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University Wide Upgrade of Science LabsThe intent of this project is to implement renovation of science spaces systematically and aggressivelythroughout CUNY to support current pedagogy and research activities while improving student successand retention. While the teaching and practice of science has changed significantly over the past 30 years, many of CUNY’s laboratory facilities have not kept pace. Laboratory systems, finishes, andfurnishings are well past their useful lives and the layouts of existing laboratories do not supportcurrent practices. While new construction and renovation projects have provided significant yetisolated improvements, much of CUNY’s existing laboratory inventory has not been significantlyupdated since its original construction. A CUNY-wide effort is needed to prioritize needs and maximizethe effectiveness of available funding. Significant funding is requested to boost the start of thisaggressive program. The first few years of the project will identify and design groups of labs to beaddressed.First Year Request 50 million2

IntroductionThe City University of New York Five-Year Capital Improvement PlanFY 2021-22 through FY 2025-26New York City Reso-A Plan FY 2022Located in all five boroughs of New York City, the facilities at CUNY’s campuses include the traditionaland the innovative. The University has 300 buildings comprising 29 million square feet of classrooms,instructional and research labs, computer centers, theaters, athletic and recreational facilities,academic and administrative offices, and other spaces supporting CUNY’s students and mission.The focus of CUNY’s Five-Year Capital Plan’s is on maintaining and improving facilities essential tostudent success. The projects included in the capital plan preserve the University’s infrastructure,recapture underutilized spaces, improve technology and provide for campus expansion wherenecessary. It is only through upgrading the University’s facilities portfolio that CUNY will be able tocontinue providing the city and region with graduates trained for high-demand positions in thesciences, technology, mathematics, teaching, nursing and other fields.The Capital Plan and the Covid-19 PandemicAs a result of COVID-19, CUNY conducted nearly all classes remotely for the past year. As we lookahead to resuming in-person education safely, CUNY has developed higher standards for buildingventilation and is continuing to assess how best to incorporate our recent public health lessons intothe design and operation of our facilities. The capital plan outlined herein reflects those priorities.Designs for capital renewal projects will include new criteria to improve the indoor air quality for ourbuildings and the latest public health information to insure the health and safety of our community.Potential projects include: installing more efficient air filters (MERV-16 or, at the minimum, MERV-13filters) on air handling systems in buildings; installing ultraviolet (UVC) lighting system on the airhandling units to enhance indoor air quality; installing UVC lighting systems in spaces where required;increased ventilation at certain locations; and installing more advanced optimized buildingmanagement systems to have better control on the air dampers, enabling the more effectiveintroduction of outside air to the interior spaces.Significant HVAC and air-quality related projects are in planning at CUNY. Some examples of projectsin the detailed capital plan include: City College - Steinman Hall HVAC upgrades; Graduate Center UVC Sanitizing Lighting for Rooms and HVAC; Hunter College - North Building HVAC Ph. I; LehmanCollege - Carman Hall Univent and Fan Coil Replacement; and, Medgar Evers College Carroll StreetBuilding Infrastructure Upgrades Phases 2 and 3.The Capital PlanThe University’s Five-Year Capital Plan for FY 2021-2022 through FY 2025-26 is 5.53 billion: 4.154billion for the senior colleges, professional and graduate schools, and 1.37 billion for the community3

colleges. By program need, the Five-Year Plan breaks down to 3.627 billion for capital renewal andminor repair and 1.899 billion for strategic initiatives. The State provides 100% of the capital fundingfor the senior colleges; the City shares 50% of the funding responsibility for the community collegeswith the State, as per New York State education law that requires equal state-city “matching” fundingfor community colleges.The Five-Year Capital Plan was developed by the CUNY Office of Facilities Planning, Construction andManagement in consultation with CUNY colleges and schools. The University’s priorities are: An ongoing Capital Renewal initiative to address health, safety, security, facilities preservationand code issues and bring CUNY campuses to a state of good repair. Completion of active and ongoing work. Many important projects have been designed and areawaiting funding to begin construction. Technology projects, including infrastructure upgrades, systems engineering, and newequipment that will allow the University to develop integrated data services at the campusesand across the system. The Plan also includes a funding request to continue to enhanceCUNY’s ability to effectively deliver online learning opportunities. Projects to meet energy conservation and performance objectives, including the ClimateLeadership and Community Protection Act (CLCPA), BuildSmart 2025 and Local Law 87. Strategic Initiatives for new construction of space needed for academic programs. Highestpriority is assigned to classroom and instructional laboratory facilities and to the replacementof temporary or leased space with permanent facilities. The University’s Plan defers the needfor strategic initiative funding until FY 2022-23 in order to focus the university on the prioritieslisted above.For City Fiscal Year 2022, the University also is plans 99 million in discretionary (Reso-A) fundingfrom the New York City Council and borough presidents to address smaller-scale projects.Since 2011, CUNY has received over 3.6 billion in funding to address senior college facilities renewaland strategic initiatives. As a result, CUNY has initiated and completed a considerable number ofprojects, benefiting virtually every CUNY senior college campus.Allocations and project completions have been slower for the community colleges because of the needto match funding before it can be used. The city must provide its 50% share of funds first and thestate’s match is typically provided in the following state fiscal year budget (approximately nine monthslater).Capital Renewal: Investment in Existing FacilitiesOne of the most significant issues affecting CUNY’s capital program is the age of its facilities. TheUniversity’s facilities portfolio consists of 29 million square feet in 300 buildings across 25campuses. The average building at CUNY is more than 50 years old; most are over 30 and someexceed 100.4

CUNY’s Capital Renewal program aims to undertake the work necessary to keep buildings andinfrastructure operating effectively in support of the educational mission; without this, students andfaculty cannot do their best work.The Capital Infrastructure and Equipment Funding Need includes projects that: extend the life of CUNY facilities. provide life/safety enhancements and meet code requirements. improve operational efficiency, including energy conservation. support academic programs and enhance the University’s mission by modernizing spaces foracademic, student life, and student services.Frequently, facility conditions dictate the need for projects that combine upgrade of building orcampus-wide infrastructure systems (e.g. heating, ventilation and cooling, electrical, plumbing, andbuilding envelopes), followed by modernization of instructional and support space.Since 2007, CUNY has analyzed and reported on the state-of-good-repair of its facilities. Most recently,in 2020, CUNY undertook a self-audit of its 254 owned buildings using life-cycle methodology. Theanalysis identified the University’s backlog of deferred maintenance and projected anticipated futureneeds which together are used to shape CUNY’s Facilities Renewal request. This analysis identified a 4.3 billion backlog, with 6.8 billion needed over the next five years to fully address both the deferredmaintenance backlog and ongoing renewal.5

Life Cycle Renewal Need by Asset Type1-5 YEARS 2.5BBACKLOG 2.0B 1.5B 1.0B 0.5B 0.0BCurrent Capital Infrastructure and Equipment Needs by System6

Implementation of energy efficiency goalsCUNY’s capital program and conservation initiatives reflect the University’s commitment to sustainabletechnology and energy efficiency. New CUNY buildings and major renovations will be a minimum ofLEED-certified Silver or equivalent. CUNY’s capital program and associated initiatives are guided bythe following energy and environmental State and City mandates:State: CLCPA, BuildSmart 2025 and Executive Order 166:The new Climate Leadership and Community Protection Act (CLCPA) requires the State to achieve acarbon-free electricity system by 2040 and reduce emissions 85% by 2050 from 1990 levels, with aninterim goal of 40% by 2030.CUNY’s senior colleges also participate in BuildSmart 2025 which has a target of 11 trillion Britishthermal units (TBtu) of building site energy savings at State Entities by December 31, 2025. ExecutiveOrder 166 mandates that State Entities reduce greenhouse gas (GHG) emissions 40% by 2030 and80% by 2050.City: NYC Climate Mobilization Act; including Local Laws 33, 45,84, 86, 87, 88, 92,97; and ExecutiveOrder 26:CUNY’s community colleges are reducing GHG and energy use in an effort to meet the targets set bythe Climate Mobilization Act and local laws that mandates a reduction in carbon emissions of 80percent by 2050.To ensure progress and comply with the above mandates, Sustainable CUNY’s CUNY ConservesProgram analyzes energy data in order to identify needed changes to meet targets. In addition, CUNYhas established an Energy Efficiency Working Group to coordinate the associated operating and capitalmeasures.CUNY is developing a five-year carbon and energy reduction plan to meet the NYC Climate MobilizationAct mandates at the Community Colleges. Measures include implementation of high-efficiencyfluorescent and LED lighting technology; the upgrading, renewal and/or expansion of digitalenvironmental control systems; retro-commissioning of CUNY buildings; and installation of real-timeutility metering and building sub-metering systems.In addition to the efficiencies gained by our capital investments in new and more efficient facilities,the Sustainable CUNY Conserves program continues to implement projects and measures that providerapid returns on investment as well as immediate energy reductions. The projects range fromoptimizing building automation systems to efficient lighting controls to utilization of real time energymanagement systems to manage peak load.7

Economic impact and Minority- and Women-Owned Business Enterprises (MWBEs)On behalf of CUNY, the City University Construction Fund (CUCF) spends over 300 million each yearon construction in New York City, supporting thousands of jobs throughout the city. Since the beginningof Governor Andrew M. Cuomo’s Minority- and Women-owned Business Enterprises (MWBEs) initiativenine years ago, over 225 million of the funds appropriated to CUCF for design and constructionprojects managed by CUCF has gone to New York State-certified MWBE firms. This accounts for anaverage of almost 28% of the total reportable spending of about 813 million during that nine-yearperiod. CUCF also works closely with the Dormitory Authority of the State of New York (DASNY), whichsupports the University’s capital plan. The strong commitment of CUCF and DASNY to the state’sMWBE program is evidenced by their combined NYS FY 19/20 MWBE expenditures of over 299million.The successful long-term performance of CUCF’s program is the result of building contractualrelationships at multiple tiers, including prime contractors, with a large number of MWBEs. In addition,since its introduction in 2016, the initiative for Service-Disabled Veteran-Owned Business (SDVOB) hasalso grown. Through both programs, CUCF continues to expand its network of MWBE and SDVOB firmsand opportunities. In August 2019, CUNY/CUCF held its 11 th annual MWBE/SDVOB conference,attracting approximately 1,200 attendees. While the COVID-19 pandemic impacted 2020 outreachefforts, CUCF was a sponsor and participant in the Competitive Edge Virtual SDVOB conference, and aparticipant in the NYS Virtual MWBE Forum.Value of Investing in CUNY’s Capital programCapital Construction is a known strong economic engine to restart economies. CUNY has been a majorpart of that process for New York State and City. Every Year CUNY’s capital spending generatesthousands of jobs for the local economy.Public-private initiativesCUNY Office of Facilities Planning, Construction and Management endeavors to finance and developnew facilities for the University by monetizing CUNY’s real estate assets, creating revenue-supportedprojects and using the efficiencies of the private sector.8

Summary of Five-Year PlanFive-Year Capital Plan FY 2021-22 through FY 2025-26Summary(Amounts in thousands)Seniors, Professional & GraduateBondedStrategic InitiativesMinor RehabilitationTotalFY 21-22FY 22-23FY 23-24FY 24-25FY 25-26Five-Year Plan 599,754 537,920 529,050 459,734 375,301 2,501,760 0 409,950 135,000 718,900 123,950 1,387,800 51,246 52,031 52,832 53,649 54,482 264,240 651,000 999,901 716,882 1,232,283 553,733 4,153,800Community CollegesBondedStrategic InitiativesMinor RehabilitationTotalFY 21-22FY 22-23FY 23-24FY 24-25FY 25-26Five-Year Plan 154,800 197,595 152,816 169,895 165,695 840,800 0 295,000 175,000 41,000 0 511,000 4,000 4,000 4,000 4,000 4,000 20,000 158,800 496,595 331,816 214,895 169,695 1,371,800University Total 809,800 1,496,4969 1,048,699 1,447,177 723,428 5,525,600

Five-Year Capital Plan FY 2021-2022 through FY 2025-2026 DetailsSenior Colleges, Professional & Graduate SchoolsFY 21-22Amounts in thousandsCollege / ProjectCUNY-Wide Senior CollegesCapital Infrastructure and Equipment (Seniors)Health and SafetyFacilities PreservationMEP Infrastructure UpgradesADAC. of O. / P.A. ProgramEn

Craig Newmark Graduate School of Journalism Mary Lu Bilek CUNY School of Law Vincent Boudreau The City College of New York Rudolph F. Crew Medgar Evers College Daisy Cocco De Filippis, Interim Eugenio María de Hostos Community College Fernando Delgado Lehman College Ayman El-Mohandes CUNY Graduate School of Public Health and Health Policy .