USHS
THREE-YEAR STRATEGIC PLAN.
Strategic Priorities:
As organizations across the sector face unprecedented strain from funding reductions, policy shifts, and rising need, this plan builds on our history, community commitment, and service impact while remaining flexible to respond to an evolving landscape. At the heart of this plan is a simple belief:
The people Union Station serves are able, capable, and deserving of full participation in community life.
Over the next three years, Union Station will advance five integrated strategic priorities to expand our scope of services and more effectively meet our mission.
Strategic Process Planning.
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Stakeholder Engagement
This plan was shaped through listening and learning. Interviews, focus groups, and a survey helped Union Station understand what is working, where gaps remain, and how to respond to evolving community needs.
Listen
Stakeholder Groups
Voices from across the community shaped this plan, including people with lived experience of homelessness, frontline staff, partners, funders, volunteers, and leaders—grounding it in real-world insight and accountability.
Learn
Emerging Priorities
Five priorities emerged: prevention, housing, behavioral health integration, food services, and workforce opportunities—focused on reducing homelessness and better serving our neighbors.
A Message from:
Charles Thuss
Board Chair, USHS
Our purpose is to help those experiencing or threatened with homelessness to return as quickly as possible to housing stability as members of our community. As we help thousands of people each year, we must take a step back and reflect on how we are fulfilling our mission in a way that recognizes the dignity of those we serve, best practices in social services, the values of our community, and the resources entrusted to us by our supporters.
As a Board, we are recommitting ourselves to our mission and our role guiding the organization to serve our neighbors and our community. I invite you to review this plan, understand how we are doing this, and join us in our fight to end homelessness.
Katie HIll
CEO, USHS
Our three-year strategic plan comes at a time when our work is getting harder, not easier. Cuts at the county, state, and federal levels are already limiting what service providers can offer while stretching communities that are already strained. These realities drive us to be clear about what matters most and to continue to lead with intention and compassion.
This plan reflects what we have learned through experience and where alignment matters most across housing, services, prevention, and advocacy. It grounds us in the reason we continue to do this work and of the responsibility we take on each day. The task ahead will be demanding, but I believe in our team. We will continue to show up for our community and do right by those we serve.
Our Committment.
Over the next three years, we will work together to responsibly implement and grow models that lay a strong foundation for the future. This vision will require continued collaboration and shared investment.
We invite you to join us and help us meet this moment. Together, we can create a more responsive system, reduce the length and frequency of homelessness, and shape a stronger, more resilient community.