Strategic Plan

Born from collaboration and shared vision, Logan University's strategic plan charts a bold path forward — one that positions us as a leader in health sciences education. This plan is more than a roadmap; it is a call to action. Anchored in five pillars — Workforce Engagement, Student Success, Academic Innovation, Financial Stability and Brand Awareness — it reflects a commitment to excellence, innovation and impact. Together, we will empower students, inspire discoveries and shape the future of health care.

— Garrett Thompson, DC, PhD, President, Logan University

The plan was developed in 2025 through an inclusive, evidence-informed process that culminated in the 2025 Strategic Planning Retreat, themed "Shaping Our Future Together: Innovation, Engagement, and Impact." The retreat brought institutional leadership and stakeholders together to examine opportunities and challenges and to co-create priorities for growth, innovation and impact.

View the 2025–2028 Strategic Plan (PDF) · View the Strategic Plan KPI dashboard

Logan University is a diverse and engaging community committed to excellence in health sciences, education and service. The university aspires to be a community of leaders committed to transformative student success in health and wellness.

The values that guide the plan:

• Students first — every decision starts with the student experience.
• Evidence-informed decision making — data, not assumption, drives priorities.
• Teamwork — cross-departmental collaboration over silos.
• Character and integrity — accountability at every level.
• Empathy — care for colleagues, students and patients.
• Respect — a workplace and classroom where every voice counts.
• Positive attitude — momentum built on shared optimism.
• Diversity — a community strengthened by different perspectives.

Eight steps took Logan from a workforce survey to a board-approved three-year plan.

Aligned with Baldrige best practices, each pillar carries one clear goal.

Increase employee input in decision-making processes.

Develop a structured onboarding process at both institutional and departmental levels. A strong start builds long-term engagement: employees need clarity, connection and support from day one.

Create inclusive faculty and staff recognition programs, develop merit-based performance reviews and raise structures, increase transparency around institutional decisions, and reinstate community-wide events. Recognition lifts morale and retention; accountability keeps performance and fairness aligned.

Encourage shadowing, cross-functional brainstorming and departmental partnerships. Breaking down silos builds trust, innovation and a unified campus culture.

Offer microcredentials for teaching innovation, create incentives for credential attainment, and provide consistent access to hardware, software and training. Faculty are central to innovation, and supporting their growth drives institutional excellence.

Goal: improve retention and graduation rates.

Conduct program reviews using financial, enrollment and outcomes data; run market analysis and forecasting; and align program decisions with mission and market demand. Continuous improvement keeps programs relevant and sustainable.

Evaluate admissions standards to attract high-caliber students in light of changing accreditation and financial aid, ensure academic integrity and accountability, and promote career services. Student success is tied to preparation, support and outcomes.

Develop and launch programs with high ROI.

Update the AI policy and support responsible AI use among faculty and staff, identify or develop training for responsible use in teaching and learning, and embed AI literacy into select student learning outcomes. AI is reshaping education and health care, and Logan intends to lead in responsible integration.

Launch microcredentials, stackable certificates and accelerated degree options; align offerings with market demand through ongoing labor analysis; and explore dual enrollment and prior-learning assessment. Students need flexible, affordable, career-relevant education.

Develop inter-curricular courses and shared learning experiences, promote interprofessional education and practice, build relationships with external institutions and health care organizations, and create integrated clinic systems. Breaking silos improves innovation, student experience and community impact.

Diversify revenue and enhance operational efficiency.

Expand continuing education, microcredentialing and certificate programs, and explore additional revenue through campus assets and services. Reducing tuition dependency is critical to sustainable income.

Use AI and automation to streamline administrative tasks, reassess infrastructure costs, and require competitive bids for large purchases. Cost containment improves financial health without compromising quality.

Create an enrollment management plan and identify programs with poor retention so strategies can be built to improve it. Enrollment drives revenue, and student success stabilizes it.

Educate faculty, staff and students on the financial health of the institution and share the budget rationale behind institutional priorities. Transparency builds trust and invites the community to support financial goals.

Strengthen institutional visibility and reputation.

Clarify Logan's brand elements to reflect its status as a comprehensive university and ensure cohesive use internally and externally. Logan is still widely perceived as a chiropractic-only institution; a unified identity elevates every program.

Determine the right depth and breadth of student content for social platforms, assess marketing channel effectiveness, set marketing spend and expected ROI by program, and increase visibility of student success outcomes.

Host and join local events such as health fairs, festivals and marathons; collaborate with local organizations, schools and clinics; and increase signage and presence across Greater St. Louis.

Create a unified alumni advisory council representing all colleges and programs, develop a plan for alumni to refer students, and track alumni outcomes. Alumni are the university's most credible ambassadors.

Include brand training in faculty and staff onboarding and professional development, and keep brand use consistent so Logan pride shows up everywhere.

Thank you very much for such an inspiring and encouraging strategic retreat. You created a safe space for like minds from many departments and positions to come together and brainstorm ideas to move Logan to a better place from where it is today. — Faculty member

I was not looking forward to being in a room for four hours two days straight, but I had a lot of fun, and I really enjoyed collaborating with other faculty and staff that I normally would not work with. We need more events like these. — Faculty member

I have been at Logan for over 20 years, and this retreat was the most organized and well-run retreat I have ever been to. — Leadership Council member

As a remote employee, I've often experienced strategic planning retreats as events designed primarily for those who are physically present. This retreat felt fundamentally different. The structure and facilitation were intentionally designed so that all participants, regardless of location, engaged in the same way — remote team members had an equal voice alongside those in the room. — Leadership Council member

This process marks the beginning of a bold three-year planning cycle that reflects the voices of Logan's people and the strength of its community. Logan University is on a three-year review cycle; the next review begins in Fall 2028.