Research in Action
Goal Statement
Advance Marquette as a university committed to research and scholarship with a distinctive emphasis on excellence in strategically defined areas, including innovation.
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.
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.
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.
Achieving Beyond Boundaries
Metrics
Associated with this theme are several key metrics, which help us assess our progress in achieving the goal and understand how we compare to other universities. For each metric, Marquette’s value is shown over time including, if available, a comparison to a referent group of 22 universities comprising both peer and aspirational schools. As the university is launching a new strategic planning effort, these metrics will no longer be updated. A new peer/aspirant group was developed by the Beyond Boundaries Steering Committee in 2022. The metrics below still reference the old referent group and will not be updated with the new peer/aspirant group.