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Quotes from the Steering Committee


Senior Vice President, Residential and Hospitality Services and Auxiliary Enterprises and Interim Vice President for Student Affairs and Services

“MSU 2030 sets a vision for our future and provides a practical guide for our plans and actions going forward. 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.


Dean, MSU Libraries

“The strategic plan process was inclusive and dynamic. 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.”


President, Coalition of Labor Organizations at Michigan State University

“It was an honor to serve on this important committee representing support staff and labor. MSU employees want to continue to play an active role in keeping MSU vital in education, in the community and globally. MSU isn’t just a job for many; it is a commitment to helping MSU and themselves thrive and be productive partners.”


University Distinguished Professor of History; Associate Dean, The Graduate School

“Members of the Steering Committee spent countless hours contemplating the past, present and future of Michigan State University, including exploring the deeper implications of being a ‘21st-century land-grant university’ and how to most appropriately frame and communicate our land-grant identity. Recommendations made by the Land Grant Focused Inquiry Group provide creative and timely ways to align our mission, vision, values and land-grant identity, and to communicate and act in ways that reflect empathy and care.”


Doctoral Student, Ecological-Community Psychology, College of Social Science

“The strategic planning process was an opportunity to be innovative and set big, audacious goals for how the university supports student success and well-being.”


C.S. Mott Endowed Professor of Public Health; Professor of Obstetrics, Gynecology and Reproductive Biology; Professor of Psychiatry and Behavioral Medicine, College of Human Medicine

“We worked hard to integrate feedback and suggestions from the university community into a cohesive and succinct set of integrated values to help us move forward. Our values are reflected throughout the plan. For example, in the focus on sustainable health, the choice to include social determinants of health as an area of emphasis promotes both equity in the community and involvement and collaboration across many disciplines within the university. It’s an area we can truly work on together to have great impact.”


Senior Associate Dean, Diversity and Inclusion; Associate Dean, Student Affairs, College of Human Medicine

“This is an exciting time for Michigan State University as we forge future directions. Synergistic efforts across presidential planning initiatives led to the articulation of truly shared values that will be transformative. It was exciting to see the way the strategic planning process incorporated feedback and input from the DEI planning efforts to generate a campus strategic plan that recognizes diversity, equity and inclusion as necessary to the future excellence and impact of Michigan State. Spartans will connect and excel through the implementation of this strategic plan.”


Director, Julian Samora Research Institute; Professor, Department of Sociology

“MSU’s strategic planning process is a first step in a comprehensive process to position the university to meet the many challenges posed by a rapidly changing society. The process was open and inclusive, guided by core questions. The measure of success will be in the implementation process and the extent to which internal groups of stakeholders are engaged.”


Chief of Staff, Office of the President

“The coordination and collaboration across the strategic planning, DEI planning and RVSM planning processes has been integral to building a solid foundation for the success of each plan. None can stand on its own, and the interconnections built throughout these planning processes have helped break down silos and enable university-wide implementation as we collectively pursue the ambitious goals laid out in this plan.”