The University of California, Los Angeles (UCLA) is known worldwide for the breadth and quality of its academic, research, health care, cultural, continuing education, and athletic programs. The University offers undergraduate degrees in more than 125 majors and advanced degrees in 128 program areas throughout its 12 highly regarded professional schools. Forty (40) UCLA doctoral programs rank among the top ten in their respective fields. U.S. News & World Report ranks UCLA first among public universities (2018–19), 19th overall among national universities, and 13th among its global rankings. Students are motivated and talented. Approximately two-thirds of freshmen admitted have fully-weighted GPAs of 4.30 and above. Ninety-seven (97) percent of all first-year students live in University Housing.

The Position


The executive director is responsible for campus-wide leadership and direction for all centralized career services dedicated to serving the leadership development and career readiness needs of undergraduate and graduate students. Reporting to the assistant vice chancellor of student development & health/academic partnerships, the executive director oversees an organization of 35 full-time employees and approximately 50 student staff members working across the following teams: Career Education and Engagement (advising and programming); Industry Relations and Experiential Learning (employer engagement, partner program, information sessions, career fairs, industry advisor board); Finance and Operations (human resources, facilities, payroll, budget, financial transactions); Marketing and Branding (communications strategy, social media, website, marketing assets); and Graduate Services (comprehensive career and professional development services for graduate students). The executive director also manages an annual budget of over $4 million.

Developing and implementing a strategic, entrepreneurial vision for the Center that advances an integrated, collaborative student service operation leveraging resources that deliver innovative, user-friendly services and programs to highly diverse constituencies is a top priority of the executive director. Key to success will be the ability to forge strong partnerships with academic deans and program chairs as well as other campus administrators in student affairs, alumni affairs, development, and athletics. Extending the reach of the Center to meet students where they are is also keenly important. In conjunction with staff and campus partners, the executive director will lead efforts to enhance alumni and employer engagement to support the Center’s mission critical priorities, including the expansion of internships and other experiential opportunities, sponsorship initiatives, and cultivation of employment opportunities designed to align with career aspirations, improving upon an already enviable employment success rate for UCLA graduates. Additional responsibilities of the executive director include: continual assessment of programs and services against student- and market-driven priorities; development of active outreach strategies with particular emphasis on increasing engagement of historically underrepresented and/or marginalized student populations; and strategic deployment of available technology to strengthen communication, enhance access to services and resources, assess and report outcomes, and establish a data-driven culture. The executive director will serve on the vice chancellor for student affair’s senior leadership team, which works to support division-wide student engagement and success initiatives.

Additional responsibilities of the position by approximate percentage of time as outlined by the institutional job description are listed below.

Leadership – 20 percent

  1. Provides leadership to an Executive Group; maintains an integrated, collaborative student service operation leveraging resources that deliver innovative, user-friendly services and programs to highly diverse constituencies.
    2. Defines and articulates a unit-wide vision, direction, long- and short-term goals, and metrics for assessing the organization in the form of a strategic plan.
    3. Oversees program planning and assessment processes for each constituent group. Establishes priorities among them and creates new programs that are responsive to their changing needs while balancing resources among these competing needs.
    4. Establishes a baseline quality improvement program that is data-driven and identifies unit standards, policies, and procedures. Develops a unit-wide internal and external professional development program for staff.
    5. Leads campus, statewide, and national committees that develop policies and programs that affect student services and interactions with the corporate world.
    6. Assess and refine the delivery model for career services on campus to ensure that the Career Center reflects the most innovative, scalable approaches to developing career-ready UCLA graduates and delivering career services to students and employers.
    7. Disseminate, maintain, and report on the data from the Career Center’s first destination surveys for UCLA students.
    8. Facilitate ongoing planning to ensure effective services that result in optimal career outcomes for UCLA students.
    9. Lead and inspire divisional career focused initiatives (e.g., Internship for Every Bruin) that can enhance the programs and services offered by the Career Center.
  2. Identify specific goals and aspirations for both undergraduate and graduate students that address the unique career readiness expectations for these two distinct communities of students.
  3. Develop and utilize metrics to assess Career Center results and make adjustments in response to data.

Financial Management – 20 percent

  1. Oversees the strategic fiscal planning process for the Career Center. Monitors the operational deployment of the budget, a mixture of Student Service Fee, student fees for specific services, federal government funds, endowment income, commercial ventures, corporate and alumni contributions, and revenue from special services and products.
  2. Develops and executes fundraising strategies for the Center. Negotiates partnerships with third-party commercial service providers that generate revenue for the unit.
  3. Develop and execute new, innovative, and alternative funding models to support the growing program initiatives and increasing demands on the Career Center.

Campus Relationships – 20 percent

  1. Initiates collaborative relationships with senior administrators of the schools, College, and Graduate Division, as well as major academic departments.
  2. Provide leadership to design and implement career readiness opportunities with faculty in academic departments.
  3. Collaborate with other campus administrators whose offices are also involved in providing career services to encourage coordination with the Career Center.
  4. Fosters cooperative relationships with student organizations to achieve more efficient and effective means of delivering services to specialized student populations.
  5. Serves as the UCLA spokesperson and chief advocate for career services; cultivates opportunities to inform the campus community of the services of the Career Center.

Technology – 15 percent

  1. Develops, articulates, and directs a vision which promotes the use of technology—particularly client server technology—for the delivery of scalable, complex, distinct, and interrelated career services functions that students can access remotely, 24/7.
  2. Maintains a high level of knowledge regarding state-of-the-art technology in the delivery of first-class career services.
  3. Designs strategic plans to provide staff with sufficient tools and training for the implementation and maintenance of current and new technologies.

Communications – 15 percent

  1. Develops and oversee a communications strategy that promotes the appropriate messaging to different stakeholder groups, such as students, faculty, employers, and parents.
  2. Drives market research activities to ascertain the needs of customers in terms of services, products, and satisfaction, including forecasting future trends among different constituencies.
  3. Directs the development of marketing and communication vehicles consisting of publications, web-based content, social media, and presentations to advertise services and promote campus partnerships to the campus community and market opportunities to employers.
  4. Serves as spokesperson to the media on the nature of the labor market, graduate, and professional school trends and career patterns of college graduates.

External Relations – 10 percent

  1. Drives development and communications efforts to promote opportunities for employers to donate funds, in-kind gifts, and services to the Career Center. Identifies best employer customers and develops “partnership” relationships.
  2. Works closely with Student Affairs Development Officers to procure and steward donors for the various programs and services offered by the Career Center.
  3. Develops specialized conferences for targeted external groups that deliver an in-depth, campus-specific instruction to employers on recruiting students.
  4. Represents UCLA at conferences and special events that promote the institution to the employer community.
  5. Actively participates in state and national professional associations/groups to enhance the visibility of UCLA. Presents at conferences, publishes articles, and serves in a variety of organizational leadership roles.
  6. Works with senior staff to cultivate relationships with external constituents, notably employers who recruit UCLA students and graduates. Executes employer visits on-site to advise and consult with senior management and recruiting teams regarding their future recruiting strategies.


In 2016, the vice chancellor of student affairs retired and an interim vice chancellor was appointed.  The interim vice chancellor, Monroe Gorden, had been supervising the Career Center and asked assistant vice chancellor, Suzanne Seplow to take on this role. To provide even more direct support to the Career Center, Interim VC Gorden asked Christine Wilson to directly supervise the Director of the Career Center in a new role titled, Executive Director Graduate and Career Programs.

In January 2018, the director of the career center became vacant and Christine Wilson was appointed as interim director with responsibility for providing strategic direction and oversight of daily operations for the full scope of Career Center programs, services, and personnel. The position has been filled on an interim basis as the leadership of the entire Division of Student Affairs has undergone a transition. Monroe Gorden, former interim vice chancellor for student affairs, was appointed vice chancellor for student affairs in April 2018. Along with his leadership team, Gorden has engaged in an assessment of the Division, recently establishing a unit overseen by assistant vice chancellor Suzanne Seplow, which encompasses student development and health and academic partnerships, through which the Career Center will report.

Wilson will continue to serve in her interim position until a permanent executive director is named. With her staff, Wilson is focused on creating more pop-up programs that bring Career Center services and resources out to campus locations heavily trafficked by students, expanding partnership with academic programs, and increasing employer engagement in support of the Career Center mission and student success. The Career Center, in coordination with Alumni Affairs and senior University leadership, is hosting a “Career Readiness Reception” to be held on October 14, 2019, at the residence of Chancellor Gene Block that will bring together dozens of leading industry representatives to recognize current engagements and foster future partnerships to create a workforce that is ready for today’s challenges and the opportunities of tomorrow.

With a growing emphasis on helping students cultivate and master key competencies as defined by the National Association of Colleges and Employers (NACE), the work of the Center is no longer limited to only career development in a traditional sense. This next leader will strategically help students build their leadership capacity, networks, specific expertise, and soft skills that will prepare them for a future of work that is constantly evolving. Helping students knit together their passions and interests with a healthy degree of resiliency is important, as many of the jobs of tomorrow that they will ultimately fill have yet to be invented.


UCLA stakeholders seek a dynamic and highly engaged leader who will advance the Career Center as a point of pride and distinction for the University. A new comprehensive mission and strategic plan that intentionally incorporates collaboration with campus partners (those in Academic Affairs, Residential Life, Graduate Division, other Student Affairs units,  and Alumni Affairs) designed to extend the Center’s reach, enhance the promise of an internship (or other high impact practice experience) for every Bruin, and multiply the impact and outcomes of a four-year career readiness plan for undergraduates and further the career preparation, professional development, and resiliency of graduate students will be required. Engaging students to develop their own agency in designing their career path is of vital importance. Creating an integrated approach to help students build leadership skills, develop and demonstrate career readiness competencies, gain relevant experience, and construct professional networks that will complement their academic degree programs and advance their personal journey toward realizing current and future career aspirations must be central to any strategic plan. Beyond the building of key working relationships that are essential to implementing a successful strategic plan that will scale resources to meet the needs of over 45,000 students, there is also a need to socialize the plan, raising the overall visibility of the Career Center and its expanding initiatives, as well as partnerships, throughout the entire campus community.

Additional opportunities for the next executive director of the Career Center to exercise leadership include:

  • Assess the current staffing model to determine if adjustments are needed to effectively implement strategic priorities and to balance services and support to meet needs of undergraduate, graduate, and post-doc students; be a vocal advocate for the resources needed to attract and retain great talent.
  • Establish oneself as a subject matter expert on building leadership capacity among students and constructively engage other campus partners to team with the Career Center to infuse key leadership competencies throughout their work with student staff, student organizations, residential communities, and into the academic curriculum, where possible.
  • Look for current best practices that promote career readiness throughout the University regardless of the department or unit which established the initiative. Celebrate these accomplishments, support efforts to share these practices with other campus partners, and seeks ways for the Career Center to add value and/or multiply positive outcomes in a spirit of shared purpose; do not “reinvent the wheel”, but rather, seek to amplify success wherever possible.
  • Expand outreach efforts with employers, alumni, and parents designed to increase the visibility and value of engaging UCLA talent across multiple industries, be it through internships or other experiential opportunities, or as full-time employees. Intentionally cultivate relationships with individuals working in in-demand industries aligning with student interests and continually showcase UCLA success stories.
  • Seek creative funding sources to augment the Center’s existing budget, thus enabling an acceleration of strategic priorities—maximize employer sponsorship opportunities, vie for grants, and partner with UCLA’s Office of Development to secure individual and corporate donations.
  • Engage students where they are—continue to bring many Career Center programs and services out to other campus locations such as residence halls, student union, dining facilities, transfer student center, academic buildings, and other spots where students often congregate and can easily access Center resources.
  • Conduct a facilities audit to evaluate how space within the Career Center is currently utilized; develop a plan with a proposed budget for renovating space as needed to design attractive, student-friendly environments conducive to building career ready competencies, as well as environments that invite staff collaboration and facilitate staff and employer representatives’ overall productivity and comfort.
  • Maintain active involvement in leading professional associations—contribute to the national conversation regarding best practices, promote and stimulate innovation throughout the professional community, and elevate UCLA’s position as a top institution, deeply committed to the ongoing success of its students and alumni who are improving communities and transforming industries throughout the world.
  • Continue efforts to transform the way that work of the Career Center is accomplished—optimize the use of available technology and support continuous development of in-house internship opportunities designed to promote skill development among student employees who are engaged in substantive roles as part of the Graduate Intern Team, Career Peers Team, and the newly implemented Operations Team.
  • Develop a cohesive, high functioning team throughout the approximately 35-member staff—exercise solid management practices that facilitate communication, encourage creativity, bolster collaboration, support professional development, and motivate exemplary individual and collective performance aligned with the Center’s mission and strategic priorities.
  • Build a strong partnership with Alumni Affairs to support efforts to address the career needs of alumni in career transition, as well as to cultivate long-term relationships with alumni who will support the mission and services of the Center that largely focus on the career development needs of current students.
  • Sustain and expand outreach to faculty to educate them on the mission, programs, and services of the Center. Simultaneously leverage faculty members’ influence as educators to infuse the language of career readiness competencies into the curriculum and the advisory relationships they have with students that position them (e.g., faculty) to amplify effective messages touting the importance of utilizing the many resources and opportunities designed to support students’ leadership and professional development and prepare them for future careers that are available at UCLA. More specifically, support Center staff engaged in developing curriculum for the “Don’t Cancel That Class” initiative and pinpoint faculty teaching classes enrolling a high percentage of students who historically have not used, or underutilize, the resources of the Career Center to encourage greater student engagement with the Center.
  • Strengthen assessment measures and analyze data to align services and resources, including workshop programs, special events, and individual career coaching appointment with real demands. It is important to advance the Career Center as a data-informed organization.
  • Take some calculated risks to innovate, sparking interest and utilization of services among students who historically have not engaged with the Career Center—freshen the brand, making it more edgy and enticing to today’s media savvy student body.
  • Bring an entrepreneurial, solution-based attitude to the work and cultivate the same in others.


A master’s degree (doctorate degree preferred) and progressive record of professional experience in career services, student affairs, corporate recruitment, business, or development are required. The successful candidate will also demonstrate: an understanding of best practices fused with the management ability needed to lead a multi-function, comprehensive career services department, including the supervision of a large professional and administrative staff; communication and interpersonal skills to advise and collaborate with ethnically diverse groups of undergraduate and graduate students, alumni, Post Docs, senior executives within UCLA, faculty, Deans, and external constituents; strategic planning ability coupled with the facility to effectively prioritize multiple competing objectives while advancing projects and meeting deadlines; financial/budget acumen and capability to integrate revenue generating activity into budgetary operations; critical thinking and problem solving skills; and an ability to collect, analyze, and report data to senior administrators, faculty, and advisory groups, ensuring data-informed decisions regarding continuous improvement and evolution of programs and services responsive to documented needs.

Additional capabilities that will be important in the selection of the next executive director include: extensive knowledge of technological applications for career planning and employment operations and the Web-based delivery of services to students, alumni, and employers; detailed knowledge of career readiness principles and practice as it applies to a highly diverse university population; working knowledge of evolving employment needs and practices of the private, government, education, and public service sectors; understanding of federal, state, and University regulations governing employment programs and practices, as well as the principles and standards of the National Association of Colleges and Employers (NACE); familiarity with student service philosophy and ability to work collaboratively with campus colleagues in the planning and delivery of student services; and demonstrated understanding of  associations serving career services and/or employment professionals at the local, regional, and/or national level.

Several UCLA stakeholders also indicated that the following experience, skills, and attributes would be attractive in a successful candidate:

  • Maintain a student-centered approach to one’s work—be visible to, and engaged with, students, keeping focused on how to enhance student preparation for career success.
  • Be politically savvy with strong diplomacy skills—know what and when to convey information to more senior officers of the institution.
  • Must possess a depth of relevant experience and knowledge regarding best practices in the field of career services and leadership development—be readily viewed as a subject matter expert, capable of cultivating these skills among college students.
  • Project a welcoming, approachable personality that invites engagement by others—be they students, faculty, alumni, employers, or other campus colleagues.
  • Be conscientious and solution oriented—bring about new ideas and strategies for addressing challenges while maintaining an unwavering commitment to strong customer service.
  • Foster and welcome collaborative partnerships that create seamless learning experiences for students.
  • Demonstrate a transparent and transformational leadership style that is characterized by forward thinking and inspires others.
  • Have some experience in fundraising to support strategic initiatives.
  • Constantly scan the environment for trends and possess the creative skill set needed to develop programs and services that address new developments that truly resonate with today’s students.


Organizational Structure

The executive director will lead an organization comprised of approximately 35 staff members. There are five direct reports, including:

  • Associate Director of Graduate Student Relations & Services
  • Associate Director of Career Education & Engagement
  • Associate Director of Industry Relations
  • Assistant Director of Finance & Operations
  • Marketing & Branding Manager

At present, two positions within the Graduate Student Relations and Services team are vacant and may be filled by the time the new executive director comes on board.  A total of four positions across the staff organization are part of a collective bargaining unit. The report line for the executive director is to the assistant vice chancellor for student development and health/academic partnerships.

Additionally, the Career Center engages many undergraduate and graduate students in significant pre-professional roles to support its mission and services; these include:

  • Graduate Intern Team: typically two to four graduate students drawn from counseling programs of other institutions who engage in direct student services as part of a supervised graduate practicum experience.
  • Graduate Career Consultants: five graduate students from different disciplines and degree programs who support the Graduate Services Team of the Career Center.
  • Career Peers: up to 20 undergraduate students each year receive specific training and oversight as they provide peer-to-peer advisement on resume development, job exploration, interviewing, and strategies for accessing and securing a wide-range of internship and other career related opportunities.
  • Operations Team: up to 20 undergraduate students are employed part-time to augment Career Center operations and activities.

Career Center Priorities

With the support of interim leadership and input of staff, the Career Center has established the following priorities that presently guides its work:

  • Serve all students
    • With intentional outreach to, and services for, Arts and Humanities, first generation students, and transfer students designed to enhance their engagement and utilization of Career Center resources.
  • Be a 24-7 Career Center
    • Through the use of advanced technology platforms and web content development, the Career Center strives to provide a rich set of resources for all of its key stakeholders, especially students, to engage in career preparation and recruitment initiatives when, where, and how it is most convenient or necessary. This priority also encompasses the need for summer programming and resources that focus on topics such as preparing for fall recruiting when students are engaged in activities away from campus.
  • Ensure that every Bruin has the opportunity to obtain an internship and/or engage in experiential learning

Areas of Focus

Career Center staff are currently focusing on:

  • Scaling up services
  • Improving user experiences
  • Meeting students where they are
  • New ways of providing career education and development
  • Renewed emphasis on internships, experiential learning, and the development of on-campus internship programs
  • Changing the narrative of the Career Center and positioning it as a valuable resource for all students
  • Ensuring UCLA students are career ready
  • Ensuring that employers know that UCLA students are career ready

Programs and Services

The UCLA Career Center provides a wide range of programs and services exclusively for UCLA students – from first year through PhD.

Career Center Services for Undergraduates:

  • Career Exploration
    • Individual Career Counseling
    • Drop-In Appointments
    • Career Engagement Pop-Ups
    • Peer-to-Peer Advising
    • Graduate School Preparation & Exploration
  • Skill Development
    • Workshops and Programs featuring new and familiar careers
    • Comprehensive Services/Workshops: JumpStart, Career Insiders, Crash Course
    • Experiential Learning Opportunities: hands-on learning opportunity to build skills outside of a traditional academic setting

Additional information about services for undergraduates is available here:

Career Center Services for Graduate Students

Special career services designed to meet the needs of PhD and master’s degree candidates, as well as those enrolled in post-doctoral programs, in the Humanities, Social Sciences, Education, The Arts, STEM fields, and health sciences are available through the Career Center.

Additional information available here:


Mission Statement

Student Affairs supports the academic success of all UCLA students, fosters their intellectual, personal, social, and professional development in preparation for the entirety of their lives and contributes to enhancing the quality of campus life, the educational environment, and our students’ relationship with the broader UCLA family, including alumni.

Leadership of the Division of Student Affairs

Monroe Gorden, Jr. – Vice Chancellor, Student Affairs

Monroe Gorden, Jr. was appointed vice chancellor of student affairs in April 2018. In this senior management role, Gorden provides leadership for an integrated network of more than 25 departments whose programs, services, and experiences connect at some point with every UCLA student in virtually every aspect of his or her life outside the classroom. The Student Affairs organization spans the entire range of student needs and interests from early outreach through graduation, housing, physical and emotional wellness, recreation, and student organizations, and a host of other services and opportunities in between.

Gorden began his work at UCLA in 2006 as the chief administrative and financial officer. He has taken on several roles during his 13 years at UCLA, including working as the assistant and associate vice chancellor in Student Affairs, in which he managed 11 Student Affairs units and retained responsibility for budget, human resources, and compliance for the organization. Finally, he also worked as the ADA/504 compliance officer for UCLA, which required him to work with students, faculty, staff, and campus visitors to provide guidance and improve access to campus facilities and programs for individuals with disabilities.

Gorden received his Bachelor of Arts (Political Science) degree, with a Business Emphasis, from the University of California, Los Angeles and his Juris Doctorate degree from Pepperdine University School of Law. He is a member of the California State Bar and is licensed to practice law within the State of California.

Suzanne L. Seplow – Assistant Vice Chancellor of Student Development & Health/Academic Partnerships

As the assistant vice chancellor of student development and health/academic partnerships, Suzanne L. Seplow is a vital member of the Division of Student Affairs senior leadership team. At present, she oversees a portfolio of units, including:

  • Arthur Ashe Student Health & Wellness Center
  • Bruin Resource Center
  • Campus Assault and Resource Education (CARE)
  • Career Center
  • Counseling and Psychological Services (CAPS)
  • First Year Experience (FYE)
  • Graduate Student Resource Center
  • Residential Life,
  • Student Resilience
  • Transfer Student Center

Seplow joined UCLA in 1995 as an assistant director in residential life and in late 2002 became the director of residential life. In 2014, she was promoted to assistant vice chancellor for student development and assumed oversight of the Career Center in 2016. The scope of her work and job title have recently been expanded with the addition of health services and more formal recognition of academic partnerships as part of Seplow’s portfolio.

Having receiving her Doctorate in Education with a focus on Educational Leadership at UCLA, Seplow is an enthusiastic Bruin through and through. She earned her Bachelor’s degree in Natural Sciences and Biology, with a concentration in Education, from Muhlenburg College and completed her Master’s degree from Teachers College at Columbia University, studying Higher Education and specializing in Student Affairs.

Seplow has taught an honors service-learning class focusing on citizenship, leadership, and service. Additionally, she has participated in the Fiat Lux series and has taught for many years a class on sexual orientation and gender identity. In the Masters of Student Affairs program within the Graduate School of Education and Information Studies, Seplow teaches Identity Development Theory and Student Affairs Administration.

Organizational Structure of the Division of Student Affairs

Student Affairs is a network of approximately 30 units providing programs, services, and experiences that connect with the life of every UCLA student during their collegiate career.

Institution & Location


Institutional History

The University of California, Los Angeles is a public research university in Los Angeles. Now celebrating its centennial year, what we have come to know as UCLA initially was the Southern Branch of the University of California in 1919, making it the second-oldest institution of the ten-campus University of California system. Today the University offers 337 undergraduate and graduate degree programs in a wide range of disciplines. UCLA enrolls about 31,000 undergraduate and 13,000 graduate studentsand had 119,000 applicants for fall 2016, including transfer applicants, making the school the most applied-to of any American university.

The university is organized into six undergraduate colleges, seven professional schools, and four professional health science schools. The undergraduate colleges are the College of Letters and Science; Samueli School of Engineering; School of the Arts and Architecture; Herb Alpert School of Music; School of Theater, Film, and Television; and School of Nursing.

As of 2017, 24 Nobel laureates, three Fields Medalists, five Turing Award winners, and two Chief Scientists of the U.S. Air Force have been affiliated with UCLA as faculty, researchers, or alumni. Among the current faculty members, 55 have been elected to the National Academy of Sciences, 28 to the National Academy of Engineering, 39 to the Institute of Medicine, and 124 to the American Academy of Arts and Sciences. Additionally, UCLA is the alma mater of winners of Oscars, Emmys, Tonys, and Golden Globes like Francis Ford Coppola, Alexander Payne, John Williams, Tim Robbins, and more than 20 others. The university was elected to the Association of American Universities in 1974.

UCLA is considered one of the country’s Public Ivies, meaning that it is a public university thought to provide a quality of education comparable with that of the Ivy League. In 2018, U.S. News & World Report named UCLA the best public university in the United States.

UCLA student-athletes compete as the Bruins in the Pac-12 Conference. The Bruins have won 129 national championships, including 118 NCAA team championships, more than any other university except Stanford University, whose athletes have won 123. UCLA student-athletes, coaches, and staff won 251 Olympic medals: 126 gold, 65 silver, and 60 bronze. UCLA student-athletes competed in every Olympics since 1920 with one exception (1924) and won a gold medal in every Olympics the U.S. participated in since 1932.

Mission and Values


UCLA’s primary purpose as a public research university is the creation, dissemination, preservation, and application of knowledge for the betterment of our global society. To fulfill this mission, UCLA is committed to academic freedom in its fullest terms: We value open access to information, free and lively debate conducted with mutual respect for individuals, and freedom from intolerance. In all of our pursuits, we strive at once for excellence and diversity, recognizing that openness and inclusion produce true quality. These values underlie our three institutional responsibilities.

Learning and teaching at UCLA are guided by the belief that undergraduate, graduate, and professional school students and their teachers belong to a community of scholars. This community is dedicated to providing students with a foundational understanding of a broad range of disciplines followed by the opportunity for in-depth study in a chosen discipline. All members of the community are engaged together in discovering and advancing knowledge and practice. Learning occurs not only in the classroom, but also through engagement in campus life and in communities and organizations beyond the university.

Discovery, creativity, and innovation are hallmarks of UCLA. As one of the world’s great research universities, we are committed to ensuring excellence across a wide range of disciplines, professions, and arts, while also encouraging investigation across disciplinary boundaries. In so doing, UCLA advances knowledge, addresses pressing societal needs, and creates a university enriched by diverse perspectives where all individuals can flourish.

Civic engagement is fundamental to our mission as a public university. Located on the Pacific Rim in one of the world’s most diverse and vibrant cities, UCLA reaches beyond campus boundaries to establish partnerships locally and globally. We seek to serve society through both teaching and scholarship, to educate successive generations of leaders, and to pass on to students a renewable set of skills and commitment to social engagement.

UCLA endeavors to integrate education, research, and service so that each enriches and extends the others.

This integration promotes academic excellence and nurtures innovation and scholarly development.

Principles of Community

The University of California, Los Angeles (UCLA) is an institution that is firmly rooted in its land-grant mission of teaching, research, and public service. The campus community is committed to discovery and innovation, creative and collaborative achievements, debate, and critical inquiry in an open and inclusive environment that nurtures the growth and development of all faculty, students, administration, and staff.

These Principles of Community are vital for ensuring a welcoming and inclusive environment for all members of the campus community and for serving as a guide for our personal and collective behavior.

  • We believe that diversity is critical to maintaining excellence in all of our endeavors.
  • We seek to foster open-mindedness, understanding, compassion and inclusiveness among individuals and groups.
  • We are committed to ensuring freedom of expression and dialogue, in a respectful and civil manner, on the spectrum of views held by our varied and diverse campus communities.
  • We value differences as well as commonalities and promote respect in personal interactions.
  • We affirm our responsibility for creating and fostering a respectful, cooperative, equitable, and civil campus environment for our diverse campus communities.
  • We strive to build a community of learning and fairness marked by mutual respect.
  • We do not tolerate acts of discrimination, harassment, profiling, or other conduct causing harm to individuals on the basis of expression of race, color, ethnicity, gender, age, disability, religious beliefs, political preference, sexual orientation, gender identity, citizenship, or national origin, among other personal characteristics. Such conduct violates UCLA’s Principles of Community and may result in imposition of sanctions according to campus policies governing the conduct of students, staff, and faculty.
  • We acknowledge that modern societies carry historical and divisive biases based on race, ethnicity, gender, age, disability, sexual orientation, and religion, and we seek to promote awareness and understanding through education and research and to mediate and resolve conflicts that arise from these biases in our communities.

Strategic Priorities

As an urban research university with a public mission, UCLA is committed not only to maintaining high academic distinction, but also to addressing societal needs in the tradition of land-grant universities.

As UCLA moves toward its second century, it is guided by a singular goal: developing UCLA as the model research university for the 21st century.

To that end, Chancellor Block has outlined four overarching priorities early in his tenure: academic excellence, civic engagement, diversity, and financial security. These are the guiding principles of UCLA’s long-range academic plan, which is presented in full on the executive vice chancellor and provost’s website.


Dr. Gene Block – Chancellor

Gene Block became chancellor of UCLA in August 2007. As chief executive officer, he oversees the university’s three-part mission of education, research, and service.

As mentioned above, Chancellor Block has defined academic excellence, civic engagement, diversity, and financial security as top priorities for his administration. A champion of public universities, his dedication to access and affordability has enhanced UCLA’s position as a national leader in enrolling undergraduates who are Pell Grant recipients, come from underrepresented groups, and go on to become first-generation college graduates.

Under Chancellor Block’s leadership, UCLA has been named the number one public university in the United States, has grown its profile internationally, and receives $1 billion annually in research grants. In one of the largest capital campaigns ever undertaken by a public university, UCLA surpassed its $4.2 billion Centennial fundraising goal more than a year ahead of schedule.

An expert in neuroscience, Chancellor Block’s current research focuses on the effects of aging in the nervous system and how it impacts biological timing in mammals, including humans. He holds faculty appointments in psychiatry and biobehavioral sciences in the David Geffen School of Medicine at UCLA and in integrative biology and physiology in the UCLA College of Letters and Science.

Chancellor Block holds a bachelor’s degree in psychology from Stanford University and a master’s and PhD in psychology from the University of Oregon. Before becoming chancellor of UCLA, Block served as vice president and provost of the University of Virginia, where he was also the Alumni Council Thomas Jefferson Professor of Biology. During his 29 years there, he served as vice president for research and public service and as founding director of the National Science Foundation Science and Technology Center in Biological Timing.

Chancellor Block has served on the executive boards of several leading organizations, including the Association of American Universities, National Collegiate Athletic Association, Association of Public and Land-grant Universities, and the Association of Pacific Rim Universities. He is the recipient of numerous professional awards and is a member of the American Academy of Arts and Sciences and a fellow of the American Association for the Advancement of Science.

Dr. Emily Carter – Executive Vice Chancellor and Provost

Emily A. Carter, serves as UCLA’s executive vice chancellor and provost. In this role, Carter serves as the university’s chief academic officer, bringing broad vision and executive leadership to campus wide policy, planning, initiatives, and operations. Carter assumed her leadership position on September 1, 2019.

Carter’s appointment marks a return to UCLA. Prior to going to Princeton where she served as dean of the School of Engineering and Applied Science, Carter was the Gerhard R. Andlinger Professor in Energy and the Environment and a member of the UCLA faculty for 16 years.

In her research, Carter develops and applies quantum mechanics–based computer simulation tools to enable discovery and design of molecules and materials for sustainable energy, including converting sunlight to electricity; producing chemicals and fuels from renewable energy, carbon dioxide, air and water; and optimizing liquid metal alloys for future fusion reactor walls. A sought-after public speaker on sustainable energy issues, Carter is the author of nearly 400 publications and has delivered more than 500 invited and plenary lectures worldwide. She serves on advisory boards spanning a wide range of disciplines.

Carter is the recipient of numerous honors, including election to the National Academy of Sciences, the American Academy of Arts and Sciences and the National Academy of Engineering. She is also the recipient of several major prizes, including the 2017 Irving Langmuir Prize in Chemical Physics from the American Physical Society and the 2018 Award in Theoretical Chemistry from the American Chemical Society. She received her bachelor’s degree in chemistry from UC Berkeley and her Ph.D. in chemistry from Caltech.

Carter replaces Scott Waugh, who served for more than 12 years as UCLA’s executive vice chancellor and provost.

Organizational Chart for the Administration

Academic Programs and Faculty

With more than 3,800 courses in 109 academic departments, UCLA offers more than 125 majors to help students define their academic path. Seventy percent of undergraduate classes have 30 or fewer students, thus affording personal engagement with UCLA’s internationally renowned faculty.

Academic Colleges and Divisions

Undergraduate colleges and divisions include (* also offer graduate degree programs):

  • College of Letters & Science*
  • Division of Social Science
  • Division of Humanities
  • Division of Physical Sciences
  • Division of Life Sciences
  • School of the Arts and Architecture*
  • Henry Samueli School of Engineering and Applied Science*
  • The Herb Alpert School of Music*
  • School of Theater, Film and Television*
  • School of Nursing*

Additional graduate and professional programs:

  • Graduate School of Education & Information Studies
  • School of Law
  • Anderson School of Management
  • Luskin School of Public Affairs
  • The David Geffen School of Medicine
  • School of Dentistry
  • Fielding School of Public Health
  • Semel Institute for Neuroscience and Human Behavior

UCLA offers nearly 150 graduate degree programs, including an extensive selection of management and health sciences options.

Forty (40) UCLA doctoral programs rank among the top ten (10) in their fields nationwide.

UCLA Extension is one of the nation’s largest and most comprehensive continuing higher education programs, offering 100 certificate programs in 20 different fields, with highly accommodating and customizable scheduling for working adults.

The Student Body

One of the world’s most ethnically and culturally diverse communities, students come to UCLA from all 50 states and over 100 foreign countries, though the majority of undergraduates are from California.

Total enrollment: 45,507

  • Undergraduate

– California: 24,207

– Outside California: 6,795

– Total undergraduate:  31,002

  • Graduate: 14,505
  • Interns and residents: 1,401

African American: 3%

American Indian/Alaska Native: < 1%

Asian: 28%

Hispanic: 22%

Pacific Islander: < 1%

White: 27%

Two or more races: 5%

Domestic, race/ethnicity unknown: 2%

Total international: 12%

About Los Angeles, California

Los Angeles, often known by its initials L.A., is the most populous city in California, the second most populous city in the United States, after New York City, and the third most populous city in North America. With an estimated population of nearly four million, Los Angeles is the cultural, financial, and commercial center of Southern California. It is also the largest city on the West Coast of North America.

Los Angeles is a busy and thriving place to call home. The city is in a large basin bounded by the Pacific Ocean on one side and by mountains as high as 10,000 feet on the other. There are over 80 unique and distinctive neighborhoods spread out throughout the city. Additionally, there are many places like Malibu, scenic hiking trails, and other quieter, more-removed areas to go to if one wants to seek a bit of contemplation in the natural landscape. The campus itself also offers expansive green lawns, a seven-acre botanical garden, and a five-acre sculpture garden.

Los Angeles is one of the most substantial economic engines within the United States, with a diverse economy in a broad range of professional and cultural fields. Los Angeles is, of course, famous as the home of Hollywood, a major center of the world entertainment industry, though that is not the only industry of note. Los Angeles is the nation’s largest manufacturing center, and also proximate to the nation’s largest port in nearby Long Beach. Finance and banking are other significant industries, along with construction, healthcare, and technology services. UCLA is home to the Ronald Reagan Medical Center, the top rated hospital in the western United States.

Benefits Overview

As an employee of the University of California, Los Angeles, the following benefits are available:

  • Health Insurance
  • Dental Insurance
  • Vision Insurance
  • Retirement Plans
  • Supplemental Retirement Options
  • Flexible Spending Accounts
  • Life and Disability Insurance
  • Vacation and Sick Leave
  • Educational Benefits
  • Employee Assistance Programs
  • Discounts

For additional information regarding benefits, please visit:

Application & Nomination

To submit a cover letter and resume for this position please click on the Apply button below which will take you to the UCLA website. The recruitment for this position is being managed by Spelman Johnson, inquiries should be directed to Valerie B. Szymkowicz, Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-539-2895 or UCLA Campus Human Resources at 310-794-0890.

Visit the UCLA website at

The University of California is an Equal Opportunity/Affirmative Action Employer advancing inclusive excellence. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, age, protected veteran status, or other protected categories covered by the UC nondiscrimination policy.