Strategic goal themes

Pursuit of Academic Excellence for Human Well-being | Research in Action | A Culture of Inclusion | Social Responsibility through Community Engagement | Formation of Minds and Hearts | Sustainability of Valuable Resources


  • Overview
  • Fiscal Year 2014-15
    Research & Development Expenditures (in $1,000s)
    $24,816 5.0%
  • 2015-16
    PhD Degrees Awarded
    76 12
  • 2014
    Faculty Awards
    2 -2

Research in Action

Goal Stewards

Dr. Jeanne Hossenlopp
Vice President for Research and Innovation


Ms. Kathy Durben
Executive Director, Research and Sponsored Programs

Goal statement

Advance Marquette as a university committed to research and scholarship with a distinctive emphasis on excellence in strategically defined areas, including innovation.

Objectives

Achieve “High Research Activity” Carnegie Research Classification and double research by 2020

Tactics

  • Help faculty pursue external research funding opportunities through support and participation in programs including NSF Career Cohort Workshop, NEH Fellowship Cohort Workshops, Clinical and Translational Science Institute (CTSI), Clinical Research Scholars Programs, and CTSI pilot collaborative program
  • Assist faculty efforts to obtain external support for Ph.D. students by providing tuition matching for graduate assistants included on research grants, program assistance for developing competitive Graduate Assistance in Areas of National Need, submission of an NEH Next Generation Planning Grant, and support for graduate student applications for grants and fellowships
  • Develop support for postdoctoral researchers’ professional development through targeted programming, such as collaboration with the Medical College of Wisconsin postdoc industry collaborators program (PICO)
  • Identify and track additional research and scholarship contributions, such as publications, significant invited lectures, external faculty research awards and fellowships in professional societies
  • Identify research support needs and develop appropriate strategies to build centralized and localized support

Define and grow areas of greatest research potential and grow scholarly collaboration across disciplines and research that addresses community and world problems

Tactics

  • Build out Marquette’s presence in the Global Water Center in order to provide resources for interdisciplinary research in water and other related environmental areas
  • Support research projects via Strategic Innovation Funds that involve areas such as community collaboration and outreach; health and well-being; water and environmental engineering, science, policy, art, and ethics; advanced manufacturing and engineering; and new themes identified in the 2015-16 competition
  • Strengthen the biomedical engineering collaboration with MCW
  • Leverage participation in the Clinical and Translational Science Institute of Southeast Wisconsin to increase biomedical clinical and translational science research
  • Leverage participation in National Science Foundation Industry/University Collaborative Research Center on Water Equipment and Policy to seed research in water issues and enhance industry-university partnerships
  • Build upon participation in Midwest Energy Research Consortium to increase energy research and industry-university partnerships
  • Use cross-cutting research themes identified in campus strategic and master planning discussions to focus collaborative activities and develop plans for growth in cluster areas, such as human health and well-being, neuroscience and cognitive science; big data/analytics; cyber security, high performance computing and genomics; digital humanities, digital media and story-telling; corporate research and advanced manufacturing (including engineering, business, communications, ethics and social responsibility); scholarship of engagement on community issues, policy studies and global issues (immigration, inter-religious and justice); materials/microstructure/(bio)molecular interactions, imaging and characterization, nanotech and biotech applications; and environmental, water, energy and sustainability

Increase capacity for innovation and foster internal and external partnerships to solve problems

Tactics

  • Centralize the Kohler Center for Entrepreneurship and partner with the Social Innovation Initiative to provide integrated innovation and entrepreneurship resources on campus, and facilitate connections with external entrepreneurship and innovation ecosystems
  • Build resources for technology commercialization and entrepreneurship, including the Marquette Enterprise Seed Fund, the Dorm Fund to support undergraduates, and Office of Research and Innovation staffing to foster corporate research partnerships and technology commercialization efforts

Research in Action dashboards

Associated with this theme are several key metrics, which help us assess our progress toward the achievement of the goal. For each metric, Marquette’s current value is shown in comparison to the previous value, along with an indicator of the direction of the change. More detailed data are accessible for each metric, including a trend over time and, if available, a comparison to a group of 22 referent universities comprising both peer and aspirational schools. Often, the availability of comparison data lags by a year or more. For some metrics, comparison data cannot be disaggregated by school; thus, only group comparison statistics are shown. For internally tracked metrics, although comparative data are not available, the data will be tracked over time.