Marquette.edu // Beyond Boundaries: The Strategic Plan //

Sustainability of Valuable Resources

Theme Leader

Ian Gonzalez
Vice president for finance

Goal Statement

Continuously improve university operations to increase efficiencies, sustain shared resources and thrive in tomorrow’s competitive higher education landscape.

Theme objective 1 of 0

Foster a culture of organizational effectiveness in utilizing, conserving and sustaining valuable resources.

Tactics

Leverage revenue opportunities through ancillary services.

Optimize facility infrastructure to increase efficiencies and generate cost savings.

Implement eProcurement solution to improve effectiveness of sourcing and purchasing processes.

Achieve optimal occupancy in residence halls and university apartments.

Invest in human capital through total rewards, leadership development and employee engagement.

Theme objective 2 of 0

Ensure Marquette is positioned to thrive in the competitive landscape of higher education.

Tactics

Increase annual and unrestricted resources and expand scholarship resources through philanthropy.

Develop scaffolding opportunities for high-impact educational experiences, beginning with a first-year learning seminar and living/learning communities, evolving to opportunities for study abroad, service learning, undergraduate research, internships and, where appropriate, capstone experiences

Achieve goals of comprehensive fundraising campaign.

Leverage & monetize university assets to improve financial outcomes.

Theme objective 3 of 0

Articulate institutional priorities and implement practices that align resources accordingly.

Tactics

Holistically address space optimization and space management across campus.

Identify process & continuous improvement opportunities throughout campus.

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.

View chart in a new window.

Progress Points

The Commons, Marquette’s first new residence hall in 50 years, opened its doors to students in 2018.
In collaboration with ITS, the Purchasing Department launched MARQetplace, the university’s new eProcurement system. The system has improved the user buying experience, created efficiencies and reduced costs.
The university exceeded its FY19 fundraising goal while also increasing alumni giving.
Marquette partnered with Wintrust on a ten-year contract that included exclusive commercial and retail banking services, a $12 million investment in scholarship aid, athletics and other institutional support.
Marquette converted the lighting in its parking structures to LED, which, in addition to being a more environmentally-friendly lighting option, will save the university more than $100,000 annually.
HR rolled out DirectPath, the new web-based online enrollment tool which streamlined and improved the user experience for employee benefit enrollment and provided necessary verification of plan participant eligibility.