Below are the final strategic planning documents published by the campus on December 11, 2018, stemming from the extensive strategic planning process that took place in spring 2018. They consist of a high-level overview, steering committee report, and reports from four working groups.

Work is already underway to translate the recommendations on this process into actionable next steps – please see the Implementation page of this website for further information.

Strategic Plan Overview (PDF)

The overview document is a short, high-level distillation of the main conclusions and recommendations that came out of the strategic planning process. These ideas are grouped into three thematic areas. The Strategic Plan Overview is also available in an accessible version (PDF) and as a printable 11″x17″ booklet (PDF).

Strategic Planning Steering Committee Report (PDF)

The final report of the Strategic Planning Steering Committee contains a synthesis of the most important conclusions and suggestions that emerged from the work of the four working groups.

The report does not cover all of the issues the working groups addressed, but rather those that the committee felt were most essential. For additional completeness and detail, please review the reports of the four individual working groups.

Working Group Reports

The strategic planning process was organized into four working groups, each of which tackled a topic of central importance to the campus. Drafts of the four working groups’ reports and supporting documents were released in April 2018 for campus input, and the final versions below were published in December 2018.

Signature Initiatives — What are the critical issues and challenges facing our state, our nation, and our world that Berkeley is particularly well suited to address?

Student Experience — What investments and changes in our instructional and co-curricular programs would have the greatest impact on the quality of our students’ experience?

Enrollment — Accepting that enrollment growth is not entirely within the campus’s control, what do we see as the preferred enrollment level for Berkeley and how should this enrollment be distributed?

Financial Strategies — How can Berkeley foster a sustainable financial model with an evolving diversity of revenue sources?

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