2020-2030 Strategic Plan

President's Message

I am pleased to share that Lake Superior College has completed a thoughtful refresh of our strategic plan. Over the past several months, faculty, staff, and students, have contributed their insights, hopes, and lived experiences to help us refine the work ahead. What emerged from this collaborative process is a plan that honors who we are, strengthens our shared commitments, and positions us to meet the evolving needs of our region with clarity and purpose.

One of the most important outcomes of this refresh is that our strategic directions remain the same. These directions continue to reflect our core identity and the values that guide our mission—equity, student success, innovation, and community partnership. They have served us well, and they continue to represent the long term aspirations that unite our campus community. What has changed, however, are the goal statements that sit beneath them. These updated elements sharpen our focus, respond to emerging challenges, and better align our daily work with the realities facing our students and workforce partners.

The revised goals under each strategic direction are actionable and reflective of the insights we heard throughout the planning process. They emphasize the importance of belonging and inclusion, the need to strengthen pathways that support student persistence and completion, and the urgency of adapting our academic programs to meet workforce demands. They also highlight our commitment to continuous improvement—encouraging us to innovate, evaluate, and refine our practices so that we remain responsive and resilient in a rapidly changing environment.

This refreshed plan is not simply a document; it is a shared roadmap for how we will move forward together. It provides a framework for operational planning, decision making, resource allocation, and collaboration across departments and divisions. Most importantly, it reinforces the idea that every member of our community plays a vital role in advancing our mission. Whether you teach, advise, support operations, or engage with our partners, your work directly contributes to the success of this plan and the students we serve.
As we implement these updated goals, I invite each of you to stay engaged, ask questions, and bring your ideas forward. Our strength has always come from our collective commitment to students and to one another. With this refreshed strategic plan as our guide, I am confident that we will continue to build a college that is welcoming, innovative, and deeply connected to the communities we serve. Thank you for your dedication and for the meaningful work you do every day.
Thank you for your continued support!

Linda Kingston Signature

Linda Kingston, Ph.D.
President
Lake Superior College

Strategic Directions

Strategic Direction #1

Create and live a culture of equity and inclusion.

Intention – Weave equity and inclusion into learning and working environments

  1. Foster a welcoming, connected, and culturally responsive campus climate.
  2. Advance inclusive teaching and learning practices across the institution.
  3. Strengthen equitable access to student support services.

Strategic Direction #2

Implement responsive strategies to facilitate student success.

Intention – Maintain our commitment to effective and accessible teaching and learning

  1. Expand flexible, accessible, and student-centered course delivery.
  2. Intentionally nurture mutually beneficial partnerships and collaborations.
  3. Strengthen retention systems through coordinated tracking and intervention.

Strategic Direction #3

Foster and encourage continuous innovation.

Intention – Embed campus-wide acceptance of innovation and transformational growth

  1. Expand innovative teaching and learning practices.
  2. Intentionally assess our programs and departments to identify and implement improvements.
  3. Cultivate a culture that empowers experimentation and creative problem solving.

Strategic Direction #4

Provide robust regional workforce support.

Intention – Foster and catalyze educational paths to meet individual, community, and regional needs.

  1. Expand industry-aligned career pathways that meet regional workforce needs.
  2. Integrate comprehensive career readiness skills across all academic programs.
  3. Strengthen employer partnerships to ensure programs remain relevant and future focused.

Strategic Direction #5

Enhance and celebrate an enthusiastic campus climate.

Intention – Support and ensure unbiased, inclusive, data-informed communication

  1. Strengthen employee growth through clear, accessible professional development pathways.
  2. Foster a sense of college community through engagement, dialogue, transparency, and leadership development.
  3. Promote employee well-being through intentional wellness and burnout-prevention initiatives.

Strategic Plan Alignment with Equity 2030

Enhanced Access Academic Success Student Engagement Evidence-Based Decisions Financial Resources Workforce And Talent Diversity
1. Create and live a culture of equity and inclusion.
1.1 Foster a welcoming, connected, and culturally responsive campus climate. Ìý Ìý Ìý Ìý
1.2 Advance inclusive teaching and learning practices across the institution. Ìý Ìý Ìý
1.3 Strengthen equitable access to student support services. Ìý Ìý Ìý
2. Implement responsive strategies to facilitate student success.
2.1 Expand flexible, accessible, and student-centered course delivery. Ìý Ìý Ìý Ìý Ìý Ìý
2.2 Intentionally nurture mutually beneficial partnerships and collaborations. Ìý Ìý
2.3 Strengthen retention systems through coordinated tracking and intervention. Ìý Ìý Ìý Ìý
3. Foster and Encourage continuous innovation.
3.1 Expand innovative teaching and learning practices. Ìý Ìý Ìý
3.2 Intentionally assess our programs and departments to identify and implement improvements. Ìý Ìý
3.3 Cultivate a culture that empowers experimentation and creative problem solving. Ìý Ìý Ìý Ìý
4. Provide robust regional workforce support.
4.1 Expand industry-aligned career pathways that meet regional workforce needs. Ìý Ìý Ìý Ìý
4.2 Integrate comprehensive career readiness skills across all academic programs. Ìý Ìý
4.3 Strengthen employer partnerships to ensure programs remain relevant and future focused. Ìý Ìý Ìý Ìý Ìý
5. Enhance and celebrate an enthusiastic campus climate.
5.1 Strengthen employee growth through clear, accessible professional development pathways. Ìý Ìý
5.2 Foster a sense of college community through engagement, dialogue, transparency, and leadership development. Ìý Ìý Ìý
5.3 Promote employee well-being through intentional wellness and burnout-prevention initiatives. Ìý Ìý Ìý

Strategic Plan Alignment with Minnesota State Strategic Pillars

Ensure Long-Term Financial Stability Ensure Long-Term Student Success Ensure Systemwide Effectiveness
1. Create and live a culture of equity and inclusion.
1.1 Foster a welcoming, connected, and culturally responsive campus climate. Ìý Ìý
1.2 Advance inclusive teaching and learning practices across the institution. Ìý
1.3 Strengthen equitable access to student support services. Ìý Ìý
2. Implement responsive strategies to facilitate student success.
2.1 Expand flexible, accessible, and student-centered course delivery. Ìý Ìý
2.2 Intentionally nurture mutually beneficial partnerships and collaborations. Ìý Ìý Ìý
2.3 Strengthen retention systems through coordinated tracking and intervention. Ìý Ìý
3. Foster and Encourage continuous innovation.
3.1 Expand innovative teaching and learning practices. Ìý Ìý
3.2 Intentionally assess our programs and departments to identify and implement improvements. Ìý Ìý
3.3 Cultivate a culture that empowers experimentation and creative problem solving. Ìý Ìý Ìý
4. Provide robust regional workforce support.
4.1 Expand industry-aligned career pathways that meet regional workforce needs. Ìý Ìý
4.2 Integrate comprehensive career readiness skills across all academic programs. Ìý Ìý
4.3 Strengthen employer partnerships to ensure programs remain relevant and future focused. Ìý Ìý Ìý
5. Enhance and celebrate an enthusiastic campus climate.
5.1 Strengthen employee growth through clear, accessible professional development pathways. Ìý Ìý
5.2 Foster a sense of college community through engagement, dialogue, transparency, and leadership development. Ìý
5.3 Promote employee well-being through intentional wellness and burnout-prevention initiatives. Ìý

Planning Alignment

Strategic Plan Alignment with Equity 2030 Diagram

Strategic Planning Committee

These were the committee members at the time when the committee was formed:

  • Jamal Adam, Interim Dean of Liberal Arts and Sciences
  • Linda Basara, Community Member, 91ɬÂþ Foundation Board Member, Director of Education at St. Luke’s
  • Kirsten Bowman, Administrative Assistant to the Vice President of Academic and Student Affairs
  • Timothy Brandon, Faculty, Auto Body
  • Erick Cortes, 91ɬÂþ international student, student employee and member of 91ɬÂþ men’s soccer
  • Hanna Erpestad, Dean of Liberal Arts and Sciences
  • Daniel Fanning, Vice President of Advancement and External Relations
  • Al Finlayson, Vice President of Administration
  • Steve Fudally, Chief Information Officer
  • Wade Gordon, Dean of Students
  • Jada Guthrie, 91ɬÂþ Student, Student Senate President
  • Kelli Hallsten Erickson, Faculty, English
  • Doreen Hernesman, Director of TRIO SSS
  • Sarah Lyons, Executive Diversity Officer
  • Glenn Merrick, Faculty, Biology
  • Brittany Raveill, 91ɬÂþ Store, Marketing and Online Sales
  • Dr. Patricia Rogers, President of Lake Superior College
  • Anna Sackette-Urness, Dean of Allied Health and Nursing
  • Ian Vincent, APEX, Community Member, Senior Business Developer at APEX