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.

Photo of Interim President Gary White

Message from Interim President Gary G. White

October 2, 2015

Although the enrollment figures for this semester will not be final for a couple of weeks, the initial numbers look good and are in line with our revenue forecast in this year’s operating budget. That is an important first step toward meeting the financial challenges we have due to reduced State allocations.

The next hurdle we face is realizing the $3 million in net savings we built into this year’s operating budget through our Marshall 20/20 initiative. As of this week, I’m pleased to announce that since the fiscal year began on July 1, a number of the recommended changes have begun and we have realized $863,729 in savings toward that $3 million goal.

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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.