Back issues by year published
2005, 2004, 2003, 2002, 2001, 2000, 1999, 1998, 1997, 1996
| |
Year 2003>>
| | |
Spring 2003
The Challenge
Going After the Best
Can We Afford Excellence?
The Price of Excellence
Strength in Numbers
First & Goal

University Communications

External Affairs
ucla home

Spring 2003
Strength in Numbers
page 1 | 2 | 3 | 4 | 5 |

Having a large and successful research program benefits the university’s overall enterprise. “Excellence attracts excellence on all levels,” says Roberto Peccei, vice chancellor for research. “Scholars want to be in the most stimulating and supportive research environment. With ample resources coming in, you can build top-notch facilities and recruit the best graduate students and faculty. And because research grants are competitively awarded, these scholars are receiving external acknowledgement of the quality of their work, further enhancing the university’s reputation.”

UCLA’S SUCCESS IN FUND-RAISING reflects the public’s pride in that reputation. Today, Campaign UCLA, the second comprehensive fund-raising drive in the university’s history, approaches its 2005 conclusion with $2.19 billion already raised toward a final target of $2.4 billion. Only three other American universities, all of them private, have raised more than $2 billion in a campaign.

LIKE THE RESEARCH PROGRAM, PRIVATE GIVING ENJOYED IMPRESSIVE RESULTS IN 2001-’02; THE TOTAL OF $509.2 MILLION IN GIFTS AND PLEDGES SET CAMPUS AND UC RECORDS. Thus far in 2002-’03, UCLA is on pace to achieve its year-end goal of $300 million. Raising the bar for consistent philanthropic support is one of the primary reasons for mounting campaigns, says Dennis Slon, associate vice chancellor for development. “The campaign has been important as an organizing principle,” Slon says, “enabling us to make the case for private giving, and to elevate the annual results. Campaign UCLA has effectively tripled the amount of money we raise per year.”

These numbers sound impressive, and indeed they are, but it’s important to understand their actual impact on UCLA’s financial bottom line. Private giving provides only about 4 percent of the university’s $3-billion budget for core activities. Nevertheless, it can help to make the difference between a good university and a great one. “Many of the university’s accomplishments would not have been possible without private funding,” Slon says.

<previous>  <next>

2005 The Regents of the University of California