Roudebush Hall
Roudebush Hall, home of Miami's administrative offices

College of Arts and Science

Foundational Goal 3: Cultivate mutually beneficial partnerships and applied and service-oriented projects that strengthen our local, state, national, and world communities.

Objective 1: Partner with educational and other public- and private-sector institutions to co-design academic and outreach programs that enhance access to and support of quality higher education.

Metric 24: Miami’s Oxford campus will double the number of transfer students to 500 students, and Miami regionals will increase by 15% the number of transfer students to 500 students.

Strategies:

  • Increase online courses accessible to high school and potential transfer students.
  • In collaboration with Enrollment Management, increase the number of partnerships and articulation agreements.
  • Place academic advisors on partner campuses.
  • Provide appropriate advising to students regarding transfer options.
  • Improve marketing of currently under-enrolled majors.
  • Partner with other academic and administrative units to develop and offer programming designed to ease the transition of transfer students into Miami.

Challenges and Opportunities:

  • Coordinating the logistics and cost of advisors on other campuses and maintaining connections between Miami and the partnering institutions
  • Developing the sufficient number and appropriate types of online courses and addressing all of the accompanying issues related to the development of online courses outlined in metric 10
  • Obtaining the resources required to hire and train additional advisors
  • Creating and offering sufficient support programs to ensure a successful transition.

Metric 25: Miami will double the number of partnerships with high schools, community-based organizations, foundations, and other entities to expand the recruitment of talented, diverse college-bound students, e.g., through expansion of the Oxford Pathway Program, articulation agreements, dual enrollment/PSEO, tutoring or mentoring programs, bridge and summer programs.

Strategies:

  • Support and expand the Oxford Pathway (TOP) program.
  • Increase the number of online courses that are accessible to high school and potential transfer students.
  • In partnership with Enrollment Management:
    • Offer modules in the Summer Scholars Program;
    • Increase the number of partnership agreements (as noted in metric 24);
    • Develop additional articulation agreements (as noted in metric 24);
    • Place academic advisors on partner campuses (as noted in metric 24).

Challenges and Opportunities:

  • Coordinating the logistics and cost of advisors on other campuses, and maintaining connections between Miami and the partnering institution
  • Developing the sufficient number and appropriate types of online courses and addressing the accompanying issues related to the development of online courses outlined in metric 10
  • Securing the resources required to hire and train additional advisors.

Objective 2: Increase life-long learning opportunities, engagement, and giving from alumni, parents, and friends.

Metric 26: Miami will provide educational opportunities and career support to at least 10% of our alumni and other external stakeholders, e.g., through programs similar to Winter College, Alumni Weekend activities, and webinars.

The key to the success of this goal will be a comprehensive market analysis of the types of activities and specific topics that are of interest to our alumni and external stakeholders.  Faculty are interested and willing to develop programming, but they need to be relatively confident that that there will be a demand for the offerings.  It will therefore be important to work closely with the Alumni Office to gather the data necessary for proper planning and execution of this goal.

Strategies:

  • Develop online courses, webinars, and study abroad opportunities that will appeal to alumni.
  • Increase online and evening course offerings.
  • Partner with Global Initiatives, Institute for Learning in Retirement, and other units to reach appropriate audiences.
  • Develop certificate programs to help meet the needs of employers (e.g., professional and technical writing, analytics).
  • Increase faculty participation in Alumni Weekend, Winter College, and other alumni events.
  • Increase faculty involvement with alumni that focuses on student engagement and research.

Challenges and Opportunities:

  • Assessing alumni interest
  • Coordinating among University Advancement, the Alumni Office, and academic units to achieve this metric
  • Developing partnerships with local companies to identify training needs
  • Pairing faculty with alumni in productive, collaborative ways
  • Garnering a strong faculty commitment to alumni engagement during a time of many competing priorities.

Metric 27: Increase the total dollar amount raised annually from alumni, parents, and friends by 10% per year.

Strategies to increase fund raising are primarily centered on improving alumni relations and outreach.  Working closely with the Office of Development, efforts will be made at both the divisional and departmental levels to improve outreach and more fully engage alumni.

Strategies:

  • Ensure that all departments and programs work with the CAS communication director to publish effective annual department newsletters.
  • Develop an annual timeline of communications to ensure a regular schedule of correspondence with alumni.
  • Prominently highlight alumni contributions to Miami on our website to encourage additional support.
  • Work closely with University Advancement to build complete and accurate departmental lists of alumni
  • Encourage departments to invite alumni to campus to engage with students (e.g., presentations or discussions in seminars, class visits).
  • Develop alumni-student mentoring programs.
  • Encourage faculty and staff to be actively involved in Alumni Weekend and other alumni events.

Challenges and Opportunities:

  • Identifying alumni interest
  • Developing coordinated efforts and effective communication among University Advancement, the Alumni Office, and academic units
  • Pairing faculty with alumni in productive, collaborative ways
  • Developing a strong faculty commitment to alumni engagement during a time of many competing priorities.

Objective 3: Grow Miami's sponsored research, grants, intellectual property, internships, and co-curricular learning opportunities by helping corporate, governmental, and non-profit entities thrive through solutions-oriented partnerships.

Metric 28: Increase the total dollars of external funding (contracts and grants) to $30 million.

Strategies:

  • Partner with the Office for the Advancement of Research & Scholarship to: identify capacity for funding in specific areas; create incentives and support for faculty in those identified areas to seek funding; incentivize faculty to submit more collaborative grants; and consider all possible types of funding (e.g., programmatic and pedagogically focused grants).
  • Develop and implement a grant submission process that includes conducting an intra-University (intra-department and program) pre-review of grants to enhance the likelihood of success.
  • Provide mentoring across all faculty ranks to better promote faculty development in teaching and research.
  • Provide support for grant writing through focused, professional grant-writing workshops and other means.
  • Increase the resources (i.e., assigned research appointments and faculty improvement leaves) provided to faculty to update their training.
  • Create different pathways for faculty to contribute to the University and to demonstrate productivity.
  • Develop and market services that can be provided outside the University for a fee.
  • Develop patents from research outcomes.
  • Increase funding for start-up packages so that they are sufficient to hire staffing help and increase research assistantships.

Challenges and Opportunities:

  • Addressing the drastic and likely sustained reductions in public and private research funding at all levels
  • Recognizing the complete lack of funding in some disciplines
  • Articulating the value and benefit of research to potential non-traditional sponsors
  • Balancing and complementing investments in research and teaching
  • Maintaining a state-of-the art research infrastructure
  • Increasing productivity with a reduced number of tenure-track faculty lines.

Metric 29: Increase by 25% the number of mutually beneficial educational, governmental, and corporate partnerships.

In the current environment of shrinking federal and state dollars for research, it will be more important to develop partnerships with corporations and other entities as a source of resources to support our teaching and research goals.  Relationship building and connecting the right faculty with the best potential sponsors will be the most critical aspect of this goal.  This objective will require strategic planning between CAS departments and University Advancement to identify the most effective ways to market university talent and resources.

Strategies:

  • Work with University Advancement to establish connections with corporations, in particular those led by Miami alumni.
  • Build a database of faculty expertise that the offices of development and corporate relations can use when meeting potential sponsors.
  • Build the culture of alumni outreach by improving departmental newsletters.
  • Provide departments better access to alumni information to facilitate outreach.

Challenges and Opportunities:

  • Articulating the  value and benefit of research to potential non-traditional sponsors
  • Matching faculty expertise with the needs of potential sponsors
  • Balancing and complementing the time investments in research and teaching.

Objective 4: Advance Ohio's economic development and prosperity by providing talent and expertise that help shape policy and improves quality of life.

Metric 30: By 2020, 65% of the Miami University community will be engaged in providing expertise and advancing the success of public and private entities.

Approximately 60% of CAS faculty report that they currently provide expertise and advance the success of public and private entities.  However, several larger departments including biology, English, math and political science report that only 0-25% of their faculty are involved in these activities. The greatest impact on this metric can be made within these departments. As part of revisions of the CAS activities report, we have included a stronger emphasis on public and private sector engagement to better capture the contributions of faculty. 

Strategies:

  • Promote faculty representation on editorial, business, and agency boards.
  • Promote faculty service on review panels.
  • Support faculty to give lectures, workshops, and presentations that will provide expertise to industry, agencies, and professional organizations.
  • Increase faculty involvement and engagement in developing and maintaining networks with local, state, and national governments.
  • Develop suitable social media connections that focus on research expertise (e.g., LinkedIn).
  • Require every department and program to develop an alumni newsletter.
  • Create a stronger presence of faculty expertise on MU website, such as through an updated “expert” list provided to University Communications and Marketing.

Challenges and Opportunities:

  • Allocating the time and resources needed for this metric while also focusing on Miami’s core mission of excellence in undergraduate teaching
  • Achieving the appropriate balance of time committed to teaching, scholarship, university service and community service with community service typically being the lowest priority for most Oxford-based faculty.