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

College of Creative Arts

Foundational Goal 2: Promote a diverse culture of inclusion, integrity, and collaboration that deepens understanding and embraces intercultural and global experiences.

Objective 1: Attract and retain a diverse community of students, faculty, staff, and administrators.

Metric 18: Grow the diversity of our students, faculty, and staff.

Strategies:

  • Grow the diversity of students through the following strategies:
    • Participate actively in university-based diversity recruitment programs such as the bridges and the summer scholars programs (e.g., ensuring that a faculty or administrator is present at each bridges dinner or lunch; offering courses for the bridges programs, hosting bridges students, and delivering four modules in the summer scholars program).
    • Create partnerships with high schools that have under-represented student populations.
    • Train former bridges students in CCA to recruit in their own high schools over the winter term.
    • Create an annual event that includes arts experiences and information sessions for teachers and guidance counselors from high schools with under-represented student populations.

Continue to ensure that cultural programing is diverse (in departments, Performing Arts Series, and Art Museum) and that our curriculum maintains a focus on world literatures, music, performances, visual texts, and architectural practices. Grow the diversity of faculty and staff through the following strategies:

  • Take steps to ensure that all efforts are being made to create diverse pools of candidates for faculty and staff positions (e.g., networking within professional organizations) and to promote welcoming search processes.
  • With the Office of Equity and Equal Opportunity, conduct faculty and staff workshops to raise consciousness about prejudice, micro-aggression, bullying, and other factors that inhibit a transformation work environment and positive climate.

Objective 2: Create an environment where our people live, learn, and work cooperatively with those of widely varied backgrounds, beliefs, abilities, and lifestyles, moving beyond boundaries to welcome, seek, and understand diverse peoples and perspectives.

Metric 19: 75% of Miami students will report that they feel welcome and have had significant and meaningful interactions with diverse groups.

Because of the co-curricular and experiential nature of the curriculum and programing, CCA departments tend to foster welcoming environments for students. Creating a positive climate among the faculty, however, has proven to be more challenging.

Strategies:

  • Promote strategies related to diverse programming and applied experiences listed for metric 18.
  • Cultivate more of a welcoming environment amongst faculty and staff by:
    • Conducting the faculty and staff workshops mentioned under metric 18;
    • Bringing in facilitators from outside firms such as Franklin Covey or Education Solutions to offer workshops focusing on faculty civility and workplace hostility;
    • Continuing to provide diverse cultural programing and a globally relevant curriculum;
    • Continuing community outreach and partnerships such as panel discussions after performances and art exhibits that involve guests with diverse backgrounds and perspectives;
    • Encouraging all departments to create student mentorship programs;
    • Continuing to ensure that students have a voice on major divisional committees;
    • Meeting regularly with the student advisory committee.

Objective 3: Achieve cultural competency among members of the Miami community by immersing them in domestically and globally relevant learning experiences.

Metric 20: 60% of Miami students will study abroad or study away.

All CCA departments offer international travel opportunities through workshops, courses or musical ensemble tours. As a result, CCA is well on the way toward achieving this goal and metric.

Strategies:

  • Create a divisional committee for international programing (chaired by the associate dean with representatives from all departments) that serves as a clearing-house for new programs, supports departmental efforts, and spearheads a divisional plan for study away and study abroad.
  • With Global Initiatives, build a stronger divisional infrastructure for administering international programs and balancing study away and study abroad.
  • Create divisional print and web-based marketing materials.
  • Participate in the MU Study Abroad Fair with better marketing materials.

Challenges and Opportunities:

  • Addressing the challenge of the current array of study abroad programs that are competing for a limited number of students
  • Coordinating study abroad and study away efforts without a centralized administration of programs or consistent protocols and procedures
  • Recognizing the difficulty of some degree programs (e.g., music) to offer study abroad/away opportunities given their credit hour requirements.

Metric 21: All Miami students will have a curricular or co-curricular cultural learning experience, e.g., intensive community engagement, service learning experience, intercultural or global learning requirement.

Strategies:

  • Implement strategies listed for metric 20.
  • Charge the divisional curriculum committee with increasing service-learning opportunities in existing CCA curricula.
  • Forge partnerships with new offices and units at Miami such as the Center for American and World Cultures and the Over-The-Rhine Residency Program as well as with external community organizations such as the Freedom Center in Cincinnati.
  • Continue to provide opportunities for community engagement through arts programing and student organizations.

Challenges and Opportunities:

  • Building global and service-learning experiences into the curriculum of majors with highly structured curricular requirements that are mandated by accreditation standards
  • Securing scholarships for study away and study abroad opportunities
  • Overcoming the existing competition between study abroad and study away programs in the CCA that offer global learning or service learning.

Objective 4: Expand, virtually and physically, Miami's global environment.

Metric 22: All faculty and staff will engage in meaningful, globally diverse cultural activities (e.g., volunteer or community engagement, course or workshops on global and intercultural topics, professional training on diversity issues).

Strategies:

  • Increase faculty and staff participation in, and visibility of, CCA global and intercultural events such as:
    • Global Rhythms
    • Global and intercultural theatre productions made available through the Performing Arts Series and the Department of Theatre;
    • Global and intercultural visual art offerings in the Art Museum, the Hiestand Galleries, and the Cage Gallery.
  • Reward faculty involvement in "Freedom Summer" programing through the Center for Community Engagement and Service.
  • Incentivize faculty to lead study abroad programs (e.g., London Theatre, Experiencing Arts and Culture, Luxembourg, Ghana, Italy, Prague) by charging the divisional study abroad-study away (SASA) committee to motivate and develop new faculty.
  • Strengthen existing exchange programs with the University of Lincoln in England and the University of West Bohemia in the Czech Republic.

Metric 23: Miami will expand, virtually and physically, by 25%, its international partnerships and activities to increase its impact on the global stage.

The CCA global footprint is already expansive and encompasses international research by our faculty, annual hosting of international guest artists as well as programs and partnerships with the following:

  • University of Lincoln, UK
  • Korean National University of Arts
  • Taiwan National University of the Arts
  • Studio Art Centers International (SACI), Florence
  • University of West Bohemia in the Czech Republic
  • Ghana Design-Build Workshop
  • Architecture workshops in Turkey, Malta, Paris, London, Cologne (Germany)
  • Rosenheim Germany Exchange Program
  • Florence Italy Semester Study-Abroad (KSU)
  • Copenhagen Semester Study-Abroad (DIS)
  • Luxembourg Semester Study-Abroad (MUDEC, Fall '14)

Strategies:

  • Centralize coordination of international programs through a divisional international committee to help strengthen existing programs and strategically develop new programs and partnership opportunities with other universities and arts centers and institutions throughout the world.

Challenges and Opportunities:

  • Addressing the lack of overall coordination of international initiatives within the division.