UHS Strategic Plan

Defining Principle

Expected Outcomes

Bold Health Leadership 

Elevating health as essential to campus sustainability, viability, and humanity

  • The campus invests in advancements that result in students, staff, and faculty flourishing in a health-promoting climate and culture.
  • Health outcomes are improved for marginalized communities.
  • Broad participation, advocacy, and collaboration result in shared responsibility for the wellbeing of students, staff, and faculty.

Predictive Prevention

Working upstream to identify critical trends, harness innovation, and adopt evidence-based prevention practices

  • Anticipation of the health impacts of shifts in demographics, the evolution of curricular approaches, and a changing campus landscape inform the development of UHS programs and services.
  • Continuous data analysis, modeling, and quality improvement activities help the campus to prepare for the future.
  • Innovative prevention strategies elevate physical, mental, emotional, environmental, and social wellbeing for all.

Access to Seamless, Integrated Care

Unwavering commitment to access for all to timely and excellent collaborative, interdisciplinary services from UHS providers and partners

  • Healthcare interventions lead to increased well-being, resilience, and success of students, faculty, and staff.
  • Students, staff, and faculty experience timely, affordable, convenient, and satisfying care.
  • Clients experience a seamless response to all healthcare needs as a result of UHS’ organizational-wide integration.
  • Evidence-based technological advances are harnessed to expand health and counseling options.
  • UHS programs and services are experienced as culturally congruent and inclusive.
  • Collaboration within campus and community partners leads to improved coordination of care.
  • Students become skilled at being effective healthcare consumers.

Research and Data-Driven Advances

Developing creative and bold ideas with transformative potential in college health

  • Berkeley is established as a national leader in collegiate health research.
  • Campus research expands to include greater focus on college students and worksite wellness.
  • External funding supports collegiate health research, innovative program development, and validation of current approaches to prevention and care.

Enterprising Investment

Making deliberate investments in our people, our technology, our space, and our financial sustainability and establishing ourselves as a model for a healthy workplace

  • Our technology: UHS technological infrastructure remains secure, supports innovation, and supports financial sustainability.
  • Our space: Increased access to services through additional locations on campus.
  • Our people: Passionate, diverse, and healthy staff who embody the mission and values of UHS.
  • Our finances: UHS is financially positioned for growth to support strategic goals and long-term sustainability.

Dismantling Anti-Black Racism

Deconstructing and reshaping policies, procedures, and systematic barriers rooted in white supremacy in order to create racial equity, to foster understanding and empathy, and to increase access to opportunities for Black staff and students so that all feel valued and seen

  • UHS as an anti-racism organization. Black staff will feel increasingly welcomed, valued, believed, and seen; will be appreciated for what they have to offer; and will be respected for their individual experiences.
  • Recruitment, advancement, & retention. Black staff will be in positions at all levels of the organization, including an increase in the numbers in leadership roles.
  • Learning, healing, & listening. UHS staff will have an understanding of anti-Blackness, anti-Black racism, allyship, implicit and explicit bias, non-violent communication, restorative justice and transformation, and how systemic white supremacy (including white privilege and white complacency) currently manifest at UHS.
  • Collective responsibility & sustainability. All UHS departments will be actively working to combat anti-Black racism and will be sharing practices and resources.
  • Resulting impact on the campus community. As a result of the above objectives, UHS staff will be better able to anticipate needs, respond accordingly, and address barriers for Black and African-American patients, clients and other members of the campus community.
First page of UHS strategic plan
UHS Core Values Document