Implementation

Why Does Marquette University Need a Strategic Plan?

Marquette University’s strategic plan, Beyond Boundaries, serves as our university’s roadmap to the future. It sets in motion a clear strategy for where we want to be, how we will get there and what we can do to go further, to “Be The Difference” for our students.

A Brief History of Beyond Boundaries

The planning process for Beyond Boundaries began in 2012 with a series of listening sessions involving an array of university stakeholders. The outcome produced a vision statement for the university, six themes, goals statements and objectives. This was endorsed by the campus community and was approved by the Marquette University Board of Trustees in May 2013.

The strategy was revisited from 2013-2015 by the university’s executive leadership and a significant number of faculty, staff and students in partnership with the Board of Trustees. Marquette University Student Government, the University Academic Senate, the University Staff Senate, the associate deans for research, the University Leadership Council, various committees and task forces, the goal stewards and their respective planning teams, and the university’s Master Planning Committee all provided input and guidance on Beyond Boundaries.

The Board of Trustees reconfirmed Beyond Boundaries in April 2016 under the leadership of Dr. Michael Lovell. Beyond Boundaries continues to be the campus-wide, aligned vision for Marquette.

Strategic Plan Overview

Implementing Beyond Boundaries

Implementing Marquette’s strategic plan in an integrated, college-centric manner that is inextricably tied to the university’s mission, vision and Guiding Values takes organizational effort and depends on the ability of cross-functional teams to collaborate and turn strategic thoughts into operational action through the plan’s six strategic goal themes. For this reason, it is necessary to organize people and teams responsible for implementing action and development. Many people or departments are needed to implement a specific action and progress will be documented using metrics and qualitative indicators for assessing the completion of goals, objectives, and strategic initiatives.

For more information or how you can get involved contact Sumathi Thiyagarajan, Director of Program Management, or Jenny Watson, Vice Provost for Academic Planning.

Implementation Structure

Each theme (Academic Excellence, Research in Action, Culture of Inclusion, Community Engagement, Formation of Hearts and Minds and Sustainability of Resources) is led by a Theme Leader who oversees the Beyond Boundaries Operations Team (BBOT) in managing projects, executing tactics, and measuring outcomes.

Beyond Boundaries Operation Theme Leaders report into the Beyond Boundaries Steering Committee (BBSC). The BBSC supports, oversees and helps integrate (when appropriate) each Operations Teams work while acting as a liaison to the University Leadership Committee (ULC), the Executive Leadership Team (ELT) and the Board of Trustees (BOT). The BBSC may make recommendations on implementation, progress, risk and integrations among other matters while helping remove barriers to progress for each theme.

The Executive Leadership Team’s (ELT) reviews the recommendations made by the BBSC and is charged with providing timely final decisions and ensure university alignment. The ELT is also responsible for removing barriers to progress for each theme and is responsible for allocating necessary resources and funding.


Additional information about the above information and groups:

Beyond Boundaries Structure Map

A graphic showing the operations team, including Dan Myers, Jeanne Hossenlopp, William Welburn, Dan Bergen, Xavier Cole, Joel Pogodzinski

Beyond Boundaries Operation Leader (BBOT Theme Leader) and Operations Teams (BBOT)

Perform - Lead teams, manage projects, execute tactics and measure outcomes

Leader

  • Charged with facilitating operating team and moving Beyond Boundaries forward
  • Convene regular meetings with operating team
  • Liaise with other themes, when overlaps exist
  • Liaise with other units &/or colleges in the University to execute tactics
  • Report out to campus community and leadership
  • Own tactics budget
  • Report out to campus community and leadership
  • Town Hall presentations – 2x a year
  • Quarterly presentation to BOT
  • Presentations to ULC (as scheduled)

Team

  • Refresh and prioritize tactics, identify the appropriate metrics to measure outcomes and make budget recommendations
  • Partner with appropriate academic and operational units
  • Partner with fellow Beyond Boundaries Operations Team Leaders when integrations are identified
  • Make recommendations to BBSC

Beyond Boundaries Steering Committee (BBSC)

Recommend – Advise Dr. Lovell in implementation, prioritize, align

  • Identify, consider and make recommendations on structures, processes, metric assessment, tactics, prioritization, budget coordination, change management, risk management, communication plans, etc. (within and across themes)
  • Focus on tactics and prioritize for the next 3 years
  • Evaluate recommendations made by BBOT
  • Identify potential integrations across Beyond Boundaries themes
  • Help remove barriers, when possible

Executive Leadership Team (ELT)

Decide – Provide timely final decisions and create alignment

  • Evaluate recommendations made by BBSC and provide timely final decisions to BBOT Leaders for execution
  • Focus on tactics and prioritization for the next 3 years
  • Align expectations with Board of Trustees
  • Consistently and continuously communicate support for the implementation of Beyond Boundaries to campus community
  • Allocate the necessary resources and funding
  • Remove barriers

Operations Teams

Academic Excellence

  • Doug Woods, Vice Provost for Graduate & Professional Studies and Dean of the Graduate School
  • John Su, Vice Provost for Academic Affairs
  • Jenny Watson, Vice Provost for Academic Planning
  • John Baworowsky, Vice President of Enrollment Management
  • Shaun Longstreet, Associate Provost for Educational Development
  • David Schejbal, Chief of Digital Learning

Community Engagement

  • Rana Altenburg, Vice President, Public Affairs
  • Jacki Black, Associate Director of Hispanic Initiatives
  • Frank Cumberbatch, Vice President, Engagement, Bader Philanthropies Inc.
  • Erin Folstad, Director of Project Planning & Development, Research and Sponsored Programs
  • Kim Gretebeck, Associate Professor, Nursing
  • Danielle Josetti, Executive Associate Athletics Director
  • Jaclyn Ness, Managing Director of Development, Corporate, and Foundation Relations, UA
  • Tom Pionek, Assistant Vice President of Marketing, OMC
  • Janelle Romano, Research Assistantship - Community Engagement
  • Rob Smith, Harry G. John Professor; Director CURTO, History
  • Kelsey Stockton, Assistant Directory, University Apartments and Off Campus Student Services; Residence Life
  • Janice Welburn, Dean of Libraries

Culture of Inclusion

  • Sarah Bobert, Executive Associate Athletic Director
  • Sarah Burkhart, Engagement Director, UA
  • Joya Crear, Assistant Vice President of Student Affairs
  • Nakia Gordon, Associate Professor, Psychology
  • Nancy Hernandez, Board of Trustees; President and Founder of ABRAZO Multicultural Marketing and Communication
  • Heather James, Coordinator of Digital Collections and Projects - Libraries
  • Terence Miller, Director, International Education
  • Darren Wheelock, Associate Professor, Social & Cultural Sciences
  • Amber Wichowsky, Associate Professor, Political Science
  • Eric Williams, Executive Director, Educational Opportunity Program

Formation of Minds & Hearts

  • Stephen Blaha, Assistant Director, Campus Ministry
  • Kathy Coffey-Guenther, Associate Vice President of Mission and Ministry
  • Michael Dante, Director for the Faber Center for Ignatian Spirituality
  • Meredith Gillespie, MUSG president
  • Mary Janz, Director of Residence Life
  • Pat Kennelly, Director, Center of Peacemaking
  • Stephanie Quade, Dean of Students, Student Development
  • David Schultenover, Jesuit
  • Liz Sides, Director of Employment and Employee Relations, HR
  • Kelly Walker, Director of Community Service, Student Affairs
  • Faculty Member (TBD)

Research

Will use members from existing committees to serve as central operations team:

  • University Committee on Research
  • ORSP/ORI Associate Deans for Research Group

Planning for a few specialized workgroups (membership TBD) to report up to existing committees.

  • Innovation
  • ORSP/ORI Associate Deans for Research Group

Sustainability

  • Rick Arcuri, Director of Business Operations & Auxiliary Services, Student Affairs
  • Autumn Anfang, Director of Business Management and Analysis
  • Lynn Mellantine, Assistant Vice President of Human Resources
  • Gina Sholtis, Vice President for University Advancement
  • Lora Strigens, Vice President for Planning and Facilities Management

University leadership:

Strategic Planning image

Beyond Boundaries

About the plan

Through a visionary strategic plan that sets in motion a clear strategy for the future, an ambitious campus master plan that serves as a road map for capital projects, and a series of 12 initiatives designed to position the university with adequate resources, Marquette University is poised to go Beyond Boundaries.


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