STRATEGIC VISION

Strategic Vision Home
Planning Process
Planning Stages
University Creed
Mission
Vision
Areas
   - Intellectual Capital
   - Community & Service
   - Economic Development
   - Discovery & Innovation
Strategic Themes

Strategic Initiatives Update
 Review Community Ideas
Resources
News and Media
 




 Strategic Plan

strategic vision themes

IMPROVEMENT

 

Idea
A task-force should consider the pros and cons of MU becoming a more selective university. With Concord et al becoming universities, we need to create a unique niche.More limited admission might improve student-faculty ratios and boost faculty morale.
Mandatory advisement for all students has increased retention and graduation rates at many institutions.  This is a practice that should be considered, particularly as we utilize the new degree audit system (CAPP) for academic advisement.
Strengthen student advising and early intervention programs as a part of MU's retention efforts.
University College should have responsibility for ALL undecided students.  This adds consistency to the advisement process across colleges, gives greater control over academic probation plans, allows intrusive advising,and will result in greater retention
The University needs a university-wide advisement center to advise all undecided students, to assist in advisement activities across campus, and to coordinate such areas as Veteran's Advisement and Freshmen Advisement.
A simple first assignment, “Make a video of yourself five years in the future -- use the present tense, all five senses, and describe your passion for the career of your choice” has changed my students’ lives and helped them discover previously untapped potential. Students who had been shackled by fearful stress, discouragement, and unhealthy competition report improved confidence by another assignment to write articles for publication, for a larger audience than just one professor reading alone in a small office.
Creation of a new teaching-learning enviroment for low performing middle school youth, testing newly reserched methods and best practices for the purpose of significantly altering the educational success of students with poor prognosis for high achievemet
The entire idea of education is discovery & innovation.We need to foster creativity EVERYWHERE & invest more in arts which impacts across all disciplines.MU needs an arts vision &  plan as it has the potential to deepen student's knowledge in all fields.
Achieve and maintain excellence in a culture of critical thinking and learning through interdisciplinary programs of superior quality and value. This will be achieved by providing the appropriate institutional support, pedagogical changes, strengthen transferability, hiring for success, reviewing best practices of successful institutions, strengthening the common core/liberal education and reward behaviors that progress this change in culture. The Provost and Deans should have greater authority in the flexibility and control of the teaching loads.
I have done 13 College Fairs for Marshall in the last few years.  One of our clear strengths is our guaranteed, non-competitive scholarships.  Every valedictorian at every high school in WV and Ohio should get a letter from Marshall with the details. 
Greater efforts must be placed in attracting students from out of area/state.  The economic impact of this is would be huge for the huntington area.  Not to mention when we bring students here they need to stay here, put the suitcases away.
The reason why our planet is going to h**l in a handbasket is that the general populace is not EDUCATED as to what our environmental problems really are.  You need to educate all students about the environment--population, sustainable development. etc.
We need to institute, as soon as possible, an honor code at Marshall for all members of the Marshall community; this will enhance students' educational experience, and help ensure that we are all committed to the highest standards of excellence.
To be relevant in the 21st Century, Marshall University must produce value that is evident to our students and the communities we serve. That value must be manifest in the development of intellectual capital, as evidenced by the intellectual work that can be performed by Marshall graduates – their creativity, their adaptability, their capacity to continue to learn, their ability to think futuristically, and their marketability in an economy increasingly driven by innovation.
We need to do more in our college to improve student writing skills.  Given that work in this area drastically improves critical thinking, how can we continue to view writing-intense coursework as a professorial burden?
As you're probably aware, the trend in higher education these days is to move toward focusing on learning outcomes rather than curricular inputs.  I think we too should begin moving in that direction.
Have the capstone requirement mean something. Get Seniors in Business,Criminal Justice,Finance to do unpaid internships with the City of Huntington to collect unpaid city B & O taxes. Have Parks/Recreation work with local parks. Many opportunities exist.
I think what we really need here at Marshall are the things that truly make a university work: more classroom and educational facilities, more permanent faculty members, more office space for departments, more funding for basic faculty research and travel, and more attention given to the basic missions of the institution in teaching, research and service. Even if no new programs, degrees options or educational innovations result, I think the best legacy any president could leave an institution is the knowledge that he has secured those things which the institution as already doing and left the school with a better sense of morale, and an improved feeling of well-being than it had before.
It may not be "PC," but there are definitely weak links in the chain when we send graduates into the world who cannot write a coherent sentence (much less tackle anything lengthy), cannot adequately express themselves, and - yet - think "I'm educated."
MU's biggest responsibility to the community is to graduate capable, educated, thinking adults.  Secondly, continue to interact with other institutions in the area to use MU's human and material resources to their fullest.
Marshall should put its emphasis is QUALITY undergraduate education: as WVU admits more and more undergrads and becomes like every other "big state U" Marshall could provide a much needed alternative. 
Support much higher fraction of SCORES participants (they are this state's brightest students) send message that MU is not for remedial classes by testing, then sending remedial students back to high school at MU tuition. Lift entrance requirements
What might have a great need for now, say 2007, may not be available in 2011.  We are entrusted with preparing students today for tomorrow.  We must prepare them for the future and give them the vision of the future.  That is our responsibility and the students’ quest to be prepared for it.  Also, we need to go to a trimester or quarter system and eliminate summer school.  This will be more cost effective over the long term.  It will also enhance student’s educational experience by offering more classes.  Our society moves at a faster pace today.  This will prepare students for this.Marshall is a great institution to work at and for parents to send their children.  I believe Marshall can and will become a greater institution.  It is time to “ask not what Marshall can do for you, but what can you do to enhance Marshall for today and tomorrow.”  We, the older generation, must pass the torch of leadership, education, and our nation’s future to the students of today and students yet to come.  This is a daunting task.  But I believe we can accomplish these needed educational facilities.  
Establish an MU "business directory" listing MU alumni, their business and their business address. Sell it to alumni to support MU, use it as source for fundraising contacts, encourage cross referrals for business development. 
I feel that we need a new computer data base that enables all MU fund raising groups to share alumni contact information and coordinate efforts.  This would include Big Green, MU Alumni Assoc., Student groups (frat. & Soroities) the MU foundation.
The institution needs to expand the assessment program beyond that of teaching and learning into a wider assessment of institutional effectiveness in all office and service areas.
Develop and enhance advanced methods of data collection in support of teaching (assessment and evaluation) and research – e.g., assessing technologies used in the classroom, finding ways to influence change, where applicable. 
Provide enterprise solution (i.e.TracDat) for automated institutional planning and assessment as well as a solution for individual learners to digitally maintain their learning achievements and accomplishments. TracDat automates the academic planning and assessment process by providing a structured framework for continuous quality improvement. 
We could argue the point all day about expenditures for athletics and the success it does or doesn't breed. Our baseball program is a prime example how athletic expenditures do not matter. Look at how successful baseball has been. No need for a stadium.
The basketball program would be turned around overnight.
We need to set a long term goal in atheltics, so as to help our academics, and vice/versa. A better conference=better resources for our school. We need to put a focused effort into getting into the Big East conference. More exposure=student growth.
Sports matters and should be supported - competing on the national level is the best advertisement the University can get, and gets our name out to a broader range of good students. 
The hyperbole about athletic expenditures and the future of MU belie the facts. The NCAA produced a series of studies, the most current in 2005 (http://www.ncaa.org/library/research/athletic_spending/2005/empirical                                 _effects_of_collegiate_athletics_update.pdf). These studies affirm that no significant correlation exists between athletic program expenditures in football or men’s basketball and the win-lost records of these teams (“Hypothesis #5”). The data don't support the hypothesis that increasing operating expenditures on sports will produce a measurable affect on either the academic quality of incoming students (Hypothesis #8). The NCAA indicates that this assertion is simply not credible. Advocates for the indiscriminant ramping up of athletic expenditures, facilities, etc. as a strategy for improving MU are well-advised to check the facts. 
Nationally recognized and successful bball and Fall program will incrase awareness of MU.  Attracting a national coach with a winning reputation will allow Marshall to continue to move up in its conference membership and would increase revenue tremendously.
7.Sporting Event Prices- MU students should be afforded a discounted rate to all games to encourage bringing their children.  It is shameful that MU complains about low attendance at the games, but expects people to pay full price for their children.
The athletic programs are an important part of MU but they alone are not the solution to a better future. The solutions for manifesting a better future lie in rebalancing priorities. Future strategic priorities need to emphasize investments to improve the competitiveness of MU’s academic programs, facilities, and resources to produce greater student success and higher level outcomes. These priorities also need to reflect an increased commitment to developing new entrepreneurial ventures, which expand regional economic development and new higher paying job creation.
Hooray for athletics.  Let's don't diminish it.  BUT let's work harder at bringing priorities -- AND perceptions, images, attitudes, etc. -- into balance.  Balance.  Balance.
First, foremost, now, forever, MU is in the business of education.  Education.
A nationally recognized and successful basketball and football programs will increase awareness of Marshall University.  Nationally prominent coaches will allow Marshall to continue to move up in its conference memberships and increase revenue for the university.

 
In recent years MU has gained national recognition through the visibility of football.  While one can debate D-1 football, the fact remains that major sports bring major recognition.  Men's basketball and football must be strengthend for the good of MU.
The BOG should be empowered even further to assure that future of our university is in the hands of some of the brightest and best thinkers/visionaries/business people in the Marshall "family."  The BOG is a key piece of most decisions, and rightfully so.
Need get the Board of Governors more involved in pushing needed activities into gear.  The BOG may want to evaluate administration to see if certain individuals are not pulling their weight and make necessary decisions on their status with MU
Change the membership of the BOG and the Foundation Board to include members who really care about improving Marshall. These Boards are comprised of too many who believe they are entitled and who do little "actual work". It is time for them to go!!!
Composting of campus food and yard waste would be beneficial.
“Almost Heaven” is an idea for a Mountain-Top Removal/ Mountain-Like Recreational Facility for, by, and with people in wheelchairs. Mountain mine shafts can grow mushrooms for export, Trash Treasures can recycle garbage into Living Room Art. With unleashed ingenuity, the Mountain State can see the future inside, under, and through, like nowhere else for people who used to be called Handicapped, who could be seen as Handy-Capped or even Hand E-KOPPed. 
Marshall's recycling program pales in comparison to that of its closest peer institution, Ohio University.
Provide Recycling service to campus and community. Currently, recycling is inactive on campus and area citizens must pay to recycle. Recycling program would promote image and provide funds to support efforts. Could be service opportunity for students.
Campus tours need to start at a point closer to the main area of campus, such as the Student Center.  There needs to be some type of tram, like in amusement park parking lots, to take visitors around campus in cold or rainy weather.
Work cith city to clean up area around campus. Deteriorating bldgs. Those old houses used to be the most beautiful in town. Owners have allowed students to destroy them. Owners need to charge higher damage deposits. City needs to create and enforce codes.
How can we get additional high level of community involvement in the decision making process in such critical areas as course delivery, range of services, and events for the arts, expansion of services, etc? 1. Lay Academy (see submitted idea).
A lay academy whereby members of the community may 'teach' subjects related to hobbies or specialied interests: life in ancient Greece, theology of..., crafts not necesarily realted to their professional career prior to retirement. Cf. program in Wilm, De
1. forums for community input will likely not generate realistic initiatives. 2.corridor between MU campus and Huntington downtown could be developed as a campus culture corridor. 3.MU should focus on developing community programs that enhance the quality of life, stimulate the economy, and generate learning experiences for students. What can MU do to help Huntington become a "top 100" small city?
Develop a closer relationship with the School of Medicine’s Health Sciences Library for more efficient sharing of resources and service to patrons
Develop other consortia relationships on state, regional, and national levels in order to improve and increase access to scholarly materials (including learning objects), wherever they reside.
Obtain and implement OhioLINK membership, opening up access to major scientific/technical/engineering/medical journal literature.
I think that a campus wide smoking ban would be a great improvement to Marshall university. Every time I enter a building or even walk down the side walk I have to hold my breath for all the smoke. Designated smoking areas may be a consideration
Establish a relationship with Fine Arts and Chruchs.  Students could sing in the choir, play music, dance, establish contemoray services for youth, get to see what MU has to offer. Some churches might be able to pay others may not. teaching classes also. 
COHP should collaborate with other colleges/departments to elevate the level of health care in the tri-state.  For example, offer professional development for external partners and community forums on topics in areas of faculty expertise.
Improve the lot of student employment by formalizing a student classification system that is more competency/skills based.  Could involve more internship relationships with administrative offices.
Every academic program should consider offering an internship or cooperative education program. This is essential for a student's transition from college to the workforce, is beneficial to the institution, and builds an additional source for fund raising.
 6. Faculty helping students think critically and evaluate the skills they had obtained from the Internship experience.   7. Faculty need to be exposed to the real business world so they can make sure they know what the students can expect from the business world. 8. Formal contracts with larger corporations across the nation for Internships. 9. We need to know where are students have been successful in obtaining careers. We need to network our existing alumni to better mentor our current students. A portal where students can go and find possible alumni they can create a relationship and have collaborative possibilities.
Develop formal agreements with major industry and corporate America to provide a large number of internship and post graduate opportunities for Marshall graduates in various fields of discpline with minority student indicators vs career fairs only.
MU should work with local government and business to establish a Huntington-Charleston intercity transportation system on 64 which would fulfill a need for transporting students and faculty between our two campuses and spur economic growth for the region.
promote,promote,promote the Pullman Square Shuttle.  This is an extremely valuable asset not only for the obvious economic value but for Marshall related events like ball games, music concert events at the stadium),etc.
MU could help Huntington small businesses the most by offering all who want to open a business a free business plan, designed and developed by qualified Marshall personnel. More small businesses fail for lack of a good business plan than for anything else
The MSC Recreation Area closes at 9 pm on weekdays and stays closed during weekends. Enough said.
I would like to see Marshall University Research Corporation 'fixed.'  There was an external review performed last year, but there are still major problems.
Why there is nothing that needs changed around here.  Everything is just peachy.  No one is mad or anything.
Devise and suggest an alternative to existing HR classification system… Broad-Banding… 360 degree evaluations…competency based employment.
More than anything else, Marshall administrators, BOG, and HEPC need to jetison its "group-think" assumption that higher ed must be run like a profit-making business. This half-baked idea distorts every aspect of academia. It's poor thinking -- period.
there needs to be more co-operation between the So. Chas. campus and the Hunt. campus
Consider contracting for packaged pricing for job opening advertisements. This could be used by all University departments with publications such as The Chronicle and could save the University thousands of dollars on a yearly basis. 
Open up new avenues for cooperation and communication between faculty, staff and administration.  The levels of distrust between these groups are corrosive to the mission of the university.  There should be much more openness between these groups.
As the university becomes more complex there is an increased need for faculty & staff training on various software/skills to help with efficiency. There should be ongoing training on customer serv. & dealing w/difficult situations & similar.
Develop courses/seminars through MCTC or MU to assist staff in their professional growth.
All supervisors need training in employee management. Some Directors are micro-managers. No decisions but his. This creates problems. Intimidation and observation do not promote professionalism. Good employees have transferred. Morale is low.
We should vigorously pursue opportunities to create consortia for the provision of administrative services such as HR, purchasing, etc.  These can increase the level of service to the institution and decrease the cost of providing these functions.
Develop flexible and innovative policies and procedures. Current systems thwart new ideas. Challenge to work within hiring system. Promote a more problem solving attitude of a "we're working together" instead of "us versus them".
Put in place an IT Project Portfolio Management system that will allow the tracking of projects and resources to make sure that projects are prioritized for optimal resource allocation. This is an example of accountability tracking and underlying resource tracking and costing.  Provides assessment basis. This should also be expanded to other areas on campus to make sure the precious resource of Human Capital is properly utilized.
11.Manpower- MU needs to streamline its personnel.  Everyday there are men w/ leaf blowers everywhere.  They have lawnmowers that are capable of catching, bagging, and mulching leaves.  This would require significantly less manpower. 
Make available to ALL faculty the existing Banner extraction reports now only available to a few--the BERT group of reports. The ability to use these reports on a daily basis would have an immeasurable positive impact on how we do our jobs.
How do we create a campus infrastructure which supports and encourages faculty and staff involvement in engagement?  1. Empower and create an atmosphere that encourages engagement. Time is a critical need. 2. Lobbing the legislature from a grass roots effort from a community base to make sure Marshall is getting the appropriate resources. More money for faculty. 3. Faculty needs to be encouraged to be more creative to go beyond the classroom and into the community for service. Create the need. For example do a PR campaign for Big Brothers and Big Sisters. 
Develop training programs which can assist the staff with monitoring a high level of performance in jobs which are becoming more demanding and complex. Potential certification of staff might be considered in areas such as: Mgnt., IT, Banner, Budget, etc.
Adopt a 70-20-10 rule for professional staff resource allocation.  Seventy percent of each unit’s human resource should be spent on existing production and systems, twenty percent should be spent on new and innovative improvements to existing systems or processes, and ten percent should be spent on professional development in an area not necessarily related to the individual or unit’s function but a research area that interests the staff member. 
Marshall University would be most improved by improving it's "front line" people.  These are the people that the public first talks to when they contact the university in many departments such as financial aid, human resources, the registrar, admissions
Update how development is handled on campus. Each college should have a development person to help make connections and promote the college. Deans, Chairs, and others should spend time doing development activities and creating grateful givers.
We need internal feedback (other than yearly evaluations from supervisors and students) that allows us to fill the knowledge gaps in our programs.
Provide routine IT training programs for faculty, staff and students on computer software capabilities. Tremendous inefficiencies exist due to lack of optimal use of IT resources. Current inadequate option is to pay for training from operating budget.
Make sure that the money you request of students is put to good use. I have seen ten or more janitorial personal on the grounds just standing in a large group while one does work. Also make sure professors are teaching not just reading out of the book.
There is an emergent need for faculty/staff/students to develop skills that help them effectively interact with those different from themselves. Performance evaluation should include diversity education/training as required for professional development.
Marshall University supervisors should receive periodic supervisory training. All staff should receive training in quality, customer services, communication, and teambuilding.
The "front line" employees are so important as the first impressions of MU. It begins with the Admissions, Financial Aid, Bursar, Registrar, student housing and ends with the Alumni. There is only ONE first impression of a higher ed institution for your child. Recruiting National Merit students and high achieving students to campus is not that difficult. It begins with communication, personal contact, extreme interest and a genuine concern. Quality students attract other quality students and become quality alumni. This should be the primary focus. Most all other goals will fall into place; research, donations, interest, intellect, growth, and community involvement. The university is up-grading the facilities of Old Main-wonderful. The front line offices must create a good first impression for visiting and prospective students. The first letter, call, the vision of the campus and hopefully the lasting impression.  Reward the front line workers; there may never be a second chance to obtain that quality family to MU. Success breeds more and continued success. Consider removing the metro tuition rate. Draw a circle around the tri-state area and make it local; in-state. Quantity and quality students are at your back door.  Show the tri-state community how to be the area leader in education; every day in every way- beginning in 2006.
We need to pay faculty/staff more to recruit better employees to better serve students.STUDENTS are the voice of campus. They are the reason the University is here and they are NEVER listented to.While it's nice to have donors, STUDENTS KEEP US IN BUSINESS
The university needs to commit to a faculty and staff of the highest academic and professional stature and achievement. We need to review our curriculum, hiring of faculty, the kinds of faculty and delivery in a non-traditional ways and design our facilities to meet these needs.
actually paying the staff what they are worth is a start towards an academic university. I know a doctor who won't leave his current teaching job for marshall, it would require a pay cut for him to move to Marshall from a public High School.  That's Sad!
As one of the largest employers in the area, Marshall needs to ensure the highest pay possible for its staff and encourage quality hiring and retention.  Anything less promotes mediocrity.
The development of a scholarship for the children and dependents of Marshall employees will increase enrollment, increase the morale of the faculty and staff, and build greater loyalty to the institution.
Peer Equity should be addressed at ALL LEVELS: 1. Teaching load 2.Sabbatical leave (time, frequency, funding) 3.Tuition waivers for children and spouses of full-time MU faculty and Staff. 
Support and propose the development of a “comprehensive faculty center” that would provide a focal point for most faculty teaching, learning and research support activities.
If there is any hope of Marshall becoming a "nationally prominent" university, there needs to be more than just lip service about supporting faculty research. A first step would be to implement the (already approved) flexible workload. 
Retirement age faculty/chairs should retire immediately. Hire new faculty to teach and do research instead of paying $85K to senior faculty to teach 100 level classes. Review all faculty positions and classify them as teaching, research, or a combination of both generating release time for research. 
Provide additional faculty in health professions. Currently, COHP faculty cannot offer elective or service courses due to high demand for required courses. Consequently, student growth and faculty satisfaction are both diminished.
I am a student and I believe that the most important step that Marshall University needs to take involves the hiring of more and better faculty and the retention of current faculty.  We have built the facilities.  Now, we need to focus on the faculty.
We  have many transient part-time profs in the COEHS.  Could a non-tenure track, full-time instructor class of employee help make academic standards more consistent without being prohibitively expensive?
The ongoing process of faculty development is designed to keep the faculty at their best in their teaching, scholarship and to be active in a learning community.  Too often, faculty are taught to teach better, given scholastic opportunities but not given a nurturing learning community in which to thrive. By building a process in which the learning community is sensitive yet responsive to faculty, we can foster the scholarship of teaching.  I propose that we recognize and promote "Marshall's TOP" Team", or the Team of Outstanding Professors.   The creation of this teaching environment will embrace teachers who are committed to excel in teaching and recognize their efforts, and ultimately enabling faculty to meet their individual teaching goals.  Self fulfillment of their teaching goals will make a difference in the academic environment of not only their department but the entire school.  The TOPS program can be built upon the concept of the Academy of Medical Educators used by the School of Medicine."TOP" will provide a platform to pursue excellence in teaching and helping students maximize their learning; thus ultimately impacting their success and fulfilling Marshall's mission of "Passport to Prominence".  I would appreciate the opportunity to discuss the proposal in detail.
Priority must be given to faculty recruitment, retention, and development if quality learning is a goal.
Hire more full-time professors. There's nothing worse than sitting in a class taught by a crabby part-time faculty member who wants the full-time job with the university.
The bottom line is Marshall has to hire more teachers.Take for example the Elem. Education program-One teacher,teaches one class that EVERY elem education major must take and they only teach two sections during a semester.Programs need teachers to grow.
In order to attract and retain qualified faculty, we have to take faculty needs and concerns seriously. More than salary, it takes research support and infrastructure updates. I am highly skeptical of Marshall's future ability to recruit qualified faculty
We need some sort of post-tenure review to discourage the lassitude that so often accompanies the announcement of a professor's tenure.
Revisit tenure processes and the means by which to dismiss tenured professors to ensure only the highest quality faculty.
Support academic freedom, in which creativity, enthusiasm and productivity thrive. Some faculty will enthusiastically choose entrepreneurial activities. Bring in endowed professors as part of the faculty. Reward excellent research and teaching: more productive for the state than athletics. 
I believe that competitive faculty salaries must continue to be a high priority.  I may have returned to Marshall had I not had to take a 10% pay cut to do so.  Faculty at WIAC schools shouldn't have to take pay cuts to come to Conference USA schools.
Of course, you are aware of this area -- faculty salaries. I served on many search committees while at MU as a professor. I know in the journalism area that MU salaries make it difficult to attract quality professors.
Improve faculty salaries and overhaul retirement and medical benefits. It will help with retaining and hiring excellent faculty members.
Increase faculty salaries
there should be a plan to improve the competitiveness of our sports teams in C-USA. also there should be a plan to improve the facilities 
New Art Building- growing art department has a floor and half a garage.  Art building is designed and promised for 5 years.  Actively seek funding please.  I am a grad of the program and want a better experience for those who come after me. 
A new baseball stadium in town to advance our program to CUSA levels.  An indoor practice facility and also a rec center for students, facility, and athletes.  You could also open this up to alumni.  Thanks.
Sports is vital for income for any university.  There needs to be A LOT of attention placed on the baseball program.  The coaches discourage players. They deceive the players & family supporters with marathon games that don't exist. MU needs a new field.
We must support the concept that athletic success helps foster the success of the university. Investments must be made to revenue generating athletic programs to keep them competitive with our CUSA rivals. Indoor Practice facility, baseball stadium, etc.
One way to improve Marshall's academic environment is to expand the resources for the Honors Program. The Program has outgrown its current space and an Honors House would address this and be a great recruiting tool. Also, increased funding for seminars.
Expand both undergraduate & graduate offerings in Teays Valley and Charleston. Build a suitable facility in Teays Valley.
Don't keep giving away resources, people, funding to other institutions just because "we don't do that".  Its ridiculous to talk about being top tier yet continue the short-sightedness that has marked our history.  Instead, try "We CAN do that".
Problem 1:  Marshall needs more money to expand. Solution 1:  Increase number of students enrolled. Problem 2:  How does MU increase the enrollment? Solution 2:  MU must be the best choice academically, athletically, and socially.   Tough, but possible!
Marshall needs to be independent of the legislature in dealing with her budget.  The red tape that is causing the University to lose money on such things as early registration discounts due to delays and rules imposed by the legislature.
Eliminate the disincentive for academic departments to develop/financially support/continue their own clinical new clinical faculty positions by waiving the fees charged by MURC to administrate these positions.
Consider outsourcing services that are more cost effective or efficient to outsource than provide internally.  No reasons to reinvent the wheel.   Buy rather than build where possible.
Join the Kentucky/Ohio tuition reciprocity agreement. This will help breakdown financial barriers and show a commitment to the region. It has the potential to increase the college participation rate of the entire tri-state 
MU should develop its infrastructure internally before creating community service institutes or programs for specific purposes.
Brand ourselves, really establish who we are.  We are Marshall but are we a liberal arts,professional technical college. find our niche ,market it. We have let some our potential department go , ot change with the times SLP for ex.;should be in Medical
To increase the out-of-state recruitment market, additional resources will be needed to support the development of quality publications and additional travel.
Develop an effective enrollment management/marketing plan that will increase substantially overall student retention and graduation rates. Expand non-resident student recruitment in targeted areas like Washington, DC with a goal of increasing overall net tuition/fee revenues by $3 million annually by 2008. Increase the number of transfer students with the goal of increasing net tuition/fee revenues annually by $1 million by 2008.
MU needs to develop a recruitment and marketing plan which has specific goals and develops strategies to achieve these goals.  Specific performance measurements should be adopted in order to see if goals are being accomplished.
Both on campus and off campus event should be better publized.  It seems like I only hear about events after they happen.
Advertising- MU should try a technique that has been working well in airports around the world. rent out advertising space above the urinals and on the back of bathroom stall doors, or even inside the elevators on a per semester basis.
Recommend a greater focus on creating an institutional identity.  Consider targeting Appalachian scholarship as an area of emphasis and support....Encourage and support enhanced levels of faculty and student scholarship in a few selected areas of study.
Provide more support for the marching band. This can be even more of a great PR tool for MU. The band is on the right track...don't let it slip. 
Develop a comprehensive communications and marketing plan that enables Marshall University to present a consistent and effective message to its various stakeholders
WE NEED BETTER PUBLIC RELATIONS!  Consider hiring some students from our fine program or have them work on this as a class project for graduation, but push our university name/image as the best in the state and region.  WVU/OSU and others aren't better.
From my point of view, Marshall is looked upon by many i know as a bad school as far as alcohol goes. If it could be possible to restrict or ban underage drinking, that would make the public image much better.
Every university in the Appalachian region should have programs dedicated to preserving the land, culture and history of Appalachia.
We need a Center for Appalachian Studies that would include history, ecology and economics. The Appalachians are some of the oldest mountains in the world and seem to lack our intellectual curiosity.Students need a better sense of history and science.