John Temple, President, Lake-Sumter State College

Invest: sat down with John Temple, president of Lake-Sumter State College, to discuss the institution’s rapid enrollment growth and how workforce-aligned education is evolving alongside regional demand. Temple explained how listening tours and a climate survey are shaping the college’s next strategic phase, while internships and flexible scheduling help students translate classroom learning into real-world experience. “AI is a tool, and it’s one we need to learn how to use effectively,” Temple added.

What key changes, strategic or operational, have taken place since you became president in 2025, and how are they shaping the college’s direction today?

I had the privilege of serving as the workforce vice president for the previous two years, which gave me a good perspective on what was already happening at the college. We’ve had strong leadership in place, and the other vice presidents have been doing a fantastic job, so there haven’t really been major changes.

What I’ve focused on is getting to know our students and our community. I’ve held several town halls to introduce myself, open up dialogue, and listen. That feedback has been critical in shaping the vision ahead.

We also conducted a climate survey, and we’ll be taking that data, along with what we heard during the town halls, to outline what’s coming next.

Lake-Sumter State College is in an excellent position. The College has been the fastest growing of the 28 state colleges in Florida for the last two years. We are currently seeing around 20% year-over-year growth, each year for the last three years. We attribute this not only to our growing population, but also our intentional efforts through our strategic plan to improve access to higher education and support student success.

With our region’s population on the rise, our commitment to supporting the community and workforce has never been stronger. Building on our rich history and the momentum of recent years, we are expanding our efforts to meet evolving needs. Every program, partnership, and initiative at LSSC is designed to strengthen our local economy and equip individuals with the skills they need for life-changing opportunities. 

The impact of our mission is evident as we connect employers with job ready graduates, individuals prepared to succeed, lead, and adapt in an ever-changing world. This vital connection between education and workforce development lies at the heart of all we do.

I’m proud that alongside our growth, this college has maintained its commitment to our students and the standard of excellence that we are known for in this community.  

How is the college strengthening workforce development and talent pipelines?

We are bursting at the seams in some of our programs. Nursing is a prime example. We’re currently working toward building another facility to expand our healthcare programs, which directly supports workforce demand.

We’re also launching and expanding programs in areas like cybersecurity, AI, and digital media. These are driven by community needs, workforce demand, and student interest. Our goal is to help students elevate themselves into careers that allow them to stay and thrive right here in Lake and Sumter counties.

Across Central Florida, the population is growing rapidly. We are a community college at heart and remain focused on our students and connecting them with local employers. Our collaborations and partnerships with employers have increased the value proposition for many of our students by offering career pathways and connections prior to graduation.

Overall, we are proud of our efforts to support a well-educated and higher quality workforce in our local area.

What recent initiatives or developments stand out most to you, and what impact are they having on students and the college’s broader mission?

Our faculty does an outstanding job providing education within the classroom. What we’ve focused on over the past few years is expanding beyond those four walls. In particular, we’re aligning our workforce programs to include internship opportunities. Some already do, and we’re working toward requiring internships in more programs. That allows students to apply what they’ve learned in real-world settings.

When students graduate, we want them to say not just what they’ve learned, but what they’ve done. That real-world experience is what sets them apart. All colleges teach well, so our differentiation comes from experience, and that’s where we’re focused.

We’ve also completed a roll out of an Early Alert model that allows us to provide our students with timely academic support. Utilizing real-time data on attendance, grades, and course activity, we are able to identify students who may be struggling, quickly reach out to these students, and connect them to the right resources to make sure they have the support they need to be successful.

The higher education landscape is changing quickly, shaped by technology and shifting student expectations. What trends do you see as most impactful?

AI is at the top of that list. Like computers or calculators before it, AI is a tool, and it’s one we need to learn how to use effectively. We recently applied for a grant to expand curriculum development and training around AI for faculty and staff. Our goal is to prepare students for the realities they’ll face once they leave the classroom.

AI is already present in the workplace. Teaching students how to use it responsibly and effectively will help prepare them for long-term success. Embracing AI is one of the ways we can best prepare students for what’s ahead.

Institutions are also navigating challenges such as enrollment pressures and capacity constraints. What are the most pressing challenges facing the college?

We’re fortunate to be the fastest-growing state college in Florida for the past two years, with enrollment growth of about 20% year over year. Retention and completion rates are also at all-time highs.

That growth does create challenges. Space is one of the biggest, along with capacity limits in programs like nursing, where we now have waiting lists.

To address this, we’ve had to get creative. That includes rethinking scheduling, expanding hybrid options, piloting Friday and Saturday classes, and offering more evening programs. It’s about planning carefully and executing solutions that maintain the quality of education we’re known for.

Where do you see the greatest opportunities?

We are increasingly seeing more adult learners choose to enroll to advance their own education or gain skills in a new area. This presents a major opportunity to serve these nontraditional students. 

Hybrid and evening programs are especially important for that population. We’ll always serve recent high-school graduates pursuing AA and AS degrees, but increasing the number of workers with postsecondary credentials in our workforce only serves to benefit us all.

We’re also seeing strong demand for short-term, non-credit programs that last six to 18 weeks. These programs allow students to gain specific skills quickly and enter or re-enter the workforce.

Non-traditional students and short-term credentials are the two areas that represent the greatest growth opportunities over the next five years.

How is the college deepening engagement with local government, employers, and community organizations to support student success?

Before coming to this role, I served three years as a state representative for Sumter County and East Hernando County. That experience helped me build strong relationships at both the state and local levels.

We use those connections to stay ahead of workforce needs and align our programs with economic development efforts. We work closely with county commissioners and economic development partners to ensure we’re delivering timely, relevant training.

As the region grows, workforce demand grows with it, and we want to remain a key provider. To do that, we have to stay nimble and deliver high-quality training efficiently.

Looking ahead to the next two to three years, what are your key goals and priorities for the college and the regional economy?

At the college level, our priority is growth without losing our identity. Even though “community” is no longer in our name, we are still the community’s college, and we want to preserve that hometown feel.

Whether we’re serving 5,000 students or 15,000, the quality of education must remain consistent. That focus directly translates into better workforce-ready graduates.

From a regional standpoint, we’re closely watching economic activity and new companies entering the area. As those businesses arrive and need training, we want to be ready.

We’ll be breaking ground on a new workforce building next year, which will allow us to add programs aligned with emerging employer needs. That flexibility is essential to supporting both our students and the regional economy.