FAQs

One Health is an integrated, unifying, and global approach that recognizes the interconnectedness of human, animal, and environmental health. It emphasizes collaboration across disciplines to address complex health challenges that affect people, animals, and ecosystems.

The One Health approach is widely embraced by leading national and global health organizations, including divisions of the U.S. Department of Health and Human Services (such as the National Institutes of Health and the Centers for Disease Control and Prevention), the U.S. Department of Agriculture, the National Science Foundation, the World Health Organization, and many others.

With strengths across human medicine, osteopathic medicine, veterinary medicine, environmental science, public health, and agriculture, Michigan State University is uniquely positioned to lead nationally in advancing the One Health approach in research, education, and innovation. 
 

Higher education and health sciences are changing rapidly, with increasing expectations around interdisciplinary research, integrated care models, workforce development, and national competitiveness. Without stronger alignment, MSU risks missing opportunities to enhance patient care through integrated care models and innovative research, missing opportunities for large-scale research funding, falling behind peer institutions that have adopted integrated academic health models, limiting our ability to address Michigan’s growing health care workforce needs, and creating unnecessary complexities for internal and external stakeholders to navigate our programs.  

Transparency and engagement are central to this effort. The university is committed to sharing updates through university communications and the Presidential Initiative website, engaging faculty, staff, and students throughout the process, and providing advance notice of decisions that affect specific units whenever possible. The FAQ page will also be updated as information becomes available.  
 

Academic governance will play an important role throughout this process, as they have already. As planning moves forward, we will make sure all proposed changes are reviewed through appropriate committees. Engagement with Academic governance will ensure that academic standards, faculty perspectives and shared governance principles remain central to this work.  

The primary drivers of this initiative are strategic alignment and academic excellence. The goal is to strengthen MSU’s leadership in integrated health sciences, improve competitiveness for research funding, better meet workforce needs, and ultimately improve care for the patient population. Responsible financial planning will ensure that changes are feasible and enable reinvestment in priority areas.

Investments may include leadership and administrative infrastructure to support integration, strategic hires in priority research and workforce development areas, enhanced technology and data systems, and potential facility or space enhancements where needed. University financial teams are continually conducting analyses, and additional information about funding, support, and additional resources will be shared as it becomes available.

Throughout each phase of this work, university leadership will continue to communicate with and gather input from students and other stakeholders. Students are encouraged to engage and share their perspectives through their respective student leadership councils, organizations, and representative groups. Student input is an important part of this process, and these groups will continue to serve as key channels for sharing feedback and raising questions as the work moves forward.

You are encouraged to share questions with your respective dean or supervisor, who can help elevate them through appropriate leadership channels.

Additionally, you can email questions and suggestions to OneTeamOneHealth@msu.edu 
 

The task force submitted an extensive collection of data and research on potential programs, however this is not final. Further evaluation is needed. Information on which programs will be included will be communicated once a final decision has been made. 

The College of Nursing will continue to be evaluated for potential inclusion in the new College of Health Sciences but will remain a stand-alone college for now.  Regardless of where nursing may sit in the future, the program will operate with renewed emphasis and focus on support in this high demand and critical field. Expansion of the college’s student population, along with growth in its academic and research programs, will strengthen its mission while supporting the recruitment and retention of top talent.  

Not at this time. One goal in creating a College of Health Sciences is to design a curriculum that welcomes and supports undergraduate students interested in careers in the health sciences, supporting them through their first and second years to explore and discover the major career pathways that are best aligned with their purposes and passions. 

Maintaining programmatic accreditation has been non-negotiable throughout this process. All proposed structures are being developed to: 

• Preserve program-level accreditation authority
• Align with accreditor expectations and requirements  
• Protect academic quality and MSU’s institutional reputation  
   

Accrediting bodies have clear pathways for organizational evolution when academic quality and governance are maintained. MSU will not move forward with any changes that would jeopardize accreditation, academic standards or student outcomes.

Early priorities include identifying the right leaders to help shape these new colleges. With input from the campus community, we will begin developing leadership profiles and search processes for the inaugural executive dean of MSU Medicine and the inaugural dean of the College of Health Sciences.

Yes, eventually some reporting structures may evolve as the College of Health Sciences is established as a new academic college. Like other colleges at MSU, CHS would report to the provost, with leadership and administrative capacity intentionally designed to support undergraduate and graduate professional education at scale, accreditation compliance, clinical partnerships, and professional placement outcomes.

Faculty and staff whose departments or programs transition into the new College of Health Sciences would ultimately report through the college’s leadership, including the new dean. Until approvals are secured, current reporting structures will remain in place. 

There are no planned staffing reductions associated with the creation of the College of Health Sciences. The intent of establishing CHS is to expand programs and educational opportunities, which may require additional roles over time. Our priority throughout this process is to support and protect our people while building the capacity needed to grow and strengthen MSU’s health sciences programs. 

There are no immediate plans for widespread relocations. Any potential space changes would be evaluated carefully based on academic needs, institutional strategy, and financial feasibility. If relocation is considered for specific programs, affected units would be consulted and provided sufficient transition planning time.

Establishing a new college is a multi-year process. Until the necessary approvals are secured and leadership searches are completed, current structures and operations will continue as usual.

As decisions are made, the university will provide updates and additional information through ongoing communications. We anticipate more information being shared in September 2026. 

The goal is to better integrate education, research and clinical efforts while preserving the distinct identities and accreditation of each program. It’s about reducing barriers and creating clear pathways for students, faculty, staff, partners and funders to engage with MSU’s health sciences enterprise.

An Implementation Committee was established shortly after the Board of Trustees approved the creation of MSU Medicine.

In August 2026 the Implementation Committee will be establishing working groups to continue to move the work forward. A self-nomination process will be announced and we encourage all faculty and staff to apply.

Current students will be able to complete their degrees as planned. If any program modifications are proposed in the future, they will be communicated in advance, with clear transition guidance and support for students, faculty, and staff. Any future adjustments would be driven by academic strategy, accreditation requirements, workforce needs, and student success.

MSU Medicine will continue to offer both the DO and the MD degrees, through its respective COCA- and LCME-accredited programs as well as degrees in public health, global health and physician assistant programs. 

There are no changes to curriculum planned at this time. Both the DO and MD degree programs at MSU are fully accredited and will continue to operate as they currently do.

If curriculum updates are considered in the future, they will be communicated in advance and will include clear information about the rationale for any proposed changes. 

No. Each degree program is separately accredited, with the DO program accredited by the Commission for Osteopathic College Accreditation (COCA) and the MD program accredited by the Liaison Committee on Medical Education (LCME). Under these standards, each program is responsibility for defining its own curriculum, educational objectives, and training requirements. These principles will continue under whatever structure emerges. 

Yes, this is possible. In fact, this already exists to some extent. For example, both MD and DO students take anatomy coursework taught by some of the same faculty. By reviewing the curricula and determining if and how it can be better aligned to meet the needs of both programs, there is the potential to be more efficient, collaborative, and innovative.

Maintaining programmatic accreditation has been non-negotiable throughout this process. All proposed structures are being developed to:  

• Preserve program-level accreditation authority  
• Align with accreditor expectations and requirements  
• Protect academic quality and MSU’s institutional reputation  
   

Accrediting bodies have clear pathways for organizational evolution when academic quality and governance are maintained. MSU will not move forward with any changes that would jeopardize accreditation, academic standards or student outcomes.

With input from the campus community, we will begin developing the leadership profile and search process for the inaugural executive dean of MSU Medicine. 

Not at this time, however, over time some reporting structures may evolve as MSU Medicine is established as a new academic college. Like other colleges at MSU, MSU Medicine would report to the provost and would have leadership and administrative capacity designed to support undergraduate and graduate professional education at scale, accreditation compliance, clinical partnerships, and professional placement outcomes.

Faculty and staff may experience changes in reporting lines and would ultimately report through MSU Medicine’s new leadership structure, including the dean of their respective medical school or the executive dean. Until approvals are secured, current reporting structures will remain in place.

Leadership structures are still being finalized. In some cases, interim leadership may be appointed to ensure continuity and thoughtful planning. Where appropriate, national searches will be conducted, consistent with MSU policy and best practices, to ensure we attract strong, experienced leaders. Details about leadership roles and search processes will be communicated as decisions are made.  

There will be no impact on your program or your plans for graduation. You will continue the same curriculum and earn the same DO or MD degree as a student in the College of Osteopathic Medicine or Human Medicine.  

There will be no impact on your degree program related to this announcement. You will continue to be enrolled in the College of Osteopathic Medicine or College of Human Medicine and follow the approved curriculum toward earning your DO or MD degree. During your time in the program, you may see some changes in how offices are organized, or how services are provided as we look to improve access and efficiency. We will continue to meet our students’ needs throughout the next phases of reimaging physician education at MSU.  

No, it is not correct. To maintain accreditation requirements, there will continue to be separate application and admission processes for the DO and MD programs.

Recruitment and admissions teams should continue communicating with prospective students as they do today, using current program names, degree descriptions, and accreditation status. Any future changes that affect recruitment messaging will be coordinated centrally and shared well in advance to ensure clarity, consistency, and accuracy. Prospective students should be reassured that their degrees, accreditation, and educational experience are secure.  

We recognize that dual-degree training pathways represent a long-term academic commitment, often spanning up to eight years, and frequently supported by external funding such as MSTP grants. Continuity, stability, and clarity are especially important for students and applicants in these programs.

For current students, there will be no disruption to degree requirements, program milestones, dissertation oversight, clinical training, or funding commitments. Accreditation standards, federal training grant requirements, and established mentorship structures remain in place. Any institutional changes will be implemented in ways that preserve compliance with accrediting bodies and funding agencies.

For prospective applicants, admissions processes, program structure, and the integration between clinical and research training remain intact. If structural adjustments are implemented, they will be designed to strengthen the coordination between the medical and graduate components of dual-degree education.

Our priority is to ensure that trainees continue to receive stable funding and training grant support, consistent mentorship and dissertation oversight, clear program governance, and strong integration between clinical and research phases.  We are committed to communicating proactively with current students and applicants as plans evolve to ensure transparency and continuity. 

The One Health Research Network is designed to advance several strategic goals. Internally, it creates pathways for MSU researchers to discover collaborators across disciplines, fostering new partnerships that might not otherwise form. Externally, the Network provides a clear “front door” for government, industry, and philanthropic partners seeking to engage with MSU on One Health initiatives, connecting them efficiently to the appropriate expertise and resources.