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.

Academic

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.

DataX

  • 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.

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.

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.

Operational

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 for IT – IT Transformation

https://www.ittransformation.ucla.edu/

https://www.ittransformation.ucla.edu/faq

New Campus Budget Model

Starting in FY21-22, UCLA will implement a new system to establish annual and multi-year budgets for academic and administrative organizations. The main component of this system is the Bruin Budget Model (BBM), which is a hybrid of common budget models and informed by the best practices of our peer organizations. The goal is to provide transparent incentives for units to pursue revenue growth opportunities, to find efficiencies, and to exhibit strong expense management. Learn more about it in the Bruin Budget Model FAQ or download the Bruin Budget Model FAQ (PDF).

Administrative Reorganization

During the 2020-21 academic year, vice chancellors are developing plans to implement a “hub and spoke” organizational model. In this system, a central campus hub defines uniform standards of excellence while units maintain spokes that report to the hub for accountability but allow for customization in their local environments.

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.

Revenue Generation

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