The purpose of the Statement on Statements Working Group is to recommend guidelines for when the institutional voice of UCLA should and should not be utilized to address societal, political and public matters. The working group’s evaluation of this matter should be rooted in UCLA’s mission, and the group was asked to craft and complete their recommendation by August 30, 2024.
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?
This report is the product of extensive campuswide consultation, and describes a bold, transformational and inclusive strategy for our campus. The DataX Initiative is poised to build a vibrant, interdisciplinary campus community at the intersection of data science and society. This work includes identifying collaborators and champions across campus, developing a communications apparatus to enable a robust online home for DataX, coordinating a rich salon series, and curating mechanisms to support data and data-adjacent efforts across UCLA.
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.
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.