STRATEGICPLAN(2020-2025)

STRATEGICPLAN(2020-2025)

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MISSION

Weequipourgraduateswiththeknowledge,practicalskills,andinnerstrengthtocraftalifeofmeaningfulemployment,personalfulfillment,andgenerosityofselfwithinaninclusiveatmosphere,allwhileenhancingthequalityoflifeoftheGreatLakesregionandtheworld.

VISION

Webelieveinaninnovation-driven,transformativeeducationforall.Weidentifypotential,enablesuccess,drivesocialmobility,anddevelopstudentsintoprofessionallypreparedgraduateswhoexcellocally,nationallyandglobally.

COREVALUES

• ExcellenceinTeachingandLearning:Studentlearningisourfirstpriorityandfocusesonprovidingstudent/facultyinteraction,learning,andresearchincurrent,relevantprograms.
• Opportunity:Studentshaveawiderangeofopportunitiestogrowacademically,professionally,culturallyandsocially.Opportunitiesareprovidedviawork-studyassignments,studentorganizations,internships,communityoutreachandleadership.
• Diversity:Studentsexperienceacampuscommunityenvironmentthatisinclusiveandwelcoming.
• EthicsandValues:TheUniversitypromotesanenvironmentthatvaluesfreedomofexpression,thepursuitoftruth,honesty,openness,andcourteousbehaviorwhereeveryoneistreatedwithrespect.
• Stewardship:LSSUprovidesaframeworkinwhichtoleavetheuniversityandregionfinanciallyandenvironmentallysoundforfuturegenerationsofLSSUstudents,alumni,andfriends.

ASPIRATIONALVALUES

• GlobalInterdependence–Aspartofaglobalsocietywepromoteandcelebrateexchangeamongworldculturesthroughinternationalstudentrecruitment,on-campussupportforinternationalstudents,andpromotionofopportunitiesabroadforstudents,faculty,andstaff.Thus,webringLSSUtotheworldandtheworldtoLSSU.
• SocialMobility–AtLSSU,wearecommittedtoequalaccesstohighereducationopportunitiesthatleadtosocialmobility.LSSU’ssupportive,personalized,andwelcomingatmosphereparticularlybenefitsfirst-generationstudentsandthosefromdiversesocioeconomicbackgrounds.Asoneofthefewfour-yearuniversitiesinMichiganthatgrantsassociatedegrees,weareuniquelypoisedtoservestudentsthroughtheTuitionIncentiveProgram(orTIP)funding,whilefacilitatingasmoothtransitionfromanassociatedegreetoabachelor’sdegreewithguaranteedapplicationofallcredits.Wearecommittedtoprovidingresourcestostudentsthatleadtotheirsuccess.
• Innovation–LSSUembracesinnovationasanaspirationalvalue.Givendemographic,political,technological,andpolicyshiftsaffectinghighereducation,theUniversitycannot–andwillnot–standstill.Innovationinthecontextofthisstrategicplanmeanswewillunveilnewacademicprogramsandenactnewprocessesandmethodsofteaching;developnewenrollment-driveninitiatives;enrichthestudentexperiencewithbothtraditionandboldneweffortsthatenhancetheoverallstudentexperience;andenhancesupportnetworksandinterventionsforstudentsuccess.Ourinnovativeprocesswillrelyonastrongcultureofassessmentanddata-informeddecisionstodrivestudentsuccessandUniversitygrowth.

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PROCESS

InAugustof2019,theBoardofTrusteesofLakeSuperiorStateUniversitydirectedPresidentRodneyHanleytoleadinthecreationofanewStrategicPlan.Dr.HanleyproposedtwobroadphilosophicalquestionsandseventhemesattheFacultyandStaffConvocation.Thephilosophicalquestionswere,“Whatwillitmeantobeagreatpublicuniversityinachangingworld?”and“HowwillLSSUuniquelyembodythisgreatness?”Dr.HanleyappointedaStrategicPlanningCommitteetobegintheprocessofdraftinganewfive-yearplan.

ThecommitteeheldlisteningsessionstogivevoicetomultipleconstituenciesinthenewStrategicPlan.Theseconstituenciesincludedstudents,faculty,staff,TribalLeaders,advisoryboards,alumni,andcommunitymembers.Anonlinesurveywascreatedtoallowforanonymousinput,andreceived30responses.Thirty-fivesessionswereheldwithatotalattendanceofover300people.Thesessionswerefacilitatedtofocusonthefutureoftheuniversityandthedirectionsneededtoachieveaprosperousfuture.

Thisdocumenttrulyrepresentsbroadinput.Thecommitteewasgivenlatitudetomodify,delete,oraddtothestrategicpillars,whichtheydid.Theythenidentifiedgoalsandkeystrategieswithineachofthepillarsbasedoninputfromlisteningsessions.AdraftdocumentwasthensenttothePresidentandSeniorManagementTeamfortheirreview,inputandapproval.TheBoardofTrusteesreceivedtheplaninMarch2020andthenratifiedtheStrategicPlanonApril24,2020.

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2019-2020StrategicPlanningCommittee

• MichaelBeazley,DeanofStudentAffairs
• JasonGarvon,ProfessorofBiology,FacultyAssociationPresident
• KimberlyMuller,DeanoftheCollegeofInnovationandSolutions,CommitteeChair
• JanineMurray,AcademicAssistantfortheLukendaSchoolofBusiness
• StephanieRoose,AdmissionsRecruiterandInternationalSpecialist
• KatelynSmith,StudentGovernmentPresident
• AlexandraVanDoren,AcademicLibrarian

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EXECUTIVESUMMARY

LakeSuperiorStateUniversityiscommittedtoprovidingstudentswithaqualityeducationthroughstudent-centeredinstructionthatpreparesthemtomeettoday’sworkforceneeds.Ourvaluepropositionisthatwefacilitateupwardsocialmobilityatacomparativelylowcost.Werealizethatstudentsareincreasinglyconcernedwithstudentdebt.Tothatend,wecommitourselvestoprovidingstudentswithexperientiallearningactivitiesusingwell-trained,caringfacultyandstaff,whilealsomakingeffortstomaintainlowoperationalexpenses.

Wearealsocommittedtoourpromisetostudents:SuperiorEducation,SuperiorExperience,SuperiorYou.Throughbothcurricular,co-curricularexperiences,andextracurricularexperiences,wetrainstudentstothinkcritically,communicateeffectively,anddisplayprofessionalandethicalbehavior.Engaginginon-campusresidentialandextracurricularactivitiesenhancestheoverallstudentexperience,enrichesstudents’learning,andcreatesconstantmomentsofencounterandinteractionwithnewworldviews,backgrounds,andperspectives.Webelievethattheseexperiencestransformstudentsandinstillinthemtheknowledge,empathy,skills,andself-confidencetopersistintheireducationalpursuitstowardtheirlong-termgoals.

TheStrategicPlancontainsfivepillarsandthreeoverarchingthemes.ThethreeoverarchingthemesareGlobalInterdependence,SocialMobility,andInnovation.Strategicactionsarosefrequentlyinthesethreeareas.Further,thesethreeareasoverlapeachofthepillarsoftheStrategicPlan.Assuch,webelieveourCoreValueswillaspirationallyleadtostrategicactionsoverthefive-yearperiodofthisStrategicPlan.Therefore,wewillrefertothemasAspirationalValues.EachpillarandaspirationalvalueshouldalsobeviewedthroughthelensofExcellenceinTeachingandLearning,withrecognitionthatnotalllearninghappensintheclassroom.

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STRATEGICPLAN(2020-2025)

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PRIORITY1-CultureofStudentLearningandDevelopment
StudentscomingtoLakeSuperiorStateUniversityenteraCultureofStudentLearningandDevelopment.Theybecomepartofanenvironmentthatsupports,challengesandtransformsthem.Inthisculture,weacknowledgethatlearninganddevelopmentoccurinthetraditionalacademicsettingsoftheclassroom,thelaboratory,andthelibrary;buttheyalsooccurintheresidencehalls,incommunityspaces,andataLakersathleticevents.Throughcurricular,co-curricular,andextracurricularexperiences,studentsdevelopskillsthattransformthemandsetthemanupwardsocialmobilitytrajectory.Theyarereadytoexcelinthejobsoftodayandhavethetrainingtokeepthemcompetitiveinarapidlychanging,globallyinterdependentarena.

TransformationatLSSUisnotreservedsolelyforstudents.JustasstudentsaretransformedbytheireducationandLSSUexperience,sotooaretheireducatorstransformedbytheirfacultydevelopmentandformation,research,andconferenceattendance.TheconstantevolutionthatoccurswithcomingsandgoingsofstudentsobligetheUniversity,itsfaculty,andstafftoadaptandrespondtostudentneeds,communityneeds,andemergingmarkettrendstodevelopprofessionallypreparedgraduateswhoexcellocally,nationally,andglobally.

Goal1.1-Revitalizeandsupplementacademicofferingsthatrespondtostudentneedsandpromotetransformationalgrowth.

Strategies:

• 1.1.1Analyze,assess,andrefreshtraditionalgeneraleducationandliberalartscoursestoaccentuatetheirintrinsicvalueandaddappealandrelevancytocurrentstudents.
• 1.1.2Addnewacademicprogramsanddeliverymethodsforcertificates,associates,andbaccalaureatedegreesthatmeetstudentandmarketneedsfortraditionalandnontraditionalstudentsintheLSSUbroaderserviceregion.
• 1.1.3PursuetheestablishmentofacommunitycollegeasaseparateentitywithinLSSUthatservesvocationalandtechnicaleducation.
• 1.1.4ExpandandleveragetheidentityandsuccessesoftheCenterforFreshwaterResearchandEducationthroughtheadditionofnewacademicprogrammingwithinit.
• 1.1.5ExpandprogrammingrelatedtocannabistopositionLSSUasanationalleaderofacademicinquiryinthecannabisindustry.
• 1.1.6Enhanceacultureofcyclicalandsystematicassessmenttodrivecontinuousimprovementandinnovationincurricular,co-curricular,andextracurricularprogramsandservices.
• 1.1.7Equipstudentswithinformationandtoolsthatpromoteself-advocacyandagrowthmindset.
• 1.1.8Expandcareerservicestocreatemorelinkagesbetweenacademicprogramming,andinternshipandjobopportunitiesbothintheU.S.andCanada.
• 1.1.9Increasethenumberofguestspeakersfromthebusinessandprofessionalcommunity.

Goal1.2-DevelopacomprehensiveinternationalizationplanthattakesLSSUtotheworld,andbringstheworldtoLSSU.

Strategies:

• 1.2.1EstablishanOfficeofInternationalEngagementtoenhancerecruitmentof,andsupportfor,internationalstudents.
• 1.2.2Establisheducationalpartnershipswithglobalinstitutionsforstudyabroadopportunitiesandfacultyexchange.
• 1.2.3Developacomprehensiveinternationalrecruitingplan,andincreasethenumbersofinternationalstudentsto10%ofthetotalnumberofstudentsattheuniversity.
• 1.2.4DevelopaCanadianrecruitingplan,andincreasethenumberofCanadianstudentsto5%ofthetotalnumberofstudentsatLSSU.
• 1.2.5DevelopascholarshipprogramtargetingCanadianstudentsthataddressescostdifferentialbetweenOntarioandMichigan.
• 1.2.6Internationalizetheacademicandco-curricularprogramstoinfuseinternationalperspectivesthroughouttheeducationexperience.
• 1.2.7Provideasupportmechanismforfacultyandstaffwhoestablishexchangeandstudyabroadopportunitiesandpartnershipswithforeignuniversitiesorleadservicelearningorresearchprojects.

Goal1.3-Increasefirst-yearstudentretentionto75%,andincreasethepercentageofenteringstudentswhocompleteanassociateorbachelor’sdegreeby10%.

Strategies:

• 1.3.1Increasesupportandservicesforstudentswhoarefirst-generation,PellGrant-eligible,veterans,orenterneedingdevelopmentalcoursework.
• 1.3.2ExpandusageofMyDegreePlantoenhancestudentacademicdecision-makinganddegree-planning.
• 1.3.3Developacampus-widestudentretentionplan.
• 1.3.4Assesstheeffectivenessofalldevelopmentalandgatewaycourses,andreviseasneeded.

Goal1.4-Providefacultyandstaffwithsupportandprofessionaldevelopmenttostrengthenaninnovative,world-classlearninganddevelopmentenvironmentthatenablessuccess,drivessocialmobility,anddevelopsstudentsintoprofessionallypreparedgraduates.

Strategies:

• 1.4.1Provideprofessionaldevelopmenttofacultyandstafftoassisttheminkeepingcurrentintheirrespectivefields,developmentofstudentlearning-centeredpedagogy,anddevelopmentinallacademicendeavors.
• 1.4.2Providesufficienttraining,technologicalsupport,andoversighttoensurequalitycontentandservicebothoncampusandindistancelearningenvironments.
• 1.4.3IncreaseparticipationinScholarshipofTeachingandLearning(SoTL)activitiesandFacultyLearningCommunities.
• 1.4.4Enhanceouracademicadvisingmodelandtrainingprogramutilizingbestpracticesthatprovideaccesstoadvisingtools.
• 1.5.5Track,support,andmarkettheuseofHigh-ImpactEducationalPracticesinallacademicactivities(e.g.first-yearseminarsandexperiences,servicelearning,undergraduateresearch,studyabroad,ande-portfolios).

PRIORITY2-Diversity,Inclusion,andBelonging
LakeSuperiorStateUniversitycelebratesitsdiversecommunityandiscommittedtopromotingacultureofinclusionandbelonging.Ourdiversityreflectsthemanywaysinwhichindividualsandcommunitiesuniquelyidentify–socioeconomic,first-generationstatus,veteranstatus,religious,racial,sexualorientation,ethnic,orpolitical–contributingdistinctandvaluableexperiencesandperspectivestothemakeupoftheuniversity.EveryoneshouldhaveequalpossibilitytofindtheirplaceatLSSU,tofeelliketheybelong,andtohaveasharedLakeridentity.TheUniversity’sbeliefininclusionreflectsthemannerinwhichindividualswithdifferentbackgroundsareincorporatedandvaluedwithineducationalandcivicdiscourse.Werespectandcelebratetheuniquenessofthestudents,staff,andfacultythatcompriseourcommunity,andacknowledgeourresponsibilitytoensureaculturallyrelevantspacewhereallfeelheardandwelcomed.Ourpoliciesandpracticesmustpromoteacultureofinclusion,safety,andbelonging;theymustbeperson-centered,equitable,andcoordinatedacrosscampus.Weespeciallymustsupport,uplift,andempowerunderrepresentedandmarginalizedgroups.Ourcultureofinclusionandbelongingallowsustoenricheverypillarofthestrategicplan.

Goal2.1-IntegrateandadvancethecelebrationofdiversityacrosstheUniversity.

Strategies:

• 2.1.1Developacampus-wideDiversityPlanthatpromotesacultureofinclusionandbelonging.
• 2.1.2Establishandpublishacalendarofculturalandhistoricevents,celebrations,dates,andholidays.
• 2.1.3Supportthecreationofadditionalmulticulturalorinclusiongroups,events,andactivities.
• 2.1.4Createopportunitiesforopenpresentationsondiversityforstudents,faculty,anddevelopaDiversitySpeakerSeries.
• 2.1.5Assesstheculturalrelevanceofcoursesandcurriculawiththegoalincreasingculturalliteracy.
• 2.1.6Increasecollaborationamongstudentorganizationswhenhostingeventswithsimilarthemes.
• 2.1.7Identifyandachievecampus-widediversityrecognitionfromexternalorganizationsthathighlightsuccessinworkingwithdiversestudentgroups(e.g.Veteran-FriendlySchoolGoldLevelbytheMichiganVeteransAffairsAgency).
• 2.1.8Createaleadershipdevelopmentprogramforfacultyandstaff–inparticularwomen,minorities,andmembersofunderrepresentedpopulations–toprovideaddedopportunitytopositionthemselvesforprofessionaladvancementwithintheUniversity.

Goal2.2-Sustainauniversityclimatethatpromotesretentionandsuccessofstudents,faculty,andstaff;andthatmakesallfeelwelcomed,supported,included,andvalued.

Strategies:

• 2.2.1Develop,encourage,andsupportprocessesthatallowcontinueddialogueandservicetodiversity,inclusion,andbelongingthroughacademicandculture-basedactivities.
• 2.2.2Enhancethephysicalandtechnologicalinfrastructurethatprovidesaccessibilityforalluniversitymembers.
• 2.2.3Providetrainingtofacultyandstaffaroundbestpracticesforculturalcompetenciesandaccommodatedresourcestosupportdiversepopulationsoncampus.
• 2.2.4Createandmaintainawebsitetoprovidecommunicationforinitiatives,successes,andresourcesarounddiversity,inclusion,andbelongingefforts.

Goal2.3-Increaseawarenessofstudentsocialmobilityandthechallengesassociatedwithit,andincreasesupportactivitiesforsocioeconomicallydisadvantagedgroups.

Strategies:

• 2.3.1Increasethenumberofannualandendowedscholarshipstargetingstudentsfromdisadvantagedfinancialbackgrounds.
• 2.3.2Assessandincreaseawarenessofstudentfoodinsecurityandmaintainafoodpantryandprofessionalclothingresource.
• 2.3.3Increasefaculty,staff,andstudents’involvementincommunityandcivicaffairs.
• 2.3.4Enhancefinancialliteracyeducation,especiallyasitrelatestostudentdebt.
• 2.3.5Increaseandmaintainafundingsourceforstudentemergencies.
• 2.3.6Increasegrantsupporttobenefitstudentsfromsocioeconomicallydisadvantagedbackgrounds.
• 2.3.7Increasefinancialtrainingforfacultyandstaffaboutchallengesrelatedtosocialandeconomicmobility.

Goal2.4-Designactivities,themes,andtraditionsthatdefinewhatitmeanstobeaLaker,thatenhancecampusidentity,andthatbuildasenseofbelonging.

Strategies:

• 2.4.1Offerandsupportpositiveinteractionsintheclassroom,workplace,andcampuslivingspacestogivestudents,faculty,andstaffopportunitiestoconnectandbuildrelationships.
• 2.4.2Increasecommunicationshighlightingsuccesses,accomplishments,andkeyinitiativesofstudents,faculty,staff,andalumniacrossmultipleplatformsandwhenpossibleinvitecommunityparticipation.
• 2.4.3UpdatetheUniversity’sStyleGuideanduseofauniformbrandandstylisticapproach,includingAthleticsprogramsandlicensedproducts.
• 2.4.4BroadencampusparticipationatLakerAthleticsevents.
• 2.4.5Developandexpandstudentmusicopportunitiesoncampus,includingtheUniversityPepBandforperformancesatLakerAthleticsevents.

Goal2.5-Incorporatehistory,traditions,languages,andculturesofIndigenouspeoplesinallUniversityserviceareas.

Strategies:

• 2.5.1AugmenttheprominenceoftheNativeAmericanCenteroncampus,inthecommunity,andonaregionalandnationallevelthroughbroaderprogrammaticofferings.
• 2.5.2IncreasethenumberofprogrammaticofferingsandactivitiesintheNativeAmericanCenteroncampusandinthecommunity.
• 2.5.3DevelopandofferOjibwelanguagecoursesoncampusincludingaprogramthatresultsinateachingcertificateineducation.
• 2.5.4IncorporatethehistoryofIndigenousculturesingeneraleducation.
• 2.5.5DevelopanimmersiveculturalprogramoncampusthatpromotesNativeAmericanhistoricalandcontemporarynarrative.
• 2.5.6EstablishanewacademicprograminNativeAmericanstudiesthatemphasizesthehistoryoftheGreatLakesRegionandNativeAmericanhistoryandculture.
• 2.5.7EstablishasagraduationrequirementforbaccalaureatedegreesthecompletionofatleastonecoursewithIndigenousculturalcontent.

PRIORITY3-FiscalResilienceandOperationalExcellence
Astrong,stablefiscalpositionisparamounttotheUniversitygrowingandthrivingasavibrantcampusandcommunity,wherestudentspursuetheireducationandwherefacultyandstaffgrowintheircareers.Thechoiceofthewordresilienceoversustainabilityispurposefulinthatwewishtomaintainandcreatesystemsthatcanwithstandchangesandstillfunctionefficiently.OperationalexcellencewillrequireinvestmentinLSSU’shumancapital,underlyingtechnologies,andcampusinfrastructure,whileaddressingbudgetarychallenges.

Goal3.1-EnsureindividualoraggregatedinstitutionaloperatingunitsareviableandthatLSSUasawholeisfinanciallyhealthyandresilient.

Strategies:

• 3.1.1Identifyanddevelopnewlearner-focusedacademicprogramsanddeliverymethodsthatwillmeetlocal,regional,andlargermarketdemands,whileincreasingenrollmentandnetrevenue.
• 3.1.2Evaluateexistingacademicprogramsforoveralleffectiveness,financialviability,andenrollmentgrowthpotential.
• 3.1.3Developaprocessforreview/assessmentthatensuresexpendituresarealignedwithinstitutionallyapprovedplans(e.g.LSSUStrategicPlan,LSSUMasterPlan,HousingMasterPlan,andFacilitiesMasterPlan).
• 3.1.4EnsurethatLSSUexceedstheHigherLearningCommission’sminimumrequiredCompositeFinancialIndexof1.0,asdeterminedintheHLCAnnualUpdate.
• 3.1.5EnsurethatLSSUexceeds3.0fortwoofthefourfinancialhealthratiosforpublicinstitutionsofhighereducationasdeterminedbytheNationalAssociationofCollegeandUniversityBusinessOfficers.
• 3.1.6Achieveunqualifiedannualauditsfortheinstitution.
• 3.1.7Developaninstitutionalcrisismanagementplan,whichincludeshowLSSUwillrespondtoinfectiousdiseasesandglobalpandemics.

Goal3.2-Expandanddiversifyuniversityrevenuestreams.

Strategies:

• 3.2.1Expandoveralluniversityenrollmentwithagoalof1,925studentsby2025.(updatedJuly14,2023,bytheBoardofTrustees)
• 3.2.2DevelopanadditionallocationfortheUniversityinSt.Helen,Michiganfocusingonselectprogrammaticofferingsandgeneraleducation.
• 3.2.3DevelopaClubSportsinitiativethatfocusesonavailableathleticsfacilitiesandnewlyrecruitedstudents.
• 3.2.4PromoteanddevelopaunitoftheUniversityasaCommunityCollege,whichfocusesontradesandvocationalprograms.
• 3.2.5DeveloptheCenterforFreshwaterResearchandEducationtoofferacademicprogramsandtobecomefinancialsustainable.
• 3.2.6Maintainanddevelopnewacademicprogramsservingnon-traditionalpopulationssuchasServiceMember,highschool,continuingeducation,andcommunitycollegelearners.
• 3.2.7IncreaserevenuefrommajorauxiliaryunitsoftheUniversity(e.g.housing,healthservices,foodservices,CislerCenter),includingconstructionofanewresidencehall.
• 3.2.8Increase1stto2ndyearretentionrateto75%.
• 3.2.9Increasethenumberofvarsityathleticsteams,especiallytheadditionoffallseasonsports(e.g.women’sandmen’ssoccerandlacrosse).
• 3.2.10LobbystateelectedofficialsforpermanentfundingoftheMichiganIndianTuitionWaiverandincreasestoannualinstitutionalappropriations.
• 3.2.11IncreasemiscellaneousGeneralFundrevenue(e.g.miscellaneousgifts,interestIncome,NorrisCenterrevenue,ArtsCenterrevenue,andindirectcosts).
• 3.2.12IncreaserevenuefromAthleticseventsandinitiatives.
• 3.2.13Maintaintuitionandroomandboardratesconsistentwithmarkettrendsandpeerinstitutions.
  • 1.ReviewtheorganizationalstructureoftheUniversityFoundationandreorganizeitformaximumfundraising
    effectiveness.
• 3.2.15Developlong-termFoundationfundraisinggoalsinsupportofUniversitystrategicinitiatives.
• 3.2.16DevelopacomprehensiveCampusEventsManagementPlantocoordinateandmaximizecampusspaces,eventssuccess,andnetrevenuegeneration.
  • 1.Providesasinglepointofcontactforschedulingcampusevents.
  • 2.Coordinatesinternalunitsforsuccessfuleventmanagement.
  • 3.Takesadvantageofunderutilizedcampusresources.
  • 4.Drawsmoreexternalconstituenciestothecampus.
  • 5.TakesadvantageofLSSU’sstrengthsanduniqueenvironment.
  • 6.IncreasesnetrevenuetotheUniversityforreinvestmentintheinstitution.

Goal3.3-Cultivateapositivecultureofcustomerserviceandprofessionaldevelopment.

Strategies:

• 3.3.1Ensureoperationalhoursforacademicandstudentsupportareastoadequatelymeetstudentneeds.
• 3.3.2Enhancetheuniversityresearchfunctionandprovideprofessionaldevelopmenttofaculty,staff,andstudentsinusingdatatomakeinformeddecisions.
• 3.3.3Completeastaffingaudittoensurethatunitstaffinglevelsareappropriate.
• 3.3.4Utilizetoolsinthesolicitationofprospectiveemployeesthatareeasytouseforcandidates,supervisors,andbudgetmanagers.
• 3.3.5Implementacomprehensiveonboarding,mentoring,andprofessionaldevelopmentprogramforallemployeestoensurethatrecruiting,hiring,andpromotionprocessesareinclusiveandfollowresearch-basedpracticesforavoidingbias.
• 3.3.6Determine,andthenutilize,bestpracticesforcommunicationtodistinctconstituentgroups,includingbutnotlimitedtoprospectiveandcurrentstudents,employees,alumni,andcommunitymembers.
• 3.3.7Delivertrainingandtoolstobudgetmanagersthatwillimprovethebudgetingprocessbyincreasingtransparency,providereal-timeaccesstobudgets,andincreasetheirunderstandingoftheuniversitybudgetingprocess.

Goal3.4-Ensureoperationaleffectivenessthroughinnovation,planning,andresourceallocation.

Strategies:

• 3.4.1ProvideITinfrastructure,systems,andstaffingthroughhiringand/ortrainingtoensurethatoperationalandinstructionaltechnologysystemsandstaffcansupportinnovation,communication,efficiency,andproductivity.
• 3.4.2Allunitswillannuallyreportonplans/coststoautomateprocessesinanefforttoincreaseefficienciesandreducecosts.
• 3.4.3BusinessplanswillbedevelopedforallInstitutionalstrategicinitiativespriortoimplementation.
• 3.4.4CompleteanewCampusMasterPlanby2025thatalignsprioritiesfornewconstruction,facilitiesrenovations,deferredmaintenance,propertyacquisition,andspaceutilization.
• 3.4.5Developandutilizebudgetingprocessesthatintegrateplanning,innovation,andassessmentandthatallowmultiyearplanning,providemoreeffectivedatafordecision-making,enhancecash-managementstrategies,andcoordinateuniversityandunitfinancialplans.
• 3.4.6Developandimplementandinstitutionaldeferredmaintenanceplanby2021.
• 3.4.7MaintaingoodstandingwiththeHigherLearningCommissionandappropriateaccreditationbodies.

PRIORITY4-CommunityPartnershipandEngagement
LakeSuperiorStateUniversity’suniquelocationontheinternationalborderinthetwinSaultSte.Mariecommunitiesprovidesourstudentswithadistinctlandscapetoliveandlearn.OurlocationisfurtherenhancedbythepresenceofseveralvibrantTribalcommunities.AsakeyeconomicanchorinSaultSte.MarieandtheEasternUpperPeninsulaofMichigan,LSSUhasandwillfosterasymbioticrelationshipwiththecommunity.Ahealthyrelationshipwithareapartnerswillnotonlyhelpourstudentsthrive,itwillenrichthecommunityasawhole.ThesuccessofLSSUasauniversityisco-dependentonthestrengthofourneighboringcommunitiesandonthestrengthofourrelationswiththem.Ultimately,itisourresponsibilitytobeagoodneighborandemployer.LSSUwillbepartoftheEasternUpperPeninsula,notapartfromit.Wewillstrivetocultivatestudents,facultyandstaffwhoareLakercitizenambassadorswhoareintegratedincivil,commercial,andpoliticallife.

Goal4.1-IncreaseanddocumentcommunityserviceandpartnershipactivitiesforLSSUstudents,faculty,andstaff.

Strategies:

• 4.1.1Track,increase,andpromotevolunteerworkandconsultationdonebystudents,faculty,andstaff.
• 4.1.2Track,increase,andpromotestudentprojectsandresearchthatbenefitthelocalcommunity.
• 4.1.3AssignaliaisontofacilitateinteractionbetweenLSSUandthecommunityforinternshipopportunities,jobshadowing,andhiringaftergraduation.

Goal4.2-ImplementbettercommunicationtoEasternUpperPeninsulacommunitiesandSaultSte.Marie,Ontarioaboutcampusopportunitiesandresourcesthatareavailabletothepublic.

Strategies:

• 4.2.1CreateandshareareferencelistofkeycontactsatLSSUandthecommunityforeaseofcommunication.
• 4.2.2DevelopandmaintainapromotionalsysteminsupportofLSSUeventsandsummeractivitiestobroadenexposure,participation,andengagement.
• 4.2.3IncreaseawarenessofLSSUprogramsthatmeetregionaljobmarketdemandsandofferfutureopportunitiesinstepwitheconomictrends.
• 4.2.4Workwithcommunitypartnerstocreateandenactaplantodevelopa“collegetown”atmosphere(i.e.theuniversitypervadestheeconomicandsociallifeofthecity).

Goal4.3-CollaborateandbuildrelationshipswithTribalPartners.

Strategies:

• 4.3.1PartnerwithlocaltribestopromoteNativeAmericanculturesinLakerWeekactivitiesandthroughouttheacademicyear.
• 4.3.2EnhancetheUniversity’srelationshipwithBayMillsCommunityCollege.
• 4.3.3AmplifytheopportunitiesavailablethroughtheNativeAmericanCentertothecampusandoursurroundingcommunity.

Goal4.4-increasecollaborationwithK-12schoolsinNorthernMichiganandOntario.

Strategies:

• 4.4.1DevelopanoutreachprogramwithregionalmiddleschoolsandhighschoolstoshowcasetheUniversityandenhanceLSSU’srecruitmentopportunities.
  • 2.DeveloparecruitingplantoincreasethenumberofstudentsenrollinginLSSUfromourCharterschools.
• 4.4.3EnhanceK-12studentopportunitiesoncampusasawaytostrengthenasenseofbelongingattheUniversity.
• 4.4.4StrengthenandgrowopportunitiesforjointprogrammingthroughCareerTechnicalEducationandEarlyMiddleCollege.
• 4.4.5ProvideinternationalenrichmentexperiencesthroughtheArtswithprogrammingdesignedspecificallytomeettheneedsofstudents.
• 4.4.6ExpandprogrammingattheUniversityArtsCentertotargetK-12students.

Goal4.5-Engagewiththecommunitytoshapeourprioritiesandadvocateourstrengths.

Strategies:

• 4.5.1Universityleadershipwillcollaboratewithlocalpolitical,business,andcommunityleaders.
• 4.5.2Inadiversehighereducationpolicylandscape,LSSUwillcontinuallypromoteitsuniquenesstostatewideandnationallyelectedofficials.
• 4.5.3TheUniversitywillbethecenterfortheartsandculturalexchangesforthecityandregionthroughtheleverageduseoftheLSSUArtsCenter.
• 4.5.4LeverageLakerAthleticsasacommunityentertainmentandmarketingassettoadvancetheUniversity.
• 4.5.5EnhancetheopportunitiesforalumniandfriendsoftheUniversitytoadvancetheinstitutionwiththeirtimeandresources.
• 4.5.6Hostconferencesassociatedwithcannabis-relatedprogramming,theCenterforFreshwaterResearchandEducation,theNursingSimulationCenter,andotherkeyareasoncampus.
• 4.5.7ExpandthenumberofsummercampsofferedattheUniversitywithemphasisgiventorevenueandbreadthofprogramming.

PRIORITY5-Sustainability
SustainabilityatLSSUistheresultofdevelopingandadheringtopoliciesandprocedurescraftedtoachieveasustainableandjustworldforcurrentandfuturegenerations,especiallyasitpertainstothefunctioningoftheUniversity,andtheprotectionandconservationofthenaturalenvironmentaroundus.Ourmission,location,andprideofplace–atthenexusofthreeGreatLakes–provideuswithboththemotivationandsenseofurgencytoprotectournaturalresources.DevelopmentofsustainabilityatLSSUrequiresthatwepushbeyondourcurrentboundariestowardnewinitiatives,requiringsomeinitialinvestmentandultimatelyleadingtoahealthierplanet,enrichedacademicexperiences,andongoinginstitutionalsavings.WebelieveLSSUisreadyforthischallenge.Wearefurtherexcitedathowourintimaterelationshipwithourfreshwaterresourceswillallowustopromotesustainabilitywithintheinstitutionandthroughoutthecommunityandregion.

Goal5.1-Createacampus-widesustainabilityplanthatcanadapttoourchangingworldviewandprioritizeeco-friendliness.

Strategies:

• 5.1.1Establishasustainabilityofficeoncampusthatwillcoordinatesustainabilityinitiativesanddevelopacampus-widesustainabilityplan.
• 5.1.2Developacampus-widesustainabilityplanthatemphasizescarbonneutrality,responsibleconsumptionofresources,andsustainabilityeducationforstudentsandstaff.
• 5.1.3ExpandthemissionoftheCenterforFreshwaterResearchandEducationtoincludesustainability-relatedacademicprogramming.

Goal5.2-Reduceoverallresourceconsumptiononcampus.

Strategies:

• 5.2.1CompleteasustainabilityauditwiththegoalofreducingtheuseofStyrofoam,plastic,andothernon-recycledornon-compostablewaste.
• 5.2.2Determinethefeasibilityofimplementingofgreenenergiesoncampus,suchassolarandwindenergy.
• 5.2.3Reduceoverallenergyconsumptiononcampus.
• 5.2.4Enactacampus-widerecyclinginitiative.
• 5.2.5Analyzecurrentpracticesandimplementstrategiestoreduceandoffsetcampusprintingandpaperconsumption.
• 5.2.6Reducefoodwastewithincampusdiningoperations.

Goal5.3-Increasesustainability-basedengagementacrosscampusandinthecommunity.

Strategies:

• 5.3.1Allacademicprogramscontainsomeoutcomemeasurerelatedtosustainabilityorofferatleastonesustainability-relatedcourseby2025.
• 5.3.2Increasethenumberoffacultyandstudentsconductingsustainability-relatedresearch.
• 5.3.3Establishacampus-widesustainabilitycommitteetoprovideanalysisandrecommendationsforsustainabilityinitiatives.
• 5.3.4Increasethenumberofsustainability-relatedcampus-widelecturesandsymposia.
• 5.3.5Developplansandimplementsustainabilityinitiativesforuniversity-ownednaturalareas.
• 5.3.6Developacampus-widemarketingcampaignpromotingsustainabilityeffortsandachievementsinsustainability.

Goal5.4-Promotesustainabilitythroughoutthecommunity.

Strategies:

• 5.4.1Developaninternationalfreshwater-relatedconsortiumoflocalandregionalinstitutions,includingthoseinCanada,Tribalorganizations,andgovernmentinterests.
• 5.4.2Developsustainability-relatedprogramsandeventstargetingthecommunity.
• 5.4.3Establishacommunityorganicgardenand/orpartnerwiththeCityofSaultSte.Marieoncompostingandorganicgardening.
• 5.4.4Participateinregionalcarbonoffsetinitiatives.
• 5.4.5Increasethenumberofplantedtreesthroughoutcampusanduniversity-ownednaturalareas.
• 5.4.6Establishacampusapiary.
• 5.4.7DevelopaCampusGroundsMasterPlanthatincludesassociatedhabitatforpollinatingbees.

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