UCLA Administration

News & Views

June 2018

A bimonthly celebration of our ten administrative units, their dedicated staff and our successes as a team. In this issue we highlight FINANCIAL & ORGANIZATIONAL SERVICES, which supports all Administration departments with fiscal, training and organizational services.


Michael Beck, Administrative Vice ChancellorAdministrative VC Beck leads our team; submit your questions to him via email to adminvc@ucla.edu and check back here next month for an answer.

Paul Barone, Programmer and Analyst for Information Technology Services asks,

"How can UCLA Administration more effectively contribute to UCLA’s overall goal of reducing its carbon foot print? "

Thank you for asking about this critical topic. UCLA Administration has a long history of pioneering efforts to reduce emissions, including UCLA Transportation’s award winning programs to reduce greenhouse gas emissions and convert UCLA’s fleet to electric and sustainable fuel vehicles; UCLA Facilities Management and Environment Health and Safety partnering on the DEEP energy efficiency program to reduce energy use through retrocommissioning and smart laboratory programs; our new Air Travel Mitigation Fund to address the impact of business air travel; and UCLA Housing’s residence hall energy competitions.

Personally, I co-chair the Executive Sustainability Committee, which oversees the work of the Sustainability Committee as well as several sub-committees across campus. Additionally, the office of Sustainability, a sub-division of Facilities Management, serves campus under the direction of UCLA Administration. Our efforts focus on exploring new technologies, piloting programs, and instituting effective policies which help to achieve our sustainability goals. Currently, we are certifying campus departments through the City of Los Angeles Green Business Certification program and working with LADWP on renewable energy and efficiency programs.

Despite all our best efforts, we can and should do more to reduce UCLA's carbon foot print. As you can imagine, communicating the importance of these issues to our almost 5,000 staff members is a continual challenge. We all need to spread the word and encourage our friends and colleagues to take action. 

Additionally, our daily actions add up. Here are a few simple ways to help:

  • Use alternative transportation to get to campus
    ride a bike, take the bus, or join a car pool
  • Dress appropriately for the weather
    wear lightweight clothes to reduce A/C needs
  • Turn off your computer at night
    unplug to save even more energy
  • Reduce food waste
    food waste makes methane, a greenhouse gas

Each of us has an important role to play in reducing UCLA’s carbon footprint as we strive to achieve Carbon Neutrality by 2025. If you have ideas about how UCLA Administration can do more, please let me know. I am very happy to consider your suggestions.

All the best,


OED in the workplace

Organizational Effectiveness and Development (OED) is a group of talented professionals who employ research, objectivity, and a data-based approach to assess, diagnose, and understand workplace issues to help UCLA Administration and its ten units to maximize their effectiveness. OED focuses on assessing the workplace environment to ensure the appropriate elements are in place to allow for maximum employee performance; developing leadership and management skills to make sure that organizational strategies, people behaviors, and outcomes are in alignment to move the organization forward; and providing the necessary workplace skills training to assist individuals in enhancing their own abilities.

Services provided by OED include:


  • Leadership 2027
  • Strategic and operational planning
  • Prosci/ADKAR change management
  • Workplace, leadership and team assessments including 360s, Myers Briggs, DISC, Strength Deployment Inventory and others



  • Work environment surveys
  • Customer satisfaction surveys
  • Various ad hoc surveys
  • Performance metrics

Read more about survey services


  • Computer skills training, including the Microsoft Office Suite: Outlook, Word, Excel, PowerPoint, and Visio
  • Customized training for platforms such as IOS and Android devices

Register for Courses

If you have any questions or would like additional information about OED services, please do not hesitate to contact us.

Contact the OED Team

Download the new UCLA 311 app

Download for iPhone

download for android


Happy Fiscal New Year

The entire month of June is a particularly busy and stressful time for many departments within UCLA Administration. We are preparing for and managing graduation ceremonies, coordinating the move-out of student residents, transitioning to summer conferences, gearing up for classroom renovations as well as other deferred maintenance projects that are performed on campus during the summer, etc.  In addition, our accounting staff are working diligently on closing out the fiscal year (FY).

As many of you know, June 30 marks the end of the fiscal year for the University of California. All revenues and expenses incurred between July 1, 2017 and June 30, 2018 must be properly recorded and reconciled, a process known as fiscal closing. Each year the University of California uses the information from fiscal closing to publish financial statements and an annual report which serve to fulfill an important obligation as a responsible public university system. The closing process requires the coordinated efforts of all the UC Campuses.  At UCLA, all departments participate in this important process managed by Corporate Financial Services.

At June 30 each year, the campus General Ledger (GL) must reflect UCLA’s true financial standing at that point in time. In compliance with Generally Accepted Accounting Principles (GAAP), UCLA records all revenue earned during the fiscal year for services or goods provided as well as the expenses that were incurred to generate that revenue, which determines if the campus ends the year with a deficit or surplus.   

Because there are business transactions which have not yet concluded, there are expenses and revenue that must be either accrued or deferred. This is different from the cash-based accounting (e.g. balancing the checkbook) which most of us are familiar with in our daily lives. 

  • Expenses for goods or services received this FY but not recorded on the GL by the Corporate Finance deadline should be accrued, which means they are recorded as an expense even though a cash payment has not yet been made. 
  • Income for goods and services provided to an external customer this FY but not yet recorded on the GL should be accrued.
  • Income and expenses for goods and services not yet received or performed but already recorded on the GL should be deferred, meaning that they should be charged in the next fiscal year. 

Due to the volume and complexity of the accruals and deferrals generated by departments within UCLA Administration every year, Financial Management Services (FMS) reviews and verifies all entries before forwarding them to Corporate Accounting for posting. It is our goal to keep year-end accruals and deferrals to a minimum by having departmental staff stay up-to-date with all transactions and resolve outstanding issues as soon as possible. For FY 2017-2018, the deadline to submit accruals and deferrals to FMS is 10:00 a.m., Monday, July 9, 2018.  

If you have any specific questions, please contact your analyst at FMS. As always, FMS is available to assist you with issues and to answer any questions you may have with regards to fiscal closing.

Contact your FMS Analyst

Closing instructions and deadlines


Resilient Bruins Prepare

What caused the worst disaster in California history? 

  • 1994 Northridge earthquake
  • 1989 Loma Prieta earthquake
  • 1906 San Francisco earthquake & fires
  • none of the above

Believe it or not, an earthquake was not the cause of the most devastating disaster in California history. As hard as it may be to imagine after years of severe drought in the State, rain across the entire West in the winter of 1861-62 led to the worst flooding ever experienced in California, Oregon, and Nevada. The consequences were devastating: thousands of people died; several hundred thousand heads of cattle, sheep and lambs drowned; more than 300 miles of California’s Central Valley was covered in 30-feet deep water; and the State of California was forced into bankruptcy.

The US Geological Survey projects that a storm this size will happen once every 100-200 years, about as often as the San Andreas fault is estimated to rupture. Since there hasn't been a catastrophic flood in the past 150 years, it is easy to forget this potential hazard exists. Although rain is so familiar that it seems benign, it is as important to train and prepare for flooding and all its consequences as it is to prepare for earthquakes and other disasters. 

Flooding at UCLA in 2014

UCLA grounds crew, officers and firefighters help with clean up after a broken water line caused flooding at UCLA (2014).


Although most disasters have little chance of killing you, they may create serious challenges and profoundly impact your life for weeks or even months. With the clock ticking before the next disaster occurs, it is imperative that you prepare for your own safety as well as that of your loved ones and your extended community.

At UCLA, the Office of Emergency Management (OEM) provides resources and training to help you prepare for a variety of emergencies, including earthquakes, fires, floods, and mudslides.  Take a few minutes to sign up for training now; you are welcome to attend a session at your convenience or make arrangements for a presentation to your department.


Sign up for FEMA-certified CERT training


Bookmark bso.ucla.edu for official updates during an emergency


UCLA Administration assesses the conditions necessary for creating a high performing work environment because when the right conditions are in place, the desired results will more likely be achieved. Work environment research suggests the following factors contribute to employee job satisfaction, engagement, and motivation.

  • leadership
  • communication
  • effective business processes
  • employee learning
  • employee mobility
  • appreciation and rewards

These are the basic requirements needed to create a good work environment in order to generate optimal customer satisfaction, financial performance, and employee retention.

Last year, a “pulse” survey was launched to measure seven focus areas that were important to monitor. Thanks to a targeted focus of efforts, these items have shown year-over-year improvements:

OED survey results chart

This demonstrates that when everyone works together toward a common goal, more can be achieved.


A summary of the 2018 highlights include:

  • Teamwork items top the highest scoring items
  • Work Environment conditions appear to be improving
  • Compensation and career growth opportunities need more focus

Employee comments suggest that employees continue to want mutual respect, fairness, the right tools and equipment, and a positive environment of teamwork and support. 

Organizational Effectiveness and Development (OED) helps the division to understand the analysis of results based on item and overall scores, and comment themes. In addition, OED provides assistance with planning efforts to improve the work environment conditions.

The findings of the 2018 Work Environment survey revealed that continued focus is needed in the following areas:

  • My workgroup will use this survey to make improvements.
  • My department will make necessary changes when work is not productive.
  • The current work processes make it easy to do my job well.
  • My department shows appreciation for good work.
  • My department provides the necessary tools and resources to prepare us for career growth opportunities.

Employee involvement and communication are key to creating an effective work environment. All employees should be involved in the planning process and take ownership in creating this change. It takes each and every employee to create a great place to work.

Forever Bruin

When her father dropped her off at Rieber Hall for freshman orientation in 1977, little did Teresa Todd, née Paniccia, know that UCLA would become such an important part of her life and her heart. Her parents, both having grown up in the countryside of German-occupied Italy, were impoverished, having very little food and much less education. Her father got his first pair of shoes when he came to the U.S. at age 21. So it should not be surprising that Teresa barely understood then the true significance of the impact a college education, at a world-renowned university no less, would bring to her life.

Teresa Todd

Teresa started her career at UCLA as a student employee in her freshman year at Hedrick Hall Dining Services and would never move back to her parents’ home again. She transferred to Hedrick Hall Front Desk the summer before her sophomore year and was later promoted to the supervisor’s position. She enjoyed meeting and serving all of the residents and guests, and especially loved working full-time in the summers when various conference groups, many from foreign countries, stayed in the residence halls.

Always intrigued with Latin, Teresa met her future husband in Latin class during the Fall Quarter of 1982, and while he pursued his Masters and Ph.D. here, Teresa continued her career pursuits at the university. (Their son is also a UC graduate.) Through her tenure, Teresa has held positions in UCLA Administration, as well as in University Relations, and is currently a Principal Financial Analyst in Financial Management Services. She continues to enjoy serving the organization by providing support to client departments in their budgetary and financial needs, and is continuing to learn and meet new challenges. Teresa is the consummate professional and is meticulous and organized in everything that she does, so she is the one making sure that her co-workers adhere to the campus schedules and meet deadlines!

During her career at UCLA, Teresa said that she has met some incredibly talented and exceptional individuals who have greatly influenced her life, as well as some of her closest lifelong friends.

As Teresa moves closer to retirement, she plans on pursuing her other passions. First on the agenda will be to audit her husband’s classes in History of Religions. A true gym enthusiast, she is also interested in pursuing her studies in exercise and nutrition, perhaps becoming a personal trainer. She also loves gemology, designing some of her own pieces with her jeweler, who has already offered her a career opportunity.

As she continues her journey, Teresa promises to stay connected to the university, which will always remain a special part of her life.

UCLA UCPath arrives September 2018

Virtual DWTS

Back in 2005 when Events & Transportation was still Transportation Services, a show called Dancing with the Stars (DWTS) made its debut on television. At first, people had mixed feelings about it, but it caught on and became THE topic of discussion in the office.  People were selecting their favorites and giving critiques like they were judging on the dance floor. 

Virtual DWTS Trophy

Two years later - light bulb! - Pam Cedrone (E&T) and Gerrie Zvara (OED) had a crazy idea of creating a virtual DWTS competition where people chose who they thought would be eliminated each week until the final winner at the end of the season. The virtual winner would receive a DWTS mirror ball replica. Just like the real show, this virtual competition caught on and it has been going on between Events & Transportation and Financial and Organizational Services for 11 years now.

Virtual DWTS Winners Brenda Garland (OED), Gerrie Zvara (OED) and Michael Dempsey (FMS)

Brenda Garland (OED), Gerrie Zvara (OED) and Michael Dempsey (FMS)

Our very first Virtual DWTS winner was Julie Bollinger (OED).  Kim McGrail (E&T) and Gerrie Zvara had a couple of years of back to back wins. Even Xena, Lisa Koerbling’s (E&T) cat, had shared a victory for one of the seasons. Past winners also included Kyrie Bass (now at H&HS), Joanne Chang (OED), Renee Fortier (E&T), Brenda Garland (OED), Michael Dempsey (FMS), and Yen Tung (FMS). The current DWTS winners are Brenda Garland and Gerrie Zvara and the mirror ball replica is proudly back in the OED suite at the Wilshire Center.

Fortier Open House - July 17, 2018 10:00 - 11:00 AM, Room 214C @ UCLA Transportation, 555 Westwood Plaza

UCLA Administration News & Views - June 2018


Leadership 2027 program logoIn January 2017, the office of Organizational Effectiveness and Development launched Leadership 2027, an 18-month program dedicated to facilitating opportunies for current mid-level leadership to develop and grow in sync with UCLA Administration's organizational strategies and long-term planning. Preparing an organization’s future leaders is key to its overall success and Leadership 2027 is a proactive approach to creating a group of ready-now leaders.

The program's overarching goal is to strengthen our talent pipeline by developing critical leadership skills, competencies, and business knowledge within the organization. The structured curriculum includes:

  • Action Learning Modules
    Strengthen competencies that are key to leadership effectiveness: self-awareness, people orientation, business insight, business results.
  • Departmental Presentations and Tours
    Learn about the different business functions that make up Administration and discover potential opportunities for cross-functional collaborations to better serve our customers.
  • Feedback Partners
    Collaborate with a fellow cohort member outside of the classroom to practice and apply lessons learned in the workplace.
  • Coaching Sessions
    Discuss your progress in the program and professional development plans in 1-1 sessions with an internal coach. 
  • Group Projects 
    Work together to develop initiatives that improve communication and increase cross-functional collaboration to enhance the customer experience and provide service excellence.

Congratulations to the inaugural cohort for the program, which consisted of 22 participants from across UCLA Administration's ten divisions.

Leadership 2027

Back row (left to right): Bridgette Bell-Reed (H&HS), Eric Hunnes (FM), Julie Bollinger (OED), Zandy Eckrich (FM), David Wiedeman (E&T), Erik Ulstrup (FM), Bonny Bentzin (FM). Middle row : Neil Mansky (EH&S), Fran Knight (CHR), Gerrie Zvara (OED), Gerardo Galeano (CTO), Richard Lee (FM), Lauren Berghell (E&T), Todd Conover (FM). Front row: Cyndia Soloway (H&HS), Keiko Cadby (E&T), Jeanne Gervin (CHR), Amanda Ogden (EH&S).  Not shown in the picture: Carly Bobek (CHR), Abraham Varghese (ITS), Brandon Woolen (FM).
Leadership 2027 participants attest to the valuable opportunites the program has provided for professional and career development.

The L2027 program has broadened my understanding of the departments that make up UCLA Administration and how those departments impact each other and the greater UCLA community. My relationship to the UCLA Mission of Education, Research and Service has been strengthened, and I now tie my work – and the work of my department – into the mission. Overall, the L2027 program has helped me build relationships with leaders throughout the organization and given me a sense of our shared purpose.
Fran Knight, Campus Human Resources HRPC-South

"Leadership 2027 has afforded me the opportunity to connect with fellow managers across the Administration division in a way that I had not done before. Some significant collaborations have already resulted, including working with colleagues in HRPC and EH&S to ensure both new and existing employees are better informed on their commuter benefits. As a marketing manager, having this venue to share information about Transportation’s programs to an influential group of people who are eager to learn and take back materials to their respective departments is invaluable. In addition, the learning modules have been impactful, as have the stimulating group discussions. It’s encouraging to be in a room with people who face similar departmental challenges, can share best practices for overcoming those challenges, and further brainstorm ways to help positively impact the future at UCLA.
Lauren Berghell, Events and Transportation

"Leadership 2027 has been a fantastic experience and I highly recommend it to anyone looking to grow and gain skills and insights that will make an impact in their career. I especially enjoyed the lively discussions and learning from each other’s experiences, and am proud of the group projects that can significantly improve campus operations.
Neil Mansky, Environment, Health and Safety

"I applied to Leadership 2027 because I was intrigued by its overarching goal to strengthen the talent pipeline and grow critical leadership skills and capabilities within Administration. The result for me has been realized in several ways, 1.) I understand how I work best and how I relate to the people around me, 2.) I now have a network of colleagues across the entire Administrative organization I can lean on, 3.) I’ve learned to listen a lot more and focus on results rather than activity, and 4.) I have a deeper appreciation for the purpose of UCLA and how Administration plays a large role in its fulfillment. I found the experience to be invaluable and feel privileged to have been one of the selected participants. I would recommend Leadership 2027 to anyone who need to anyone who is looking to increase their knowledge base and wants to be part of Administration long term.
Dave Wiedeman, Events and Transportation


First-rate customer service for all our campus clients is a top priority. In each issue of News & Views, we'll honor UCLA Administration employees who go above and beyond our expectations in demonstrating exemplary customer service. To nominate an employee, please submit a brief description and photo via email to adminvc@ucla.edu. Award recipients receive two tickets to a UCLA sporting event, CAP performance, TFT production, or School of Music concert.

David AndrusDavid Andrus, Cable Specialist at IT Services, is a very talented and resourceful cabling technician. He is reliable and can be counted on to think out of the box to find solutions on complicated cabling jobs. David has been instrumental in the Bruincard Reader conversions, assuming responsiblity for new installations and repairs. Recently he trained a crew of technicians to assist him. David provides excellent customer service and is great to work with due to his easy going personality and willingness to tackle any job asked of him. We are fortunate to have him and appreciate his assistance across campus every day.

Timothy BanuelosTimothy Banuelos is a key member of the Bruin Commuter Services team with Events & Transportation. He has made several major contributions to the department, including developing critical data tracking systems that inform management's operational decisions, strategic planning, and positioning for our commuter programs. In addition, Timothy has played a pivotal role in the feasibility study of the proposed enhanced Transit Pass Program scheduled for implementation in June 2018. He was able to conduct a thorough analysis of the potential savings from a Pay-by-Tap transition for Metro transit, which could amount up to over $200,000 quarterly. Timothy diligently looks for efficiencies and cost reductions in our commuter services offerings while maximizing our resources for participants in alternative commuting programs.

Michal BroomfieldMichal Broomfield, Training Assistant at Campus Human Resources, has found herself addressing an increasing number of customer concerns due to the increase in online compliance training. Over the phone, Michael can diagnose complicated issues, explain them to users clearly, and resolve problems quickly-always with incredible patience and grace. After one particularly difficult call, all of her colleagues broke out in spontaneous applause at her composure and efficiency. This interaction represents her dedication to customer service and strong desire to help in problem solving.


Debby CookerDebby Cooker, Front Office Supervisor with Housing & Hospitality Services, has selflessly served guests of the UCLA Lake Arrowhead Conference Center (LACC) for 30 years. In her role overseeing the front office, she has connected with thousands of guests to provide them with a memorable and lasting experience in an off-campus UCLA environment. Debby embodies positivity and shares her spirit of hospitality and warmth with all visitors to the mountain retreat.  She embodies the vision of hospitality, even in the most challenging situations. Debby is a role model to all team members by prioritizing and enhancing the UCLA guest experience at all times in her daily work. Her genuine warmth, personality, and incredible work ethic ensure that our guests at Lake Arrowhead always look forward to returning to the mountain.


Vivian GutierrezVivian Gutierrez, Customer Service Supervisor at the Central Ticket Office, consistently demonstrates excellent customer service and exemplifies True Bruin Values in going above and beyond what is expected of her. In the week preceding the start of the commencement ticket distribution, Vivian dedicated many extra hours in the mornings, evenings, and over the Memorial Day holiday weekend to ensure tickets were properly prepared in order to provide the graduates with a positive customer service experience. 


Ron HandRon Hand, Supervisor of the Hardware Shop at Facilities Management, has been leading his 12-member crew at UCLA for nearly 10 years. The Hardware Shop’s already busy workload includes the care and maintenance of 35,000-yes, 35 thousand-campus doors! Ron spearheaded the installation of special, one-button door locks in 192 General Assignment and 208 departmental classrooms across campus, enabling doors to be locked quickly and safely from within the room. When Ron is not at work, it’s a good bet that he is spending his off-duty time mentoring the youth of his community in Redondo Beach, as a volunteer AYSO soccer coach and a Little League baseball coach.  Thank you, Ron, for your years of dedicated service!