Determining Our Vision for the Next Decade

The Marshall 20/20 strategic planning process will help us determine how we can thrive in a dramatically changing funding environment for public higher education. Students, faculty, staff and community are working together to develop a shared future vision for our university.

This site is designed to further the goal of sharing and articulating that vision with our campus community. Please join us in this cooperative effort to lead Marshall University with a clear vision to the year 2020 and beyond.

Energy Savings Update (February 2, 2016)

Several recent operational changes have been made on the Huntington campus with the goal of utility cost savings and more efficient space utilization. These changes were recommended by Marshall20/20 workgroups.

Unused Buildings

When not in use on the weekends, buildings on the Huntington campus are being powered down to 55-60 degrees Fahrenheit (80-85 degrees during the summer months). Water and other utilities are not being turned off and buildings with specialized needs, including laboratories, will not be powered down. To protect water pipes, etc., buildings will be returned to their normal, full-operating temperatures when the outside temperature reaches 15 degrees or below.

Memorial Student Center

Due to low facility utilization, the Memorial Student Center is now closed on Sundays. Annual events, including Greek functions, Mother’s Day Brunch, Soul Food Feast, Yeager Finalist Weekend, etc., will continue to be held in MSC on Sundays at no additional cost to sponsors. All other, non-annual events and meetings on Sundays are being scheduled for Smith Hall only.

Exceptions may be granted with approval from the Senior Vice President for Operations.

Saturday Facility Requests

Saturday events and meetings will be scheduled in either MSC or Smith Hall only. Facilities in other buildings will be booked only with prior approval from the Senior Vice President for Operations.

Space reservations are managed by the Facilities Scheduling Office on their website.

If you have questions about any of these operational changes, please contact Brandi Jacobs-Jones at or (304) 696-3328.

Salary Increases Effective Jan. 1, 2016

The Marshall University Board of Governors at its Dec. 9, 2015, meeting approved salary increases for some university employees. The salary increases were made possible by the savings realized through the Marshall 20/20 process.

See the categories of employees below for details. Faculty whose appointments began with the Fall 2015 term were not eligible for these increases. These salary increases did not necessarily include raises for faculty in the professional schools of medicine, pharmacy and physical therapy.

Tenured and Tenure-Track Faculty
Library and Clinical Faculty
Term Faculty
  • Salary increases for term faculty were awarded based on recommendations of chairs and deans. The salary pool was 2% of the total of the salaries of the eligible faculty in the group.
Classified Employees
  • The salary of each classified employee, including those at the school of medicine, were increased by $250. The salary for those below the salary schedule after this $250 increase were increased to the appropriate salary on the statutory Classified Employees Salary Schedule, based on the employee’s pay grade and step as of July 1, 2015. The salary pool was 2% of the total of the salaries of the employees in this group.
Non-Classified/Other Employees
  • Increases for non-classified staff and other, non-instructional faculty were based on external and internal equity, experience and performance—as recommended by the employee’s top-level administrator and approved by the president. The salary pool was 2% of the total of the salaries of the eligible employees in this group.
MURC Employees

Marshall 20/20 Guiding Principles

  • We are taking charge of our destiny. We recognize as a university community that we need to make changes now to the way we operate or we risk being in a financial situation that requires sudden, unplanned adjustments.
  • We are making a strategic shift from spending to investing in university priorities.
  • We will use the talents and knowledge of people from across the university to help evaluate the university’s services, make recommendations for improvements and implement solutions.
  • We will thoroughly examine every opportunity to improve needed services, eliminate outmoded services, cut costs and increase revenues.
  • We will find $7-10 million in cost savings/revenue enhancements.
  • We agree that some reorganization and re-training will be necessary to improve efficiencies and increase revenue.
  • We will strive to ensure that—as much as feasible within budgetary and administrative constraints—organizational changes will honor a social contract that rejects involuntary transfers and layoffs. Emphasis will be placed on reorganizing staff and consolidating positions opened through attrition.
  • We pledge that our most valuable resource—our people—will be treated with dignity and respect throughout this process.