UCR

Resource Planning and Budget



Welcome to Resource Planning & Budget


Please select a link on the left for additional information.

View a list of Acronyms and or Identifiers

The Office of Resource Planning and Budget endeavors to provide objective, accurate, and timely information and analysis to every level of campus leadership, thereby supporting the effective management of all campus resources. The responsibilities of this office include:

  • developing and implementing policies and procedures related to the management of campus financial resources        
  • administering the annual campus-wide budget process
  • managing the campus budget, the staffing system, and unallocated resources
  • allocating campus-level funding 
  • administering the annual Auxiliary and Self-Supporting Enterprise budget and rate review process
  • monitoring campus debt ratios and reviewing capital budget appropriation requests
  • acting as a liaison with the Office of the President and others

UCR Pillars- Campus Goals
Campus Goals

A link to the 2013 UC Accountability Report can be found under Budget, Staffing and Financial Information – UC Budget Information.
http://accountability.universityofcalifornia.edu/

A link to 2012-13 Annual Report on Contract & Grant Expenditures.
2012-13 Annual Report on Contract & Grant Expenditures


A link to the 2013-14 Budget Vista.
2013-14 Budget Vista

It is essential for each operating unit on campus to engage in meaningful resource planning and financial management in order to perform its role in the University’s mission of teaching, research, and public service.

It is the responsibility of each unit head to ensure that resource planning and financial management occurs in an effective manner at all organizational levels.

I. Resource Planning and Budget Development

Resource planning is the process through which the unit’s strategic plan is articulated into resource terms. This process ultimately leads to the development of the budget. All resource planning and budget development should include the following components:

  1. A plan with clearly defined goals and objectives
    The plan should be easily understood, with attainable goals and measurable objectives. The goals and objectives should be specific enough to be integrated into the overall planning and budget process.
  2. A process for identifying and evaluating key factors required to accomplish the plan

    The evaluation, selection, and ultimate usage of key factors should be based on a clear understanding of the nature of the key factor and the impact it has in the achievement of the goals and objectives. Key factors may vary depending upon each organization’s unique mission. Examples of key factors are:

    • Student Enrollment
    • Teaching workload (including faculty FTE, instructional assistants)
    • Salaries and benefits (including FTE)
    • Equipment and Supplies
    • Technology
    • Support and auxiliary services
    • Space needs and related costs
    • Anticipated revenue
    • External regulations
    • The Market
  3. A budget development process that includes a thorough analysis of all relevant data and supports management decision-making
    This process should ensure consistent use of proven methods for gathering and analyzing data, as well as compliance with relevant budget and financial policies. The analysis should include the following, as appropriate:
    • A thorough re-evaluation of all assumptions, analyses, plans and budgets used in the previous year's planning process
    • An examination of budget and financial performance from prior years
    • An evaluation of current year's performance against both the budget and the goals and objectives
    • An identification of the modifications required in the new plan to reflect changes in the goals and objectives
    • An evaluation of cost and risk factors
  4. A budget that articulates the goals and objectives in resource terms
    The budget should be realistic, reasonable, and attainable and should be accompanied by a descriptive narrative. Components of the budget and narrative should include:
    • All funding sources
    • Revenue estimates
    • Major expenditures by category, including identification of indirect expenditures
    • A description clearly supporting the resource requirements
    • Explanation of major assumptions and forecasting methods used
    • Identification of significant changes in current operation
    • Contingency plans

II. Financial Management

Financial management is the process of ensuring that the unit's financial performance is consistent with the utilization of resources as delineated in the budget developed to accomplish the objectives of the plan. It is assumed that data integrity has been assured throughout. Financial management should be supported through the following activities:

Review and Analysis of Financial Performance

At a minimum, financial reports should be prepared by the end of the subsequent period ensuring adequate time to make adjustments or corrections. These reports should:

  • Compare budget to actual financial performance
  • Include all sources of revenue and expense
  • Provide projections of year-end balances
  • Identify any other problems or exceptions

Analysis should be conducted to achieve the following objectives:

  • Ensure that expenditures are reasonable and necessary to accomplish the unit's goals
  • Ensure that resources are being utilized efficiently
  • Measure and understand financial performance
  • Determine whether sufficient resources exist for continued operation
  • Clearly identify trends and special areas of concern
  • Detect changes in circumstances or the business environment
Corrective Actions

Corrective action should be taken in a timely manner, as appropriate, in response to the review and analysis of financial performance. Examples of specific corrective actions are:

  • Revising plans or budgets to reflect changed circumstances
  • Changing or eliminating activities
  • Obtaining additional funding
  • Modifying goals or objectives
  • Altering future budget

Resource Planning and Budget

Matthew Hull

2144A Hinderaker Hall
(951) 827-3243
Matthew.Hull@ucr.edu

Associate Vice Chancellor
Cindy Williams

2148A Hinderaker Hall
(951) 827-7375
Cindy.Williams@ucr.edu

Director, Budget Administration
Academic Resources
Chancellorial Resources
Staffing Process and Budget Administration

Stephanie Flores

2148F Hinderaker Hall
(951) 827-7715
Stephanie.Flores@ucr.edu

Assistant Director
Financial and Program Analysis, Summer Session
Student Fees, SSFAC, Writing Program, Insurance Programs
ACR, Employee Support Program, SOM

Jerry Garcia

2144B Hinderaker Hall
(951) 827-5615
Jerry.Garcia@ucr.edu

Budget Analyst V
Auxiliary Enterprises, COSSA, Self Supporting Degrees
Course Material Fees, Insurance Programs, Sales & Service

Christina Gidley

2148G Hinderaker Hall 
(951) 827-3395
christina.gidley@ucr.edu

Budget Analyst IV
Financial and Program Analysis 

Robb Miller

2148B Hinderaker Hall
(951) 827-3244
robb.miller@ucr.edu

Budget Analyst III 
Staffing
Chancellorial Resources
Budget Administration

Susana Salazar

2148D Hinderaker Hall
(951) 827-2876
susana.salazar@ucr.edu

Budget Analyst IV
Financial and Program Analysis 

Linda Slocum

2148C Hinderaker Hall
(951) 827-6680
linda.slocum@ucr.edu

Budget Analyst IV
Academic Resources & Staffing
Chancellorial Resources
Budget Administration

Milly Paredez

2144 Hinderaker Hall
(951) 827-3241
milly.paredez@ucr.edu

Executive Assistant to the Associate Vice Chancellor
Unmani Patel

2148E Hinderaker Hall
(951) 827-3249
unmani.patel@ucr.edu

Budget Analyst IV
Rate Analysis

 


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University of California, Riverside
900 University Ave.
Riverside, CA 92521
Tel: (951) 827-1012

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Resource Planning and Budget

Resource Planning and Budget
2144 Hinderaker Hall

Tel: (951) 827-3241
Fax: (951) 827-4357

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