Luther College Strategic Plan: Vision 2025

LUTHER COLLEGE VISION 2025 A SOLID FOUNDATION

Strategic Plan 2022-2025

A city’s best and greatest welfare, safety, and strength consist in its having many able, learned, wise, honourable and well-educated citizens.”

- Martin Luther

BACKGROUND AND HISTORY

Luther College is a liberal arts educational institution distinguished by the Lutheran heritage of excellence in scholarship, freedom to pursue the truth, and an awareness of living in God’s grace.

EARLY YEARS

Luther College serves students of all cultures, religions, and orientations by nurturing intellectual, emotional and spiritual growth. Luther College provides the highest quality of teaching and fosters outstanding research while presenting and challenging a broad spectrum of values and viewpoints. Luther students are well-prepared to become leaders as caring, ethical, critically engaged citizens.

In 1913, Lutheran settlers around Melville, Saskatchewan were inspired by Martin Luther's principles that education was not only for clergy, but for all people to serve God more fully in all aspects of life. Existing schools in Saskatchewan were few and did not adequately prepare students for university. The Lutheran Church also needed educated ministers and teachers in Western Canada. These needs motivated the settlers to set up a Christian school. Luther Academy was established in Melville to provide high-quality education in a Christian context.

In 1926, Luther Academy moved to its present location in Regina on Royal Street. The name of the school was changed to Luther College, and offered grade eight through to university classes. By 1938 the girls’ dorm was built, and a dedicated chapel space was added.

With over 200 students attending Luther by 1951, there was a need for a gymnasium. The space now known as the Merlis Belsher Heritage Centre was built. During these years, many students from rural communities throughout Saskatchewan attended for their high school and university educations. By 1956, a much-needed classroom wing was added to accommodate the higher enrollment.

In the mid-60s, Luther College received an offer to federate with the Regina Campus of the University of Saskatchewan (now known as the University of Regina). By 1968, the Federation Agreement was finalized, and construction began on buildings at the university campus.

In 1969, Luther College, Regina was incorporated by Saskatchewan legislative statute (which was amended in 1996 and again in 2018). It is during this time that Luther College became affiliated with the Evangelical Lutheran Church in Canada.

1971 was a milestone year, with Luther College now operating a liberal arts college offering post-secondary education on the University of Regina campus, as well as a historical, independent high school offering grades 9 through 12.

In 1976, the High School added an art room, followed by a classroom wing and library in 1988. During this era, Luther’s university campus offered courses in English, Philosophy, Psychology, Sociology, Mathematics, and Religious Studies. In the early '90s, the university buildings were expanded with an academic wing, new library, chapel, classrooms, and offices.

PRESENT DAY

Luther College High School was the first in the province to offer the International Baccalaureate program, which continues to the present day. In the mid-2010’s, the College marked its 100th anniversary and a significant renewal and expansion to the High School with a new gym, classrooms, and common area.

With the outbreak of the COVID-19 global pandemic in 2020, Luther College shifted to remote teaching and remote operations in late March. Staff transitioned to working from home. Faculty members quickly learned how to deliver courses remotely through Zoom. Only the student residences and food services remained open for the small number of students living on each campus.

Post-pandemic, Luther Colleges looks to a new future with a strategic plan that even further unites the two campuses into one vision.

MISSION

Luther College prepares students to be compassionate, creative, and critical thinkers, through academic excellence and a community of care that is rooted in our call to love and serve our neighbours.

VALUES

Rooted and Open

We are rooted in the Lutheran intellectual tradition and open to insights from other religious, spiritual, and secular traditions. In our Canadian context, we feel especially called to recognize and value Indigenous worldviews, knowledge and perspectives.

Excellence

• innovation, creativity, exploration, and critical thinking

• the desire to do our best in everything that we do

Compassion, Care and Stewardship

• care for all entrusted to us — students, one another, our resources, and the world we live in

Equity, Diversity, and Inclusion

• safety, acceptance, respect for all while valuing differences in individuals and among people(s)

Integrity

• honesty, transparency and accountability

VISION

Luther College makes transformative change for a more grace-filled, just, and joyful world.

STRATEGIC PLANNING VISION 2025

Luther College developed a strategic planning process that incorporated the planning cycle of both Luther College High School and Luther College at the University of Regina into one. The primary benefits of a single strategic plan for both campuses are that this would provide leadership with a holistic view of the institution, align resources and initiatives when necessary, and to leverage the strategic advantage of having both a secondary and post-secondary campus within the same city. This strategic planning process also pays particular attention to long-term planning right after the COVID-19 pandemic while making a significant shift in the organization’s culture.

The process focused on communicating the following definition of strategy to the organization.

This helped clarify the importance of identifying what are the most unique and valuable activities our employees can focus on, and how the organization can ensure efforts are directed towards those. The last component of this definition is that it allows a trade-off conversation of what activities are no longer value- added and should be stopped, held, or postponed.

STRATEGIC PLANNING PROCESS

This strategic planning process was initiated in September 2021.

The initial four months of the planning was focused on setting up the Strategic Planning Oversight Team (SPOT). SPOT was a collection of senior leaders from both campuses who helped develop the strategic planning governance, process, and milestones. SPOT had numerous input and feedback touchpoints with the employees. They then engaged the various external stakeholders including parents, alumni, students, and others.

STRATEGIC PLANNING ENGAGEMENT TIMELINE

Below is the engagement timeline for the strategic planning process. All activities have been completed.

Employee prioritization survey

SPOT prioritization

Board approval of updated Vision, Mission and Values

Initial prioritization draft

LCHS Administration and College Leadership Group review

Employee review

Board submission

October 2022

November to January 2023

December 2022

January 2023

February 2023

March 2023

March 2023

“Strategy explains how we will create unique value for the people we serve by aligning our activities and choosing what we should not do.”

STRATEGIC THEMES

Strategic themes are the value-added areas of focus which Luther will prioritize over the next few years. Setting these strategic themes can help Luther focus on the most important initiatives. These strategic themes were set by SPOT and were validated through employee and stakeholder engagements.

These are the five strategic themes Luther College will focus on:

ACADEMICS THE LUTHER ROSE

Pursuing academic excellence through an enriching, innovative, and student-centred experience.

STUDENTS EMPLOYEES

It must be noted that the Luther Rose is at the centre of the five strategic themes. This highlights the fact that the Lutheran faith and tradition are at the centre of its identity and are part of what makes it unique.

Supporting the whole student to realize their purpose, passion, and potential in the world.

Fostering a diverse, trustworthy, and respectful workplace with engaged faculty and staff.

SUSTAINABILITY

Stewarding our resources to create a sustainable future.

COMMUNITIES

Developing a life-long connection with our communities.

STRATEGIC INITIATIVES

After intensive consultations and engagements, the SPOT team was able to compile a significant amount of strategic ideas and proposals. SPOT then proceeded to classify these ideas into eleven strategic initiatives.

ACADEMICS

Unique Blend of Curriculum and Content

Ensure that Luther is continually refining its course offerings and content to best serve its students.

Diversified Teaching Methods

Continually explore program pedagogy and delivery modes.

STUDENTS

Student Wellness

Support the development of the whole person and promote the well-being of each student.

Student Success Support

Provide opportunities to develop the skills they require to be successful in their academic careers.

EMPLOYEES

Employee Wellness

Encourage employees to improve and maintain their overall health and well-being and to create a culture of wellness.

Employee Development:

Enhance faculty and staff knowledge and abilities to support Luther’s vision.

SUSTAINABILITY

Financial, Operational, and Infrastructure Sustainability

Ensure that Luther pursues activities and initiatives that will promote ongoing operational sustainability.

Environmental Sustainability

Promote a culture of environmental responsibility and engage in innovative green initiatives.

COMMUNITIES

Equity, Diversity, Inclusion, and Indigenous Engagement

Promote a culture of diversity and reconciliation.

Community Development and Service

Develop and strengthen community relationships through service.

Culture of Philanthropy

Promote a culture of philanthropy that is focused on developing and sustaining strong donor relationships and shared responsibility for development.

URGENT & CRITICAL

STRATEGIC PRIORITIZED INITIATIVES

VISION 2025: A SOLID FOUNDATION

STUDENT RECRUITMENT & RETENTION STRATEGY

WHAT LEAD WHEN

1.1 Coordinated recruitment strategy for Luther College

a. Academic recruitment & retention

b. Residence recruitment & retention

c. Marketing strategy

President of Luther College Start 2023

OPERATIONAL REVIEW, INFRASTRUCTURE ASSESSMENTS, AND FUNDRAISING

WHAT LEAD WHEN

2.1 Operational cost review

2.2 Capital building assessment (e.g., LCHS 1926 building assessment)

2.3 Fundraising focus

a. Student financial aid and bursaries

b. Existing program offset and debt reduction

ACADEMIC REVIEW

Director of Finance Start 2023

Director of Finance Start 2023

Director of Development Start 2023 URGENT & CRITICAL

CRITICAL

WHAT LEAD WHEN

3.1 LCHS academic review

a. Course offerings and student course load review

b. IB expansion (e.g., career-related programme)

c. Experiential / service learning (e.g., outdoor school program)

3.2 LCUR academic review

a. Teaching and research inventory

b. Bundle offerings and first-year supports

c. Experiential / service learning (e.g., NVSSN)

d. Faculty renewal

3.3 President’s Strategic Advisory Committees focused on:

a. Transition to university

b. Indigenous engagement (e.g., Project of Heart)

c. Sustainability (e.g., maker space, green wave monitoring)

d. Volunteerism and service (e.g., NVSSN, service days)

Principal of High School Start 2023

Dean of University Start 2023

President of Luther College Start 2023

PRIORITIZED INITIATIVES

VISION 2025: A SOLID FOUNDATION

STUDENT WELLNESS

WHAT LEAD WHEN

4.1 Student wellness and engagement

a. Student wellness and engagement programming (e.g., student clubs and events)

b. Wellness resourcing and engagement (e.g., psychoeducational assessment)

c. Wellness and engagement initiatives (e.g., mental health and spiritual growth)

EMPLOYEE WELLNESS

WHAT

5.1 Comprehensive workload assessment

a. Faculty and staff

President of Luther College TBD

Director of Human Resources TBD

APPENDIX A: Strategic Initiatives

POSSIBLE OPERATIONAL ACTIONS

ACADEMICS

Both Campuses

Unique Blend of Curriculum and Content

• Expand on existing environmental sustainability programming

• Explore a unique blend of content and teaching methods

High School Campus

•Expand the International Baccalaureate program

•Review student course loads

•Develop cohort bundling

•Review the current curriculum

-Review math courses

-Add arc midpoint computation

-Review Language courses

-Explore TESL or IELTS

-Explore adding electives

-Invest in STEM and robotics lab

ACADEMICS

Both Campuses

Diversified Teaching Methods

• Increase experiential and applied learning

• Incorporate collaborative teaching

STUDENTS

Both Campuses

Both Campuses (continued)

• Incorporate international and interdisciplinary experiences

• Continue to focus on small class sizes

Student Wellness

• Expand student wellness support

• Develop wellness education and workshops

• Foster a sense of community among the student body

• Improve residence programming

- Allow pets

High School Campus

• Invest in a mental health and wellness centre

- Expand access to counsellors

- Recruit life coach

- Focus on spiritual formation

- Focus on Christ-centred education

- Explore alternative therapies

University Campus

• Promote the Philosophy, Politics and Economics program

• Limit courses and focus on quality

• Enhance bundles

• Provide community-focused courses

• Develop new micro-credentials

• Develop Luther stewardship program

• Develop a partnership with the University of Regina business faculty

• Enhance research excellence

High School Campus

• Develop an outdoor school program

University Campus

• Explore delivery modes and teaching modalities

High School Campus (continued)

• Develop intramural sports and athletics

- Further explore non-RHSAA sanc tioned sports

• Continue with bus service

University Campus

• Develop engagements day students

POSSIBLE OPERATIONAL ACTIONS APPENDIX A: Strategic Initiatives

STUDENTS

Both Campuses

Student Success Support

• Expand academic advising and support

- Expand individual tutoring

• Assist students with transition (e.g., career advice)

• Continue improving the library services and involvement of the library in student learning

EMPLOYEES

Both Campuses

High School Campus

• Focus on enabling student technological abilities

• Provide inclusive and accessible classroom furniture

University Campus

• Enhance the first and second year supports

- Expand the student success program

- Recruit student engagement and success coordinator

Employee Wellness

• Develop a comprehensive plan to address employee burnout

• Encourage work-life balance

• Support employee wellness

• Invest in employee and employee experience

• Provide flexible workplace

• Increase focus on mental wellness

• Improve employee culture

High School Campus

• Continue with wellness days

• Explore a four-day teaching week

• Explore the possibility of work being done during the school day

Employee Development EMPLOYEES

Both Campuses

• Employee training

- Provide customer service training

- Provide cross-training for staff

- Provide professional development opportunities

- Continue Violent Threat Risk Assessment training

Both Campuses (continued)

• Recruit more HR supports

• Hire enough staff to do the work

• Provide employee recognition

University Campus

• Evaluate teaching load for tenuretrack members, members with heavy research, supervisory or other commitments

• Provide a staff room or common room

University Campus

• Support faculty for teaching and research

- Enhance research excellence

- Engage sessionals in research

- Engage students in research

POSSIBLE OPERATIONAL ACTIONS APPENDIX A: Strategic Initiatives

SUSTAINABILITY

Both Campuses

Financial, Operational, and Infrastructure

• Strengthen the connection between both campuses

- Develop opportunities for students on both campuses to interact

• Develop an enrollment strategy for both campuses

- Explore high school tuition reduction or forgiveness

- Explore university scholarships

SUSTAINABILITY

Both Campuses

Both Campuses (continued)

Sustainability

- Expand the future Luther Student programs and spend a days

- Develop youth leadership

- Develop Luther’s brand recognition further

- Demonstrate the Luther Advantage

• Develop new revenue streams

- Invest in a daycare facility

- Invest in pub and catering services

High School Campus

• Increase partnerships with elementary schools

• Invest in an Arts Centre

University Campus

• Share resources with other Federated Colleges

• Develop LCUR residence partnerships

Financial, Operational, and Infrastructure Sustainability

• Develop a green campus

- Expand a recycling and composting program

- Develop a share equipment repository

- Develop a maker space

- Develop community rentals

COMMUNITIES

Both Campuses

High School Campus

• Invest in solar panels

• Address existing infrastructure issues

- Address on Royal Street appearance

- Renovate facilities to enhance function and aesthetics

- Cafeteria renovation

- Dorm renovation

Equity, Diversity, Inclusion, and Indigenization

• Promote Indigenization

- Engage Elder knowledge keeper

- Recruit Indigenous Engagement Facilitator

- Focus on Truth and Reconciliation

Both Campuses (continued)

• Improve diversity

- Increase diverse hiring

- Increase student diversity

- Increase employee diversity

University Campus

• Explore Open Education Resources initiatives

POSSIBLE OPERATIONAL ACTIONS APPENDIX A: Strategic Initiatives

COMMUNITIES

Both Campuses

Community Development, and Service

• Enhance the alumni relationship

- Facilitate alumni services and events

- Provide alumni discounts for courses

• Explore community projects

- Enhance in a greenhouse and community garden

- Invest in a community track, tennis court, and pool

• Improve customer service to the Luther community internally and externally

• Develop national, global international connections (IAU, ESL, etc.)

COMMUNITIES

Both Campuses

Both Campuses (continued)

• Enhance the culture of community service and engage students in community impact initiatives

High School Campus

• Develop mission and service trips further

• Leverage traditions to build community and strengthen connections

• Promote Christian values

• Promote international-mindedness

• Pursue EAL Spring and Summer camps

Culture of Philanthropy

• Enhance the culture of philanthropy

- Enhance the development team

- Raise funds for university scholarships

- Raise funds for the bursary and financial aid

University Campus

• Develop the Community Impact Hub

- Develop the Luther volunteer core

- Increase support for NVSSN

• Develop campus space for students and communities