A Publication of the UCLA Meyer and Renee Luskin School of Public Affairs
Winter 2014
C E L E B R AT I N G
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Y E A R S
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8 feature 10 through the years 12 reflections on building an institution 17 profile > founding dean, archie kleingartner 18 all the answers departments
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milestones seen & heard
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alumni notes donor honor roll
A publication of Dean Franklin D. Gilliam, Jr. editors Alex Boekelheide, Matt Hurst Contributors Alex Boekelheide, Ruby Bolaria, Matt Hurst, Max Wynn, Adeney Zo Photography Alex Boekelheide, Todd Cheney, Mary Beth DeLucia, Eric Evans, Matt Hurst, Michael Moriatis, William Short, Other images
courtesy of Joy Chen, Stephen Collett, Michael Fleming, Zahir Janmohamed, Eric S. Lee, Matthew Mizel, Ira Arthell Neighbors, Department of Public Policy, Department of Social Welfare, Department of Urban Planning, Cultivate L.A., W. Haywood Burns Institute for Juvenile Justice Fairness & Equity Design ETCH Creative
20 from the dean As we approach the 20th anniversary of the Luskin School of Public Affairs it is both a time to reflect and a time to look to the future. In the mid-1990s then-Chancellor Charles Young had a vision to create a new graduate school that would focus on the fields of policy, planning and social welfare. Under the leadership of founding dean Dr. Archie Kleingartner, the newly named School of Public Policy and Social Research was opened in 1994. Two of the School’s three departments — Social Welfare and Urban Planning — already existed as academic units in their own right. The third, Public Policy, was a brand new department that had to be built from scratch. Indeed, in the first few years the department “borrowed” faculty from other campus units to mount the curriculum. I was “something borrowed” and taught Introduction to Public Policy to the first couple of student cohorts. In 2008 I became the third dean of the School after serving as Associate Vice Chancellor of Community Partnerships for several years. My mandate was to grow the School’s infrastructure; strengthen the School’s intellectual identity; and expand student opportunities. As I undertook these tasks I had the good fortune of solidifying my relationship with two wonderful UCLA alums — Meyer and Renee Luskin. . In March 2011, we had the great fortune of receiving a $50 million transformative naming gift from Meyer and Renee and we were officially renamed The UCLA Meyer and Renee Luskin School of Public Affairs.
The Luskin gift provided us the opportunity to rethink how our unique institution can best meet the challenges of the 21st century. We developed a strategic plan to set out best way to utilize the gift. Over 700 people (faculty, students, alumni, civic and community leaders) took part in the process. Five strategic initiatives were identified: Global Public Affairs at UCLA Luskin, an emerging Institute around issues on inequality and democracy, a focus on developing tomorrow’s leaders, the drive to enhance interdisciplinary thinking, and a rapid research service. We have made great progress on this plan over the last 18 months. Luskin Global has been imple-
We have benefitted greatly from those that have preceded us while pushing forward on new initiatives, innovations, and programs. mented, and students can now receive a certificate in Global Affairs. We are conducting a national search for a director of the new Institute, and we have held workshops and seminars on leadership as well as providing students with significant leadership opportunities. We have begun to utilize our rapid research service and have received significant grants to support interdisciplinary research and teaching. In all, the UCLA Luskin School of Public Affairs is on solid footing. We have benefitted greatly from those that have preceded us while pushing forward on new initiatives, innovations, and programs. This dynamic is reflected in the pages that follow.
milestones
FARM COUNTRY, LOS ANGELES A group of Urban Planning students created the first comprehensive picture of urban agriculture in L.A. County. Urban agriculture, as defined in the report, is any undertaking that produces, processes, distributes or sells fruits, vegetables, livestock, floral goods or other materials in urban settings or their immediate surroundings. The findings can be found at cultivatelosangeles.org CICLAVIA GOOD FOR BUSINESS
GENTRIFICATION OR SMART GROWTH?
The Luskin Center for Innovation conducted a study of CicLAvia’s impact on average business revenues along the route during the citywide car-free event in June. Typical Sunday business
Sunday during June CicLAvia
Businesses that engaged CicLAvia participants with music or other activity
$2,715 $3,122
$4,071
Associate Dean and professor of Urban Planning Anastasia Loukaitou-Sideris, and Paul Ong, a professor of Social Welfare, Urban Planning and Asian American Studies, received a $696,000 grant from the California Air Resources Board to explore the impact of transit-oriented development on lowincome communities. By analyzing patterns of displacement in relation to transit-related development, the team will chart empirical data on rates of displacement near transit projects and provide a model for policy makers considering these kinds of projects. By project’s end, the grant aims to provide analytical tools suitable for use by municipal governments across the state.
FACULTY HONORED
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DONALD SHOUP
SUSANNA HECHT
EVELYN BLUMENBERG
The Urban Planning professor was named one of the Top 100 City Innovators Worldwide by UBM Future Cities. Shoup is recognized for his influential book, The High Cost of Free Parking.
The Urban Planning professor received the Carl O. Sauer Award, given to “leading authorities” for “significant contribution towards Latin American geography.” Hecht’s work on the deforestation of the Amazon led to the founding of the field of political ecology.
A UCLA Luskin alum, Blumenberg took over as chair of the Urban Planning department in July. Her research focuses on the impacts of spatial location of residents, employers and services on economic outcomes, especially for low-wage workers.
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impact White House Honors Torres-Gil Fernando Torres-Gil, a professor of Social Welfare and Public Policy, received the 2013 “Legacy of Leadership” award from the White House Fellows Foundation & Association. Torres-Gil, who also heads the Center for Policy Research on Aging, served as a White House Fellow from 1978-79. The Legacy of Leadership award honors outstanding Fellows program alumni. “By any measure, Fernando has lived all the values of the White House Fellows program,” the award commendation reads. Torres-Gil is the author of six books and
more than 100 articles on gerontology, the disabled and immigrant populations. In addition to his academic credentials, he has served various roles in government, including as Assistant Secretary for Aging in President Clinton’s Department of Health and Human Services. President Obama named him Vice Chair of the National Council on Disability in 2010.
...our greatest natural resource isn’t oil or gas; it’s the genius of human potential. — Tweet from @UCLALuskin during Early Childhood Education event quoting New Jersey Senator Cory Booker and moderated by Dean Franklin D. Gilliam, Jr.
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Percentage of parklet users on Spring Street who are local residents, based on a new study from UCLA Luskin’s Complete Streets Initiative showing that the parklets helped improve the quality of life.
46
National rank of Los Angeles in per capita personal income levels, based on a study by UCLA Luskin’s Center for Civil Society. L.A. ranked 10th in the country in 1969.
143,000
Number of foreclosures between 200712 in Los Angeles County, according to a study from the new Center for Social Inequality.
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THINKING GLOBALLY As part of the School’s strategic plan, the Global Public Affairs curriculum was launched in Fall Quarter. The program, led by Urban Planning professors Michael Storper and Steve Commins (above), studies problems that have trans-border causes or effects. Furthermore, it allows students to gain an appreciation of the ways global public affairs structure our world and engage the global community as they pursue their studies. Learn more at global. luskin.ucla.edu.
Portion of parking-meter time occupied by cars displaying disabled placards one day on Flower Street, according to research by Michael Manville UP Ph.D. ’09 and Jonathan Williams MA UP ’10.
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BOOMs AND BUSTS AT THE LOCAL LEVEL In the years before the Great Recession, did cities and municipalities get carried away with spending? Once the downturn hit, how prepared were local governments to face suddenly pressing needs in their communities? Urban Planning professors Paavo
With funding from the John D. and Catherine T. MacArthur Foundation, the project team includes Larry Rosenthal, of UC Berkeley’s Goldman School of Public Policy, and Tracy Gordon of the White House Council of Economic Advisers.
new from the faculty bookshelf
WHY ARE SO MANY AMERICANS IN PRISON? Public Policy professor Michael Stoll examines why more people are incarcerated today than ever, and why we stand out as the nation that most frequently uses incarceration to punish those who break the law.
Monkkonen (left) and Michael Lens plan to address these questions as they lead a three-year, $610,000 study aiming to better understand the behavior of local governments during times of economic upheaval. By painting a clearer picture of how local leaders spent in the good times — and how they cut back in the bad – the researchers aim to help smooth the impacts of future booms and busts on local economies.
“The California State Controller recently released a series of audits on the City of Stockton, which confirm our suspicion that ambitious spending and borrowing without proper consideration of future revenue streams was a major cause of its current problems,” Monkkonen said. “These case by case efforts to differentiate causes suggest a more systematic evaluation of the phenomenon is needed.”
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LEGACIES OF THE WAR ON POVERTY Public Policy professor Sarah Reber contributes to this book examining the War on Poverty as a costly experiment that created doubts about the ability of public policies to address complex social problems.
Number of local jobs that could be created if only five percent of the rooftop solar energy generating potential in L.A. County was realized. Capturing five percent of solar capacity would also reduce carbon dioxide emissions by 1.25 million tons. These results were based on an atlas produced by the Luskin Center for Innovation.
NEW MAYOR GIVES UCLA LUSKIN A SEAT AT THE TABLE When Eric Garcetti was sworn in as Mayor of Los Angeles in July, he moved quickly to make appointments to some key City governing bodies — and strengthened ties to UCLA Luskin in the process. UCLA Luskin board member Michael Fleming, seen above at left, being sworn in as a member of the Board of Water and Power Commissioners, has a big task in front of him as part of his new appointment.
Garcetti said the new DWP commission would “shake up the status quo” at the utility, which has come under scrutiny for its pension plans and spending through an affiliated nonprofit foundation. Steve Soboroff, another member of UCLA Luskin’s Board of Advisors, is heading a revamped L.A. Police Commission. Soboroff’s first major goal is to outfit LAPD officers with small cameras on their uniforms to
“ You all want to work in things you believe in. But what’s really important is working for people you believe in … and who believe in you.” — Reggie Love, formerly President Barack Obama’s personal ADVISOR, SPEAKING to a group of students at UCLA Luskin.
record potentially controversial encounters. He hopes to have the initial set of cameras in place within a year. Urban Planning professor Ted Bardacke was named by Garcetti as deputy director of the new Los Angeles Office of Sustainability. In addition, Kelli Bernard MA UP ’94 was named by Garcetti as deputy mayor for economic development.
“ The solutions to homelessness are complex, and when you think about poverty there are a lot of different factors that go into that. I think that having many different lenses to approach the problem will guide us to better solutions and better programs.” — Linea Koopmans, a second-year Social Welfare student, and one of the organizers of “Can Los Angeles End Homelessness? ” a series of student-led events put on by Koopmans and students from Public Policy and Urban Planning.
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seen & heard
It’s a chance for our School to contribute to an important cause. This is an opportunity to come together as a whole — students, faculty and staff — to address one of society’s most pressing problems and make a difference.” Dean Franklin D. Gilliam, Jr. prior to United Way’s HomeWalk to help end homelessness in Los Angeles on Nov. 23, 2013. UCLA Luskin had a team at the event for the third consecutive year.
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As an urban planner, it was exciting to see the new affordable housing opportunities that are being built down here. There seems to be a lot of active redevelopment of the area. Hopefully [the policy students also on the tour] will soon be writing the legislation to fix Skid Row and I’ll be implementing it as an urban planner.”
You cannot break the law to enforce the law. You must enforce the law with respect.”
Lucia Fischer, second year Master of Urban and Regional Planning student, at a student-led tour of Skid Row on Oct. 11, 2013.
The students at UCLA Luskin are perfect candidates for those internships and, in fact, for careers in the foreign service … Within the Department of State there are bureaus and offices that are dealing with the exact same issues the students here at UCLA Luskin are dealing with — in all three areas.”
If we give [consumers] music or a book, then they [no longer] have to buy it.” Steve Rennie, President of REN Management, at “Public Policy for Innovation in the Digital Age: The Future of Digital Music Delivery” on Oct. 15, 2013.
William J. Bratton, former LAPD Chief, at the Luskin Lecture Series event “Policing: Where We Have Been, Where We Are & Where We Are Going” on Nov. 7, 2013.
William Martin, Diplomat in Residence at UCLA Luskin, in a “UCLA Luskin: Did You Know?” video on Oct. 25, 2013.
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Cover feature
Twenty years ago, three different UCLA departments were brought together in what some called “a difficult birth.” But, after two decades, the departments of Public Policy, Social Welfare and Urban Planning have not only co-existed, they’ve thrived. The past thoughts of a failed relationship have given way to a School that combines the best of each individual department into a comprehensive effort to improve society. In this issue of Luskin Forum, we recount the greatest achievements of the UCLA Luskin School of Public Affairs, run through the timeline of events that have shaped the School, hear from three longtime instructors to get their thoughts on the journey, and present a history of the School told by those who helped shape it.
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GREATER THAN THE SUM OF ITS PARTS UCLA'S PU BLIC AFFAIRS SCHOOL CELEBRATES 20 YEARS
Renee Luskin and Chancellor Gene Block unveil the School’s new name at a March 2011 ceremony.
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COVER FEATURE
January 1997 The undergraduate minor in Public Policy offers its first classes. The cross-disciplinary minor remains one of the most popular at UCLA. July 1997 Fernando Torres-Gil, a professor of Social Welfare and Public Policy, is named associate dean of the School.
May 1993 At the direction of Chancellor Charles E. Young, a committee chaired by Archie Kleingartner submits “A Report of the Task Force on Teaching and Research in Public Policy and Public Service,” laying the organizational and intellectual groundwork for UCLA Luskin.
2002: The Center for Civil Society, a research center focused on civil society, nonprofit organizations, philanthropy and social enterprise, is established.
December 1995 The School moves into its current location, formerly the School of Management building, after it was renovated and seismically retrofitted for $2.8 million. October 1997 The Senior Fellows Leadership Program is launched, promoting interchange between graduate students and civic leaders across Los Angeles. Today, the program includes more than 190 civic and cultural leaders among its alumni.
1993 1994 1995 1996 1997 1998 2000 2002 February 1994 A 13-member committee puts forth a plan to transfer Social Welfare, Urban Planning and the new Public Policy department into one administrative unit.
1996 The School receives its first major gift — $402,000 from UCLA alumnus Hal E. Martin to create the Hal E. Martin Scholarship Fund for students.
February 2000 The School announces its inaugural Advisory Board. Today, UCLA Luskin’s Board of Advisors includes 20 members from the public, private and nonprofit sectors.
July 1, 1994 Following approval of the UCLA Academic Senate and the UC Board of Regents, the new UCLA School of Public Policy and Social Research officially opens. Archie Kleingartner is named acting dean.
Fall Quarter, 1996 Public Policy department welcomes its inaugural class.
December 2000 Former vice president Al Gore accepts a visiting professorship at the School, teaching courses on family-centered community economic development.
November 1994 The School receives a $180,000 grant from the John Randolph Haynes and Dora Haynes Foundation for research on minimum-wage occupations in Los Angeles. In the 20 years since, UCLA Luskin researchers have received $2.4 million in funding from the Los Angeles-based foundation.
June 1993 Chancellor Young and Executive Vice Chancellor Andrea Rich propose a “dramatic move” to restructure five existing professional schools and create a new Public Policy department — saving more than $8 million annually.
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November 1996 Barbara J. Nelson assumes role as the first permanent dean of the School.
April 1998 The Department of Social Welfare celebrates 50 years at UCLA.
September 23, 2004 The School changes names and becomes the UCLA School of Public Affairs.
April 2013 The Department of Public Policy marks 15 years of granting graduate degrees at UCLA.
May 2010 The Department of Urban Planning marks its 40th anniversary.
September 2008 Franklin D. Gilliam, Jr., a professor of public policy and political science and UCLA’s Vice Chancellor of Community Partnerships, is appointed dean of the School.
June 2013 The 7,000th graduate of the School of Public Affairs crosses the Royce Hall stage.
January 2012 Undergraduate students enroll in a new Gerontology Interdisciplinary Minor through a partnership between the Department of Social Welfare, Geffen School of Medicine’s Division of Geriatrics and the Fielding School of Public Health.
2004 2006 2008 2009 2010 2011 2012 2013 FALL 2009 The Luskin Center for Innovation prepares for its move into the School of Public Affairs. The Center was established with a $5 million gift from Meyer and Renee Luskin in 2008.
January 26, 2011 Meyer and Renee Luskin make a $100 million donation to UCLA, half of which is dedicated to programs at the School of Public Affairs. The School is renamed the Meyer and Renee Luskin School of Public Affairs in their honor.
February 4, 2009 Alfred Aboya, enrolled in the Public Policy department, starts for the UCLA men’s basketball team.
September 2006: The undergraduate minor in Urban and Regional Studies makes its debut, with three students completing the course work in the 2006-07 academic year.
March 21, 2011 Several leaders, including Chancellor Gene Block and LA Mayor Antonio Villaraigosa, attend naming ceremony to dedicate School as the Meyer and Renee Luskin School of Public Affairs.
THROUGH THE YEARS UCLA Meyer and Renee Luskin School of Public Affairs luskin.ucla.edu
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REFLECTIONS ON BUIL D
A n O ral H istory of the U C L A Lus
From its beginnings in a campuswide administrative reconfiguration to its current position on the global stage, the School of Public Affairs at UCLA has had a long and winding journey. Here, individuals that guided the School along that path share their firsthand impressions of the decisions — for better or for worse — that made UCLA Luskin what it is today. “ UCLA was in a very serious budget crisis and had to save a lot of money and cut a lot of costs. I was the chairman of the Academic Senate at that time. We had to free up money, which allowed us to establish the School of Public Policy. That was the good thing that came out of this. But some painful things had to be done along the way.” —Archie Kleingartner, founding dean of the School of Public Policy and Social Research, 1994-96 “ There were a couple of things that led to it. One was the Professional School Restructuring Initiative, which we had been working on for quite some time. We felt it would be a good idea to take the one school we had in that area, which was Social Welfare, and make it a broader program. And, among other things, bring planning into it. We thought it was better in a social science environment than it was in a professional technical program with architecture.” —Charles Young, UCLA Chancellor 1968-1997
“ There was tension initially because those two units — one had been a school by itself and the other one had been the other half of a school by itself — now had become departments. And they felt downgraded or demoted, which happens often when you reorganize in campus units and you move the deck chairs around. And at the same time, Public Policy was being built because it had no faculty, so they had to go out and recruit people. They’re going out and recruiting people and these other two places are feeling like they’ve been demoted. It was a very interesting case study in organizational behavior and what happens.” —Franklin D. Gilliam, Jr., dean UCLA Luskin School of Public Affairs since 2008 “ There was opposition. Really a lot. Much of it aimed at Andrea Rich [Executive Vice-Chancellor from 1991 to 1995] and myself. She was the point person for the campus and the administrative side and I, being the chairman of the committee on the academic side, and the committee put the School together.” —Archie Kleingartner
TOP 20 ACHIEVEMENTS All three departments ranked in the top ten graduate degree programs at public universities worldwide.
1998: Social Welfare instructor Mary Brent Wehrli is the first of three from the School — the others are Megan Berthold Ph.D. ’98 and Marshall Wong rooms, MSW ’86 — toclassrooms be awarded the Yeara modern, by the National Association of Social Workers. School renovates conference offices, and Social studentWorker lounge, ofproviding high-technology All three departments ranked in the top ten graduate degree programs at public universities worldwide.
2000: The School announces first Advisory Board, which includes three who are still part of School’s Board of Advisors today.
The Global Public Affairs at UCLA Luskin program is launched in 2013, setting up the School to become an international r
2013: Public Policy professor Mark Kleiman leads a group to help Washington state implement its regulations governing legal marijuana. 1999: School receives a $1.6 million gift to develop a new curriculum for students focusing on leadership and management careers.
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DING AN INSTITUTION
us k in S chool of Public A ffairs “ It was, in a way, a somewhat difficult birth.” —Mark Peterson, professor of Public Policy since 1998 “ Chancellor Young saved $8 million in costs alone in taking the schools apart and reconfiguring them.” —Archie Kleingartner “ It was inspired by Chancellor Young’s vision of having a firstrate public affairs and policy program on campus, but it was done and executed in the context of saving money during a budget crisis and that’s not the normal way that you establish new institutions. It wasn’t as though there were large bundles of cash to throw at people.” —Mark Peterson “ It was a very tough transition. It was not a happy marriage. It was a shotgun wedding.” — Gerardo P. Laviña MSW ’88, Social Welfare field faculty instructor since 1993 “ I watched all this happen from across campus, so to me it made sense. Conceptually, I understood it. But if I’m in Urban Planning or Social Welfare and was demoted from a school to a department, yeah, I’d be upset.” —Maciek Kolodziejczak, Director of Student Services, Public Policy department, since 1996 “ Nobody who is a nationally prominent school wants to be a department under someone else’s enterprise.” —Mark Peterson
“ Basically the initial reaction from the planning faculty was to fight it. So they attempted to mobilize as much support on the campus against the disestablishment of the graduate school of architecture and urban planning.” —Paul Ong, professor of Urban Planning since 1985; chair of the department from 1995-98 “ The threat was: Either you come together, or your program will be eliminated.” —Gerry Laviña “ We knew that it was going to be a rocky road. We knew that from the outset many of those people in those two programs thought it was nonsense and wouldn’t work, and for awhile, didn’t try to make it work. And then I think they realized that it could work and they could come together and do things that they didn’t think were possible to do before. I think our hopefulness and aspirations proved to be realistic.” —Charles E. Young “ The Chronicle of Higher Education called it ‘the biggest restructuring at a major university in 50 years.’ There was a point in time where we were shadowed by campus police because we had received threats. In the many thousands of letters we received from alumni and political leaders who had a stake, they were opposing what we were doing.” —Archie Kleingartner
2012: School establishes the Luskin Lecture Series to enhance public discourse on topics relevant to the betterment of society. 2003: U.S. State Department chooses School as its Southern California campus to hold Diplomats in Residence, one of just 17 nationwide. 1994: Former Massachusetts governor and ’88 Democratic Presidential nominee Michael Dukakis is visiting professor at School, teaching classes every winter quarter. 2006: UCLA Luskin School has two former UCLA Chancellors — Charles E. Young and Albert Carnesale — among its faculty.
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“ The biggest problem was morale. The faculty morale was extremely low. They felt defeated. They felt not appreciated. They felt that the future was uncertain. Without a sense of real potential for the future, it would be very difficult to mobilize the students and faculty. I think some of the earlier difficulties — disruptions and mundane things of moving in and finding furniture — the normal day-to-day challenges of relocating, those things you could do much more easily if you were under a situation where you chose to move rather than feeling you were evicted and had no choice.” —Paul Ong “ The transition was not an easy one for Social Welfare — for the faculty, for the alumni or for the community, because the School of Social Welfare had been one of the first two graduate schools of social work in Los Angeles County. It was us and USC. It wasn’t because of us joining together with Urban Planning and the development of Public Policy and having more of a policy focus. That was not the concern. It was more of a concern of not being a school and whether the viability of resources of teaching social work was going to be maintained in the partnership.” —Mary Kay Oliveri, Social Welfare field faculty instructor since 1994 “ We feared losing our connection to architecture, but it actually strengthened. We now have joint courses and a joint degree with architecture. When we were in the old school nobody could get a joint degree in architecture and urban planning. Only after we became separate schools did we develop a joint degree where students could get simultaneously a master of urban and regional planning and master of architecture.” —Donald Shoup, professor of Urban Planning since 1974
“ The big rumor, because we were attached to the School of Public Policy and Social Research, was that we would no longer have the clinical aspect of our program. That was — and still is — in the rumor mill when I go out recruiting. Our graduates do the best in the licensing exam in California. Is that any indication that we’re less than a clinical program? No.” —Gerry Laviña “ My field faculty colleagues were really clear in terms of the field component, which is half of the MSW program — that part hadn’t changed really. The academic component of it, because we were now part of the School of Public Affairs, had changed somewhat. We aligned ourselves more with the other two departments, so the course work, I think it changed only in the sense that it needed to match more closely with the objectives of the other two departments as well.” —Laura Alongi Brinderson MSW ’92, Social Welfare field faculty instructor since 2001 “ The other element is the building had been the home for the management school and it moved over to the brand new complex and left this building with some resources for renovation, but the social sciences, whose classrooms were just stuffed, had anticipated this building would be available to them for their activities. So it did not strike them as a particularly productive use of resources to create this new school in the midst of this building when space was so valuable.” —Mark Peterson “ Archie and then Barbara [Nelson, dean from 1996-2008] had to build this school out of these rather disparate and incomplete parts, so that was a giant task. It’s not easy to do and it was particularly difficult given the tensions that naturally existed as a result of the reorganization. So, to their credit,
TOP 20 ACHIEVEMENTS 2008: The David Bohnett and Ann C. Rosenfield Public Affairs Fellowships (2013) are established as full-year student programs to award tuition remission and executive internships. 1995-2005: School rockets past its Campaign UCLA goal, raising 122% of target. 2011: Social Welfare professor Fernando Torres-Gil selected by President Obama to serve on the National Council for Disability. 2010: Luskin Center for Innovation joins School putting four high-profile centers under one roof: the Luskin Center, the Ralph and Goldy Lewis Center for Regional Policy Studies, the Institute of Transportation Studies and the Center for Civil Society.
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Archie and Barbara managed to bring together the school, build up the Public Policy department and create a new entity out of these pieces that have been reorganized.” —Franklin D. Gilliam, Jr. “ I think the School owes [Barbara Nelson] a debt of gratitude for moving it forward for a good deal of time.” —Charles E. Young “ [Dean Nelson] went around to all the faculty and she met with all the staff and basically wanted to hear our ideas and our concerns and make a personal connection with us. That was the beginning of us coming together and it felt like we were part of a bigger School.” —Gerry Laviña “ Getting the school from there to here was not a cakewalk. It took the enormous capacities of the most energetic faculty in the departments to make this thing work.” —Mark Peterson “ That was the fun part. We’re creating everything and we’re starting from scratch.” —Maciek Kolodziejczak “ To tell you the truth, towards the end of Dean Nelson’s tenure, one of the positive things that came out of it, was that it forced the faculty of all three departments to coalesce. It’s one of those situations where all three departments had a common challenge and concern. It sort of represented another opportunity to move to a different stage in the trajectory of the School. In some sense, that was one of the most positive things. The faculty talked more across the departments and they were communicating their concerns as well as aspirations of the School.” —Paul Ong
“ When I was chair [2002-05], the other two chairs were terrific people. We were able to work very well together. We finally started saying to ourselves ‘Why are we called policy studies?’ And everybody, including the chancellor [Albert Carnesale, 1997-2006], wasn’t happy with the name of the School, which was a cobbled together series of words which was intended to address various people’s interests, but it didn’t work very well, and it was very hard to go out and entice a naming donor to the School of Public Policy and Social Research.” —Mark Peterson “ Nobody could ever say it, by the way. It didn’t roll off the tongue and its acronym was unwieldy.” —Franklin D. Gilliam, Jr. “ The problem was if we changed our name to what we wanted it to be — Public Policy — then we were the department that had our name and the School’s name, so that couldn’t go on. We finally settled on the School of Public Affairs. But there were two remaining issues: Social Welfare had just transitioned from a School to a department embedded into a School with a funny name such that its constituents’ groups didn’t even know it still existed. Right at the moment where they reached that comfort level, I come along and say we want to change the name. So we talked through how this could work for everybody, how we could use this as another signature moment and how we could use this to really get the message out about Social Welfare and social work at UCLA and seize the moment. And then Urban Planning had this issue that even though the School was changing to the School of Public Affairs, we were still in the Public Policy building. The result is this department got the name it should have had and it’s much easier for its presence to be recognized. The School got a name that was inclusive and didn’t belabor anybody and simplified the message to a donor. What did we ultimately become? The Meyer and Renee Luskin School of Public Affairs.” —Mark Peterson
2014: UCLA Luskin alumni found in 37 countries around the world, and on every continent except Antarctica. 1997: Public Affairs minor is created, and headed by professor Eric Monkkonen, giving undergraduates access to a broad-based curriculum of public affairs courses. 1997: Senior Fellows program established. Since inception, program has matched more than 200 mentors with UCLA Luskin students. 2012: School renovates conference rooms, offices, classrooms and student lounge, providing a modern, high-technology environment for teaching and research.
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“ The talk in the community was that Social Welfare was going to become exclusively policy oriented and we were going to stop having a level of excellence and training of practitioners. That would be lost, that was the concern. Are your students going to come into internships strong and prepared? Are you, as faculty, going to participate in agencies as well as the agency issues that emerge locally and statewide? Are graduates going to compete for the best jobs and show early in their career they can move into leadership like they have all along before we lost status as a school? That’s not something that you shift easily. It took at least a decade because it took that long for the local and state communities to believe we were going to continue to participate in a leadership way.” —Mary Kay Olivieri “ I think the School has established itself as one of its kind in the country and that means in the world. I think people view themselves as faculty of the School and as members of their departments.” —Charles E. Young “ I don’t know what would have happened without the change.” —Donald Shoup “ I think the School is finally developing an identity. While the Luskin gift monetarily was important, I think maybe as important, if not more important, was the Luskin name. Now we were UCLA Luskin in the way that its NYU Wagner or Princeton Wilson or UCLA Anderson exist. The gift helped to create an identity and a culture that could be developed around that identity.” —Franklin D. Gilliam, Jr.
TOP 20 ACHIEVEMENTS
“ I think the gift absolutely helps us stand out from some of the other professional schools on campus. But I also think that the departments that we have in the School give us a unique view of the world. I think that we have a unique collection of disciplines that are becoming well integrated.” —Todd Franke, professor of Social Welfare since 1993 “ The spin that was given was that these were like-minded departments with cross-functioning ideas. And 20 years later, it actually is true.” —Gerry Laviña “ I take pride in what we’ve done.” —Maciek Kolodziejczak “ The School, after those birthing moments, went from some pretty significant degrees of tension to a period of ‘live and let live’ to a period now where there are organic interests that tie faculty together across departments.” —Mark Peterson “ I do think it feels that because we’re a School, one thing that we need to be mindful of all the time is how we as a department contribute to the School. My little perspective is that we always have to bring something back to the School. We always have to show that we are viable and we have to explain to people coming from other worlds and disciplines about what we do and we’re relevant somehow.” —Laura Alongi Brinderson “ I think there’s still room for growth. There is an energy and real commitment on the part of the dean and others to become an internationally relevant school.” —Archie Kleingartner “ I’m very pleased with what’s happened, and very satisfied with our decision to create the department, and put the department into the program with the other two departments to make a School that is greater than the sum of its parts.” —Charles E. Young
Ongoing: All three departments ranked in the top ten graduate degree programs at public universities worldwide. 2013: Global Public Affairs program is launched — the first of its kind on the West Coast — setting up the School to become an international leader. 2011: Strategic plan for the School unveiled. Initiatives include the Global Public Affairs program, a new institution of inequality and democracy and the Leadership Initiative, establishing the School as a leader in identifying and addressing society’s most pressing problems. 2011: Meyer and Renee Luskin donate $100 million to UCLA, half of which goes to School of Public Affairs.
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luskin forum / / winter 2014
Profile > F ounding
Dean
Archie Kleingartner It’s not the way most conventional people would probably choose to split their time, but Archie Kleingartner isn’t really a conventionalist. Speaking from his winter home in the typically rainy Eugene, Ore. — he spends summers in the quaint California Central Coast town of Ojai — the memories rush back to Kleingartner. And there are a lot of them. It was Kleingartner who was tasked over two decades ago with the unconventional method of transforming the way UCLA would look. Taking Chancellor Charles Young’s maxim to cut close to $10 million, Kleingartner had to find a way to do it while still maintaining UCLA's academic stature. In 1993, when the word came down that five different areas of campus would have to be shoehorned into other areas — cutting 140 staff and faculty positions — Kleingartner was the chair of the Academic Senate. “It was the first new school established at UCLA in 30 years,” Kleingartner recalls, “so it’s not done very often.” And, boy, was there opposition. “That faculty was not shy about voicing their opinions, and it was, really, a very long process,” he said. “To be truthful, it was a political process to get the support of what we wanted versus
Kleingartner’s legacy, though, is not to be forgotten as the School continues to develop in its third decade. That is why longtime UCLA supporter John Long, ’69 established The Archie Kleingartner Fund for Faculty Excellence, through the John and Marilyn Long Foundation. The generous half-million dollar endowment will encourage and incentivize interdisciplinary research among UCLA Luskin’s faculty — helping to further Kleingartner’s early vision of developing a leading research-driven school dedicated to investigating and solving a wide range of public affairs issues. “I think our hopefulness and aspirations proved to be realistic,” former Chancellor Charles Young said about the formation of the School. “I think Archie played a very effective role in the beginning of making that happen.” Now it seems fitting to walk into the UCLA Luskin building and see Margaret Mead’s quote hanging on the first floor wall: “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever does.” Kleingartner was a visionary, helping to lead the campus through a difficult time, getting a solid foundation built underneath the School, and setting it up for its position on the world
At a senate meeting in 1994 an economics professor said ‘The real test of whether this is a good school is not what it is right now but what it is in 20 years.’ And here we are at 20. what others wanted to do, which was not to change anything.” After the formation of the School of Policy Studies and Social Research, which brought in the Urban Planning department and the School of Social Welfare, Kleingartner was named the first dean. This new role, much like his previous one, was to maneuver people through this unconventional transition and make it seem conventional. He held the position for less than three years, giving way to Barbara J. Nelson, who is known as the first permanent dean of the School. “That was my decision, because it was good to have a new person come in,” Kleingartner said. “A number of faculty left the School to go other places and some healing had to occur. It was good to have a new administration.”
stage. Who could have imagined a $50 million gift? A Public Affairs minor for undergraduates? Numerous centers and studies that have shaped policy in the United States? A Global Public Affairs curriculum? Not many people, although Kleingartner was one of them. “It was an interesting period,” he recalled. “In a big academic senate meeting in 1994 when we were voting, one of the professors from the economics department, who was opposed to the establishment of the school, said ‘The real test of whether this is a good school is not what it is right now but what it is in 20 years.’ And I thought ‘Golly that’s forever.’ And here we are at 20. And he was correct.”
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Cover feature
all the answers
MARK PETERSON
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Professor, Public Policy, Political Science and Law
One of the things that I found attractive and made it easier for me to decide to come to the School was that the department had already hired a few senior faculty members but there were also a number of junior faculty members who were outstanding and came from the top programs in their discipline. That was a signal to me — that an institution that was able to recruit people who could have had many opportunities coming out of the top Ph.D. programs chose to come to a new school. That was a very vulnerable thing to do when you’re fresh out of graduate school, and it suggested that there was something going on here that was worth paying attention to.
sible. We always need to ask, what are the students experiencing in the most important part of their MPP education, and how is that going to affect what they’re going to be experiencing in their careers? I’ve been asked to apply for many types of positions at other institutions and I have chosen not to, with two exceptions. I can’t tell you what they were, but they were both dean positions at public policy schools. In each case I didn’t feel any particular desire to leave here. Frankly, I hadn’t set out to become a dean, but if I were to become a dean, I asked myself would these be schools I would want to think about? And they both were. In both cases I met with
You almost never get to participate in building from the beginning a new national program. To be in an environment that is so collegial and so uninterested in hierarchy, where everybody could be a participant in that process, was a rare opportunity and created by a very unusual set of circumstances. We did a major comprehensive curriculum review (as chair of Public Policy from 2002-05). The Public Policy Department MPP curriculum had been established by the original faculty and I thought they did a terrific job. We got to the point by the time I was chair, however, with enough years under our belts, where I felt we could ask, ‘Should we make any changes?’ And so we put together a full comprehensive review and we collected the curricula of a large number of the other top public policy programs around the country, and then we made some adjustments in the core curriculum. It was really a way of doing the hard work you have to do to anchor the program to be as effective as pos-
the search committees in confidential on-campus interviews. In one case I know they spent a lot of time talking about bringing me out for the full public campus interview. One school was, shall we say, in a different part of the country in the winter. I came back from the interview with the search committee and the next day my wife and I went for a walk on the beach in Santa Monica; I turned to her and said ‘What was I thinking?’ Most of us in this department have lots of ties to lots of people in institutions across campus. I am tied to the Center for Health Policy Research; I’m tied to the Center for American Politics and Public Policy; I’m tied to the Institute for Society and Genetics; I’m engaged with people at the Center for Healthier Children, Families and Communities; I’m in the policy core at the Center for HIV Identification, Prevention, and Treatment Services, and I have appointments in the Department of Political science and now in the Law School. What a life!
luskin forum / / winter 2014
BIG IDEAS The Master of Public Policy degree culminates with a two-quarter Applied Policy Project dedicated to a major policy issue. The objective is to challenge students to conduct a detailed investigation of a real policy problem and to frame it in a wider social context. Since the initiation of the Applied Policy Project, these are the top 15 topics that have been most examined:
Economic Development 77
INTERNATIONAL ISSUES 135
Welfare 23
MUNICIPAL GOVERNMENT 20
Education 82
Community Development 22
Regulation 21
Health 58
Environment 64
Crime 35
Labor 45
Government 30 Transportation 28
Children 38
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Cover feature
SERVICE ACROSS THE REGION Over a quarter of UCLA Luskin’s Social Welfare alums are working in Southern California, dotting the landscape from Paso Robles all the way to San Diego. This group of practitioners, spread out over 150 cities, are working in agencies large and small to help people every day, proving that UCLA Luskin alumni have this area covered. This list is a snapshot of the largest departments employing Social Welfare alumni.
JEWISH FAMILY SERVICE OF LOS ANGELES 13 alumni
CEDARS-SINAI 14 alumni
KAISER PERMANENTE 49 alumni
LOS ANGELES UNIFIED SCHOOL DISTRICT 11 alumni
UCLA 84 alumni LOS ANGELES COUNTY 184 alumni
CITY OF LOS ANGELES 40 alumni VETERANS AFFAIRS MEDICAL CENTER 18 alumni
USC 15 alumni
CITY OF SANTA MONICA 11 alumni
ORANGE COUNTY 13 alumni
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all the answers
LAURA ALONGI BRINDERSON Field Faculty Member, Social Welfare Field faculty are really interested in developing quality internship sites with the students and making sure that students are gaining from those experiences. I realized that our mission is more macro-focused because we’re aligning ourselves with these other two departments that aren’t as clinically focused as our MSW program
it. If my door is open I will have somebody come in and say, “Hey can I talk to you for a second?” and that’s what I enjoy — the spontaneous contact that you get with the students. They’ll talk about an interaction they had in their internship, something that happened with a client, and you’re still utilizing clinical skills with the students, because they’re
is. But my responsibility as field faculty is still to develop those placements that are going to expose the students to these clinical foundations, because my area is clinical work. I was looking for a profession that would allow me to work with people on a clinical level. I considered psychology — my undergraduate degree was in psychology. I considered sociology but, in my mind, that was broader than what I wanted to be doing. I came here to an open house and I remember meeting the field director and he said something about social workers working with people in their environment. And I thought ‘Yeah! That’s right!’ What I always saw myself doing was working oneon-one with people. That’s why I came to this program – it seemed like a nice way to work with people directly. When I was offered the job here, I was also considering going back into the front line and doing crisis response work. So it wasn’t necessarily a no-brainer because that position also spoke to me in some way and it was exciting because I would be going back to do that kind of work that people go into social work for — that I wanted to go into social work for. You’re able to effect change at a very deep level. The best part of the work, I think, is working directly with the students and I love when they come in. I say that I have an open-door policy, and students respond to
thinking they’re just going to come in and shoot the breeze with me and they’re telling me something about what happened with a client and I’ll say, “Oh, interesting — why did you decide to ask the question that way?” And then we’re in a clinical conversation. So, finding those teaching moments and making them happen is really nice. Field faculty also do field seminars, which is supposed to be a bridge between what they’re doing in the field and what they’re doing in the classroom. We do those maybe six to eight times a quarter and those are a part of my job that I really enjoy. It’s helping the students make those connections between the articles they’re reading in class. I feel proud that I graduated from this program, and I think the students feel like they can look at me and say, “Well you made it, and you found a way to survive and pay your bills,” so yeah, there’s a little more passion. Social work is a profession that can take people as far as they want to go. I never in my wildest dreams [thought] I would be here teaching. I really have come full circle. I was here as a student and now I’m back here teaching students in the same program that I got this degree in. I feel really grateful for the opportunity, and I’m very mindful that it doesn’t happen everyday. I’m more than grateful that I chose this profession.
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Cover feature
all the answers
DONALD SHOUP
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Distinguished Professor, Urban Planning
It wasn’t parking that I was interested in at the beginning. It was the land market. And then it seemed to me that parking was a wonderful example that had not been looked at by many people. I think it was a very low status thing to look at. I think in academia the important people look at international affairs, and then the step down is national affairs, and
I have three things I recommend. One is to charge the right price for curb parking, meaning the lowest price you can charge to have one open space on every block; the second is to return all the revenues to pay for public service on that street; and then the third thing is to remove the off-street parking requirement.
you’re kind of parochial if you look at state government, and then the lowest rung is local government, and then within local government parking is probably the lowest rung of that ladder. I’m a bottom feeder, but we bottom feeders have a lot of food. I look at parking as part of the land market. It is essentially the market for land. I think it’s the best example of a land market because the parking space is the most commonly transacted piece of land on earth, and it is the same all over the earth. No one wants to pay for parking. It’s not sensible to tell people you ought to pay for parking. I think that this and a number of other things I’ve done in public finance and in zoning I’ve tried to look at a solution that doesn’t require a big change. Here’s my new test: I’d go to take my keys and go to the front door of my car, and my wife would go to the other side, and every time I did it, traffic came to a halt. Meaning to me that the only reason they were there was to hunt for free parking. When you’re cruising you’re not paying attention to pedestrians or bicyclists, you’re looking for someone with a key in their hand. That’s my “key in the hand” technique.
You have the freedom to do research on a topic that you think is important. That is something that the UCLA Luskin School of Public Affairs has given me. See, if I had been in the economics department this would never have been acceptable. I think that urban planning is at a very primitive stage, maybe like medicine was 100 years ago. Nobody knows the year in which they started saving more lives than ending them. It was not that long ago that they prescribed lead and mercury as medicines, and leeches and things like that. And we’re sort of at that stage in urban planning. I think it will be looked back on as being astonishingly harmful. I hope I live that long. Just as people look back at medicine in horror at what they were doing, I think they will look back at us, especially as global warming happens, and say ‘These people knew what they were doing and they did it anyways. This must be the worst generation ever.’ I think I’ve always tried to write things in a way so that the reader will think ‘Oh my God, he’s right.’ Of course, they’re all my ideas, the proposals that I’m recommending seemed implausible or irrelevant or unimportant or impossible, but now, I mean a lot of people are drinking the Kool-Aid as they say, and you know the ideas are being implemented.
luskin forum / / winter 2014
THE ACADEMIC INFLUENCE OF MARTIN WACHS Distinguished Urban Planning professor emeritus Martin Wachs has taught a wide range of students throughout his time at UCLA Luskin, and many of them have gone on to instruct students of their own. Take a look at how a selection of Wachs’ students, and his students’ students, have carried his academic influence across the country and around the world.
Cynthia Ghorra-Gobin; Department of Geography, Ecole Normale Superior, Paris, France
Torsha Bhattacharya; University of Hawaii
Bambang Susantono; University of Indonesia
Gustavo LePage; Venezuela
Jin Murakami; University of Hong Kong Jennifer E. Day; University of Melbourne Booi Hon Kam; Royal Melbourne Institute of Technology, Australia
Martin Wachs; UCLA Robert D. Blanchard; Oakland County, Michigan James Ortner; UCLA Robert Cervero; UC Berkeley John Shaw; Richard W. Lee; San Jose, Calif. Bambang Susantono; University of Indonesia Aaron Golub; Arizona State University Jason Kelley; Arizona State University Christopher Ferrell; New York City Christopher Cherry; University of Tennessee Luke Jones; Valdosta State, Georgia Shuguang Ji; University of Tennessee Casey Langford; University of Tennessee Zane Pannell; University of Tennessee Hongtai Yang; University of Tennessee Michael D. Duncan; Florida State University Jennifer E. Day; University of Melbourne Jin Murakami; University of Hong Kong
Bruce S. Appleyard; San Diego State University Robert Schneider; University of WisconsinMilwaukee William W. Riggs; Cal Poly San Luis Obispo Guangyu Li; UC Berkeley Erick S. Guerra; University of Pennsylvania Jun Louis Onaka; San Diego, Calif. Tom Whitney; South Carolina State University Booi Hon Kam; Royal Melbourne Institute of Technology, Australia Gustavo LePage; Venezuela Charles Codman Taylor Blankson; Fontana, Calif. Michael D. Hollis; Los Angeles Brian D. Taylor; UCLA Eugene Kim; Los Angeles Daniel Hess Baldwin; University of Buffalo Julie Hwang; DePaul University Jeffrey R. Brown; Florida State University Torsha Bhattacharya; University of Hawaii
Hiroyuki Iseki; University of Maryland Timothy Welsch; Georgia Tech Yangwen Lee; University of Maryland Mary Evan Garette; Saint Louis University Allison Yoh; Los Angeles Eric Morris; Clemson University Camille Fink; Chicago Andrew Mondschein; NYU Wagner Cynthia Ghorra-Gobin; Department of Geography, Ecole Normale Superior, Paris, France Lewison Lee Lem; Bethesda, Maryland Jianling Li; University of Texas, Arlington Lou Kellye Brewer; University of Texas, Arlington Mary Jane Breinholt; Georgetown & George Washington University; Washington D.C. Nabil Mohsen Kamel; Arizona State Shawn Conrad; Yakima, Washington
These names are a representative sample of students for whom Martin Wachs served as a dissertation advisor during his time at UCLA.
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Alumni notes
‘YOU HAVE TO LIVE WHAT YOU WRITE’
Zahir Janmohamed MPP ’01 is writing a book about his decade of living and working in Gujarat, India, where he witnessed widespread violence against Muslims early in 2002. “I was always haunted by the memories of the Gujarat violence and specifically the children whose lives I saw destroyed,” he says. “I always wondered — how do they, and how do I, move on from a tragedy?”
People’s ability to creatively express themselves and take control of their own narrative is critical to a community’s advancement and to quality of life. It’s a social justice issue and an important element of how we should think about equity and healthy places where people can thrive. Maria Rosario Jackson UP Ph.D. ’96 on the importance of public art in a community’s sense of identity
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luskin forum / / winter 2014
BUILDING A WORK-LIFE BALANCE IN CHINA Despite her roots in the States, Joy Chen MA UP ’98 is changing the lives of a generation of Chinese women. Her book Do Not Marry Before Age 30 challenges years of Chinese tradition that instructs women to get married early and have children, setting aside freedoms enjoyed by their American counterparts who can choose to place education and career success ahead of marriage and family. “The purpose isn’t to persuade people, but to start conversations about women that need to happen — how they can unlock their own potential and make their dreams come true,” Chen says.
Chen didn’t set out to become a writer, although that title falls short in describing the range of her activities. The success of Do Not Marry Before Age 30 has turned her into a media star in China, and Chen now hosts television shows, writes magazine columns, and produces Internet videos. Chen hopes she can serve as a guide for women navigating China’s evolving cultural environment. “I think the central question facing modern women in China is how do they sort out this huge social pressure?” she says. “They’re sorting through all that and trying to figure out how to carve out their own path as women with their own dreams and own ideas.”
SMART GOVERNANCE How can government leaders increase their ability to tackle immense management challenges? Eric S. Lee MA UP ’92 leads Bennett Midland, a management-consulting firm modeled on traditional corporate consulting firms but with a tight focus on the civic sector. “I was really struck by how little support there was for people with big jobs in government,” Lee says. The New York-based firm traces its roots to Lee’s service in the Bloomberg administration, where he witnessed “smart, intentional efforts to help the city thrive.” Since then the company has helped fight crime in Newark, N.J., and has demonstrated the benefits of bike lanes in New York. Lee hopes by improving management he can encourage effective governance. “People can offer advice, but there is very little support for how to reorganize a staff so it’s optimally organized,” he says.
The Applied Policy Project was a fantastic experience. We learned a lot about the client’s particular needs, their challenges and how we could address them with our policy work. That is exactly what I’m doing now. John Gahbauer MPP ’09, a Senior Planner/Analyst at Parsons Brinckerhoff
IN MEMORIAM
alumni honored GINA PERALTA MSW ’04 has returned to campus as a guest lecturer in Social Welfare 290T, Social Work and the Juvenile Justice System. Peralta works across California keeping youth out of incarceration.
IRA ARTHELL NEIGHBORS MSW ’83 received the Sol Gothard Lifetime Achievement Award from the National Organization of Forensic Social Work. Neighbors recently retired as dean of graduate studies at Southern University New Orleans.
STEPHEN COLLETT MPP ’13 passed away from complications of pneumonia in October 2013. A valued friend of UCLA Luskin, Collett was remembered for his service to the community as the Libertarian candidate for California’s 33rd Congressional District.
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donor honor roll
Recognizing gifts made between July 1, 2012 and June 30, 2013
The UCLA Luskin School of Public Affairs gratefully acknowledges the following alumni, friends, students, faculty, staff, and foundation and corporate partners for their donations made during the 2012-13 fiscal year. Listed are those who made contributions of $250 or more. We deeply appreciate the generosity of all supporters of the Luskin School, as well as those who have lent their time and talents to enhance the educational experiences of our students. Renewing donors who have sustained their support over the last two consecutive fiscal years are specially recognized with the symbol §, and new donors are acknowledged with the symbol *. To see a complete list of all 2012-13 UCLA Luskin donors, please visit luskin.ucla.edu/content/giving DEAN’S LEADERSHIP COUNCIL $250,000 and above David C. Bohnett The David Bohnett Foundation James Irvine Foundation The Andrew W. Mellon Foundation $100,000 and above John Randolph Haynes and Dora Haynes Foundation § David A. Leveton ’59, JD ’62, Director of the Ann C. Rosenfield Fund § Ann C. Rosenfield Estate § William E. Simon, Jr. and Cindy Simon § $50,000 and above Anonymous § Archstone Foundation The Rosalinde and Arthur Gilbert Foundation § Kellogg Foundation § Ralph M. Parsons Foundation $25,000 and above Anonymous § The Dream Fund at UCLA Donor Advised Fund* Ewing Marion Kauffman Foundation* David I. Fisher and Marianna Fisher § Calvin B. Gross and Marilyn B. Gross § Carol L. Gullstad MBA ’87 and Wayne J. Gullstad MBA ’86 The Gullstad Family Foundation Susan R. Lewis and James C. Lewis * Richard G. Lewis* John S. Long ’69 and Marilyn Long § Long Family Foundation § Brian A. Rishwain ’87 and Erin Rishwain § Rishwain Family Relief Fund § Lawrence R. Sauve ’70, MA ’78 § Sound Body Sound Mind Foundation* Lynne G. Zucker and Michael R. Darby § $10,000 and above Anonymous § The Aquamarine Institute* James R. Bergman ’64, MBA ’66 and Judy G. Bergman ’66 § Bergman Family Foundation § Corday Family Foundation §
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luskin forum / / winter 2014
Jeffrey Glassman ’69 and Cecilia Glassman JD ’88 § Judith E. Glickman ’59 * Albert Glickman Family Foundation* IBM Corporation* Mark Kleiman § Joanne C. Kozberg and Roger A. Kozberg** ’58 § Michael M. Mahdesian MA ’83 and Natalie Mahdesian § Noel Massie* Cynthia D. McClain-Hill ’78, JD ’81 and Philip E. Hill MD ’82 § Hilary Norton, Exec. Director of Fixing Angelenos Stuck in Traffic* Byron Reed* Vicki Reynolds ’58 and Murray S. Pepper ’56* Susan F. Rice MPA ’76 and Donald B. Rice § Jeffrey A. Seymour ’73, MPA ’77 and Valerie J. Seymour ’73 § Steve Soboroff and Patti Soboroff § Maureen E. Stockton ’86 and Bryan G. Stockton § Lois M. Takahashi § Wells Fargo Bank* $5,000 and above Gregory S. Baer MA ’89 and Sindhu N. Baer § Susan N. Bales ’72 and Michael Goldstein § The Bales Family Foundation § Mark Benjamin and Pat Benjamin § Timothy N. Papandreou MA ’04 § Loren Rothschild ’60 and Frances Rothschild ’63, LLB ’66* Rothschild Family Foundation* Robert F. Schilling and Sheryl L. Miller § E. Randol Schoenberg and Pamela Schoenberg* Annette F. Shapiro and Leonard Shapiro § Mr. & Mrs. Ralph J Shapiro & Family § Weingart Foundation § $2,500 and above Astrid Beigel MA ’67, PhD ’69 § Stephanie N. Bronson ’81 and Harold Bronson ’72* Alan I. Casden*
Casden West LA LLC* Stephen Curtiss Collett, MPP ’13 § ** Vanessa M. Dingley and John Dingley MA ’75, PhD ’83 § Kayne Doumani MA ’97* Ralph D. Fertig JD ’79 § Fertig Freedom Foundation Inc. § Stanley R. Hoffman ’66, MA ’72 and Linda J. Hoffman ’71 Karen Malmuth Kaufmann ’81, MBA ’85, MA ’93, PhD ’98 and Gadi Kaufmann ’79 § Los Angeles Business Council* Douglas J. Smith MBA ’89* Ryan T. Snyder ’79, MA ’85 § Ryan Snyder Associates, LLC Mark J. Stull ’71 and Jill D. Stull ’71, MED ’74 § Ruth S. Sugerman MSW ’67 and Jay Sugerman § Henry L. Taylor, Jr. and Claudette L. Taylor § Mary Jane Varley ’93 and Jo C. Sherman § $1,000 and above Rev. Frederick Borsch and Barbara S. Borsch Carol Hoban Fisher Blakeslee The Marilyn S. Broad Foundation, Inc. § Shirley Hsiao MA ’79 and An-Chi Lee § Jeffrey S. Levine and Jill Stein § The J2 Foundation § Joan C. Ling MA ’82 § John P. Petrilla MPP ’09 § Oliver S. Schilke MA ’10, CPH ’11* Donald C. Shoup and Patricia Shoup § Antonia P. Tu MSW ’73 and Norman K. Tu §
FRIENDS AND SUPPORTERS $500 and above Warren T. Allen II ’99, MPP ’03 and Chandra Keller-Allen MPP ’03 William R. Bailey, III ’99 Gwendolyn E. Davis MSW ’03 § James A. Gilbert MA ’93 and Susan R. Orbuch § Scott D. Kutner ’81, MA ’85 and Linda F. Kutner ’84, MSW ’88 §
Anastasia Loukaitou-Sideris and Athanasios Sideris § Eric A. Morris MA ’06, PhD ’11 § Jerome F. Prewoznik and Marilyn J. Prewoznik ’63, MPP ’00 Prewoznik Foundation Southern California Fund* Danilo S. Torres, Jr. ’92, MA ’96 § Lawrence A. Wetterau MD ’95 and Sharon L. Chun-Wetterau ’90, MSW ’93* $250 and above Jonathan P. Bell MA ’05 John S. Bragin ’65 § David C. Castle MPP ’10, MBA ’10 § Joan D. Cohen MPH ’06 § Timothy M. Foy MA ’90 § Rose L. Jacobs-Meltzer MSW ’91 and James L. Meltzer § Seth K. Jacobson MPP ’03, MBA ’05 and Anna Jacobson* Nurit D. Katz MPP ’08, MBA ’08 Andrew K. C. Lee MA ’10 Eric S. Lee MA ’92 Lauren Lenhart and Terry Lenhart* Cynthia Lim PhD ’98 § James E. Lubben and Maureen Lubben Kathleen E. Matchett MA ’09 and Kevin Matchett § Aaron R. McGregor MA ’10 § Catherine S. Miller MSW ’74 and Alexander Miller ’72* Kate O’Neal § Marilyn A. Ortner § David I. Sausjord MA ’83 and Susan Karlins MPH ’84 John Seaver § Seaver Institute § Gabriel Sermeno ’95, MPP ’06 § Sarah Shoff MPP ’09 and Ryan Garver § Thomas E. Smith, Jr. MA ’76 and Lorraine C. Smith § Laurie P. Spivak ’92, MPP ’98 and Jason K. Spivak ’91 § Gregory J. Spotts MPP ’08 Brian D. Taylor ’83, PhD ’92 and Evelyn A. Blumenberg MA ’90, PhD ’95 § Claude A. Townsend ’49, MSW ’51 § Cara Underwood MPP ’11 § Richard T. Washington ’67
This listing reflects gifts, grants, and new pledges made between July 1, 2012 and June 30, 2013. Donors who are deceased are denoted with a **. If you have any corrections or questions, or would like to make a gift, please contact the Luskin School of Public Affairs Development Office at 310-206-5479 or advancement@luskin.ucla.edu.
Gifts of any size help! 388 donors giving less than $250 each raised more than $21,000 — enough to pay a year's tuition for one
Last year,
UCLA Luskin student.
Do your part and make a gift today! luskin.ucla.edu/content/giving
GIVE BACK TO THE NEXT GENERATION Join the Dean’s Associates! Friends of UCLA Luskin who contribute annually with gifts totaling $2,500 or more are enrolled in the Dean’s Associates, an exclusive group of the School’s closest allies supporting student fellowships and other critical needs. Dean’s Associates members receive: >>> Invitations to exclusive events and networking opportunities >>> Personal assistance with campus needs >>> Complimentary parking for select campus events >>> Recognition in School publications >>> Additional benefits available through the UCLA Fund To join or learn more about the Dean’s Associates please visit luskin.ucla.edu/content/deans-associates
For more information about giving back to UCLA Luskin, contact the development department at advancement@luskin.ucla.edu or (310) 206-7949.
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lasting image
Every summer, UCLA Luskin students fan out across the globe to hold internships, conduct research and work in jobs that give their education an international flavor. It’s called the International Practice Pathway, and it’s designed to groom them for the next steps in their careers. Here, Social Welfare Ph.D. student Matthew Mizel goes for a walk with a feline friend at the Tenikwa Wildlife and Awareness Centre in South Africa, after spending two months living and working in Johannesburg. Mizel’s study abroad was made possible by a student fellowship from Jim and Judy Bergman. To learn how UCLA Luskin is changing the face of a global public affairs education, visit global.luskin.ucla.edu.
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UCLA Luskin alumni can be found in 37 countries around the world and on every continent except Antartica. Learn more about Global Public Affairs @ UCLA Luskin at global.luskin.ucla.edu
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