Your vote counts. Make sure to vote. The candidates for Vice Chair of the Academic Senate, Chair Elect are:

Clifford Brunk, Professor of Organismic Biology, Ecology & Evolution

Academic Senate Service: Chair, Biology Department (3.5 years); Chair, Graduate Council; Member, Executive Board; Vice Chair, Committee on Planning and Budget (2 years); Chair, Undergraduate Council; Chair, Committee on Educational Policy; Member, Committee on Undergraduate Prizes and Awards.  Systemwide Service: Chair, Coordinating Committee on Graduate Affairs; Member, University Committee on Budget and Planning; Member, Academic Council; Member, Academic Planning Council; Member, Committee on Research; Member, UC Merced Task Force; Member, Commission on Graduate Student Growth and Support; Member, Board on Joint UC/CSU Doctoral degrees.

During my three decades at UCLA, along with teaching and research, I have considered that departmental, Academic Senate and Systemwide service has been a significant part of my academic career.

The University of California is fortunate among major universities in having effective “shared governance”. The Academic Senate represents the faculty in this process and for “shared governance” to work efficiently the faculty perspective must be presented coherently and forcefully.  This is particularly true in times of fiscal stress, at such times it is critical that faculty be well represented.  The Senate must generate a reasonable and consistent plan for action from the diverse opinions of individual faculty.  Ultimately the Administration is responsible for taking action, while the responsibility of the Senate is to present the faculty perspective on issues as they arise.  Frequently the perspectives of the faculty and the administration are shaped by different pressures and considerations.  It is essential that the perspective presented by the Senate be as reflective of faculty opinion and as well informed as possible.  It is critical that the perspective presented by the Senate be grounded in the best traditions of a major university and reflect the collective wisdom of a distinguished faculty.  “Shared governance’ requires mutual respect, flexibility and hard work both on the part of the Senate and the Administration. 

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Richard A. Goodman, Professor of Technology and Strategy, AGSM

Administrative Service. Chair of the Management Strategy and Policy Area (1979-1982; 1984-1986, 1992-1996) Vice-Chair of the Department of Management (1972-73), Senate Service: Council on Educational Development, 1972-75, (Chair, Planning Subcommittee, 1974-75.), Committee on Academic Freedom, 1979-82 (Chair, 1981-82.), Committee on University Extension, 1986-89 (Chair, 1988-89), Committee on Committees, 1992-95). Council on Planning and Budget, 1998-2002 (Vice-Chair, 1999-00, Chair (2000-2002), Senate Executive Board (2000-2002). University Service: Faculty Center Board, 1998-2002 (President, 2001-2002), Chancellor’s Enrollment Advisory Committee (1999-2001), Chancellor’s Capital Programs Advisory Committee (2000-2002), Chancellor’s Advisory Committee on the Strategic Planning Process (2002) System-wide Service: University Council on Planning and Budget (2000-2002), President’s Task Force on Staff Compensation (1978-79).  President’s Task Force re: Impact of SP-1, SP-2 on Graduate and Professional Schools . (1995-7).

We find ourselves in a situation in which we face serious uncertainty about the funding available to the University from all sources. At the same time we are facing dramatic growth in our student body and in our faculty. We need to achieve a delicate balance between short-term limitations and the excitement promised by growth.

I am committed to the maintenance and improvement of the University’s teaching and research programs.  This commitment focuses upon support available for the teaching process and the concomitant capital investment needed in a period of unprecedented growth.  At the same time the University will need to strengthen and expand the research infrastructure in terms of research faculty, central research administration and the space, facilities, laboratories and other capital that are essential if we are to ensure fulfillment of the research mission. 

Achieving this balance requires care and wisdom, much of which must flow from faculty in all disciplines and at all levels. Thus, I am further committed to the continued building of collaborative processes in which advice and perspective are sought widely, and in which the faculty view is clearly articulated within the campus decision-making process. In recent years the Senate’s presence in consultation with current campus leadership has grown considerably. Concurrently, the Senate has been seeking increased breadth and depth in our deliberation process. A more fully informed faculty will lead to a better informed Senate and to an increase in the University’s resolution to continue driving excellence in our dual missions of teaching and research.

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Elections Commissioner: Prof. Michael Asimow, Law

Senate staff contact: Boni Mendez, x53851, bmendez@senate.ucla.edu