Claire Chaumont tasked with driving execution of UCLA’s strategic plan

For the past 20 years, Claire Chaumont has led policy initiatives at institutions like Harvard, the World Health Organization and UNICEF as a public health strategist, which is no easy task. Now, as UCLA’s special advisor to the chancellor for strategic plan initiatives, she is driving the overall execution of Creating the Future: UCLA Strategic Plan 2023–28.

She enjoys finding the sweet spot between strategy and implementation. “People often have a clear sense of what they need to do and what’s required,” Chaumont said. “In public health, for example, things are very evidence-based. We know what the interventions are, but there is always the question of how we’re going to engage people, pull it off and make it work.”

To help make sure UCLA stays on track to reach its goals by 2028, she is driving the strategic plan forward, solving issues as they arise, and helping leaders across the university’s schools and units build connections.

Newsroom sat down with Chaumont to talk about her vision and goals for the strategic plan. 

This interview has been edited for length and clarity.

What specifically do you do in your job?

I joined UCLA to set up a small Strategy Execution Team (SET) and work alongside Chancellor Frenk, the senior leadership team, the five goal group leaders and stakeholders across the university to make certain the strategic plan is fully implemented by 2028. We’re not focused on day-to-day operations; instead, we’re laser focused on long-term transformation.

A big part of that means establishing clear routines, putting a process in place to track, measure and review progress, but also supporting people tasked with implementing key strategic priorities across campus and keeping them informed. The goal is to make sure we can unlock areas where we’re stuck, iterate, course-correct and move on.

My work is in part inspired by former British Prime Minister Tony Blair’s delivery unit model. In this setup, a small execution team works with stakeholders at the top of an organization to keep them focused on the delivery of long-term goals. Because there is always a push and pull between what you want to achieve long term and the daily short-term needs in front of you, this model ensures the priorities we set for ourselves come true. I’m drawing on my strategic planning, project management, stakeholder engagement, communication and data expertise to help coordinate, advance and implement the UCLA Strategic Plan. 

What is a project you’re working on — and why is it important?

Since I’m still fairly new, I’m getting up to speed with where we are in the plan, and all the fantastic work already underway, but I can feel the excitement around it. The five goals resonate with people because they truly reflect UCLA’s values and what we want to accomplish, and I’m focused on two core initiatives.

First, because we’re a year in, now is a critical moment to reflect and recalibrate, so I’m taking time to understand what’s happening. It’s also important that Chancellor Julio Frenk has the opportunity to think things through and weave his own vision into the plan. We’re in a challenging context right now given budget constraints and the external political climate, so we’re doing a deep dive to see if there are improvements or adjustments that should be made. 

I’m also managing the current UCLA Connects: Listening Exercise so I can help UCLA get to know Chancellor Frenk while also collecting insights to inform the plan and strengthen implementation. One thing Chancellor Frenk and Executive Vice Chancellor and Provost Darnell Hunt are adamant about is implementing this strategic plan alongside an engaged Bruin community. We’re doing this through storytelling, but the listening exercise also plays a critical role. We want people to continue thinking about this plan.

Finally, there is also ongoing discussion about how the strategic plan can help drive connections within UCLA internally and with the wider world under the UCLA Connects banner. 

What do you love about working at UCLA?

One thing that really strikes me is the energy, sense of purpose and pride I feel from people here. There is such excitement about this institution and the ability to engage in public service. The idea that we have the ability to impact society and make it better is palpable here. To UCLA staff, students and faculty, service matters — and at a moment when there are questions about higher education, it feels nice to be part of this community. We’re the No. 1 public university in the U.S., and it really means something!

I also love our beautiful campus. I have spent a lot of time walking around UCLA and the sculpture garden. This massive, green, beautiful campus is invigorating. There are also so many public health faculty conducting important research and teaching here, and I look forward to connecting back to my discipline at some point — maybe even teaching a class.