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Strategic Plan Update 2019-2028

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Strategic Plan Update 2019-2028 Residential and Hospitality Services STRATEGIC PLAN UPDATE 2019-2028 July 22, 2019 TABLE OF CONTENTS Collaborative E!ort . .1 Stakeholder Letter . 3 MSU Mission Statement . .4 RHS Mission and Vision . 5 Process and Analysis . 7 Timeline . 10 RHS Strategic Goals . 12 Themes . 13 Planning Assumptions . 16 Vision for the Spartan Experience . 19 Diversity, Equity and Inclusion . 22 Residence Education and Housing Services. 25 Culinary Services . 33 Spartan Hospitality Group. 39 MSU Union. 43 Auxiliary Enterprises . 47 Talent Management . 51 Technology . 54 Divisional Imperatives . .56 Campus Safety and Security . 57 Communications . 65 Human Resources . 67 Integrated Practice Organization . 70 Sustainability . 73 RESIDENTIAL AND HOSPITALITY SERVICES | MSU STRATEGIC PLAN UPDATE 2019-2028 | PAGE i PAGE ii | HANBURY COLLABORATIVE EFFORT Michigan State University’s Division of Residential Residential and Hospitality Services PLANNING TEAM Strategic Planning Team and Hospitality Services, in collaboration with Michigan State University Vennie Gore, Vice President for Auxiliary Enterprises Ken Horvath, Chief of Sta!, VPAE Hanbury would like to thank those who engaged Bob Patterson, Chief Financial O"cer Kathi Duncan, Strategic Plan Project Coordinator Diane Barker, Chief Planning and Projects O"cer in the strategic planning process by providing Gina Keilen, Strategic Plan Project Manager Ray Gasser, Executive Director, REHS their ideas, enthusiasm, insight and energy to the Tariq Abdelhamid, Chief Lean Performance O"cer Hanbury strategic planning team. We want to recognize the Kelly High-McCord, Strategic Innovation and Lean Jane Cady Rathbone, Principal-in-Charge Performance Manager Buddy Hall, Project Manager value and input provided by a broad spectrum of Joel Heberlein, Director, Spartan Hospitality Group Jimmy Stevens, Analyst groups, from student through the upper levels of Kat Cooper, Chief Communications O"cer Cathy Lester, Report Manager Ken Horvath, RHS Chief of Sta!, VPAE the administration. They include: Lauren Marinez, Chief of Sta!, RHS Human Resources MGT America Mike Dawisha, Chief Information O"cer, Information Linda Anderson, Market Analyst MICHIGAN STATE UNIVERSITY Services Kelsey Miller, Survey Analyst Rebecca Selesky, Interim Executive Director, Culinary Executive Team Envision Strategies Services Satish Udpa, Acting President Rob White, Food Service Team Lead June Youatt, Provost MSU Stakeholders Stuart Orefice, Analyst Residence Education and Housing Services Carl Korz, Analyst Executive Advisory Group Living Learning Community Directors Janet Lillie, Assistant Vice President for Community Engagement Center Directors Relations Neighborhood Student Success Collaborative Leaders Sekhar Chivukula, Associate Provost and Dean, Sophomore Housing Project Team Undergraduate Education Culinary Services Team BJ Abrams, Assistant to Vice President for Student A!airs Spartan Hospitality Group and Services RHS Sustainability Group Dan Bollman, Vice President Strategic IPF RHS Planning and Projects O"ce Mike Hudson, Director, Resource Center for Persons with RHS Human Resources Disabilities Sta"ng Models and Recruitment Team Mark Largent, Associate Provost for Undergraduate RHS Business and Financial Services Studies RHS Assessment Michele Jackson, Dean, Lyman Briggs College RHS Information Services Thomas Jeitschko, Associate Provost and Dean, Graduate RHS and Campus Safety School RHS Diversity Planning Team Cynthia Elmoore-Jackson, Dean, Honors College MSU Union RHS Communications Network Lean Practice Unit/Integrated Practice Organization Team RESIDENTIAL AND HOSPITALITY SERVICES | MSU STRATEGIC PLAN UPDATE 2019-2028 | PAGE 1 PAGE 2 | HANBURY STAKEHOLDER LETTER Dear Stakeholders, Residential and Hospitality Services (RHS) began charting its path RHS 2026 is a cumulative e!ort of many individuals across the division toward RHS 2026 in the fall of 2015. It is an ambiguous framework, and university. Our strategic partners, Hanbury, Envision Strategies and creating a pathway to provide services and create an organization that MGT America, have provided valuable insights and guided our thinking meets the opportunities and challenges facing higher education and to go beyond today’s issues and focus on the possibilities of impacting most importantly, the diverse needs of our student body and university the lives of future generations. community. The summer of 2019 will bring new leadership to campus and the We are in a very di!erent place institutionally than where we were 10 transition to a better future will begin. Our division will need to evolve years ago, and likely will be for many years to come. Our community and innovate both the physical and digital experiences for our students has experienced something beyond what we could have ever imagined, and guests. It will require us to innovate in three spaces: process and many community members are still in a state of unease. RHS is in a automation, product innovation and social innovation. Therefore, it is state of reflection, pondering the mission and values of the institution our collective responsibility to create an environment that encourages and how we ensure the safety and success of our students. all team members to do their best work. The values of the land-grant institution are steeped in making education We are inspired to deliver outstanding Spartan experiences. This accessible to the masses, and it is the power of education that transforms strategic framework is our guidepost. Thank you to all who made this our students. Our divisional values and strategic goals are fashioned to possible. create an environment for student success and are reinforced in the experiences that we deliver to the next generation of Spartans. With warmest regards, Between the demographic shifts, the ever-changing technological advancements, graduation rates, and even the political climate, it will be di"cult to predict what the future may hold for the incoming classes. RHS, and all higher education institutions, have a lot to think about over the next decade. It’s up to us to anticipate the needs of our guests and provide the quality Spartan experience they will require, whatever that Vennie Gore may be. Vice President for Auxiliary Enterprises RESIDENTIAL AND HOSPITALITY SERVICES | MSU STRATEGIC PLAN UPDATE 2019-2028 | PAGE 3 MSU INSTITUTIONAL MISSION STATEMENT MSU INSTITUTIONAL MISSION STATEMENT Michigan State University, a member of the providing outstanding undergraduate, Association of American Universities and graduate, and professional education to one of the top 100 research universities in promising, qualified students in order to the world, was founded in 1855. We are an prepare them to contribute fully to society as inclusive, academic community known for our globally engaged citizen leaders traditionally strong academic disciplines and conducting research of the highest caliber professional programs, and our liberal arts that seeks to answer questions and create foundation. Our cross- and interdisciplinary solutions in order to expand human enterprises connect the sciences, humanities, understanding and make a positive di!erence, and professions in practical, sustainable, and both locally and globally innovative ways to address society’s rapidly changing needs. advancing outreach, engagement, and economic development activities that are As a public, research-intensive, land-grant innovative, research-driven, and lead to university funded in part by the state of a better quality of life for individuals and Michigan, our mission is to advance knowledge communities, at home and around the world and transform lives by: The MSU Mission Statement was approved by the Board of Trustees on April 18, 2008 PAGE 4 | HANBURY RHS MISSION AND VISION RHS MISSION AND VISION As an integral component of a world-class research university, Residential and Hospitality Services is woven throughout the very fabric of the MSU com- munity. We are built on a foundation of integrity, service and e!ectiveness. We believe in creating and delivering unequaled experiences, products and services to the students and many guests of Michigan State University. We believe in a culture of learning and inclusive collaboration. We are a stronger organization when all team members feel valued and respected, and our di!erences and similarities are celebrated. Our Values: Our vision and mission will be realized by adhering to the following values: Purpose Practice People Commitment to Student and Guest Experience: Strategic Thinking: As individuals and as teams, Spirit of Partnership: Within our division and We are committed to exceeding the expecta- we will pursue excellence in strategic thought. in the university community, we commit to a tions of the diverse community we serve. spirit of collaboration and inclusiveness where A Mindset of Innovation: We will be an orga- all perspectives, beliefs and experiences are Quality Throughout: In everything we do – from nization that appreciates and learns from the valued. beginning to end – we will be passionate about past while keeping our focus on the future. delivering an outstanding Spartan experience Fiscal Responsibility: Smart decisions for future Teamwork and Inclusion: We will succeed that meets the unique and individual needs of success, based on quality information and individually only when we are passionate about our customers. our values, will guide the actions of our entire prospering as a diverse and inclusive team that Social Responsibility: We will care about
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