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Capital Plan and Capital Budget 67 CAPITAL PLAN AND CAPITAL BUDGET 67 CHAPTER 4 CAPITAL PLAN AND CAPITAL BUDGET tanford’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 SCapital 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. At almost $4.3 billion, the Capital Plan reflects the larg- (EOC/ECH) ($35.1 million), new faculty homes at Cabrillo/ est capital program in Stanford’s history. It demonstrates Dolores ($18 million), and renovations at both the Li Ka Shing the significant investment Stanford continues to make in Center ($10 million) and the Center for Advanced Study in its facilities, driven by the academic priorities for teaching, Behavioral Sciences ($9.8 million). research, and related activities, described in Chapter 2, and The following ten significant projects make up 81% of the initiatives of the administrative and auxiliary units that Stanford’s Capital Plan: the EV Graduate Residences support the academic mission, described in Chapter 3. It ($1,091.7 million), Stanford Redwood City Phase 1 ($568.8 also demonstrates Stanford’s commitment to student and million), the Housing Acquisition Initiative ($500 million), faculty housing, with 47% of the plan allocated to building, the Neuro/ChEM-H (Chemistry, Engineering & Medicine for acquiring, or renovating new and existing housing inventory. Human Health) Research Complex ($257 million), Center for Significant examples of this commitment are the $1.1 billion Academic Medicine 1 (CAM 1) ($222.9 million), BioMedical Escondido Village (EV) Graduate Residences, which will in- Innovations Building 1 and Tunnel (BMI 1) ($210 million), crease the graduate student housing stock by 2,020 net new Middle Plaza at 500 El Camino Real Residential ($182 mil- beds, and the $500 million Housing Acquisition Initiative for lion), University Terrace Faculty Homes ($176.5 million), faculty and staff. the Anne T. and Robert M. Bass Biology Research Building With the 2016/17 project completions, Stanford will have in- (Bass Biology Building) and associated projects ($152.2 mil- vested approximately $6 billion in its facilities, infrastructure, lion), and the new Earth, Energy & Environmental Sciences and commercial real estate since 2000. Across the campus, Building ($100 million). The remaining 19% of the Capital aging facilities have been replaced with new and renovated Plan comprises 24 projects and 8 infrastructure programs. buildings capable of supporting cutting-edge science, en- For a detailed listing of all Capital Plan projects and programs, gineering, medicine, and the collaborative research among see the tables on pages 82–84. them, as well as with new facilities for business, athletics, law, The Capital Plan accounts for the long-term budget impacts and the arts. Off-campus commercial development projects on operations, maintenance, and utilities (O&M) and debt provide additional income to the university. service. These obligations are included in the university’s In addition to the many projects currently under way and pre- long-range budget planning. viously forecasted, the Capital Plan now includes the follow- This chapter provides an overview of the capital planning ing new projects: Tenant Improvements at 3145 ($58.8 mil- process, describes current strategic initiatives, presents the lion) and 3172 ($15.8 million) Porter Drive, a new Emergency 2017/18–2019/20 Capital Plan and related constraints, and Operations Center/Electronic Communications Hub discusses the 2017/18 Capital Budget. 68 CAPITAL PLAN AND CAPITAL BUDGET CAPITAL PLANNING OVERVIEW 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 CAPITAL PLANNING AT STANFORD campus at this time. Stanford’s Capital Plan is a three-year rolling plan with com- The prospective Phase 1 will accommodate about 2,700 mitments made for projects with fully identified and approved staff: School of Medicine (SoM), including Medical Center funding. Cash flow expenditure forecasts for these projects Development (946); Business Affairs (893); Land, Buildings extend beyond the three-year period, and budget impacts and Real Estate (LBRE) (170); the Office of Development on O&M and debt service will commence at construction (154); University Human Resources (135); Continuing Studies completion. The plan includes forecasts of both cash flow (85); Libraries (73); Residential & Dining Enterprises (R&DE) and budget impacts by year, as well as the impacts of projects (73); the Vice Provost for Teaching and Learning (25); and beyond the three-year period (see tables on page 76). other tenants yet to be confirmed (100). The development The Capital Plan is set in the context of a longer-term capital and subsequent move will free up almost 150,000 sf on forecast. The details of this forecast, particularly funding campus as well as in the Stanford Research Park; space in the sources and schedules, are less clear than those of the three- latter will then be re-leased to third-party tenants at market year plan, as the needs and funding sources that may emerge rates, increasing revenues to Stanford. over the long-term horizon are difficult to anticipate. Plans Stanford Redwood City gives the university an opportunity to tend to evolve as some projects prove more feasible than provide its administrative staff with an outstanding, sustain- others based upon shifting funding realities and academic able, and healthy workplace environment. This new campus priorities. will comprise Class A office buildings, conference and din- ing facilities, a fitness center with lap pool, and a child care STRATEGIC INITIATIVES center. A 2.5-acre park, multiple courtyards, and a greenway The following university strategic initiatives are integral to this connecting the entire campus will create an attractive setting. year’s Capital Plan: EV Graduate Residences n Stanford Redwood City Stanford’s bold commitment to build a 1.8 million-sf resi- n EV Graduate Residences dential complex with 2,431 new graduate beds responds to n General Use Permit a critical need to provide additional graduate student hous- n Growth and transportation ing on campus in an undersupplied and escalating housing n Campus circulation and parking market. The construction of the EV Graduate Residences supports the campus land use strategy to increase the density Stanford Redwood City of Escondido Village in order to provide adequate housing Stanford’s plans for an off-site administrative campus in for a growing graduate student population, and enables the Redwood City continue to move forward. Consistent with the university to devote other areas of the core campus to under- strategic development envisioned with the 2005 acquisition graduate housing and academics. of the Redwood City property, select administrative staff will The new complex will primarily house single graduate stu- relocate to this site in order to preserve core campus space dents, although units will be available for couples without for the university’s highest academic priorities. Plans have children. Demolition of existing two-story buildings that commenced to implement a comprehensive Phase 1 develop- house approximately 400 students will be required, result- ment of 653,647 square feet (sf)—565,777 sf of office build- ing in an overall gain of 2,020 net new beds. The variety of ings, 78,262 sf of amenity buildings, and 9,608 sf of utility apartments builds upon the suite models of premium studios, and IT infrastructure—as well as parking for 1,702 vehicles. two-bedroom suites, and junior studio suites, as offered in Site work, demolition, and foundations have commenced the neighboring Kennedy Graduate Residences. The four with construction for the core and shell anticipated to begin new residence halls will each provide lounges, huddle rooms, in spring 2017. Full build-out of the 35-acre parcel is capped laundry rooms, exercise areas, and music practice spaces. CAPITAL PLAN AND CAPITAL BUDGET 69 In addition to housing students, a primary objective of this sf of academic facilities and 3,150 housing units/student project is to provide opportunities to build a vibrant sense of beds, with construction expected to be completed by 2035. community among the graduate students and to encourage This next GUP will help Stanford address emerging teaching, strong connections to the campus. The two-story market research, and housing needs over this time period. pavilion, entry tower, and associated arcade will face the campus and define an inviting gateway into Escondido Village Growth and Transportation from the terminus of Serra Mall. These community gateway Reduction of trips to the campus is likely the most difficult components, which will include a café/bar, a grand lounge, challenge and one that may constrain the university’s future and a mini-market for online shopping and pick-up, will also growth. Though Stanford has a tremendous track record with provide an architectural scale that is comfortable and tem- its award-winning Transportation Demand Management pers the height of the residential wings. The arcaded court (TDM) programs, the university must do more, not only for and hardscape, as well as the more casual commons space, the core campus but also for other Stanford lands. Informed will support programs that will serve as the hub for graduate by extensive studies with multiple transportation experts life. The central commons will face and engage the existing as well as an innovative transportation mode choice model, EV greenway and be programmed and energized by a range Stanford has developed a matrix of choices and actions that of activation components (i.e., outdoor seating and eating, can be implemented to improve the local transportation net- event space, coffee cart, art, etc.).
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