The following are an overview of some of the processes that the office Financial Planning and Analysis office supports as part of the overall mission of the university.

  • Annual Budget Process

    FP&A conducts the annual budget process for the campus. The budget process begins in early February and concludes in May of each year. The Budget Advisory Committee reviews budget materials for all campus units. This committee evaluates all budget requests, with final budget approval and allocations at the discretion of the Provost and Vice Chancellor for Planning and Budget.

    2019 Budget Process Information

    2019 Budget Process Timeline

    In order to facilitate effective customer service, each Organization has been assigned a specific FP&A analyst for the budget process. This analyst will be the primary FP&A point of contact for the Org and will be able to answer any questions throughout the budget process.

    2019 Analyst Assignments
  • Budget Advisory Committee
    Budget Advisory Committee

    Established as an advisory committee to the Provost and Vice Chancellor for Planning and Budget, the Budget Advisory Committee is composed of representatives of Schools/Colleges, the Senate Planning and Budget Committee, Auxiliaries and Service Providers.


    Budget Advisory Committee Charter


          1. Represent campus units during Budget Advisory Committee meetings. While each member brings specialized focus and experience, the Budget Advisory Committee maintains a campus-wide charge. As such, it is the expectation that members will reach out to the units they represent in order to provide effective representation and clearly communicate concerns of the broader campus. Budget Advisory Committee membership will include the following:

    Budget Advisory Committee Membership

    Permanent Members

    Members with 3-year Rotating Terms

    • Provost (Co-Chair)
    • Vice Chancellor for Planning and Budget (Co-Chair)
    • Associate Provost
    • Chair of the Academic Senate Committee on Planning and Budget
    • 2 Deans
    • 1 Academic CFAO
    • 1 Administrative CFAO
    • 1 Non-Academic Org Head
    • 1 Auxiliary Org Head
          1. Perform review of campus units to ensure that unit goals/objectives and financial management are in alignment with the overall strategic plan of UCR. The Budget Advisory Committee will review campus units in the budget process as follows:

               Service Providers

    • Ensure that service provision, quality of services and costs are in alignment with the overall strategic objectives of UCR and the needs of the customer units.
    • Review each Service Provider’s actual performance as defined by Key Performance Indicators
    • Review service levels and funding requirements for the upcoming fiscal year.
    • Review the financial position of each unit to ensure that the unit’s resources are managed effectively.

              Academic Units

    • Ensure that a unit’s strategic goals are in alignment with campus priorities and planning.
    • Review each unit’s performance as defined by specific Key Performance Indicators.

             Auxiliary/Recharge Units

    • Review recommendations provided by the Rate Committee regarding rates for these units.
          1. Make recommendations to the Provost and VCPB regarding campus rates and allocations to campus units.

    Budget Advisory Committee Membership


    Current Members

    2 Deans

    Yunzeng Wang


    Milly Peña


    Academic CFAO

    Jennifer Farias


    Administrative CFAO

    Shelley Gupta


    1 Self-Supporting/Auxiliary Director

    Andy Plumley

    BAS- Auxiliary Admin

    1 Service Provider

    Peter Hayashida


    Chair, Senate Planning & Budget

    Katherine Kinney

    Academic Senate

  • Capital Finance

    Capital Finance: Can we afford it and what resources should we use?

    Through the process of integrated planning, Financial Planning & Analysis (FP&A) partners with a diverse group of stakeholders to provide guidance and assistance in strategically funding capital projects that are outlined in the campus 10-year Capital Financial Program (CFP).

    • Executive Leadership – Provide analysis and insight to executive leadership in areas that effect the financial aspect of the CFP process. Such analysis includes review of auxiliary business plans and auxiliary program pro forma analysis, capital project financial feasibility and campus debt capacity thresholds.
    • Project Stakeholders – Ensure that capital project stakeholders are using resources in accordance with campus, public, private, state and government policy.
    • Campus Customers – Provide guidance to campus customers regarding the use of campus resources (such as general funds, contracts and grants, endowments, gift funds or any other restricted fund source) for capital projects.
    • Capital Project Debt – Maintain the campus Debt Affordability Model (DAM) to present to University of California Office of the President (UCOP) to ensure the campus debt ratios meet UCOP debt threshold standards.
    • Capital Project Approval Process – Provide financial feasibility metrics to (UCOP) to ensure the campus can afford debt service payments for externally financed projects.
    • Capital Improvement Budget – Provide Interest During Construction (IDC) calculations to capital project stakeholders to inform the Capital Improvement Budget (CIB) and the project’s financial feasibility reporting to UCOP.
    • Capital Project Funding – Provide funding instructions to Accounting to sequester the appropriate resources that were approved to be used for a capital project.
  • Composite Benefit Rates

    Consistent with the UCPath goals of standardizing processes and increasing efficiency, UCR  established fringe benefit rates that are based on a percentage of an employee’s salary according to Employee Groups that do not vary by individual employee benefit selections. These rates are commonly referred to as Composite Benefit Rates (CBRs).   CBRs were  implemented in conjunction with the roll-out of UCPath with December 2017 earnings paid in January 2018.


    Negotiated UCR CBR Groups and Rates. (Revised 12/20/17)

    Employee Class FY 2018 Negotiated Rate FY 2019 Negotiated Rate
    Faculty 37.20% 39.10%
    Faculty Summer 10.80% 11.10%
    Food-Custodian-Grounds * 70.40% 73.50%
    HSCP Faculty 24.40% 25.60%
    No Benefit Eligibility 3.20% 3.20%
    Other Academic 40.00% 42.00%
    Partial Benefit Eligibility 19.00% 19.80%
    Post Doc 24.80% 25.70%
    Staff Exempt 46.50% 48.70%
    Staff Non-Exempt 56.30% 58.80%
    Student 1.80% 1.80%

    Please review CBR Frequently Asked Questions for some of the commonly asked CBR questions. This document will be updated as further questions are received. Please send us a message on if you have any questions.

  • Facilities & Administrative Cost Recovery

    With the implementation of the new budget model, UCR changed its distribution methodology of F&A. The entire F&A pool is distributed in General Funds (19900) as follows:

    • 50% - Campus
    • 25% - Schools / Colleges / Other Orgs
    • 10% - Departments
    • 10% - VCRED
    • 5% - PIs

    Please review the following documents for further information:

  • Golden Tree Modifications
  • New Initiatives, Reports, and Publications
  • Service Level Agreements

    In UCR’s decentralized budget model, the costs of Service Providers are distributed across the campus as indirect costs. Service Level Agreements, or SLAs, outline the menu of services offered by these units and act as a contract between campus Service Providers and customers to align expectations about the services provided and associated costs.


    SLAs outline three levels of services offered by the various Service Providers:

    Service Level


    Core Services

    • High quality services sufficient to address a unit’s operational needs
    • Included in indirect expenses
    • Do not require additional payment

    Premium Services

    • Added level of service on a long-term basis
    • Take the place of separate MOUs
    • Charges will be annually agreed upon by Service Provider and customer


    • Address specialized needs at pre-established rates on an as-needed basis


    There are currently 13 SLAs on campus:

    Cost Pool

    Service Level Agreement



    Student Support

    Academic/Research Support


  • Sales & Service
  • Training