Enhancing Student Success and Building Inclusive Classrooms at UCLA
All Appendices (PDF)
- Appendix A - EVC Charge Letter (PDF)
- Appendix B - Student No-Pass Rate and Time to Degree Models (PDF)
- Appendix C - Linear Regression Model Brief (PDF)
- Appendix D - Course Grade Clustering Brief (PDF)
- Appendix E - Department Chair Questionnaire Brief (PDF)
- Appendix F - Course Data Questionnaire Brief (PDF)
- Appendix G - Consultation Group Summary Brief (PDF)
- Appendix H - Faculty Survey and Senior Survey Brief (PDF)
- Appendix I - Student Support Programs Inventory (PDF)
Campus Global Plan (PDF)
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. While examining these individual programs, the task force was also 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.
Currently Under Review
Please send your comments to Executive Vice Chancellor and Provost Scott L. Waugh
UCLA engaged Huron Consulting Services to conduct an assessment of the Graduate Division with the principal objective of identifying opportunities for increasing the Division’s effectiveness and efficiency. The consultants recommended a variety of approaches to increasing service quality and streamlining processes in the substantive areas of admissions, academic services, financial services, student services, division administration, and communications. The report is undergoing review by the campus community, the results of which will inform implementation planning. Thus, the report offers a set of suggestions rather than a roadmap for change.
The joint Senate-Administration Research Centers Task Force reviewed all UCLA research centers that receive any state support, including but not limited to Organized Research Units, to identify opportunities for cost cutting. The Task Force offered five recommendations: providing increased budget transparency; using indirect costs to support administrative functions; identifying best practices in publishing to minimize financial losses; reconsidering the structure and financing of libraries associated with the centers; and reducing funding for one center with considerable extramural funding.
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 jointly charged by the Senate and Administration and asked to provide recommendations to ensure that deans and faculty can move expeditiously and balance academic and financial concerns. Recommendations are being reviewed in concert with a new policy on self-supporting programs under development at the Office of the President.
The Task Force on Interdisciplinary Reporting Lines was jointly charged by the Chair of the Academic Senate and the EVC/Provost and asked to consider organizational challenges related to interdisciplinary units, including Centers for Interdisciplinary Instruction, Interdepartmental Degree Programs, and others. The Task Force endorsed and developed a proposal to create a new position of Dean, Interdisciplinary Studies.
When the Technology Infrastructure Fee was implemented, the EVC/Provost agreed to review it after three years. The TIF Review Committee report presents results of the three-year review. Following comments on the report by deans, vice chancellors, and the IT Governance bodies, the EVC/P accepted the major recommendations, with some modifications as described in a February 2011 memorandum.
The Humanities Task Force was jointly charged by EVC/Provost Waugh and Senate Chair Goldstein in August 2009 in order to consider 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. Discussion and debate about implementation of these recommendations continue as of January 2011.
The Neuroscience Task Force was charged by Chancellor Gene Block in August 2008 to set a course for the development of the Neurosciences at UCLA. UCLA has exceptional strength in the neurosciences and the potential to be among the top programs in the world. The Task Force was asked to conduct a review and develop a strategic plan to achieve this goal. The report provides this plan; early in 2011, the Chancellor and EVC established a Neuroscience Implementation Committee to carry out many of the recommendations in the plan.
This report describes results of an assessment of the infrastructure for research administration at UCLA conducted by Huron Consulting. The assessment, requested by the EVC in response to concerns expressed by faculty and administrators, identified a wide variety of opportunities to increase efficiency and reduce costs. Over the last two years, management and staff in the Office of Research Administration and campuswide have implemented many of the recommendations in the report and other improvements, leading to significant improvements in customer service, efficiency, cost savings, and productivity.