Plans and reports from campus committees and task forces commissioned by the Office of the Executive Vice Chancellor and Provost appear below.
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.
The Data Governance Task Force provided recommendations for how institutional governance of data about UCLA faculty, students, and staff should be structured and used.
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 UCLA Global Strategic Priorities report outlined ways to enhance UCLA’s reach and impact as a global university.
Chaired by the Hon. Carlos Moreno (Ret.), an independent review team conducted an assessment and presented recommendations to address issues regarding the university’s policies, procedures, and mechanisms for responding to incidents of perceived bias, discrimination, and intolerance involving faculty of color.
The Special Programs Task Force was charged with examining the future reporting structure for Summer Sessions, the International Education Office, UCDC, ROTC, and online education, and was asked to identify, if possible, any overriding principles of management or governance that can help determine how best to organize these efforts in the future.
This proposal recommended restructuring and refocusing the Institute of American Cultures to advance understanding of the new social and cultural realities of America.
The Graduate Division offered corrections to an assessment conducted by Huron Consulting Group, which identified opportunities for increasing the division’s effectiveness and efficiency.
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.
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.