Klingler College of Arts and Sciences Strategic Plan 2014–2020

In keeping with the university strategic plan Beyond Boundaries: Setting the Course for Marquette’s Future, the Klingler College of Arts and Sciences adopts as its own, the overarching themes, strategic goals and objectives of the University strategic plan.


As the heart and soul of Marquette University, the College of Arts and Sciences explores and advances the understanding of human meaning and value, the structures and dynamics of human societies, and the composition and function of the natural world.


The College aspires to recruit and retain outstanding students and faculty and to equip them to accomplish significant research and scholarship, transformative teaching and learning, and committed and compassionate leadership in their professional fields and the larger community. In this way, we seek the serious intellectual engagement of faith and reason, and the education of the whole person — the rigorous, holistic exploration of the intellectual, moral and spiritual dimension of human life.

Implementation Status Key

Red — Not Started
Purple — Initiated
Yellow — In progress
Green — Complete


Theme 1.   Pursuit of Academic Excellence for Human Well-being

Goal 1.  
Advance Marquette as a highly ranked destination university, renowned for academic rigor, innovation and the achievement of its community of scholars.

Strategic Objective 1.1.  Be a first-choice university for bright and promising students

1.   Work with the Office of Marketing and Communication (OMC) to promote and market current College of Arts and Sciences (CAS) majors and minors including those that are interdisciplinary in nature (S14-S19).

2.   Explore five-year bachelors/master’s program opportunities and develop undergraduate courses and seminars that transition undergraduates to graduate-level instruction in their majors (S14-S19).

3.   Establish an Interdisciplinary Programs Committee (IPC) to assess the current status and potential opportunities for the development of new interdisciplinary majors, programs, and/or centers of excellence geared towards enhancing teaching, learning, and research within the College (S14). 

4.   Develop a comprehensive seven-year strategic plan for the Honors Program with the goal of doubling the number of Honors Students over the next five years (F14).

5.   The Dean and Department Chairs will work with Marquette University Student Government (MUSG), CAS Student Council, and the Graduate Student Organization (GSO) to hold town hall style meetings with students, and engage students in program development and advising processes (S14-S19).


Strategic Objective 1.2.  Recruit, retain and empower mission-driven, diverse faculty


1. Re-examine all departmental staffing to ensure the proper balance between non-tenure-track and tenure-track full-time faculty (S15). 

2. Establish faculty search policies to ensure a diverse pool of candidates who support the mission of the university with the goal of hiring a more diverse faculty (F14).

3. Work with the Provost to establish a policy for spousal accommodation (F16).

4. Develop a transparent College-wide policy on faculty workload (teaching, research, and service) with measurable metrics appropriate for individual departments or areas, in a revenue neutral fashion (F15).

5. Review departmental standards for the recommendation of promotion and tenure and align them with competitor and University defined aspirational institutions (S15).

6. Establish College-wide awards for research, teaching, and service (F14).

7. Explore pre-doc (Mitchem) and post-doc programs to recruit diverse faculty to the College (S14-S19).

Strategic Objective 1.3.  Develop new learning and research technologies


1. Create a coherent College strategy for online learning that includes promoting best practices and offering online courses during the academic year for the University Core of Common Studies (UCCS), the College curriculum, and major’s courses (S15).

2. Create a protocol for obtaining input from relevant stakeholders on prioritizing technology and equipment needs within the College including College funding mechanisms and norms for software and equipment purchases (F16). 

3. Assess the current space allocated to the College and develop a College-wide space plan (S15).

Strategic Objective 1.4.  Rank in the top quarter of national universities in U.S. News & World Report


1. Work with Admissions to ensure a high quality and diverse student body of incoming students (S14-S19).

2. Work with ROTC Commanders and Admissions to recruit high quality and diverse students that fit the Marquette University (MU) scholar/leader profile (S14-S19).

3. Reduce the graduation credit requirement from 128 to 120 in all majors, where possible and with no ill effect on program accreditation, to decrease time to degree and increase graduation rates (S15).

4. Work with Career Services and College alumni networks to improve student placement upon graduation (S14-S19).

5. Develop a long-term plan to ensure that at least 75% of students in all first year and UCCS courses are taught by full time faculty without impacting major/minor and graduate courses (F15).

6. Examine class sizes across the College and at all levels to develop a long-term plan to decrease class size where possible to <49 or <19.  This plan should first examine scheduling practices and evaluate the number of sections and course offerings across the College (S14-S19). 

7. Strategically increase the number of non-tenure and tenure-track faculty in order to increase the number of full-time faculty teaching first year and UCCS students to decrease class sizes (S14-S19).

8. Increase participation by CAS students and alumni in the E-mentoring program in order to increase student access to internships and jobs (S14-S19).

Theme 2. Research in Action

Theme 3. Social Responsibility and Community Engagement

Theme 4. Formation of the Mind and the Heart

Theme 5. Enhancement of Organizational Effectiveness

Theme 6. Sustainability of Valuable Resources