Frequently Asked Questions - Campus Conversations July 31, 2020

We will not have final fall enrollment numbers until October. Once we do we will be able to assess the impact on the budget.

The director of athletics, the department’s highest-paid coaches have agreed to voluntary salary cuts for 2020-21. The UC Office of the President has not yet provided guidance on personnel actions for career staff.

Just like every department and the campus as a whole, Cal Athletics is not immune to the effects of the pandemic. Since March, department leadership has modeled different scenarios and is forecasting as much as a $50-55 million impact on its budget if fall sports do not compete at all this year. The impact could be reduced considerably if football and other sports return in the spring. The athletic department’s plan to meet its budget objectives include adhering to a campus-wide hiring and merit-pay freeze; voluntary pay reductions for the athletic director, its highest-paid coaches; cutbacks of operations and administrative budgets by at least 10%; and consideration of a low-interest loan to help close any remaining budget gap after other budget-mitigating steps are put into place. The intent is not to make permanent changes because of an anticipation of a return to normal operations within 12-18 months.

That is actually not correct. Football produces significant net revenue, from television rights, ticket sales, merchandising, concessions, contributions, and sponsorships. In addition, football games provide opportunities for thousands of students, alumni, and the entire Cal community to come together for a common purpose and gather on Saturdays in the fall. With a nearly 140-history, football is truly a part of the fabric of our university and gamedays are opportunities to celebrate the entire campus.

IA supports its 30 teams and 850 student-athletes with an annual budget of approximately $100 million. It supports its budget through media rights (i.e. television), ticket sales, philanthropic contributions, endowment income, and sponsorships, among other revenue streams. The department and the campus reached a six-year budget agreement in 2019, which provides for a dramatic reduction of institutional support through 2025. In order to be transparent, the plan has been shared with the Chancellor’s Cabinet and DIVCO. Chancellor Christ explained her perspective in arecent column that appeared in the 2019-20 winter edition of California Magazine. The athletic department met its budget target for the 2020 fiscal year despite the cancellation of spring sports in mid-March through a strict management of its expenses.

Not at this time. Updates about plans for instruction can be found at: https://coronavirus.berkeley.edu/instruction/.

You can review a full listing of fees at https://registrar.berkeley.edu/tuition-fees-residency/tuition-fees

The New Student Programming Fee is not new and is charged every year - in fact, we are happy to report that this year it was lowered from $475 to $380.  This fee covers expenses related to Golden Bear Advising, Golden Bear Prep, Golden Bear Orientation, and Getting your Bearings. You will be assessed a fee of $380 on your first semester CalCentral bill. As orientation is mandatory for all new undergraduate students, so is the fee. If applicable, look to your financial aid package to see if this fee will be covered by financial aid in the form of the “New Student Grant.” If you have financial concerns related to the New Student Programming Fee, please complete the New Student Needs Questionnaire.

The programming fee covers:

• Golden Bear Advising and Golden Bear Prep pre-arrival modules Golden Bear Orientation programming (virtual programs in August 2020 and any future in-person programming).

• Getting Your Bearings programming (virtual programs in fall 2020 and any future in-person programming).

• Please refer to our Office of the Registrar Tuition & Fees page for more details on student fees.

For more information, visit https://orientation.berkeley.edu/policies/.

UC Berkeley’s largest and most pressing expense is faculty and staff compensation, which grows almost every year due to the need to provide merit/cost of living increases and to ensure workforce competitiveness. Other major expenses include deferred maintenance and seismic corrections that are needed to improve the safety and quality of our campus buildings. As the oldest UC campus with the oldest infrastructure, these expenses are greater at Berkeley than at other UCs.

UC Berkeley’s most significant cost comes in the form of employee compensation, in terms of both faculty salaries to support instruction/research and staff salaries to provide operational support for the campus. Therefore, operating costs, which are largely constituted by the compensation of the staff who provide this support, do not go away because the campus is currently working remotely. Moreover, in some instances, operating costs are actually increasing due to remote operations (e.g., the need for more technology) and the direct impact of COVID-19 (e.g., facilities cleaning, virus testing). Also, in order to preserve as many jobs as possible, Berkeley is working to redirect staff whose workload may be reduced by a closed campus into areas where workload has increased due to the virus.

UCOP froze merit increases for career, non represented staff throughout the system. The campus cannot act in contradiction to that decision.  At the same time, represented staff previously negotiated collective bargaining agreements that include cost of living increases. We are asking managers to take note of extra work being assigned to any of their team members and do whatever is possible to support them. At the same time, many, perhaps most, of the thousands of staff who are now working from home are dealing with significant challenges and hardships. 

First, after the mitigation steps we have taken, the deficit for the current fiscal year is projected to be approximately $65 million. This is a complex question.  Staff who work with students needing visas are supported through campus funds and we will take steps to ensure they can continue to fill this important function. With regard to visas that apply to visiting scholars and employees, there are two units involved: the Berkeley International Office (BIO) and Berkeley Regional Services (BRS). BIO is a recharge unit that will continue to provide its services.

Your BRS HR Business Partner, following the lead of BIO, will continue to help scholars seeking visas in collaboration with the BRS Visa Team and BIO.

We are still using a shared services model. The campus adapted the model to move to regional service centers in the last couple years, and this still gives the economies of scale that we need to operate effectively.

This year’s UCPD budget has not been finalized yet. The decision-making process will take into account the diverse perspectives of the campus community, and will be guided by the Chancellor’s recent message about campus values and objectives regarding community safety.

This year’s UCPD budget has not been finalized yet. The decision-making process will take into account the diverse perspectives of the campus community, and will be guided by the Chancellor’s recent message about campus values and objectives regarding community safety.

This year’s UCPD budget has not been finalized yet. The decision-making process will take into account the diverse perspectives of the campus community, and will be guided by the Chancellor’s recent message about campus values and objectives regarding community safety.

This year’s UCPD budget has not been finalized yet. The decision-making process will take into account the diverse perspectives of the campus community, and will be guided by the Chancellor’s recent message about campus values and objectives regarding community safety.

This year’s UCPD budget has not been finalized yet. The decision-making process will take into account the diverse perspectives of the campus community, and will be guided by the Chancellor’s recent message about campus values and objectives regarding community safety.

Yes, see the COVID-19 Information for Graduate Students web page for the information about not counting Spring 2020 and Fall 2020 towards the six semesters.

We understand that this policy can create confusion for some students. With this policy, students who don't pay the required 20% by the deadline may be temporarily dropped from their classes. Any students who are dropped can re-enroll the following day, but only after waitlists have been processed. Basically, students who are officially registered have priority to enroll in classes but all students can still enroll in classes.

For students who receive financial aid, and the majority of our students do, their aid will cover their minimum tuition payment, so we do not anticipate they will be at risk. These students also receive a corresponding exception status in CalCentral to ensure they can enroll in their classes.

The CNP policy is intended to support students in addressing their administrative responsibilities before the term begins so that they can focus on their academic responsibilities. It also finalizes course enrollments early in the semester.

Additionally, CNP ensures students have access to essential campus resources and other support services from the very first day of instruction.

Some students are confused about the short-term emergency loans. These loans are interest-free. Eligible undergraduate and graduate students can receive a co-payable loan the same day they apply; exceptional requests may take up to two business days. With these interest free loans, students can pay at least 20% of their tuition and fees.

During this pandemic, CNP is as important than ever. With some students considering taking the term off, they may neglect to drop their classes. The CNP policy will temporarily drop them from those classes, freeing up seats for students who are actually planning to enroll this term. Our goal is to ensure students have access to the classes they need.

https://registrar.berkeley.edu/registration/cancellation-withdrawal/cnp

Tuition and mandatory fees are set by the University of California Office of the President for all UC campuses. Tuition and mandatory fees have been set regardless of the method of instruction and will not be refunded in the event instruction occurs remotely for any part of the Academic Year. Mandatory university charges for tuition and student services continue to help cover ongoing operations such as the delivery of instruction and the cost of student services such as registration, financial aid, and remote academic advising. Our teaching continues, even as its method of delivery has changed. Students are connecting with and learning from world-class faculty, completing coursework, earning full course credit, and making progress toward an immensely valuable UC Berkeley degree. UC Berkeley student services continue to be available to students via remote options including virtual study jams, remote movie nights, “Coffee & Career” video chats, online fitness and art classes, and student-led programs and activities to ensure that the term remains a very powerful and enriching one for our students.

Some campus-based fees were established to support certain efforts like the Wellness Fee which is paying for many essential health services. Others were established to maintain the safety of buildings or other facilities when necessary for the health and safety of students - e.g., to address seismic deficiencies. Even as UC campuses such as ours have curtailed limited aspects of their operations in response to the COVID-19 pandemic, many of the costs that campus-based fees are intended to cover continue.

As it currently stands, all student fees are being assessed regardless of the mode of instruction. This is a systemwide practice implemented by UCOP, and has been further clarified in an FAQ posted on the Student Affairs website. A breakdown of Berkeley’s “Campus Fee” can be found on the Office of the Registrar’s Tuition & Fees web page.

UC Berkeley is not able to offer in-state tuition for nonresidents. The difference in tuition for residents versus nonresidents is a reflection of the significant investment by California taxpayers in the University of California system.

Tuition and mandatory fees are set by the University of California Office of the President for all UC campuses. Tuition and mandatory fees have been set regardless of the method of instruction and will not be refunded in the event instruction occurs remotely for any part of the Academic Year. Mandatory university charges for tuition and student services continue to help cover ongoing operations such as the delivery of instruction and the cost of student services such as registration, financial aid, and remote academic advising. Our teaching continues, even as its method of delivery has changed. Students are connecting with and learning from world-class faculty, completing coursework, earning full course credit, and making progress toward an immensely valuable UC Berkeley degree. UC Berkeley student services continue to be available to students via remote options including virtual study jams, remote movie nights, “Coffee & Career” video chats, online fitness and art classes, and student-led programs and activities to ensure that the term remains a very powerful and enriching one for our students.

Some campus-based fees were established to support certain efforts like the Wellness Fee which is paying for many essential health services. Others were established to maintain the safety of buildings or other facilities when necessary for the health and safety of students - e.g., to address seismic deficiencies. Even as UC campuses such as ours have curtailed limited aspects of their operations in response to the COVID-19 pandemic, many of the costs that campus-based fees are intended to cover continue.

UC Berkeley is not able to offer in-state tuition for nonresidents. The difference in tuition for residents versus nonresidents is a reflection of the significant investment by California taxpayers in the University of California system.

The transit fee is a student referendum voted on by the students. The reason for the increase in the fee is the students wanted additional service, a new bus line. They included the new bus line in the referendum and it passed when the students voted. It was not a campus decision, it was a student request.

As it currently stands, all student fees are being assessed regardless of the mode of instruction. This is a systemwide practice implemented by UCOP, and has been further clarified in an FAQ posted on the Student Affairs website.

We do not see the Class Pass Fee to be a usage fee that should not be assessed now, during remote instruction. Like many of our campus fees, this particular fee is funding an initiative that relies on stable multi-year revenue as per our agreement with AC Transit. We will continue to assess these fees as originally planned.

These are the various campus resources on student service fees:

• Fee Schedule
• Student Services Fee

The process for proposing a fee referenda can be found on the Student Fee Referenda Committee web page.

The transit fee is a student referendum voted on by the students. The reason for the increase in the fee is the students wanted additional service, a new bus line. They included the new bus line in the referendum and it passed when the students voted. It was not a campus decision, it was a student request.

As it currently stands, all student fees are being assessed regardless of the mode of instruction. This is a systemwide practice implemented by UCOP, and has been further clarified in an FAQ posted on the Student Affairs website.

We do not see the Class Pass Fee to be a usage fee that should not be assessed now, during remote instruction. Like many of our campus fees, this particular fee is funding an initiative that relies on stable multi-year revenue as per our agreement with AC Transit. We will continue to assess these fees as originally planned.

Graduate students form an important part of University Life. Whether in their programs or departments, or via Graduate Division town halls, or the scheduling of an appointment during office hours with Dean Lisa Garcia Bedolla, feedback and requests from graduate students help us to better serve the needs of our graduate students.

There are a number of work-study positions that may offer remote work accommodations. The Work-Study Program office is working diligently to recruit additional work-study employers and inform existing employers that they may consider engaging work-study students in remote work. Consistent with standard practice in other years, if students do not accept the work-study offered in their financial aid package before the start of the term, it will automatically be converted into loan so the funding is available in form they can access right away, if needed. Students may request that the offered loan be converted back to work-study later on in the academic year when they identify a work-study opportunity. To learn more about work-study and how to get the most out of the program, please review the Work-Study Information for Students and Work-Study Frequently Asked Questions pages.

Please allow us to correct an erroneous assumption in your question. Financial aid packages are based on the Estimated Total Cost of Attendance, which includes rent, food, transportation, personal expenses, and books and supplies in addition to tuition and fees. Off-campus rent amounts are based on actual rent costs that UC Berkeley students report in the periodic Undergraduate Cost of Attendance Survey conducted by the UC Office of the President. These costs are adjusted for inflation yearly. Should the standard allocation not match the actual living expenses students experience, they may request a Cost of Attendance Adjustment.

No. The student aid budget is separate from the campus operating budget.

We use the term “campus fee” to describe a set of fees that are only charged at the UC Berkeley campus. Campus fees are distinct from “system-wide fees” such as tuition and the Student Services Fee, which are charged at the same rate to all students in the UC system and are set by the UC Office of the President and the UC Regents.

Campus fee referenda are approved by a vote of the student body, and the fees cannot be used for purposes outside the original referenda language. Some were established to support certain efforts like the Wellness Fee which is paying for many essential health services. Others were established to maintain the safety of buildings or other facilities when necessary for the health and safety of students - e.g., to address seismic deficiencies. Even as UC campuses such as ours have curtailed limited aspects of their operations in response to the COVID-19 pandemic, many of the costs that campus-based fees are intended to cover continue.

As it currently stands, all student fees are being assessed regardless of the mode of instruction. This is a systemwide practice implemented by UCOP, and has been further clarified in an FAQ posted on the Student Affairs website. A breakdown of Berkeley’s “Campus Fee” can be found on the Office of the Registrar’s Tuition & Fees web page.

Tuition and mandatory fees are set by the University of California Office of the President for all UC campuses. Tuition and mandatory fees have been set regardless of the method of instruction and will not be refunded in the event instruction occurs remotely for any part of the Academic Year. Mandatory university charges for tuition and student services continue to help cover ongoing operations such as the delivery of instruction and the cost of student services such as registration, financial aid, and remote academic advising. Our teaching continues, even as its method of delivery has changed. Students are connecting with and learning from world-class faculty, completing coursework, earning full course credit, and making progress toward an immensely valuable UC Berkeley degree. UC Berkeley student services continue to be available to students via remote options including virtual study jams, remote movie nights, “Coffee & Career” video chats, online fitness and art classes, and student-led programs and activities to ensure that the term remains a very powerful and enriching one for our students.

Some campus-based fees were established to support certain efforts like the Wellness Fee which is paying for many essential health services. Others were established to maintain the safety of buildings or other facilities when necessary for the health and safety of students - e.g., to address seismic deficiencies. Even as UC campuses such as ours have curtailed limited aspects of their operations in response to the COVID-19 pandemic, many of the costs that campus-based fees are intended to cover continue.

UC Berkeley is not able to offer in-state tuition for nonresidents. The difference in tuition for residents versus nonresidents is a reflection of the significant investment by California taxpayers in the University of California system.

We have created a new central website called “Caring for Families” (family.berkeley.edu). This site is a clearinghouse for all dependent care information; it points users to resources available to them (according to whether they are students, staff, or faculty). It will also have Covid-related updates. The site will also feature a new web-based tool that is under development, to help members of the campus community find others with whom to trade or share care. This tool is called “Berkeley Care Bubbles.”

COVID-19 affects the campus budget in three major ways:

1. Lost revenue in auxiliary operations (e.g., Athletics, Housing & Dining, CalPerformances) due to remote operations
2. Increased costs required to deal with the virus (e.g., for remote instruction and operations, cleaning, virus testing)
3. Lost funding due to the economic downturn caused by the pandemic (e.g., reduced state funding)

If the campus is fully online in the spring, the lost auxiliary revenue, in particular, will see the greatest negative impact.

We can’t predict whether departments will hire fewer GSIs overall since those factors are influenced by enrollment and other factors. Students who are concerned they may not get an appointment in their own department can review this Expected Jobs Opportunities list.

Berkeley’s largest and most pressing expense is faculty and staff compensation, which grows almost every year due to the need to provide merit/cost of living increases and to ensure workforce competitiveness. Other major expenses include deferred maintenance and seismic corrections that are needed to improve the safety and quality of our campus building. As the oldest UC campus with the oldest infrastructure, these expenses are greater at Berkeley than at other UCs.

Unfortunately, this year’s budget cuts will be painful. The VCRO will consider a unit’s ability to cushion these cuts with available reserves and will also be expecting units to spend some of their “rainy day” funds to maintain their essential programs and personnel. We are aware that the museums, as well as the Botanical Garden and field stations are unique campus resources, and we are committed to keeping them viable through the current budget emergency.

Like most cities and counties, the City of Berkeley has found that, while it can offer testing to everyone, turnaround can be slow. The city estimates a turnaround of 6-8 days, which is too long to be very useful. UC Berkeley was able to mobilize quickly and start a testing lab during the early weeks of Shelter in Place, and has had enough capacity to assist the city in its testing, achieving a turnaround of a couple of days. For example, we test residents of some nursing homes and homeless shelters, as well as firefighters for the city. By testing our own staff and students, we relieve the city of the burden. Until cities have all the testing they need in a timely fashion, the Innovative Genomics Institute will continue to offer its services to the campus and community.

Data is still preliminary. We have 20 retirements as of June 30, 2020, which is 1.33% of the faculty (this is a bit lower than usual). All were full Professors. Average salary of full Professors is $186,000; so, with benefits, these retirements represent savings of approximately $5,150,000.

We are encouraging UCOP to move as quickly as possible to implement an equitable furlough program to minimize the need to lay employees off. However, for those campus services that are not currently being provided, some degree of layoffs may still be required if employees cannot be reassigned.

The effects on new faculty would be no different than on veteran faculty. We will honor startup packages. We ran a bridge grant program that will allocate around $600,000 in response to requests from Assistant Professors whose research was affected by the curtailment of campus activity in the spring.
https://apo.berkeley.edu/sites/default/files/bridging_grant_program_for_...

The furlough program under consideration by UCOP would be tiered so that those with higher incomes would have to take higher numbers of furlough days (and, as a result, have a larger reduction in compensation).

This is not within UC Berkeley’s control, but rather the retirement system’s control. However, a reduction in time does not affect the salary calculation for retirement purposes. It does, however, affect service time accruals.

The campus cannot take this step on its own. UCOP must implement such a furlough program and it has indicated that it is developing a plan that might be ready for in depth discussion in the Fall.

Voluntary reductions in time and voluntary separations can and will be used as one way to give people who are in a position to reduce their income the opportunity to do so.

UCOP has not provided any updates on its negotiations with the collective bargaining units.

Yes, this type of reduction in time is also under consideration.

UC Berkeley is considering all options to address the budget shortfall, including reductions in time for employees.

A voluntary action can be revoked at any time. We do not know when UCOP will take further action on merit increases.

Temporary layoffs can be, generally speaking, up to 4 months with the length of time varying in accordance with the applicable collective bargaining agreement or policy. The length of a temporary layoff will be determined according to business need. Prior to the end of a temporary layoff, the business unit will evaluate next steps, including whether a temporary layoff will be made indefinite or possibly extended if the applicable collective bargaining agreement or policy permits it. Reassignments will be made depending on business needs.

UCOP, which handles all contractual interactions with organized labor, has been negotiating with the unions on this issue.

We are continuously working to set realistic expectations for managers and the campus as a whole, with the message being less people means less work. We rely on managers to work with their teams to understand and agree on what work can and cannot be done given our reduced capacity, which is not the same across all business units.