This Task Force was charged in February 2023, and comprised of members of the Academic Senate and individuals within the administration with responsibilities relating to graduate education and labor relations. The charge tasked members with recommending answers to a series of questions regarding financial support for graduate students and programs, academic training and employment, graduate program size and the relationship between graduate and undergraduate programs.
The Joint Task Force on the Academic Mission of UCLA Campus Expansion (JTF) was jointly appointed by Executive Vice Chancellor and Provost (EVC/P) Hunt and Academic Senate Chair Cattelino to consider optimal academic programmatic uses of the newly acquired UCLA campus 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.
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.
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.
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.
The joint Senate-Administration Research Centers Task Force reviewed all UCLA research centers that receive any state support to identify opportunities for cost cutting. The Task Force offered five recommendations, which are outlined in the report.
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.
This report describes results of an assessment of the infrastructure for research administration at UCLA conducted by Huron Consulting Group. The assessment, requested by the EVCP in response to concerns expressed by faculty and administrators, identified a wide variety of opportunities to increase efficiency and reduce costs. Management and staff in the Office of Research Administration and campuswide implemented many of the recommendations in the report, leading to significant improvements in customer service, efficiency, cost savings, and productivity.
