Leads

• Darnell Hunt, Executive Vice Chancellor & Provost (Co-Chair)
• Michael Beck, Administrative Vice Chancellor (Co-Chair)

Description

The Goal 5 — Effective UCLA Steering Committee provides executive oversight and strategic direction for initiatives under Effective UCLA efforts within the Chancellor’s Strategic Plan. The Committee ensures that initiatives such as One IT align with broader university strategy and support UCLA’s mission of teaching, research, and service. The Steering Committee receives recommendations from advisory committees and working groups and retains decision-making authority related to scope, sequencing, and resource allocation.

Goals

• Guide strategic direction for institutional effectiveness initiatives across campus
• Ensure academic, research, and administrative priorities are reflected in outcomes
• Promote transparency, accountability, and alignment across governance structures

Participants

Lead

Lucy Avetisyan, Associate Vice Chancellor & Chief Information Officer, Digital & Technology Solutions (DTS)

Description

The One IT Team brings together Digital Technology & Solutions (DTS) and campus IT leaders to guide UCLA’s IT transformation through collaboration and shared governance with the campus community. The team leads discovery efforts to understand current technology services, identify opportunities for improvement, and design a future IT operating model that strengthens connections across campus. This collaborative and transparent work will create a more efficient, reliable, and forward-looking technology environment that supports UCLA’s teaching, research, and public service missions.

Goals

• Oversee the planning and implementation of One IT initiatives
• Coordinate efforts among campus IT staff, leadership, and governance groups
• Conduct discovery and analysis of current IT services in collaboration with campus partners
• Partner with campus units to evaluate and align technology services, ensuring resources are used effectively and support collaboration, innovation, and shared goals.
• Develop a unified IT operating model aligned with UCLA's strategic priorities
• Coordinate planning and execution across governance committees, campus leadership, and IT professionals
• Support the transition of people, processes, and technology to a cohesive, sustainable model shaped by shared governance and community input
• Communicate progress and gather feedback from the university community

Participants

Digital & Technology Solutions (DTS) leaders and subject matter experts:

IT Consolidation Leads & IT Unit Leads

Serve as key partners in the One IT initiative, representing their schools, departments, or administrative units throughout discovery, design, and transition planning.

Lead

The One IT Advisory Committee is co-led by designated campus leaders appointed to support shared governance and cross-campus coordination for the One IT initiative.

Scope

The scope of the One IT Advisory Committee spans the lifecycle of One IT planning and transition efforts, from discovery and design through transition planning and ongoing improvement. The committee’s role is advisory and focused on ensuring that diverse campus needs and perspectives inform recommendations.

The committee:

• Reviews and provides feedback on analyses and recommendations developed by One IT working groups
• Advises on priorities, sequencing, and potential risks
• Identifies impacts to academic, research, and administrative operations and advises on mitigation approaches
• Ensures proposed approaches reflect the diversity of campus functions and constituencies
• Serves as a conduit for campus feedback
• Elevates vetted recommendations to the Goal 5 — Effective UCLA Steering Committee for consideration

Goals

The One IT Advisory Committee prioritizes:

• Supporting shared governance and transparent decision-making
• Ensuring academic, research, and administrative perspectives inform One IT planning
• Identifying risks, dependencies, and operational considerations early
• Promoting continuity of teaching, research, and administrative services
• Encouraging coordination while respecting local expertise and needs
• Helping establish measures to track progress, service quality, and workforce integration

Membership

The One IT Advisory Committee is composed to reflect balanced representation across the university.

Membership includes:

• Co-Chairs (2)
• Academic Senate faculty representatives (2)
• Campus Human Resources representatives (2)
• Chief Administrative Officers (2)
• Deans (2)
• IT Unit Leads (2)
• Graduate Student representative (1)
• Undergraduate Student representative (1)
• Legal representative (1)
• UC Office of the President Ethics and Compliance representative (1)
• UC Chief Information Officer (1)
• DTS leadership representatives (as appropriate)

Co-Leads

• Drake Chang (Chief Information Security Officer)
• Veronica Garcia (Deputy Chief Information Officer)

Description

The IT Alignment Council serves as the decision-making body that oversees campuswide IT procurement and staffing transactions to ensure all technology and hiring decisions align with UCLA’s One IT strategy and institutional goals. This council brings together leaders from Digital & Technology Solutions (DTS) and campus units to evaluate requests, track progress toward consolidation goals, and guide investment decisions that strengthen UCLA’s digital foundation.

Acting as a central governance mechanism, the IT Alignment Council reviews proposed technology purchases and IT position changes to reduce duplication, align with campus priorities, and support an efficient, coordinated technology environment.

Scope

The council reviews and approves:

• IT Procurement Requests – including major system purchases, renewals, and investments
• IT HR Transactions – such as hiring, reclassifications, separations, and position changes related to IT functions

Together, these processes ensure that UCLA’s IT resources and staffing align with strategic priorities and campus needs.

Priorities

• Align technology purchases with the One IT strategy
• Prevent duplication of enterprise capabilities
• Position standard tools for long-term value
• Align staffing requests with current and future resourcing needs

Key Objectives

Consolidate & Rationalize

• Contain technology purchases during transition to support a unified strategy
• Review spend data to identify opportunities for consolidation
• Track progress toward rationalization targets
• Review staffing requests and IT position changes in partnership with Campus Human Resources (CHR) and One IT and HR Unit Leads

Sustainment

• Expand rationalization targets and identify new opportunities
• Develop a pipeline for emerging IT services
• Ensure alignment with campuswide technical standards and practices
• Create staffing pathways aligned with evolving digital capabilities

Membership

Visit our dedicated Working Groups page to learn more about their charges and deliverables.