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it is people who make a university — people who want to be
a part of a great institution and who, through their commitment
and achievements, make it even greater. In our efforts to attract
the finest faculty, students and staff, UCLA’s reputation,
location and academic and research programs are seldom at issue.
When we do fall short in recruitment and retention, the reasons
are usually financial.
fall I established a Competitiveness Task Force to help us meet
head-on the challenges posed by the financial-resource gap. The
task force is looking at ways in which we can ensure that we continue
to recruit and retain the very best faculty and students. We are
also looking to ensure that we make the kinds of investments in
our capital programs that relate most to attracting and retaining
the best people, such as increasing the amount of student housing,
ensuring that quality child care is available, modifying our libraries
and building state-of-the-art laboratory facilities.
addition to maximizing the resources that we already have, we must
also attract new resources. There is ample cause for optimism, given
recent successes in both research funding and in private fund-raising.
In Fiscal Year 2002, UCLA received a campus record $767.8 million
in extramural research contracts and grants, keeping us among the
top five universities in the nation for total research funding from
all sources. UCLA jumped from 12th in the nation in 1997 to third
in 2000 in federal funding for science and engineering research.
year was also a banner year for philanthropic contributions to UCLA;
we raised a record total of $509.4 million, highlighted by David
Geffen’s gift of $200 million to the School of Medicine, which
was renamed the David Geffen School of Medicine to honor his remarkable
pledge. Even if we had not had the great fortune of receiving David
Geffen’s gift, last year would have been the second-best fund-raising
year in UCLA history. We have developed a remarkably strong private-giving
program, and Campaign UCLA, which is so vital to us because of the
versatility of the funding it generates, now stands at close to
$2.2 billion. Our campaign goal of $2.4 billion is well within sight.
These successes reflect the strong support that UCLA enjoys throughout
California and beyond. And they demonstrate that despite the resource
constraints we face, greatness is within our grasp.