2017/18 MASTER CAPITAL PLAN

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2 STATE UNIVERSITY OF NEW YORK 2017/18 MASTER CAPITAL PLAN Table of Contents I. INTRODUCTION Master Capital Plan Statute II. SCOPE OF REPORT III. MASTER CAPITAL PLAN OBJECTIVES Facility Master Plans IV. CHALLENGES AND OPPORTUNITIES WITHIN SUNY S CAPITAL PROGRAM Size of Physical Plant/Age of Facilities/Conditions Execution of Master Capital Plan and Multi-Year Capital Program Economic Development Energy Savings Efforts V. THE STATE S AND SUNY S INVESTMENT Levels of Support 2017/2018 Capital Program Financing Mechanisms VI. THE FUTURE OF THE SUNY CAPITAL PLAN VII. INDIVIDUAL CAMPUS / HOSPITAL REPORTS Campus Statement Overview / Objectives / Accomplishments / Priorities Campus Facility Profile (and, as appropriate, Hospital Clinical Profile) Campus Map and Building Names Project Photographs Current Projects Underway Current Financial Data and Scheduled Completion Future Planned Projects Description / Estimated Costs / Available Funding / Scheduling Roster of Key Project Changes

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4 STATE UNIVERSITY OF NEW YORK 2017 MASTER CAPITAL PLAN, AS REQUIRED BY EDUCATION LAW For State-Operated, Statutory, and Hospital Facilities I. INTRODUCTION Master capital plan. On or before November fifteenth of each year, the trustees of the state university of New York shall approve and submit to the chairman of the assembly ways and means committee and the senate finance committee and to the director of the budget a master capital plan setting forth the projects proposed to be constructed, reconstructed, rehabilitated or otherwise substantially altered pursuant to appropriations enacted or to be enacted during the succeeding five years. Such plan shall specify the name, location, estimated total cost at the time the project is to be bid, the anticipated date or dates on which the design of such project is to commence, the proposed method of financing and the estimated economic life of each project. Such plan shall further specify whether proposed projects constitute new construction, substantial rehabilitation, moderate rehabilitation or minor rehabilitation and shall indicate how projects support improvements in environmental protection, energy and resource management, solar energy and conservation. Such criteria for each method of financing shall include, but not be limited to: (i) an analysis of private enterprise, federal and any other appropriate financing standards (ii) the consideration of the period of economic life of projects as related to the method of financing, and (iii) project cost ranges for the methods of financing. Such plan specification and categories of construction shall be defined by the trustees, in consultation with the state university construction fund. Such capital master plan report shall also include, for each project over onemillion dollars, a description of the projects; expected construction start date; any changes to the previously reported start or expected completion dates; any changes to the expected cost of the projects; the total cash encumbered for the project for the year and the total to date for the project; the total cash expended for the project for the year and the total to date for the project. All projects that are reported under this subdivision shall be identified by campus, the name of the specific facility for which the allocation is provided and a description of what the project is that is being provided (Education Law, section 355, subdivision 13). In accordance with the foregoing, the State University of New York (SUNY/University) hereby submits the 2017 update to its Master Capital Plan. Page 1 of 18

5 II. SCOPE OF REPORT SUNY s Capital Program includes four major components: Educational Facilities Hospitals Residence Halls Community Colleges As prescribed by Education Law, this report focuses only on the current and long-range objectives of the Educational and Hospital Facilities programmed for the 29 state-operated campuses, four statutory campuses at Cornell, Alfred Ceramics, the three teaching hospitals at Brooklyn, Stony Brook, and Syracuse, and facilities at System Administration. With limited exceptions, the report includes only those capital projects with an estimated total cost of over one million dollars, for which funding has been provided either through appropriations that have been enacted, or are anticipated to be enacted, pursuant to the most recent New York State Five- Year Capital Program and Financing Plan. The separate reporting requirement by this legislation on the Educational Facilities Program is predicated by the fact that the State provides a significant amount of the capital funding for these facilities which is the largest of SUNY s capital program. Residence halls operate under a separate, dedicated, fee revenue program, while community college projects are planned and executed primarily by local governments. Information on these facilities is not included in this report. Page 2 of 18

6 III. MASTER CAPITAL PLAN OBJECTIVES The University s objectives for its Master Capital Plan are to protect, maintain, preserve, and modify its physical plant to comply with health and safety codes; to address environmental and energy conservation measures; to keep pace with changes in telecommunications, information and educational technologies, and emerging research requirements; to support the State of New York and the University s energy initiatives; as well as to adapt to ongoing changes in academic pedagogies, programs and student life affected by evolving educational and emerging marketplace demands. Maintaining core campus infrastructure and SUNY s more than 1,800 academic buildings is the University s highest priority, and that priority is reflected in the current Master Capital Plan project portfolio. A large portion of the Plan is related to projects designed to preserve, protect, and prevent deterioration of existing facilities, such as: Building exterior and interior rehabilitations and renovations Site infrastructure and utility projects Projects to replace or repair building systems (mechanical, electrical, plumbing) or energy efficiency projects (building exteriors, roofs, windows, lighting, etc.) Smaller critical maintenance projects such as masonry repairs, roof replacements, small classroom renovations, etc. In 2017, SUNY and the Fund implemented new software to maintain data on asset conditions and allow for continual life cycle modeling. The framework consists of identifying the remaining useful life of asset components for each building and infrastructure system, tracking approximately 44,000 items across the system. Each component has a replacement cost that is used to quantify the amount of investment needed to renew the component. In turn, this model will help SUNY determine the annual levels of investment needed to keep these components in a state of good repair. Life cycle modeling also identifies the most immediate capital needs, which will help facilitate the planning process. Useful lives of components will be updated in real-time as construction work is completed, allowing for intelligent analysis of data to determine renewal information for each campus. Responsible planning practices have proven to help maintain the aging physical plant of SUNY in the past and will continue to do so with the more comprehensive life cycle modeling data in the future. Also of high importance are specific construction projects that address a campus changing programmatic and academic needs. SUNY has grown over the last 10 years with an overall enrollment increase of 11 percent since Despite a significant drop in the number of nationwide high school graduates from the peak year of , state-operated and statutory full-time equivalent SUNY enrollment has remained steady at approximately 195,000 in academic year Yet growth alone does not equal success. As demonstrated in the following chart, over the last 5 years there has been a dramatic shift in demand for certain programs: Page 3 of 18

7 SUNY-Wide Program Areas of Growth and Decline Computer and Information Sciences and Support Services 56% Engineering 40% Health Professions and Related Clinical Sciences 17% Biological and Biomedical Sciences 13% Business, Management, Marketing, and Related Support Services 6% Visual and Performing Arts -9% English Language and Literature/Letters -28% Liberal Arts and Sciences, General Studies and Humanities -30% Education -39% History -42% -60% -40% -20% 0% 20% 40% 60% To address these rapidly changing demands and meet the increasingly diverse needs of today s students, existing facilities must be renewed and repurposed to remain competitive. Page 4 of 18

8 Facility Master Plans Effective long-term planning requires a comprehensive, disciplined and focused approach. SUNY and the Fund addressed this need in 2011 by completing the firstever system-wide Facilities Master Plan (FMP) initiative. The FMP initiative resulted in a 10-year plan projecting the capital investment needs for each of SUNY s 34 state-operated and statutory campuses, as well as System Administration. Campus and Fund staff looked carefully at the current mission and strategic plans of individual campus programs, and assessed the ability of existing facilities to meet future expectations. The FMP considers mission, enrollments, and course planning in identifying physical space needs; evaluates the ability of existing space inventories, usage and condition to accommodate need; and provides recommendations for strategic facility improvements to meet current and future educational demands. While individual FMPs provide each campus with a roadmap to plan its future capital facilities improvements, the bigger benefit of the FMP initiative is the opportunity to align campus investment with SUNY s overall mission from a system perspective. Strategic enrollment priorities on a system basis will be combined with academic priorities for both the State and SUNY to reach a SUNY-wide plan that is flexible and useful in helping SUNY to meet the educational and workforce demands of the future. As part of the University s continuous planning process, the FMPs at each of the campuses were updated during in response to campus leadership and programmatic changes as priorities shift and strategic plans evolve. These updates show emerging trends driving SUNY s capital needs such as: Renovations to Support Student Success Reconfiguring space for Academic Success Centers which provide one location for tutoring, counseling, Educational Opportunity Programs, and other student support services Renovations to Support Recruitment & Retention - Upgrades and modernization of facilities that enhance student life, including athletic facilities and student unions Renovations to Create Learning Commons & Facilitate Collaborative Learning - Creating spaces for small study groups, often in libraries Laboratory Upgrades to Support Growing Programs Particularly, STEM and Allied Health In tandem with their age, the intended use of SUNY facilities is ever changing to suit the evolving pedagogies of higher education, and to maximize suitability for the advancement of SUNY s mission. Classrooms and labs built decades ago no longer meet the needs of today s students or New York State s workforce needs. Students require and expect a campus that is both attractive and serviceable, with up-to-date technology and instructional facilities at least better than those offered by their K-12 education. A Cooperative Institutional Research Program survey 1 noted that a visit to the campus placed high on a list of important issues to a prospective college student, falling only slightly below the academic reputation, financial assistance/cost, and the likelihood of employment after graduating. The upgrading and repurposing of existing resources to meet these needs often comprises a significant portion of a campus intended capital plan. 1 Higher Education Research Institute Page 5 of 18

9 SUNY is prepared to maintain its standing as a functional and desirable destination for New York s (and beyond) best and brightest. The Master Capital Plan aims to provide SUNY faculty, students, and staff with the highest functioning and best conditioned buildings and infrastructure possible in support of its educational mission. To this end, the University is proud to share the following current and long-term capital program objectives for its state-operated, statutory, and hospital facilities. These planned investments in classrooms, laboratories, treatment centers, and infrastructure will allow SUNY to continue its role as an effective and accountable steward of essential resources of the State of New York. In order to build upon this progress, SUNY will continue to need sustained capital investment in order to address Critical Maintenance needs on all of its campuses. IV. CHALLENGES AND OPPORTUNITIES WITHIN SUNY S CAPITAL PROGRAM Size of Physical Plant/Age of Facilities/Conditions SUNY s educational and hospital facilities have evolved greatly from their beginnings. These facilities became assets of SUNY, and by extension, the State, in two major periods. The first was at the creation of the SUNY system, spanning 1948 to 1953, following the findings of the Temporary Commission on the Need for a State University System in During this brief period, a total of 24 campuses were moved from stand-alone institutions, and began life as SUNY system-related entities. The second, between the 1960 s and the 1980 s, saw either the transition or establishment of eight campuses to the state-operated and statutory components that comprise today s SUNY system. Today, SUNY campuses account for 40 percent of all State-owned assets (excluding infrastructure and land), with the Educational Facilities alone accounting for more than 1,800 academic buildings covering nearly 63 million gross square feet. The maintenance of these campus facilities continues to grow in cost, a direct result of their inherent age. Over the past 60 years, the passage of time and the impact of heavy annual use have left a mark on SUNY s physical condition. As shown in the following chart, approximately 74 percent (46 million GSF) of all educational and hospital facilities, are more than 35 years old and date back to nearly the formation of SUNY itself. SUNY has, however, invested significant resources to address the renewal needs of these aging facilities. Page 6 of 18

10 State University of New York State-Operated and Statutory Campuses Profile of Facility Age Total SUNY GSF By Years of Construction (62M Total) Educational Facilities & Hospitals 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000-33,443,026 12,685,617 8,195,344 8,358,700 Through Execution of Master Capital Plan and Multi-Year Capital Program The SUNY Educational Facilities and Hospital Capital Programs are administered by the State University Construction Fund (Fund). The Fund coordinates funding and capital planning for all capital projects under these programs, while design and construction contracts for these projects can be managed by either the Fund or the campuses. As demonstrated in the graph below, campuses typically manage smaller, quick-turnaround projects and the Fund manages large scale, longer duration projects. The timely and effective execution of the Capital Plan requires sufficient staff resources. The ability of the Fund to maintain its current level of services to campuses will be dependent upon additional operating resources. The Fund has not received an increase to its operating budget since 2012/13, but has had to absorb cost of living expenses over this time period. Page 7 of 18

11 Current Educational Facilities and Hospital Workload ($ in Millions) $1,056, 15% $2,080, 30% 592 Projects 104 Projects 106 Projects 91 Projects $2,076, 29% $1,818, 26% SUCF Projects in Design SUCF Projects in Active Construction SUCF Projects Recently Completed (in Guarantee Period) Campus Administered Projects Economic Development SUNY is a state-wide entity and plays an important role in New York s economy throughout the State. Capital investment fuels SUNY s economic development potential on three levels. The first level is the creation of primary design and construction industry jobs directly related to each project funded with capital investment. The second level is attributable to the economic benefits of localized spending resulting from the primary jobs. SUNY s extensive and geographically diverse network of facilities across New York provides a built-in, broad framework for promoting economic development. Small communities throughout New York State thrive with this capital infusion. Thirdly, and perhaps most importantly, faculty and staff are retained to teach and support students and conduct research in newly created or renovated and repurposed facilities. These faculty members teach New York s future workforce, as well as the next generation of New York State leaders. These students will enrich the intellectual, economic, and social capital of New York State for years to come. As New York State seeks to grow and transform its economy, SUNY is in a unique position to aid this effort as both an educational and economic force. SUNY s role as an economic engine has been recognized by New York State with the passage of the NYSUNY 2020 Challenge Grant Program in 2011 and recurring annually through State Fiscal Year. Under the NYSUNY 2020 Challenge Grant Program, the State has provided over $475 million in grant funds that have Page 8 of 18

12 been, or could be, awarded based on competitive proposals submitted by state-operated, statutory and community colleges that facilitate economic and workforce development. The NYSUNY 2020 grants are intended to make state-of-the-art facilities available to students, faculty, and researchers, leverage opportunities for students and faculty to collaborate with businesses and provide experiential learning opportunities that connect students to the workforce. As demonstrated in the following map, the investment made in SUNY s capital program over the last 12 years has greatly benefited every region of the State. Page 9 of 18

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14 Energy Savings Efforts The Leadership in Energy and Environmental Design (LEED) rating system is the national benchmark for high performance green buildings, recognizing the bestin-class building strategies and practices. The LEED rating system evaluates project design in six categories: sustainable sites, materials and resources, water efficiency, innovation in design, energy and atmosphere, and indoor environmental quality. A point system results in LEED certification in one of four levels: Certified, Silver, Gold, and Platinum. Pursuant to the 2001 Executive Order 111, the State University requires that a LEED Certified rating be achieved for all new buildings, additions, and major rehabilitation projects at state-operated campuses. Pursuant to the 2007 resolution adopted by the SUNY Board of Trustees, the State University makes its best effort to achieve at least a LEED Silver rating for all new buildings, additions, and major rehabilitation projects at state-operated campuses and statutory colleges. To achieve a LEED Silver rating, it is often not just a single component, but a multitude of components that, when combined, provide for additional energy savings or resource conservation opportunities. Most of the State University s critical maintenance and strategic initiative projects have beneficial energy-saving components, such as enhanced roofing insulation, windows with higher thermal performance, or energy efficient mechanical systems. The policy established by Executive Order 111 and strengthened by the SUNY Board is an integral part of the University s planning, design, and construction practices for achieving sustainable building design and construction on its campuses. In 2012, Governor Cuomo issued Executive Order 88, mandating a 20 percent improvement in the energy efficiency performance of State Government buildings by April With the largest building portfolio of all New York State entities and departments, SUNY is at the forefront of Executive Order 88 and has willingly embraced a leadership role in state-wide compliance. Page 11 of 18

15 V. THE STATE S AND SUNY S INVESTMENT Levels of Support An essential element in the successful management of the capital program is the ability to make long-range plans. This ability is enabled by consistent and predictable funding which allows campuses and hospitals to plan, design, and schedule projects many years in advance. SUNY was fortunate to receive multiple five-year plans beginning in 1998 and as such, a robust period of planning and construction execution followed. From 1998 to 2013, the State invested $10 billion in SUNY s aging academic and hospital facilities through three consecutive multi-year capital plans. The majority of this investment facilitated the full rehabilitation and modernization of aging buildings, rather than the costlier piecemeal approach that results from year-at-a-time funding. From the end of the plan until 2017, SUNY received an unpredictable level of support, which impacted campus long-range planning, and impacted the pace of ongoing capital projects in support of SUNY s mission. Since the end of the last plan in 2013 until 2017, the State provided funds for initiatives and critical maintenance projects at specific campuses, such as supplemental appropriations to NYSUNY 2020 Challenge Grants, and fluctuating levels of support for systemwide critical maintenance needs ($402 million in 2014/15, $200 million in 2015/16, and $290 million in 16/17). Beginning in 2015/16, the State s Five-Year Capital Program and Financing Plan indicated an intent to provide an annual amount of $200 million over the succeeding four-year period for critical maintenance projects. 2017/18 SUNY developed a five-year plan and capital budget request, highlighting the need for an increased level of predictable investment necessary to ensure that campus core operations were maintained, ensure student safety and provide facilities to meet changing academic and programmatic needs. In light of dwindling existing capital appropriation remaining from past years, evidence of decreasing disbursements, and active advocacy efforts, SUNY received a new five-year plan, primarily to address critical maintenance needs, in the amount of $550 million for 2017/18, and a plan to continue this level of annual funding through For 2017/18, the $550 million was provided in two appropriations, $450 million for critical maintenance restricted to existing facilities, and $100 million in more flexible critical maintenance. To further strengthen its ability to address the critical maintenance needs of aging facilities system-wide, the State provided a lump sum of $296 million from within the $450 million to be distributed for high need critical maintenance projects, which is a departure from the historic allocation formula. The formula previously allocated funding to the campuses based on enrollment, square footage and building age, but did not take into account actual backlog need. The lump sum appropriation allows the Fund to address a campus most critical maintenance needs regardless of size. This more centralized approach is supported by the Division of Budget and also provides the Fund with the ability to better manage to its disbursement targets. To ensure that the allocation of the lump sum funding is in accordance with Executive intent, and to continue the Fund s exemplary stewardship of SUNY and the State s assets, an objective, data-driven methodology to identify those assets most in need of renewal and that advance campus missions has been developed. The three SUNY teaching hospitals had not received any new State funding since 2008 to support their capital program until the budget cycle, and two of these hospitals, Stony Brook and Upstate Medical Center, had exhausted their available funding. In both and budget cycles, those facilities received $50 million each year to address high priority critical needs and advance projects essential to achieving their strategic business objectives. An additional $75 million appropriation was also provided in the budget to support construction of a new Ambulatory Care Facility at Upstate Medical. Page 12 of 18

16 The following chart shows annual funding levels since 2008/09: 3,000.0 SUNY Educational and Hospital Capital Appropriations $ in Millions $2,676 2, Capital Appropriations 2, , , ,676 $765 $650 $550 $550 $ $562 $ $ $ Critical Maintenance (CM) Flexible Critical Maintenance Strategic Initiatives (SI) Hospitals Page 13 of 18

17 In furtherance of the Capital Plan, SUNY continues to develop its next five-year plan for 2017/18 through 2021/2022 that will balance strategic facility improvements developed by each campus in its Facility Master Plan with the critical maintenance and backlog needs of the campus. The SUNY Capital Plan will enable the SUNY system to operate with one concerted vision in mind, ensuring that each plan supports the academic mission of the University system, while providing a safe campus and maintaining critical State assets. The State continues to be a valued partner in making proposed critical maintenance and select strategic initiative projects a reality. The following chart shows disbursements related to SUNY s educational and hospital projects from both the State and other sources, over the preceding 15-year period. Please note the upward trend of spending following the funding provided in 1998, which is immediately followed by a steady decline (as the funding provided in the 1998 plan was fully utilized) until the enactment of the new plans in 2003 and In the years following these new plans, an influx of new authority has continued to keep disbursements at a relatively high level. This demonstrates why predictable funding is necessary to ensure steady capital investment levels. A detailed listing of historical support, by campus from to , is provided on page 17 for reference. Page 14 of 18

18 Educational and Hospital Facilities Disbursement History ($ in Millions) $1,200.0 $1,165.2 $1, Plan 2003 Plan 2008 Plan $970.7 $1,023.2 $800.0 $759.3 $803.0 $816.5 $858.8 $723.0 $600.0 $540.1 $530.7 $531.0 $400.0 $375.5 $389.4 $279.1 $294.4 $248.0 $225.5 $222.7 $200.0 $168.7 $ State Supported Funding Campus Non-State Funding External (e.g., Other State Agencies) Page 15 of 18

19 Capital Program Financing Mechanisms Appropriations for educational and hospital projects are paid using State funds in the first instance. The State is then reimbursed for these expenditures periodically from bonds issued by the Dormitory Authority of the State of New York under the Personal Income Tax and Sales Tax Revenue Bonding Programs. As noted above, educational and hospital project expenditures made by the State are repaid from bond proceeds. The State pays the debt service on these bonds. 2 Only a very small amount ($25.0 million) of State pay-as-you-go funding was made available to campuses during a multi-year period beginning in 2004, for smaller, less-bondable capital projects. Since then, no additional pay-as-you-go funding has been provided. In addition, in many cases, campuses provide grant funds or other campusraised revenues to supplement and support priority capital projects. Aside from the essential need to invest in public higher education, there are several reasons why bonding is the most appropriate method for financing capital investments in the University's physical plant and infrastructure. First and foremost, it provides a consistent source of ongoing funding to maintain the asset values of essential facilities, i.e., the availability of hard dollar appropriations sufficient to fund the capital projects is not always available. Second, is the extended useful life benefit received from the investment. For SUNY educational and hospital capital projects, the average extension of useful (or economic) life of a facility, or facility component, exceeds 28 years for all projects undertaken. This compares favorably to the weighted average term of the bonds sold to finance these projects, which usually ranges between years. Last, with the advent of the enhanced revenue coverage available under the Personal Income Tax (PIT) State Bonding Program and the Sales Tax State Bonding Program implemented in recent years which now support the bonding needs of both SUNY and CUNY capital programs, among others the overall cost of bonding has been reduced, while bond ratings have remained high. (Most recent ratings for SUNY Educational Facility and Hospital PIT bonds were AAA from Standard & Poor s and AA+ from Fitch.) The State s annual debt service cost on the bonds issued to fund the capital program is a small percentage of the amount of money made available through bonding. 2 Note: Pursuant to annual transfer language provisions, each of the University s three teaching hospitals must reimburse the State, from their operating revenues, for the ongoing annual debt service costs of all bonds sold in support of hospital capital projects. Similar provisions for the University at Buffalo and the University at Albany were added in and to allow for the payment of debt service associated advance appropriations of $215.0 million and $88.0 million, respectively, in support of these campus NYSUNY 2020 projects. Page 16 of 18

20 VI. THE FUTURE OF THE SUNY CAPITAL PLAN The facility needs of campuses constructed in years past do not often meet the requirements of today. The constant effort to renovate facilities to make them suitable to meet today s demands requires a mix of renovations, additions, and new construction. The SUNY Capital Plan saw a concerted effort towards this goal, but the continued demands on both State resources and SUNY require constant rethinking and reworking of universally accepted approaches. Legislation enacted in 2011 has allowed SUNY to move towards a more efficient and sustainable methodology of planning and spending. The State Budget included language that exempted SUNY and Fund contracts from the pre-audit process performed by the Office of the State Comptroller and the Attorney General s Office. This has reduced the overall length of time on SUNY/Fund projects by one to two months, thereby putting assets to work for the benefit of students sooner. This exemption has been extended through As one of the larger components of the entire State s overall capital program, and as a major component of the State s physical assets, the continued good stewardship of SUNY s educational and hospital facilities is of paramount importance. About 95,000 undergraduate and graduate degrees were conferred at the 34 state-operated and statutory campuses in spring 2016 and SUNY s total enrollment as of fall 2016 was approximately 220,000. Continued participation at these levels is only possible if the facilities and student environment match their expectations. The SUNY Capital Plan is the essential framework to continue to provide the best possible capital assets, through strategic investment, that will serve to both attract students and to positively impact the State s economic future. Page 17 of 18

21 Campus Pre Five Year Capital Budget State University of New York Educational Facility & Hospital Multi-Year Capital Program Plans State Funding Authorizations through SFY Total Allocations by Campus $ in 000's Hospitals Educational Facilities Adjustments Hospitals Educational Facilities Hospitals Strateigic Initiatives Critical Maintenace Campus Specific SUNY 2020 (UDC & SUNY Round I & II) Capital Budgets - Unpredictable Funding Doctoral Albany $325,893 $165,995 $131,000 $35,000 $65,802 $92,000 $9,447 $6,159 $831,296 Institutions Binghamton 202, ,236 24,000 35,000 $50,554 $35,000 $10,604 $6,912 $523,315 Buffalo 267, , ,000 35,000 $92,580 $17,756 $11,575 $1,106,503 Stony Brook, incl HSC 342,587 $150, , ,450 35,000 -$98,000 $50,000 $183,508 $79,000 $50,000 $21,138 $13,780 $1,346,611 Other Doctoral Brooklyn HSC 124, ,000 64, ,900-30,000 $18,420 $3,687 $2,403 $482,222 Institutions Ceramics 25,468 14,117 9,000 $4,023 $7,750 $843 $550 $61,751 Cornell 183, ,573 87,000 $48,188 $3,400 $9,723 $6,338 $501,517 Env Sci & Forestry 91,691 41,955 30,750 3,526 $12,267 $2,000 $23,500 $2,452 $1,598 $209,739 Optometry 21,066 15,695 6,700 $10,685 $895 $584 $55,625 Syracuse HSC 77, ,000 44, ,450 7,608 $125,000 $16,664 $2,000 $7,897 $50,000 $3,578 $2,333 $617,520 Comprehensive Brockport 88,482 96,742 29,300 $28,579 $3,000 $5,708 $3,721 $255,532 Colleges Buffalo College 82, ,399 93,262 $34,191 $2,017 $6,594 $4,299 $344,976 Cortland 88,042 82,873 51,200 $29,970 $2,000 $4,691 $3,058 $261,834 Empire State 48,276 5,185 12,900 $1,897 $1,660 $405 $264 $70,587 Fredonia 56,884 67,259 78,000 $19,692 $2,000 $3,655 $2,383 $229,873 Geneseo 61,588 70,209 19,350 $19,083 $3,697 $2,410 $176,337 New Paltz 67,539 82,811 60,826 $23,645 $3,600 $10,000 $4,664 $3,041 $256,126 Old Westbury 95,825 45,934 13,000 $13,834 $2,583 $1,684 $172,860 Oneonta 52,416 69,600 66,000 $29,061 $13,000 $3,962 $2,583 $236,622 Oswego 82, ,370 69,500 3,093 $33,012 $1,500 $2,009 $5,736 $3,739 $307,192 Plattsburgh 72,210 69,655 20,400 $33,285 $4,000 $3,832 $2,498 $205,880 Potsdam 46,829 69,752 55,000 $31,403 $9,000 $3,957 $2,580 $218,521 Purchase 83,930 89,573 31,300 $28,828 $3,000 $4,289 $2,796 $243,716 Technology Alfred State 25,820 37,645 33,500 6,173 $11,191 $1,500 $2,283 $1,489 $119,601 Colleges Canton 37,904 27,303 21,200 $15,519 $1,500 $1,771 $1,155 $106,352 Cobleskill 40,755 35,360 41,900 6,647 $14,758 $2,000 $1,979 $1,290 $144,689 Delhi 34,823 30,975 7,000 $18,302 $1,867 $1,217 $94,184 Farmingdale 91,499 76,357 39,325 $23,615 $5,000 $6,647 $4,841 $3,156 $250,440 Maritime 41,971 30,744 34,500 $12,787 $1,573 $1,813 $1,182 $124,570 Morrisville 38,587 41,879 6,000 8,954 $11,564 $3,000 $13,117 $2,310 $1,506 $126,917 SUNY Polytechnic 44,637 15,767 30,900 10,716 $4,996 $1,055 $688 $108,759 Critical Maintenace Other State Univ Plaza 43,815 23,308 7,000-2,000 $11,472 $1,585 $1,029 $86,209 SUNY Global 35,000 $35,000 University Wide Projects 62,000 82,500 $17,625 * $296,600 * $458,725 Community Colleges 33,000 $250 $33,250 NY SUNY2020 CCs 13,283 $39,080 $52,363 NYSUNY2020 Pending $55,000 $55,000 $110,000 Campus Allocations $3,117,601 $450,000 $2,750,000 $1,890,613 $200,000 -$130,000 $175,000 $971,000 $273,000 $165,000 $100,000 $450,000 $100,000 $55,000 $10,567,214 $3,117,601 $450,000 $2,750,000 $1,890,613 $200,000 -$130,000 $175,000 $971,000 $273,000 $165,000 $100,000 $450,000 $100,000 $55,000 $10,567,214 GRAND TOTAL $3,117,601 $450,000 $4,710,613 $1,584,000 $705,000 *Pending re-allocation to campuses based on contracts bidding during Critical Maintenance Campus Specific SUNY 2020 (UDC Rounds III-VI) 2017/18 Budget - New Five-Year Plan Critical Maintenace Critical Maintenance Educational Facilities Flexible Critical Maintenance SUNY 2020 (UDC Round VII) Cumulative Adjusted Total Since 2003 Page 18 of 18

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