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20/20 Vision

As Life University looks to the future, it is important to have a clear vision of what that future will be.

Life University strives to position itself as the pre-eminent leader in chiropractic healthcare, as well as a thought leader in advocating for positive change in health care policy.  In 2006, the Board of Trustees conceived a strategic plan for what the University will be by the end of this decade.  This plan is known as the 2020 Vision.

The 2020 Vision is a multi-year, multi-phase initiative:

Phase I – The Livable Campus (complete)
Projects included:

  • Refurbishing academic buildings and infrastructure
  • Constructing new buildings such as the LIFE Village Retreat, Socrates Café, C-HOP Clinic, Nutrition Facility and Lyceum Park
  • Stabilize Life University finances
  • Develop research
  • Create employee pay equity
  • Establish new degrees
  • Create top-tier sports programs
  • “Green” the campus

Phase II – The Exceptional Experience (current)
Projects include:

  • Reaccreditation by SACS, CCE and ACEND
  • Quality Enhancement Plan (QEP)
  • Build enrollment to 2,000 D.C. students and 2,000 Undergraduate students
  • Student retention
  • Create Student Advocacy Center
  • Build William M. Harris Center for Clinical Education
  • Performance management system
  • Serving Lasting Purpose (SLP) as a model for faculty and staff

Phase III – Empowering the Vision
Projects include:

  • Develop, assess and monitor strategic performance management for LIFE employees
  • Strategic Prioritization Project (SP2)
  • Capital Campaign Projects
    • William M. Harris Center for Clinical Education
    • Research Programming and Facilities
    • Lower Rugby Field Renovations
  • Upgrade Classroom Technology
  • Develop a Master Identity Statement and Strategy
    •  Develop and implement a strategy to have all University areas adhere to the Master Identity Statement and LIFE brand
  • College of Chiropractic Curriculum Revision
  • Submit MS in Clinical Psychology program for SACS approval
  • Enrollment Goals — Highest Priority to get to 2000/2000
  • Develop and implement an early warning system to identify “at risk” students and provide academic assistance to them
  • Build LIFE U athletic programs
  • Facility Projects
    • Capacity for 5,000 students
    • Classroom Renovation Project (Year 1, 2 &3)

Phase IV – 2013-2020
IMPACT: The Intersection of Innovation, Prosperity and Social Change

Undergraduate & Graduate Programs

  • Achieve enrollment goals of 3,000 undergraduate students (UG) and 1,000 graduate students (GR).
  • Align existing and new programs with our vitalistic philosophy and create pathways for “students with a purpose” to achieve advanced degrees. The strategic programmatic expansion will be derived from the original LIFE Academic Master Plan (LAMP), combined with the more recent “Colorado Retreat” document, in order to form the basis for creating robust programs.

Chiropractic Program

  • Achieve enrollment of 2,000 students and create a waiting list. This raises the standards of enrollment into the program at the University.
  • Bolsters the retention and graduation rates.
  • Create and implement a new chiropractic curriculum that addresses the needs of today’s student. With more engagement, interaction and hands-on activity, the Millennial generation learns in a much different way than past generations.
  • Integrate current and future technology into the classroom, lab and clinical settings.
  • Identify and establish an institutional research agenda that supports LIFE’s vitalistic perspective and advances Chiropractic within the healthcare research community and beyond. Define and operate “Clinics of the Future.”

Strategic Enrollment Management

  • Develop, refine and implement sustainable, long-term strategies that increase enrollment in all programs. Attract “students with high academic standards and who are purpose focused.”
  • Identify individuals who are most likely to flourish in the LIFE University community.
  • Cultivate and enhance relationships with high school and career guidance counselors and groups oriented to LIFE’s Values in order to create awareness of LIFE’s programs and promotion of the University to prospective students.

Facilities

  • Plan, create and achieve an innovative infrastructure that is conducive to meeting enrollment growth, while maintaining and supporting the LIFE vision.
  • Increase classroom, work, living, dining, parking and recreational/leisure facilities to accommodate a 150% increase in student population, and proportional increase in faculty and staff. Maintain state-of-the-art brick and mortar, as well as technology, to meet expectations of today’s and tomorrow’s students.
  • Achieve stated goals while staying true to ideals of Vitalism, as well as fiscal and environmental responsibility.

 Village Culture (Destination)

  • Create a living/learning environment that draws and engages not just the LIFE community, but also local communities, to our vitalistic culture.
  • Create a “cradle to grave” living community in order to have a sense of permanence on and around the University campus.
  • Implement, expand and follow through on the list of projects designed to improve student life, and thereby cultivate the authentic college-town atmosphere.

Global Initiatives

  • Develop educational opportunities and programs to spread vitalistic principles and Chiropractic globally.
  • Build sustainable partnerships at government and university levels in underserved and emerging countries in order to establish footholds for long term development of health and wellness based on Vitalism.
  • Establish permanent clinic facilities, educational articulation agreements, student and faculty exchanges, research collaboration, and support and recognition of Chiropractic in every country in which LIFE is involved.

Thought Leadership

  • Maintain LIFE’s position as the Thought Leader in Chiropractic. Lead the profession in the vitalistic narrative and continue adherence to goal of keeping Chiropractic free of drugs, radiation and surgery and centered on the vertebral subluxation complex.
  • Enhance LIFE’s and Chiropractic’s position as Thought Leaders in health care through public awareness and expansion of our relationships among healthcare powerbrokers. Establish LIFE as a thought leader in Functional Neurology, Positive Psychology, Vitalistic Nutrition, and Positive
  • Business oriented to social innovation.

University Advancement

  • Identify, cultivate, engage and steward constituencies for the development of resources in order to realize the LIFE Vision.
  • Develop strategies for new sources of revenue from companies, organizations, benefactors and individuals who are in alignment with LIFE’s values and philosophy.
  • Continue to build relationships with engaged alumni and friends of the University, and increase the number of potential donors.

Revenue Diversification

  • Develop alternative streams of revenue in order to minimize dependency on tuition.
  • Develop for-profit clinic system on the campus and in other geographical locations where we can sustain service and professionalism consistent with LIFE standards.
  • Invest in emerging products and services that are consistent with LIFE values and philosophy.

 Finance

  • Maintain fiscal responsibility in spending and borrowing in order to achieve strategic goals and stated objectives.
  • Ensure accuracy of accounting and budgeting of tuition and other revenues in order to remain in good standing with creditors.
  • Allocate resources for realistic achievement of the 2020 Vision.