Michigan State University President Samuel L. Stanley Jr., M.D., recently unveiled a new strategic plan that articulates a shared vision for the university through the end of the decade.
“By 2030, we want Michigan State University to be a premier institution that has significantly expanded opportunity for our Spartan community, advanced equity and elevated our excellence in ways that attract world-class talent and further a vibrant, caring community,” said Stanley. “This strategic plan will ensure MSU delivers on that vision while advancing our university’s core mission.”
The MSU Strategic Plan 2030 – Empowering Excellence, Advancing Equity, Expanding Impact received a unanimous endorsement by the MSU Board of Trustees during its September meeting.
“I appreciate the dedication and determination of the committee and the numerous individuals who have helped us to this moment,” said MSU Board of Trustees Chair Dianne Byrum. “This comprehensive plan positions Michigan State University for continued success while pushing forward core principles and shared values that will improve our university for the better.”
The development of the plan was led by co-chairs MSU Senior Vice President for Residential and Hospitality Services and Auxiliary Enterprises and Interim Vice President for Student Affairs and Services Vennie Gore and Dean of University Libraries Joseph Salem. Throughout the process, the steering committee solicited feedback from across campus.
“MSU 2030 sets a vision for our future and provides a practical guide for our plans and actions going forward,” said Gore. “Among its greatest strengths is its grounding in shared values, clearly articulated. It’s a plan that builds on our strengths yet encourages us to become more. It took the input of many individuals to create this plan and I appreciate the contributions made by students, staff, faculty, alumni and trustees to this process.”
A culmination of 20 months of collaboration by diverse stakeholders — including students, faculty, staff, alumni, donors and trustees — the strategic plan puts the betterment of Spartans and those they serve at the forefront of each goal and objective.
“The strategic plan process was inclusive and dynamic,” said Salem. “I am grateful for the participation of so many in the Spartan community and the dedication and thoughtful engagement of the strategic planning steering committee members. This plan is truly an example of how active listening and collaboration empower our community and will power our future.”
Read comments from other committee members.
The plan identifies goals within six key themes:
- Student success
- Staff and faculty success
- Discovery, creativity and innovation for excellence and global impact
- Sustainable health
- Stewardship and sustainability
- Diversity, equity and inclusion
“The order of the strategic themes purposefully and deliberately puts people first,” Stanley added. “Without question, what makes MSU excellent is its people. The vitality of a university stems from the ingenuity, creativity and drive of faculty, staff and students, and ours are exceptional.”
The plan includes 26 objectives including strengthening the university’s ability to attract and meet the needs, goals and aspirations of undergraduates from all backgrounds and creating a workplace culture that advances DEI and supports all staff, faculty and postdoctoral research associates.
The strategic plan will serve as a framework for other critical planning efforts including comprehensive academic planning, development of a comprehensive financial and budget process and a comprehensive facilities and land use plan. At the unit level, colleges and administrative units will align their strategic and annual plans to the plan’s strategic themes.
The plan also establishes certain key measurable outcomes in each theme area. For example, the university will:
- Raise the six-year average graduation rate for undergraduate students by 5% to 86% and eliminate opportunity gaps (by 2030).
- Reach $1 billion in total research expenditures (by 2030).
- Triple National Institutes of Health/Centers for Disease Control funding (within five years).
A Strategic Plan Implementation Steering Committee, led by newly appointed Vice President for Strategic Initiatives Bill Beekman, will be responsible for helping to refine strategies and actions, establishing robust measures and metrics across all themes and recommending processes to track and report on implementation across themes.
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