Stewardship for a Sustainable Future


Michigan State will provide exemplary stewardship of institutional resources to foster the long-term sustainability of education, research and outreach programs, while pursuing effective and efficient financial, operational and environmental practices.

As we move toward 2030, we are committed to becoming a more contemporary institution, achieving greater effectiveness through next-generation operations and organizational alignment. As we work to ensure that our decisions today lay the foundation for a better, more resilient future for the university and the world around us, we integrate environmental, social and fiscal responsibility to steward university resources, support campus and the environment, and take care of people ¾ students, employees and our communities.

As we pursue operational practices grounded in sound stewardship, efficiency and sustainability, we affirm that those efforts should not compromise the quality, safety or accessibility of Michigan State and its assets. We also acknowledge that we must do all we can within our means to deliver positive, supportive, engaging and enriching living, working, learning and recreational environments and experiences that our students, faculty and staff require to thrive and succeed. Our unique physical assets, extensive natural areas and expansive infrastructure create unparalleled opportunities to use the campus as a living laboratory for teaching, research and innovation that support our mission and enrich our community.

Support from our alumni and friends is vital to staying at the forefront of excellence, and, crucially, it increases access to an MSU education. More than 1 million alumni, friends, and organizations are meaningfully connected to MSU — a powerful network that spans individuals, corporations, foundations and more.

MSU’s supporters provide internships and hire graduates, serve as guest speakers and advise on class projects, help recruit new students, serve their communities under the Spartan banner and advocate across the globe for issues important to our students and the future of leading research universities and higher education. As we embark on our $4 billion comprehensive campaign — Uncommon Will, Far Better World — we will engage our alumni and friends to help advance the excellence that continually increases the value of an MSU degree.

For many, athletic events are their first experience with MSU and remain a source of pride and connection. Our visibility on the national stage through Spartan Athletics is an important part of the university’s identity that requires thoughtful stewardship in a changing landscape. We will engage in comprehensive planning for the athletics department to fully support the academic and athletic success of our student-athletes, optimize and enhance revenue generation and improve the fan and community experience.

To ensure a sustainable future and meet the needs of current and future students and stakeholders, we must continually adapt and evolve, finding new ways to deliver education, conduct research and engage with communities, locally and across the globe. Our planning will consider our increasingly digital, connected world and the impact and opportunities this brings.

Our sustainability journey continues, building on important work like the 2012 Energy Transition Plan, which laid the groundwork for the strategies we pursue today. Our efforts have been recognized nationally and internationally, and our success reflects Spartans who drive innovation, foster collaboration and inspire the next generation to tackle the world’s most pressing problems. As we renew our long-term goals, we are building on a strong foundation and deepening our commitment to stewardship and sustainability to shape a brighter future at MSU and beyond.
 

Goal: Provide exemplary stewardship of institutional resources to foster the long-term sustainability of MSU’s education, research, and outreach and engagement programs
 

Objectives


No. 1

Implement a long-term, comprehensive financial model and budget process that aligns resources with strategic priorities, ensures university-wide effectiveness and efficiency, and sustains, expands and diversifies revenue sources

Strategies/Actions

  • Use an all-funds budgeting approach to provide a financial management framework to support strategic priorities
  • Develop a governance structure for the financial transformation to support strategic decision-making
  • Increase private support; launch and make sustained progress toward completion of a bold comprehensive campaign
  • Review and update the Spartan Athletics strategic plan in the context of the significant national evolution of collegiate athletics with attention to Title IX and other applicable regulations
  • Pursue significant strategic external partnerships, locally and across the globe, that support our mission, align with our values and expand our reach
  • Integrate and streamline administrative systems and processes to gain efficiencies and improve the user experience, including budgeting tools, financial systems, updated processes and skill development
  • Ensure ongoing examination of the portfolio of academic programs to best meet the evolving needs of prospective students and employers, expand our reach and broaden our student population

No. 2

Implement Vision 2050: An integrated facilities and land-use plan adopted by the Board of Trustees in 2023

Strategies/Actions

  • Continue developing robust data and analytical tools to have more granular and real-time utilization information across all space types and uses
  • Empower a cross-functional committee to develop a long-term systematic approach to sustainability
  • Develop policies and guiding strategies for course scheduling
  • Develop a strategic, programmatic-driven space and facilities plan(s) guided by established space-planning principles, robust space and utilization guidelines, and policies that leverage existing space through programmatic and infrastructure alignment that also considers adaptive reuse, selected demolition and replacement space
  • Plan for and construct/renovate facilities that support MSU’s highest priorities
    Ensure wayfinding is accessible for all users
  • Enhance public art on campus and ensure it includes multiple modalities and diverse perspectives

No. 3

Embed sustainability into institutional culture and move toward carbon neutrality by 2050, balancing fiscal, environmental and social considerations

Strategies/Actions

  • Develop an institutional Sustainability Plan that addresses academics, engagement, operations and culture
  • Leverage the campus as a living lab for hands-on learning and research while expanding opportunities to integrate sustainability into academic courses, cocurricular activities and scholarship
  • Enhance awareness of and engagement with sustainability programs and promote stewardship best practices
  • Develop strategic space and facilities plan(s) that will be responsive to rising operational costs, emerging demands and shifting priorities on campus while supporting institutional sustainability goals to reduce MSU’s carbon footprint through implementation of robust space and utilization guidelines and policies
  • Develop a roadmap for reaching a platinum rating in the STARS sustainability reporting framework

No. 4

Advance sustainable Information Technology (IT) services to power the academic enterprise, Spartan innovation and sustainable business operations through enhanced access to information, operational technologies and strategic infrastructure

Strategies/Actions

  • Improve and enhance IT services and infrastructure to improve access and reliability and enable greater avenues for innovation in teaching, research and scholarly activity
  • Expand access to technologies such as artificial intelligence, machine learning and augmented and virtual reality to enhance learning, research, community engagement and MSU’s reach
  • Provide operational excellence by leveraging technology, including artificial intelligence, to provide informed decision-making, reduce operating costs and optimize the capabilities of our teams
  • Implement and operationalize stewardship programs to generate savings and reinvest in higher-value goals
  • Ensure faculty, staff and students have the tools and network connectivity needed to succeed in remote, virtual and/or hybrid environments