NEWS FROM MARSHALL UNIVERSITY COMMUNICATIONS
ONE JOHN MARSHALL DRIVE, HUNTINGTON, WV 25755
Thursday, Nov. 17, 2005
Dave Wellman, Director of Communications, (304) 696-7153
Marshall University begins
process of creating strategic vision
W.Va. – Led by Marshall University President Stephen J. Kopp’s goal of
actualizing MU’s “tremendous potential,” the university has begun the
process of creating a strategic vision that will be implemented through a
collaborative effort between Marshall and its public constituents. Kopp
describes the process outlined as inclusive, dynamic and ongoing.
At a news
conference this afternoon in the Communications Building on Marshall’s
Huntington campus, Kopp announced that the process of enlisting ideas to be
considered for the plan, not only from students, faculty and staff at
Marshall, but also from MU’s broad constituent base – alumni, friends,
elected officials, members of the public, etc. – has begun.
process that inspires active participation across all constituent groups
creates a sense of ownership of the plan and a pervasive dedication to
accomplishing its goals,” Kopp, MU’s president for the past 4 ½ months,
said. “This is an opportunity that invites everyone to the table who wants
to participate and share their ideas for shaping the future of Marshall.”
university’s Strategic Vision Development Committee, which has been meeting
throughout the fall, adopted a strategic vision titled “Aiming for
Perfection: Marshall’s Strategic Vision – Our Bold Constellation for the
Future.” Kopp described “Aiming for Perfection” as a state of mind.
“It is the
attitude that we choose to bring to our life’s journey,” he said. “It is the
vision that lights our journey as we endeavor to actualize the tremendous
potential that lies within ourselves and Marshall University. It is not a
destination. It is not about ‘being perfect,’ but committing ourselves to
becoming better and better in all that we do each day.
“It is about
seeing opportunity in the challenges of our daily work and life. It is about
valuing the potential that each person brings to our community. It is about
our approach to the work that lies ahead as we endeavor to fulfill the
promise of a better future.”
Kopp said the
Strategic Vision that emerges from this initial planning process will serve
as a compass for the university, defining its strategic directions for the
next seven years. Immediately thereafter, Marshall will engage its
communities in a more detailed planning process involving the development of
the first in what will be a series of multi-year action plans.
plan will have a one- to three-year time horizon and will involve explicit
goals that tie into the strategic vision, strategies for accomplishing each
goal, indicators that will be used to monitor progress and benchmarks for
evaluating the successful attainment of each goal. Each action plan will be
accompanied by a budget plan that will provide the resources required to
accomplish the plan goals.
implementation of the strategic vision will begin with the first action plan
that will be developed between February and April 2006.
stage began today and continues through Dec. 19. During that time, all
constituents will use a specific Web site to submit their ideas concerning
the university’s future priorities. The site to be used is
summation phase takes place from Dec. 21 through Jan. 2. During that time,
all submitted ideas and information from discussions will be organized,
condensed into common themes and prioritized. A first draft document will
then be created that outlines all the input that has been received to date.
It will be posted for public review and comment from Jan. 3 through Jan. 9.
Finalization of the Strategic Vision takes place Jan. 10-12, followed by the
constituent review Jan. 13-20.
In the next
stage, the draft document will be presented to the executive committee of
Marshall’s Board of Governors, followed by revision of the document if
needed, a meeting with opinion and community leaders for further review,
presentation of the draft document to the entire Board of Governors, and
more refinement as needed. The final step in this stage is to share the
revised document with all constituents.
stage is presentation of the vision document to the Joint Education
Committee of the West Virginia Legislature during Marshall Day at the
Legislature Jan. 31 in Charleston.
three stages, which continue through April 24, include the beginning of the
one- to three-year action plan process, priority goal setting and action
plan implementation. The final ongoing stage includes progress updates and
celebrates success for up to seven years.
will be asked to contribute ideas pertaining to four strategic goal areas.
They are: Intellectual Capital, Community and Service, Economic Development
and Discovery and Innovation. Here is a brief description of each of these
Intellectual Capital: This area is a challenge to consider
educational innovations that will expand and elevate the intellectual
resources of the state and region. It entails developing and maximizing
human potential through educational innovation.
Community and Service: This area defines how higher education must
provide students with knowledge and commitment to be socially
responsible citizens in a diverse democracy and an increasingly
interconnected world. Colleges and universities have important civic
responsibilities to their communities, their nation, and the larger
Economic Development: In a world in which the commerce of ideas will
predominate, opportunity favors the prepared mind that can think
critically and integratively and apply these ideas creatively and
innovatively to create new landscapes of economic enterprise. Our
challenge is to prepare students futuristically with the intellectual
tools and acumen to think inventively, innovatively and creatively to
create new vistas of opportunity and solve problems that are only now
Discovery and Innovation: Scholarly activity encompasses the full
range of endeavors from single investigator work involving the
disinterested pursuit of truth in a field to interdisciplinary applied
research focused on patentable discoveries. While not mutually
exclusive, this continuum provides a useful perspective about the range
of scholarly activity that occurs at public universities. As we consider
opportunities and approaches to optimizing our investment in scholarly
work, it is important that we consider how to create greater benefit
instructions on how to submit ideas are accessible on the Web site. For
those wanting to participate but unable to access a computer, they may call
(304) 696-3474 for information on where to fax or mail their suggestions and
Kopp said the
strategic planning process at Marshall will be ongoing well into the future
and will require effective communication among MU’s many constituents on
strategies that will shape the university’s future.
Kopp has brought a fresh, new vision to the campus of Marshall University
and the Tri-State region,” MU Provost Sarah Denman said. “The strategic
vision process being implemented by Marshall University under Dr. Kopp’s
leadership will be a process that will continue to evolve and change over
the coming years. This is an exciting time to be a part of the Marshall
University community. Every individual will have the opportunity to provide
input which can address any or all concepts of the strategic vision plan.”
Ketchum, chair of Marshall’s Board of Governors, said he likes the fact that
many of MU’s constituents will be involved, and that the strategic vision
will be updated and reviewed continually over the next seven years.
Marshall has a strategic plan that will involve the faculty and staff,”
Ketchum said. “It won’t be a plan that sits on the shelf because it has
timelines under which each step of the plan must be accomplished, and for
which the administration will be accountable.”
Kopp said he
looks forward to reviewing the ideas submitted for Marshall’s future.
wide array of constituents provides a forum for a very active dialogue and
multiple points of view,” he said. “The process creates a dynamic that is
important for us to appreciate. This process will be vibrant, catalytic,
aspirational as well as inspirational.”
President Michael Misiti expressed his appreciation that this initiative was
designed to include student participation.
is no way to gauge what the level of student participation will be, it means
a lot to me that President Kopp and his administration has created a way
that we, as students, can give our input on the direction of Marshall,”
Misiti said. “It’s my hope that, through various service organizations on
campus in addition to individual input, the voices of Marshall’s student
body will be a part of this important process.”
Mike Dunn, a
carpentry supervisor and chair of the classified staff council, sees the
long-range perspective of this strategic vision as a critical component to
Marshall’s future success.
understand that this is a long-range process that is going to move Marshall
forward over the next several years,” Dunn said. “What impressed me the most
was that nothing in this plan is ‘set in stone’ once it’s developed. In
three years, we’re going to review the benchmarks and have the courage to
continue what’s working and change what’s not. This will allow us to build
on Marshall’s strengths, in addition to adapting to new opportunities.”