Long-range planning process groups continue their work


Marshall2020LogoWork continues on the Marshall 20/20 long-range planning process, which began with a session Oct. 11 to introduce the concept of developing a new “business model” for Marshall University.

The importance of this process was intensified earlier this month, when additional reductions in state funding were announced, totaling nearly $700,000 in additional budget cuts for the remainder of this fiscal year (2014). This was in addition to the $5.3 million reduction levied at the beginning of the year. The most recent cut included the Joan C. Edwards School of Medicine.

“We must become more self-reliant and more self-sustained,” Kopp said as the Marshall 20/20 process was beginning. “We are ahead of the curve and with everyone’s input we are going to stay ahead.”

Budget Work Group

The Budget Work Group was initially established by the president in Spring 2013 to provide counsel and recommendations for the university’s annual operating budget. The group comprises representatives from academic and administrative departments across all campuses, including appointees from Faculty Senate, Classified Staff Council and Student Government Association. In Fall 2013, the Budget Work Group expanded to include additional members from those groups. They are now charged with making recommendations for the next fiscal year budget, in addition to the complex task of helping Marshall create a new budget model.

Further information and updates on the Budget Work Group may be found online at www.marshall.edu/2020/budget-work-group.

Academic Portfolio and Services Portfolio Review

Two work groups are addressing Marshall’s academic portfolio, meaning those programs that result in degrees being awarded, and its service portfolio, which includes non-faculty activity in support of students, faculty, staff, teaching, research and athletics.

Members of the academic work group include deans, chairs and other Academic Affairs personnel. Each academic department and school is being asked to prepare a niche statement that will provide a rationale for sustaining the program offering given current or reduced resources. These statements will provide unit and college-level perspectives on the currency and impact of existing offerings and any service courses provided by the unit, as well as the distinctive characteristics of a degree program.

The service portfolio will cover all areas of the university that provide services in support of Marshall’s mission outside of instruction, including student services, departmental administration, auxiliaries and personnel services, etc.

“It’s important to realize that this process is not just cutting spending,” said Matt Turner, Marshall’s chief of staff. “By engaging in this process, we will learn about opportunities that may have been missed in the past and consider how we can become more efficient.”

Vision Statement Team

Voting on the new vision statement for Marshall, another part of the Marshall 20/20 process, ended earlier this month. The winning statement was “The vision of Marshall University is to inspire learning and creativity that ignites the mind, nurtures the spirit and fulfills the promise of a better future,” with 67% of the votes cast. The next step of the Vision Team is to present the statement to the Board of Governors for their consideration.