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 6, 2015

As you have no doubt seen in the news, Governor Earl Ray Tomblin has announced an across-the-board mid-year budget cut of four percent for West Virginia government agencies, including public higher education.

We have anticipated these reductions in light of the State’s reported shortfall in budgeted revenues for the first quarter of this fiscal year. Fortunately, through our Marshall 20/20 strategic planning process, we have a process in place to deal with this latest reduction, which is projected to reduce our operating budget for the year by nearly $2 million. The school of medicine and other programs with separate budget lines may incur up to $600,000 in cuts.

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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.