University of California, Berkeley Responding to the Budget Crisis in Research Graham Fleming Vice Chancellor for Research July 16, 2009

VCR Charge To support and structure research at Berkeley to maintain excellence and enable world-leading contributions to the Grand Challenges of the 21 st Century. To provide the service and compliance infrastructure needed to support world- leading research.

We aim to be world leaders in: Energy Research Environmental Research Health Science Social Research The Understanding of the Universe and Our Planet International and Area Studies Information Science and Technology Human Cultures

The drastic reduction in State funding requires consolidation and restructuring of our portfolio of research units. Stark reality

What’s the Berkeley campus situation? Trial by ten cuts (in millions) Temp Cut (Feb Act) $ Temp Cut (Midyear Cut) Temp Cut (May Revise Budget) Temp Cut (May 26) Temp Cut (Feb Act) Perm Cut (Midyear Cut) Perm Cut (May Revise Budget) Perm Cut (May 26) Unfunded Campus Expenditures UC Systemwide Initiatives 1.2 One-time federal stimulus funding: $92.2M Bottom Line: we have a $145M shortfall Our revenue will only increase by $30M We have a remaining shortfall of $115M

What Does this Mean for VCR? We have a 21.1% permanent budget cut: $4.4M We have a block grant cut: $.4M We have an additional (temporary) cut:$1.6M For a total 2010 cut of:$6.4M In addition there’s the furlough… equal to$1.3M

VCR permanent budget cut base is $22.3M. The VCR budget contains high institutional risk compliance functions serving research activities for the entire campus that must be maintained - RAC (ACUC, SPO, OPHS), OLAC, IPIRA, and BIO. --they cost approx. $5M --will be cut by 5%-10% To protect the university and ensure our ability to obtain external funding this means that remaining cuts will have to be deeper. Permanent cuts will average 27-28%. Constraints On What We Can Do

Some Context We can no longer afford individual programs/ORUs to have their own business services. Very difficult decisions will have to be made at the Program Level including consolidation and likely elimination of some programs. Programmatic cuts and re-structuring of this magnitude should be made by people most knowledgeable about the specific research areas Some programs may be more appropriately managed by a single Dean.

Business as usual is not an option The situation is urgent and requires immediate action This leads us to a two part strategy: 1) Program re-structuring 2) Administrative services re-structuring

Program Re-structuring Plan 1) To implement such drastic cuts with minimum damage to program, programmatic groupings of units will be formed and budget cuts will be assigned at the group level. 2)Several units with limited multi-disciplinary scope will have their budget cut and oversight transferred to a single Dean.