
373
.7
4.5%
Room
and
Boa
rd
127
.8
135
.9
144
.8
151
.3
164
.3
174
.1
186
.5
194
.5
6.2%
St
uden
t Inc
ome
6
88.2
7
21.2
7
52.9
7
82.5
8
24.2
8
57.0
9
03.4
9
37.4
4.
5%
Dire
ct C
osts
- U
nive
rsity
6
50.3
6
39.3
6
56.8
6
69.7
7
16.7
7
53.6
7
78.8
8
06.8
3.
1%
In
dire
ct C
osts
2
25.5
2
26.4
2
25.5
2
27.7
2
42.6
2
51.4
2
66.8
2
78.0
3.
0%
Uni
vers
ity S
pons
ored
Res
earc
h
875
.8
865
.7
882
.3
897
.3
959
.2
1,0
05.0
1
,045
.6
1,0
84.8
3.
1%
SL
AC
Spo
nsor
ed R
esea
rch
366
.4
368
.0
350
.9
369
.3
430
.4
447
.8
644
.2
559
.4
6.2%
H
ealth
Car
e Se
rvic
es
558
.7
600
.5
714
.8
778
.2
957
.9
1,0
33.9
1
,122
.8
1,2
53.2
12
.2%
G
ifts
In S
uppo
rt o
f Ope
ratio
ns
163
.7
177
.8
180
.7
211
.8
233
.3
250
.8
251
.0
251
.0
6.3%
N
et A
sset
s Re
leas
ed F
rom
Res
tric
tions
1
06.1
1
10.0
1
77.7
1
30.2
1
56.9
1
40.3
1
40.2
1
40.2
4.
1%
Endo
wm
ent I
ncom
e
783
.4
861
.7
921
.7
984
.7
1,0
65.5
1
,147
.5
1,1
76.9
1
,243
.4
6.8%
Oth
er In
vest
men
t Inc
ome
1
51.7
1
60.6
1
18.3
2
32.1
2
22.6
2
58.0
1
72.2
2
75.8
8.
9%
Inve
stm
ent I
ncom
e
935
.1
1,0
22.3
1
,040
.0
1,2
16.8
1
,288
.1
1,4
05.6
1
,349
.1
1,5
19.2
7.
2%
Sp
ecia
l Pro
gram
Fee
s an
d O
ther
Inco
me
3
81.3
4
37.0
4
73.6
5
07.1
5
16.0
5
40.0
5
08.4
5
16.2
4.
4%
Tota
l Rev
enue
s
4,0
75.3
4
,302
.5
4,5
72.9
4
,893
.5
5,3
66.0
5
,680
.4
5,9
64.6
6
,261
.4
6.3%
Exp
ense
s
C
ompe
nsat
ion
2
,205
.1
2,3
64.1
2
,516
.5
2,6
65.3
2
,881
.5
3,1
22.8
3
,359
.2
3,6
21.5
7.
3%
Fina
ncia
l Aid
2
30.4
2
40.6
2
42.5
2
48.8
2
60.5
2
69.5
2
86.0
2
98.2
3.
8%
Inte
rnal
Deb
t Ser
vice
1
59.2
1
41.8
1
61.8
1
72.7
1
98.6
1
85.2
1
99.1
1
99.3
3.
3%
Oth
er O
pera
ting
Expe
nse
1
,139
.6
1,2
04.6
1
,238
.8
1,3
81.6
1
,525
.0
1,5
41.0
1
,780
.7
1,7
34.2
6.
2%
Tota
l Exp
ense
s
3,7
34.3
3
,951
.2
4,1
59.6
4
,468
.3
4,8
65.6
5
,118
.5
5,6
25.0
5
,853
.3
6.6%
Ope
rati
ng R
esul
ts
341
.0
351
.3
413
.2
425
.1
500
.4
561
.9
339
.6
408
.1
2.6%
Tran
sfer
s
Tran
sfer
s fr
om (
to)
Endo
wm
ent P
rinci
pal
(15
0.4)
(
88.6
) (
117.
4)
(11
2.5)
(
110.
7)
(12
5.6)
(
119.
2)
(11
0.2)
Tr
ansf
ers
from
(to
) Pl
ant
(44
.8)
(17
2.1)
(
154.
3)
(23
5.5)
(
165.
2)
(25
4.6)
(
98.5
) (
162.
0)
Oth
er In
tern
al T
rans
fers
3
7.2
1
0.7
4
2.2
4
0.1
3
4.3
3
3.9
3
0.6
2
9.4
Tota
l Tra
nsfe
rs
(158
.0)
(24
9.9)
(
229.
5)
(30
7.8)
(
241.
6)
(34
6.2)
(
187.
1)
(24
2.8)
Chan
ge in
Fun
d Ba
lanc
es
183
.0
101
.4
183
.8
117
.3
258
.8
215
.7
152
.5
165
.4
Begi
nnin
g Fu
nd B
alan
ce
2,1
46.1
2
,329
.1
2,4
30.5
2
,614
.2
2,7
31.5
2
,990
.3
3,2
05.9
3
,358
.4
6.6%
Endi
ng F
und
Bala
nce
2,3
29.1
2
,430
.5
2,6
14.2
2
,731
.5
2,9
90.3
3
,205
.9
3,3
58.4
3
,523
.8
6.1%
129APPENDIX B: SUPPLEMENTARY INFORMATION
130 APPENDIX B: SUPPLEMENTARY INFORMATION
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Cover Photo: Tamer Shabani, © by Stanford University
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