Strategic Priorities

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.

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.

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.

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

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

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.

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

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

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