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UCLA Strategic Plan 2023-28 - Creating the Future (PDF)

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?

Report of the Review Committee for the Future Positioning of the Office of Instructional Development (PDF)

The Office of Instructional Development (OID) Academic Review Committee was asked to create a vision for OID that will speak to the 21st century teaching and learning needs of the campus and to consider how best to redefine the current office in order to meet the educational challenges of the coming decades.

Enhancing Student Success and Building Inclusive Classrooms (PDF)

A working group identified obstacles that are hampering students’ progress towards a bachelor’s degree, with an emphasis on the achievement gap among groups of students, and made recommendations that could have early beneficial impacts on student success.

The Institute of American Cultures at UCLA (PDF)

This proposal recommended restructuring and refocusing the Institute of American Cultures to advance understanding of the new social and cultural realities of America.

Corrections to the Huron Consulting Group Assessment of the Graduate Division (PDF)

The Graduate Division offered corrections to an assessment conducted by Huron Consulting Group, which identified opportunities for increasing the division’s effectiveness and efficiency.

Graduate Division Assessment (PDF)

Huron Consulting Group conducted an assessment to increase the Graduate Division’s effectiveness and efficiency and provided recommendations that will improve the division’s service to the graduate education community.

Report of the joint Senate-Administration Task Force regarding Non-traditional programs, including Self-Supporting Degree Programs and Certificate Programs (PDF)

In a time of diminished state support, self-supporting programs are an increasingly important source of revenue. The Non-Traditional and Self-Supporting Degree Program Task Force was asked to provide recommendations to ensure that deans and faculty can move expeditiously and balance academic and financial concerns.

Excellence and Engagement: An Academic Plan for UCLA (PDF)

The purpose of this report was to assess challenges and opportunities and develop a set of strategic priorities for a second century of academic greatness ahead of UCLA’s centennial.

Report of the Humanities Task Force (PDF)

The Humanities Task Force was charged with considering the future of the humanities at UCLA, both financial and intellectual. Recommendations include: Consolidation of several programs and departments, establishment of a Humanities Institute, and creation of a Language Center.

Neuroscience Task Force Report (PDF)

The Neuroscience Task Force was charged with setting a course for the development of the neurosciences at UCLA by conducting a review and developing a strategic plan. Early in 2011, the chancellor and EVCP established a Neuroscience Implementation Committee to carry out many of the recommendations in the plan.