Skyline of Los Angeles behind an aerial shot of UCLA campus.

Strategic Priorities

The Office of the Executive Vice Chancellor and Provost has identified several strategic priorities to strengthen UCLA’s mission of education, research, and service at the start of its second century.


UCLA Grand Challenges

Foster the growth and development of UCLA’s two campuswide Grand Challenges, which bring together the UCLA community and campus resources to solve some of society’s toughest problems.

  • The Depression Grand Challenge aims to cut the burden of depression in half by 2050.
  • The Sustainable LA Grand Challenge has the goal of transitioning Los Angeles County to 100% renewable energy, 100% local water, and enhanced ecosystem health by 2050, and now has a widened scope that includes the future of cities.


  • Advance and promote cutting-edge scholarship, activities, community engagement, and industry partnerships in data science.
  • Develop cross-campus interdisciplinary courses, programs, and training in data science.
  • Build capacity in using data science methods in research across campus.

Click here to read the formal DataX announcement.

Black Life

Invest in teaching, mentorship, and research related to Black life, and work across UCLA to ensure the campus is a welcoming and supportive place for Bruins of all backgrounds. Read more about commitments announced in June 2020.

Latinx Experience

In August 2021, the U.S. Census Bureau released official data showing that Latinx Californians — the largest racial or ethnic group in the state — had risen to nearly 40 percent of California’s population. The announcement only reaffirmed the importance of UCLA’s aim to achieve federal designation as a Hispanic-Serving Institution (HSI) by 2025. As a public university, UCLA has a responsibility to ensure that our institution reflects the diversity of our state and welcomes members of our Latinx communities, honors their intellectual and cultural contributions, and empowers them to flourish both at UCLA and well past graduation.

Read more in the announcement here.

Strategic Planning

In January 2020, the Office of the EVCP launched a strategic planning process, asking deans, vice provosts, and the university librarian to:

  • Develop five-year strategic plans with a 10-year horizon in consultation with their chairs and directors.
  • Undertake a SWOT analysis.
  • Plan how they can maintain/achieve world-class excellence while sunsetting obsolete activities.
  • Use their plans to inform budgeting and hiring.
  • Consider how to align their plans with campuswide strategic priorities, including the Grand Challenges and the DataX initiative.

Graduate Student Support

Increase financial and administrative support for graduate students to ensure they can thrive at UCLA. Read more about commitments announced in March 2020.

Continuing Education

Reimagine continuing education and UCLA Extension, including strengthening connections to the rest of campus.

Faculty Expansion

Expand the number of ladder faculty to bolster our research enterprise and improve student access to professors.


Hub and Spoke Model

“Hub and Spoke” is a way of linking the hiring, training, and supervision of local staff (the “spokes,” including locally-run service centers) to organizations at the center (the “hubs”) to increase communication and ensure a more equitable level of service across the institution, while retaining local expertise knowledgeable of local needs. In a “Hub and Spoke” arrangement, the reporting relationships for some staff in Schools and Divisions will include an administrator at the center; but the arrangement does not mandate any changes in the organizational placement of staff or in necessary approvals for actions.  Learn more about it in the Hub and Spoke FAQ or download the Hub and Spoke FAQ (PDF).


Hub and Spoke Town Hall – April 29, 2021

Questions posed before and during the town hall, with complete responses, can be found here.


Hub and Spoke for IT – IT Transformation

New Campus Budget Model

Academic Planning and Budget (APB) has designed a new budget model for UCLA at the request of the Chancellor, Executive Vice Chancellor/Provost, and Vice Chancellor/Chief Financial Officer. This effort represents one of UCLA’s most substantial budget model innovations since its founding in 1919. Four years of extensive research on best practices, coupled with internal and external consultations, have yielded the Bruin Budget Model (BBM), a hybrid resource allocation framework customized for UCLA. The BBM is planned to take effect once the EVCP and VC/CFO positions are filled. Learn more about it in the Bruin Budget Model FAQ or download the Bruin Budget Model Overview (PDF).

Sustainable Operations

Achieve greater environmental sustainability in UCLA’s day-to-day operations.

Processes and Personnel

Champion and support efforts to improve campus processes and more efficiently deploy campus personnel.


Busting Bureaucracy Working Group

Launched in Fall 2020, the BBWG is sponsored by the Office of the Executive Vice Chancellor and Provost, Vice Chancellor and Chief Financial Officer Gregg Goldman, and Administrative Vice Chancellor Michael Beck. Given the current state of the University and complexities created by the COVID-19 pandemic, this presents an ideal opportunity to review administrative requirements and procedures to reduce administrative burden, increase efficiencies, and allow for greater focus on fulfilling UCLA’s mission of education, research, and service. This will be an ongoing working group.

More information can be found here.

Revenue Generation

Investigate new ways for the campus to generate its own revenue through new academic and non-academic offerings.