Access, Opportunity and Excellence | Strategic Plan

Access, Opportunity and Excellence

Michigan State is dedicated to promoting access, opportunity, advancement and excellence for all. Building the future of Michigan, the nation and world with the talent and contributions of a broad range of individuals is a top priority. We will work to improve opportunity for all students by 2030.

Michigan State has long been an innovator and leader in advancing opportunity for all. In 1870, women enrolled for the first time in the then-named Michigan Agricultural College, and in 1904, the first known Black student graduated. During John Hannah’s long presidency, civil rights became one of MSU’s key initiatives, and Hannah served as the first chair of the U.S. Commission on Civil Rights under President Eisenhower. Michigan State’s long-standing leadership and commitment to removing barriers helped change norms and create opportunity for all.

The university’s many efforts in more recent decades have been extensive and multifaceted as it has evolved to meet the needs of an increasingly broad range of campus community members. These included creating the precursor to the Resource Center for Persons with Disabilities and extending in-state tuition to migrant students in the early 1970s, establishing the Native American Institute in the early 1980s and creating the Julian Samora Research Institute in 1989 to serve the needs of Latino communities.

MSU’s Diversity, Equity and Inclusion Report and Plan, developed in 2021, offered an important framework for the university’s work, extending across academic and administrative units, promoting success for all Spartans. The MSU 2030 strategic plan serves to amplify elements of this work that demonstrate our commitment to advancing access, opportunity and excellence in pursuit of a stronger university delivering more equitable outcomes.

Goal: Be a national leader in promoting access, opportunity and excellence, and address barriers to success for all on our campus and beyond

Objectives

No. 1

Recruit and support the success of a broad range of students: Recruit, retain, nurture and graduate students, reducing barriers and promoting success for all

Strategies/Actions

Expand precollege and pathway programs
Create early-start programs
Create specialized academic support services, one-credit courses and learning communities
Expand student support and retention efforts to address the needs of students at high risk of attrition and reach out to students who have stopped progress toward their degrees (particularly those with low numbers of courses necessary to complete their degrees)
Expand the number of graduate student fellowships

No. 2

Recruit and retain a broad range of MSU faculty able to make significant contributions toward creating solutions for the most difficult human and societal challenges facing the nation and world, addressing pressing needs in Michigan communities and helping Michigan’s economy grow

Strategies/Actions

Develop and implement an initiative to hire MSU tenure-system faculty whose focus is in areas of institutional priority and aligns with pressing needs of Michigan communities, the nation and the world
Pursue thematic hires in colleges and departments to enhance innovation in teaching, learning, research and service and improve the overall satisfaction and experience of students and faculty
Continue to incorporate equal employment opportunity best practices into all college and department recruitment and retention processes
Create college-level programs to help support and prepare postdoctoral research associates for tenure-system positions
Develop mentorship and early-career support programs to improve retention and advancement of faculty

No. 3

Recruit, retain and expand career development for all staff while building a welcoming and inclusive community

Strategies/Actions

Continue to incorporate equal-opportunity education and training for human resources professionals, unit supervisors and managers with hiring authority
Develop a staff professional development and educational program to nurture and broaden leadership throughout campus at all levels of employment and foster an inclusive work environment with a welcoming climate for all
Monitor efforts, assess progress and communicate results regularly in an accessible format

No. 4

Provide a world-class academic environment for all through inclusive teaching and learning, collaborative research and service

Strategies/Actions

Establish a teaching and learning center that specializes in and deepens understanding of inclusion in teaching, learning and outreach, creating opportunities for all university stakeholders and delivering programs that enhance the ability of faculty, staff, students, alumni and community members to engage more effectively
Update curricula and expand sources of information throughout degree programs, minor programs and general education courses
Offer seed grants and strategic investment funding for research promoting inclusive excellence
Recognize faculty accomplishments in promoting inclusive excellence in research, teaching and service

No. 5

Increase proactive engagement with communities based on partnerships informed by shared goals and mutual learning

Strategies/Actions

Increase services and programs provided through MSU Extension and University Outreach and Engagement
Encourage colleges with existing outreach and engagement activities to build or deepen partnerships with communities based on mutual commitment to shared goals
Increase participation of undergraduate students in community-engaged learning experiences
Provide annual reports to campus on connections with communities and programs dedicated to engaging with them and responding to the concerns they express