University of California Los Angeles - Bruin Life / Southern Campus Yearbook (Los Angeles, CA)

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REGISTER STEP II

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NORMAN P. MILLER Vice Chancellor - Student and Campus Affairs JAMES M. KLAIN Manager - Campus Activities Services Office THOMAS REEVE Dean - Campus Programs and Activities Office CHARLES T. McCLURE Dean - Campus Affairs Division MOSES GREENFIELD Chairman- Academic Senate STANLEY CHIN Registrar

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INTERVIEW: CHARLES YOUNG Charles E. Young succeeded Franklin Murphy as UCLA ' s Chancellor in September, 1968. He is 44 years old. Southern Campus spoke with Young on Tuesday, April 29, 1975. You ' ve been a student, a teaching assistant, and an administrator here. Exactly what is it about UCLA that attracts you? UCLA has always been a tremendously interesting place, as far as I ' m concerned, ever since I first came here. It ' s interesting, dynamic, growing. It ' s a unique institution — there ' s just none other like it in higher education, at least not in higher education. The only that approximates it in terms of rapid growth in a qualitative sense is the University of Chicago. UCLA is, for all practical purposes, about 55 or 56 years old now. It ' s one of the top seven or eight in the United States — if you are able to come up with a really objective analysis, which you can ' t since analyses always lag behind. There ' s a gap in the evaluation of institutions, in terms of prestige, both going up and down. In other words, if one is going down the effects of that aren ' t known until some time after it has really occurred, and an institution that is going up — the perceptions always lag somewhat behind the actuality. But in that rarified atmosphere it doesn ' t make a hell of a lot of difference. The top two or three are in a group and the next five are in a group and the next five to seven are in a group. We ' re in the second group. We ' re not up with the Berkeleys, Harvards, Yales, and Princetons. We ' re in the second group . . . and growing very rapidly in distinction. It ' s a fascinating place to be involved. It ' s like a big city. I find cities to be where I enjoy being; in part because of the breadth and the excitement and the variety and the ability to gain anonyr ity if one so chooses, which I occasionally do. It ' s just altogether a fascinating and interesting place, with a fantastically good student body and a fantastically good faculty. We ' ve bee n extremely successful in getting and maintaining the best faculty in the country. We lose very few people. We are able to get an unbelievably large number of people we really want at UCLA — which is another indication of the quality of the institution . . . people ' s feelings about where it ' s going and how it ' s getting there. Can you describe your job to me? I can ' t think of a more complex job in the world than being the head of a major American University. It the kinds of things that you find in so many other kinds of jobs. Look at it in a kind of functional or structural sense. This is a community of 50-60,000 people, when you count students, faculty, and visitors. I haven ' t looked at the total picture this year, but my guess is I won ' t be more than 5 or 6 million off if I say that, looked at from a business point of view, it ' s a 300 million dollar a year business. We will bring in income from three major sources: the State, the federal Government and a third, which is student fees, sales of goods and services, fees for specific kinds of activities, the hospital, parking service. We will take in and spend more than 300 million dollars. It ' s extremely complex in terms of the governance, in terms of the degree in which you involve a large number of people in the decisionmaking process, at least in terms of consultation. Some parts of the making process are indeed delegated. Although in some ways the