Plans and reports from campus committees and task forces commissioned by the Office of the Executive Vice Chancellor and Provost appear below.
Bruins are driven by the immense impact we have on the communities we serve. The question at the heart of UCLA’s 2023-28 strategic plan is how we deepen our impact at a moment of transformation within our broader society, within Los Angeles and within our university. In short: how can we create the future?
The Joint Task Force on the Academic Mission of UCLA Campus Expansion (JTF) was jointlyappointed by Executive Vice Chancellor and Provost (EVC/P) Hunt and Academic SenateChair Cattelino to consider optimal academic programmatic uses of the newly acquired UCLAcampus expansion in Rancho Palos Verdes.
Academic Planning and Budget (APB) has designed a new budget model for UCLA at the request of the Chancellor, Executive Vice Chancellor/Provost, and Vice Chancellor/Chief Financial Officer. This represents one of UCLA’s most substantial budget model innovations since its founding in 1919. Four years of extensive research on best practices, coupled with internal/external consultations, have yielded the Bruin Budget Model, a hybrid resource allocation framework customized for UCLA. The BBM was originally slated to take effect on July 1, 2022.
With the expectation that many campus activities and programs will resume in Fall 2021, the experience gained during the pandemic has allowed us to formulate principles and recommendations about reinventing the UCLA workplace of the future.
In response to Academic Council’s recommendations, President Drake requested that Provost Brown form the Mitigating COVID-19 Impacts on Faculty Working Group. The group was charged with the review and prioritization of fifteen “immediate” and six “long-term” recommendations from the Academic Council, the assessment of actions already taken by campuses to mitigate COVID-19 impacts on faculty, and advising UCOP on data and metrics to help UC define the issues faced as a result of COVID-19.
The focus of the Summer Sessions Committee is to explore how to build upon and expand the current academic and non-academic offerings of Summer Sessions in a strategic and cost-effective manner for the benefit of students and their overall educational experience.
ATLAS is examining ways in which we can better coordinate and manage the administration, organization, and resources for campus units that provide critical support and services to teaching, learning, training, pedagogy, learning management systems, classroom support, assessment, and evaluation, as well as in some instances engaging in research related to these areas.
The Virtual Reality Institute Task Force was charged with helping to explore the idea of a multidisciplinary Virtual Reality Institute at UCLA.
UCLA engaged Huron Consulting Group to perform a strategic, operational, and financial assessment of UCLA Extension in partnership with a steering committee that included Extension and campus leadership.
The Classroom Advisory Committee studied, reviewed, and recommended efforts on how to improve and increase existing classrooms and teaching laboratories, including both general assignment and non-general assignment/departmental instructional spaces.