 Thanks for coming I wanted to talk about campus conversations first It's a this is the first in a series of events that we invite the campus community to come and engage with Campus leadership as you know, we've got a lot of new leaders on campus who have kind of bold and inspiring agendas that we want to share, but we really do want to make it conversational so So we invite you to ask questions we put note cards and pencils on your chairs And we have our student ambassadors in the room on either side of the room That will take the note cards and sort through them by theme and then after our speaker is finished I'll sit with her and go through the note cards and ask her the questions that you have So pass those along anytime just raise your hand when you've got one and then you can send it down your row And we'll we'll get it in the stack So You'll also see on your chairs is a flyer about future campus conversations next one's coming up in short order on February 12th with our executive vice chancellor and provost Paul elvisados He has been on campus for a long time, but new to his role and he's got some he'll have some interesting things to say And I hope you'll be able to join us for that So without further ado, I'd like to introduce today's speaker rose Marie Ray is our chief financial officer vice chancellor She's been on campus for about four years, and she brings a really rich three decades worth of experience to The task at hand which I know you all can appreciate is quite a challenging one These days So she has four areas within her portfolio that I wanted to mention Capital strategies, which is all the building and capital projects around campus on and around campus the controller's office financial planning and analysis which It has been doing an amazing job making transparent all the kind of numbers and figures and information about the campus finances on their website and Then the university partnership program So I will welcome rose to the podium and she'll speak for a few minutes and then She and I will Take your questions. So thank you Thank you. Thank you. Thank you for inviting me and Thank you for your Remarks and and I think what you mean by my richness is potentially my age, but I'll let it go Yeah, so Before we get going I Tried to anticipate Some of the questions that you might have that seemed natural to me and I came up with four questions of my own And I'm going to count on you to fill in the rest in terms of Questions and I thought it might be helpful because we have such a diverse audience here today It would be really helpful for me if I could kind of find out a little bit about you before I get going So could I just ask if your faculty member to raise your hand? Or a maritime yay great and then staff whoa And then finally students Thank you You're carrying it for the students. I appreciate it Okay, so I think that I appreciate that everyone is going to have different points of view and Has something to say and I want to hear it, but I wanted to Go through the four questions try to answer those in the first 20 minutes or so and then we would jump into the questions Does that sound okay with everybody everybody to go like this? Yes? I got 10 people to do that I'm gonna take that as confirmation to go ahead so here are my four questions and I'm gonna throw some numbers at you. It is not necessary for you to write them down We're gonna post my talking points and then like a supporting deck that would have some graphs and charts that would Walk you through some of the things that I talk about. We'll post that next week I've anticipated I've got the answers to the four questions, but I want to answer all of them If you have not been to the CFO dot Berkeley dot edu website We post a lot of really great stuff there that I think you could benefit from taking a look at so that'll come next week And and the hope is that we can keep this conversational So ready here are my four questions in broad strokes. How does our budget work? And what is the flow of funds around campus? It's question number one Question number two who makes longer term decisions regarding our budget and when are they made? So this is sort of a multi-year horizon Question number three who makes campus budget decisions as it relates to our annual budget and when are they made and then I hope we have an opportunity to talk about how you can influence The decisions that are made in our budgeting cycle by knowing when those decisions are made and who's making them So that's the goal and then number four. What are the priorities of of our teams that? Diana went through already and how do we serve you because ultimately my team serve campus serve our faculty Serve our staff serve our students. That's our job is to serve you And then finally I would say that it's impossible to get through all of this in an hour And so much to my chief of staff's chagrin. I'm going to tell you that my email address is RR AE I'd give you my phone number, but So but RR AE if you have other questions you have a point of view you have something you want to get off your chest I'm a phone call away. Please I'd much rather you reach out to me so that we can create a virtuous cycle of Conversation that we take out of this room So let's tackle question number one which probably seems like forever ago that I talked about what the questions were But in broad strokes, how does our budget work and what is the flow of funds? And if you're coming in there are seats right up here by me if you want to come on up here Yeah, nobody wants to get too close to the CFO So our budget story actually begins in something that we call the central ledger So you could think about this like a big pot In which in which we record the tuition that's charged to our students But not all of the tuition state support indirect cost recovery and other fees For it for the campus and then we record some some expenses there that are not a Directly attributable to any one unit or division and those are things like the assessments that we pay to the office of the President and then the largest disbursement that we make out of this central ledger is Through allocations and we distribute about one point four billion dollars worth of allocations out of this big pot We have a budget in total that is about two point seven billion dollars And that's inclusive of our contracts and grants. So we're big and we're complicated On the revenue side inside the central ledger We record state support of about $375 million and I'm I am rounding way up So I tried to think in like twenty five million dollar chunks here So these are all approximate figures. That's about 14% of our budget And I'm gonna come back and talk about state support and tuition Especially in light of the regents meeting yesterday, which I assume some of you might have questions about a little later We record about seven hundred million dollars of tuition and fees of that about 225 million dollars of that is non resident supplemental tuition it's an important part of our budget and Just to give you a sense of that that makes up about almost 25% of our undergraduate body We also record current use gifts and endowment payout. That's not recorded at the division level That's about 60 million and then we also record investment income And that primarily comes off of the interest that we earn on our cash balances of about 72 million dollars And I mentioned earlier that we also record indirect cost recovery there So that's what happens that kind of adds up to 1.4 billion Things, you know flow right through the the central ledger and on the expense side Let me lay that out for you the things that are not directly directly charged to divisions or units I'm kind of using that language Interdependently is we spend about 60 million dollars on Ucop assessments or the office of president assessments and that includes things for charges like the UC path project It also pays for I'm not sure everyone would know but there's a pool That we pay into that provides scholarship to our students. It's called return to aid We that's a system-wide program and and we have an expense associated with that And then finally we support the operations of the office of the president so the rest of that is flows right back out again in terms of allocations to the divisions and It's complicated in that sometimes those allocations are made to a school or a college or you know A VC level and sometimes they're made to departments So there's 42 for to 42 of those allocations that get made out of the center And they they're just some of them are a historic artifact and some of those allocations reflect priorities That are set by campus So You might be wondering if that's you know What happens? Where is the 2.7 billion dollars of our budget? And I want to present it to you in like three big buckets and the first big bucket is our academic units schools and colleges and then we also include in this What are called other academic units examples might be the library is a good example of that and that budget that are? Academy is about 1.6 billion dollars of our 2.7 billion dollar budget Remember how I said we make these allocations out of the central ledger Well, the academic units get about 700 million of that 1.4 billion that we allocate out And then they also have their own activity They have contracts and grants of about 450 million and then they receive fees from things like pdst It's self-supporting degree programs. That's about 300 million and then they also have their own gifts their own endowment payout And that's about 200 million. So that's what the size of the academy is aren't you glad I'm gonna put this all on my website. So you don't have to remember this. There's no quiz at the end Then we have the vice chancellor of research That is about a 300 million dollar budget 50 of it comes from central support some sales some gifts and then the biggest chunk contracts and grants Don't forget that the academic units are also recording their own contracts and grants And then finally because there was a lot of folks that raised their hands when we talked about staff There is a about a 900 million dollar budget for central support units and by that I Some some folks refer to this as the administration. I'm using the central support units deliberately because it's inclusive of student affairs Equity and inclusion finance capital strategies and then administration as well So so 900 million dollar budget there about half of that comes from central support Which is surprising I think and encouraging and then 250 million of that comes through auxiliaries So housing for instance is part of this portfolio. And that's a big revenue driver All right So that's a little bit about the big context of how funds flow around campus. You've got this central ledger We're collecting in revenues and then they're being distributed out to two different units around campus So question number two was who makes longer term budget decisions and when are they made? There are a lot of people who contribute to budget decisions as we think about this in the longer term and Many of those people are not here at Berkeley If we only had to make decisions at Berkeley, what a delicious thing that would be but The influencers when you are a public university are are many of them are external. It's the office of the president It's our regents. It's the foundation. It's the board of visitors It's my favorite the California Department of Finance. They're my buds and The legislature and the public so we're really juggling a lot of different perspectives and priorities You know as an editorial note I would say that no matter which side of the tuition increase issue that you're on The decision about when we're gonna make the decision about tuition Which is may is is really a challenge for us for planning at Berkeley Right. It's a it's a big driver in our budget and it's it's it's a challenge I feel like captain obvious in that statement that the Chancellor and the provost are also passionately Representing the interests of our students and and their families for their own financial planning and campus And and they think very deeply about Balancing the needs of faculty and staff and our students and in environment where we don't have sufficient resources I don't have a platitude for that We do not have sufficient resources to do all of the things and serve all of the needs of all of us And they think very de as do I think very deeply about how we manage that So the provost and the Chancellor are making strategic decisions that also are very long-lasting you know a faculty hire is a commitment for 20 30 40 50 years so so they think about that and they And I really hope that you will come back the the headliner Is is going to be the Chancellor who will be here on April 24th? Think somebody go like this Anybody okay. Thank you And and I think you you'll what she wants to do is really share her priorities So it's longer term key priorities, and I think she has a very good sense of those and that's going to be very exciting I'm just like the warm-up band for for that So as you're aware and some of you won't and I think part of this conversation is we're all coming at this at different Times and what we know is a little bit different. Oh, I'm getting the okay Is that Berkeley has been operating with a structural deficit for about a decade didn't just happen Didn't happen when they hired me. It was here before And the deficit was fueled by a number of factors So so again all of this is on the website Already, please feel free to take a look at it, but one number one is declining state support So at its peak it was about five hundred and six million dollars a year and then the trough it troughed at 283 million dollars and today it sits at about three hundred and seventy five million You probably may also be aware that a couple of years ago the president and the governor entered into a budget framework agreement and As part of that budget framework agreement there was a commitment to increase state support by four percent for next year and and Unfortunately that didn't that didn't last and so the the percentage is three percent And we're using that for planning purposes for 1819 and just to put that in terms That's about seven million dollars. It made a difference to Berkeley Right and so after experiencing five years of frozen tuition tuition was increased by two and a half percent For set fiscal year 17 18 and as I just mentioned, we're not really sure What what's gonna happen? There are Actually three pieces to increases one is that you know the flat the base tuition Which is about two hundred and eighty dollars per student rounding up three hundred then there's also a five percent increase for student services fees and then there's a three and a half percent Increase that's been proposed for NRST. All of those are tabled for this for right now And if I add all of those increases up for Berkeley again We're talking about a range that's you know in a twenty million dollar range for us for planning purposes so it matters and then the other fueling occurred in 2010 when the system you see restarted the pension pension contribution after a 20-year holiday and that added about a hundred and twenty-one $25 million to our budget. So we went from zero to a fourteen percent Contribution to to help offset the unfunded life pension liability for the system and then finally State funding for capital projects was effectively zeroed out so that so each individual campus is responsible for all of their Capital needs and that had been in part funded by the state prior to 2010 So in I can't stop there because I don't want to leave you with only bad news in 2015 16 You know we launched a an aggressive Yet I think reasonable five-year plan to bring our budget into balance by 2020 So we're in our third year of our Of our turnaround our financial sustainability goals These targets were heavily negotiated with the office of the president and the governor's office So going back to what's being part of of our public mission and our performance against those targets Which I'll outline in a sec have been closely closely monitored throughout and Very important to say that the office of the president has been very helpful to campus in terms of Moving us along towards our targets. So what were our targets? in 2015-16 our target structural target was a hundred and forty nine million that was the deficit we're talking about deficits a hundred and forty nine million and In 2016-17 we had a target to reduce that target to a hundred and ten million dollars And I'm really happy to report that due to a lot of hard work on the part of a lot of people a lot of people in this room We surpassed our target and came in at a deficit of seventy seven million dollars I will say professionally. I've never been proud of that, but I think we are really making solid progress 2017-18 the year that we're we're in now We have a target of fifty seven million dollars and we are on track Next year our target is twenty million dollars. This is fiscal year 1819 and then we reach a balanced budget by 2019-20 and we're doing that without a lot of support from the state and Without, you know Tuition increases so I think we can be really really proud of what we're doing But it has happened with a lot of sacrifice and again I I I I don't want to sugarcoat that there was a lot of sacrifice that that brought us to this point So while meeting the targets is a part of this important pact with the legislature and the office of the president there's important reasons for us as well as a campus to to reach this balanced budget and I'll just begin by you know We have to stabilize our operations Employees need to know that the place that they work is a stable environment and that they're gonna have a reasonable workload Faculty needs to know that they're going to That we're gonna be able to invest in their research and also ensure a reasonable workload And I don't think that's happening all the time either and Students need to know that they can rely on services and support that ensure their academic success And so to borrow an expression from our Chancellor We've got to move from being a place in which we just survive and that we thrive and to thrive We've got to get to a balanced budget Secondly We've got to It's my opinion continue to shift our reliance from less dependable sources to our own revenue strategies and Those revenue strategies have to be in alignment with our mission and our values It they have to uphold teaching Research and public service and I do think that there's a way that we we can we can manage all of those objectives In fact one half of our budget improvement target from for for 2017 18 is being made or being met Through revenue generation, and I think it's a really exciting Opportunity for Berkeley as we look forward Finally the other really important reason is that debt is Not issued by Berkeley. We do not hold our own balance sheet at Berkeley We there is a system-wide balance sheet and debt is issued by the office of the president Through these algorithms that have been established for each campus and we're we're Unable to go out to the debt market now because of our financial position And this is really important when we think about I can figure out Funding mechanisms for housing. I can figure it out for auxiliaries It's difficult for me to figure out funding strategies other than debt for our academic buildings And as our enrollment has grown We need to be addressing that and we also need to be addressing deferred maintenance. I don't think that's Any in you know, I think we all can agree on that So that's kind of like the big big picture of sort of the context that some of these budget decisions Float around in and when you have an opportunity to meet with the provost and the chancellor In particular our students All of you all of us we need to be thinking about how we can reach People who are influencing our budget externally. How are we talking to the legislature? How are we showing up for the office of the president? How can we win support of our regents and and actually? You are the secret sauce in that it that those messages need to be heard from our students from faculty and from our staff They see me and they are like whatever. Okay, so number three Who makes campus budget decisions in our annual budget and when are they made? So I'm gonna take down a notch now talk about just our annual budgeting cycle And I want to begin by stating that it is a highly highly highly iterative process and it is completely transparent Please go to my website Not mine our website cfo.brookly.edu not only can you see the budget? processes you can see each divisions financial performance their strategies Their targets you can see their strategic plans and then you can see the final budget decisions And I think that that's Something I encourage everyone to do to become better educated about the decisions that are made in the annual Process the process in its entirety takes about five months. I like to say they're the best five months of my year and And here's how it goes First we develop a budget for that central Ledger that we talked about that 1.4 that flows in and flows back out again and we established these allocation envelopes and Then and that that's already happened. So that happens typically in January and then in February each unit And by a unit, I mean like a division so a school or a college or you know Administration starts to prepare a one-page strategic plan For a three-year period and then they indicate the actions that they're going to take in the next fiscal year And then the provost invites small groups of these like units an example might be all the professional school Deans get together and they discuss their individual strategic plans with each other and the provost and really the goal is to cultivate These cross-functional programming opportunities Then after we've gone through this process of a lot of listening Provisional targets are are made for each of the divisions. So At this time, we don't typically we the budget office We aren't in the business of setting Budgetary targets for departments that happens with the leadership of the school or the college or or your vice chancellor but we we do set it for the division and We're we really encourage people who can to meet their targets through revenue generation So reminder we did it half we got halfway there in 2017-18 with with revenue generation I And I I want to acknowledge that that I'm very aware and I care about the burden that this is creating these these targets are having on the departments I I think you know new academic programs Are difficult to make a lot of traction against if you're already part of an overburdened unit academic unit And I think administrative units who have heard rhetoric of Doing more with less that that falls flat And we're gonna have to think more deeply about the work that's conducted by administrative units because Everyone's capacity to absorb more work is gone The the deans and the vice chancellors then so they've had these group meetings then they're going back They've got these provisional targets. They're talking to their teams and then each vice chancellor each dean meets Individually with your with your provost not a bad idea if you want to have participation in those decisions to know when that date is and to make sure that your team has had an opportunity to provide your your your leader With the information that helps best guide that conversation and then the units that have revenue generation opportunities are Submitting revenue projections to a new unit on campus. It's called the aptly name new academic ventures at Berkeley or NAFB and what this unit does is they sort of assess the health of those revenue targets and then think about ways that they can assist academic units in attaining the The goals that they've established for themselves and then once the chancellor and the provost has gained the perspective of all of these meetings They apply Strategic decisions to our budget as well. So I'll just offer one example There's you know hundreds of things that they consider But last year it was it was very important to us as a community that the chancellor make an investment in sexual violence sexual harassment Initiatives so there's an overlay that happens and then finally after all of that happens in about the March a late March timeframe finalized targets are released to to each division. So that's how that process works and then that's question number three and then lastly I wanted to touch on what I what I see as priorities for our teams and how we can serve the campus and I would ask that on your cards on the other side of your question if you have ideas I'm going off script It wouldn't be me if I didn't go off script on the back of your question I would be really great for me to know how my teams can better serve you I Really would like I really appreciate that advice from this group. So You know, we just talked about our annual operating budget But as I prefaced earlier There's there's an equally important part of our budget budgeting cycle. That's often unseen Which is how we prepare for capital projects and this is a key Priority for our chancellor We've reached a very critical point In terms of our student housing Many of you may know that we only house 22% of our undergraduates and 6% of our graduate students Which we want to we need to make a lot of progress on faculty housing Our classrooms our labs and then the infrastructure Whether that be IT platforms or whatever that support our revenue-generating ideas We also are very focused to have a number of initiatives that are The the intent of which is to improve tools for campus We have a new Financial reporting platform called Cal answers financials which is intended to replace the bears reporting system And if you have not had an opportunity to take a look at Cal answers financials, it's amazing Because it has a lot of drill-down functionality built into it and a lot of filtering capability that we did not have in bears We also have a website that I'd love for you to take a peek at called our Berkeley and at our Berkeley We are sharing a lot of frequently asked data questions about enrollment about our headcount about student success factors about faculty workload and Take a look at it and then it's really intended to be a Communication vehicle so that we can have more collaborative conversations around campus and with our external stakeholders we're also because of Our financial position really understanding where we are Throughout the course of the year So that we can make course corrections has become very important. So we're doing a lot of Forecasts forecasting revisions. We're looking at actualizing a lot of our forecasts and then we're also Working in partnership with the vice chancellor of administration. Who's in the back want to wave mark? Who yeah save all your tough questions for just kidding kidding We have a direct travel Entry program so now you can you know take a picture when you travel take a picture when you travel and zip it right into a direct Travel system a number of the academic units have already signed up We're getting great feedback and we we're experiencing like you get paid faster is the punchline. So it's yeah And actually we've measured it. It's gone from about five six weeks down to less than a week So, you know just saying seems like a good idea to you and then finally we're looking at our reserves So we have a lot of ending balance What we view to be what we need for liquidity and our day-to-day operations but we have 20 over 25,000 funds and most of them and are most of I'm just kidding but a lot of them are in arts and humanities and a lot of them are like really small balances that are hard to use And so how can we create some strategies that free up these dollars that sort of get trapped inside of some of these funds? And we we've just finished up a I think about a six-month project to to better look at it So all of these things are helping us identify new funding sources for us That help us make the the investments in campus that we need to make and I'm gonna stop there I know that was a lot. I thanks for hanging in there with me again We'll post all of this on the website But I look forward to hearing your questions All right just a reminder to pass your cards to the Outside ends or the students are collecting them and I will pose the questions to Rose And I'll start you talked a lot Rose about revenue generation as a solution to our budget challenges Yeah, can you give me give us some examples of what what those are sure? Can you guys still hear me? Yeah, okay, because I feel like I can't see you anymore Okay, you're here. Okay. Um, so that's a great question. So Oh The question was what are this what are this revenue generation seems to be like a magic bullet that we're all talking about and I'd like some clarity I'm what what is meant by revenue generation? What are some examples of revenue generation? So examples are I would say philanthropy but Philanthropy that we can use for things that are budget relieving so the Chancellor's been meeting with our donors and encouraging our donors to Perhaps relax restrictions that they normally would apply so that we can use more of our philanthropy for day-to-day operations That's one Increasing concurrent enrollment Things like growing our PDST and self-supporting degree master's programs What is a professional degree okay supplemental tuition, okay, thank you stop asking And Don't make me it's ssg PDP hmm, it's let's just call them self-supporting degree programs and Finally, how can we grow revenues associated with extension programs or summer sessions great? so it seems like The the our inability to acquire debt or assume debt is a real challenge in terms of yeah Building new things and improving our buildings and maintaining our buildings at a very basic level so What are what are the solutions to that? I mean with a new governor might we might that conversation get reopened? Or is philanthropy the only solution to that? Well, I I think I'm I'm not overly optimistic that That a new governor is going to and I don't think we should rely on that I don't think we should rely it would be great if the legislature were to step in I do think the office of the president has made a very convincing case as to why that's important Deferred maintenance for our campus runs at about seven hundred million dollars. I know you all know that You know you're in your buildings. You're working in these buildings You have a good sense of that but it is it is a staggering figure when you add it all up We have been able when we talked a little earlier about how the office of the president has been helpful to us They have relaxed some of our debt service expenses and have provided some funding for us to to start Biting off the deferred maintenance programs that we have And then trying to reserve the debt capacity that we have for our academic buildings and then Using public-private partnerships for things like housing parking and auxiliary buildings We're a lot more creative in terms of how we think about funding mechanisms Then then we have been in the past out of necessity. Great. Thank you All right. I hope the first question is what my favorite color is No, no, okay What are the big initiatives on the horizon to reduce campus reliance on unstable sources like the state and yeah So really going back to our own revenue generation programs. I Often say that You know the most precious and valuable asset that Berkeley has is not a tangible thing It is who we are it is our brand and it's very valuable And I think we have some opportunities to explore revenue strategies or and and I you know I'm talking about this through the lens of a of a chief financial officer But I think there's educational reasons that we need to be exploring how we can create educational opportunities that are not Just Predominantly focused in the place in a physical place So I think that's something that we're really excited about great So we've got some tricky questions some difficult questions coming in that surprisingly and I know you'll be I'm glad Yeah, so a couple questions here about The California Memorial Stadium and the debt that the that the chancellor has talked about Assuming a portion of that debt and it's obviously quite controversial on campus So if you talk a little bit about that and sort of what the sources of payment on that debt might be sure Could I offer a little context in case there isn't there obvious there has to be one person that doesn't know the the stadium story But we we've incurred about four hundred million dollars of Is that okay, okay of debt For the renovation to the stadium and that included the Simpson High Performance Center as well and That debt was The debt that was issued was just sort of traditional debt plus We also use century about 75 million dollars of century bonds for for the stadium as well Our debt service on an annual basis for current fiscal year for the stadium is about 18 million dollars there is a an FFE or a fund functioning as an endowment That does support the debt service for the stadium and the source the things that feed that Endowment are the endowed seating program plus rentals and you know events that occur at the stadium and then a large number of gifts that came from from donors and So the the Chancellor and I would say we're in very early days And we don't have all of the information that we need to finalize decisions and and Carol is Very actively seeking input. So April 24th. This would be a great question for Carol as well She's really seeking a lot of feedback from a wide variety of constituents and she's been so Yes, it's serviced by this FFE it flows through the athletics department's financials, you know, it flows right through and so she is Considering and and no decision has been made, but she is considering That that the campus would assume part of the responsibility and only a portion of the seismic related work that was done for it for the stadium and I don't I apologize I don't have figures right now that and I don't have a sense In terms of how Carol is leaning in that decision, but that conversation is occurring great So can the system the UC system allocate additional debt for cash positive initiatives such as student housing? Um Yes, they could Okay, I know that you guys are so used to my long-winded answers. You're waiting for more to come Okay, so the the level of budget cutting that the campus has experienced over the last decade Certainly erodes trust and Impacts morale. How can campus leaders like yourself help to rebuild trust on campus? Well, I I Want to begin by saying that the the chancellor talks so eloquently in a way. I'll I'll never be able to do about The key the most important thing that that leaders need to be doing on campus is re Earning the trust of everyone on campus. She calls it re-spiriting Berkeley and I I think it comes from Making commitments and honoring them. I think it also comes from being very transparent about decision making which is where I think I can contribute and ensuring that Everyone has to the best of our ability an opportunity to participate in the decisions that we're making For campus great Another athletics related question and it's just it's general philosophical Question that you may or may not have the answer to but just philosophically. Why are we in the business of athletics? April 24th Good answer There are some advantages to going first What are how will we provide additional services to an expanded student body? With an increasingly diminished and you know fewer fewer and perhaps less experienced staff I I don't know the answer to that to to be honest. I I I take that very seriously Um, and I I I'm not sure So I hear more of a statement than I do a question and and I want you to You know, all I can say to this audience is um I I think about that every day And I I think about our students and I I think very deeply about our staff I think everyone has a very clear sense of serving faculty and serving students and That that there are times that staff falls third in the pecking order And uh, I I I don't want that to be the case And um, I I hope that uh mark and I can serve as you know advocates and Really ensure that campus leadership. That's that's you know, uh, the deans and other vcs The chancellor the provost that we can keep those priorities top top of mind Was that all the questions are you just being nice? That's not a No So, uh, we're the campus is um Embarking on a strategic planning process That you know, that will have some financial implications What are what are some things you're hoping to get out of that process or what what are you? Excited about that they're considering. Yeah Well, I I think having that roadmap And having consensus built around a strategic plan um I often say that uh, you know the the budget follows strategy And without clear strategy I think all of us in this room have the experience of sort of winding and unwinding work And that uh, we'll have the principles in place That we'll have the direction in place That we'll have consensus Built around it That our our faculty our students our staff our external constituents are all rallied Around that and then I I think it's easier for us to to execute and implement It speeds up once you have those principles in place So you talked a bit about The the outflow of funds to certain places and one of them being the office of the president So this question is we send a lot of money to ucop Do you think we get good value for those dollars or should we be advocating for ucop to lower their own costs? This is the best water Who asked this question? You know, I I think that there are uh opportunities For for greater efficiency My dear colleague Nathan Broestrom who was the cfo here. I I think is is taking this very seriously But uh, my job is to protect the interests of berkeley So here are some things that i'm i'm looking out for I want to make sure that as the office of the president is reducing their budget that they're not just cost shifting to the campuses Or that they are creating specific assessments for specific projects like uc path That their projects that that that we are participating in Are going to work and that they're going to be cost effective in the long run and the juries out on on a lot of that And and i'm very hopeful that the office of the president is going to be able to Restore the the trust With the legislature because I I think that's very fundamental to what we experience here At the campus level that they they've got a you know, they they've got to hold hands and work together Because the ultimately the folks who pay the price For that that that mistrust are our students Very good This sounds like a revenue revenue generation idea But are there plans to expand regular classes to evenings and saturdays to accommodate more students and programs It's getting hard to meet To make ends meet without building out. Yeah I think a lot of that already happens Actually, I think there's a lot of is that right jim? Yeah, there's a lot of of we are moving beyond traditional Tuesday Tuesday thursday from 10 to 2 and you know, we're teaching more of our classes at 5 o'clock on a friday we we And and we are teaching saturday classes So so I think we're going to be doing more of that And then I think an opportunity for us also is to reconfigure The classroom space that we and and the buildings that we have Actually jen stringer did an amazing job of a project like this and do a now. Well, what's his name of that space? Yeah, the active learning classrooms Because students want to learn in in different Classroom configurations other than you know the 50 seat classroom Or it's either that or these large auditorium settings and pedagogy is changing I think how we think about classroom space So what what Are the differential sort of budget inputs from like a traditional undergraduate student and someone who's taking one of the One of our new online masters our new professional masters. Are there different tuition levels? Yeah, that's a great question. Um, and I'm not going to be able to quote Because some of my notes are like way over there. Uh, oh, they're here, but I don't have it Is that the the tuition happens, but I'm going to turn them over. Um, there are different tuition levels Most folks are responsible for a base tuition, which is about $13,000 Select just under $13,000 and then you have these supplemental Tuitions that kind of sit on top of that So non-resident students, uh, their supplemental tuition is about $20,000 And then housing on top of that And then we have we also have different supplemental fees for graduate programs, etc. And they they do They they differ by program So Great we are about at the end of our time I want to thank everyone for coming and we've got a bunch of questions That we'll let rose answer on her own on the website on either her website or the campus conversations website Join us on february 12th, and we hear from the provost paula lovisados, and thank you so much for coming. Thank you