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

College of Creative Arts

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 the number of students transferring to the CCA from outside colleges in degree programs that have the capacity to accommodate additional students (e.g., art and architecture history, BA in theatre and possibly the BA in music).
  • In collaboration with the Office of Enrollment Management,  identify two-year colleges in the state that have vibrant arts degrees such as Sinclair Community College (theatre), Lakeland Community College (theatre), and Clark State Community College (IMS).
  • Through careful research, identify CCA courses that would be appealing to dual and post-secondary enrollment high school students and non-Miami college students.

Challenges and Opportunities:

  • Recognizing that because of the accreditation standards required for professional degree programs in the CCA, not all of the  technical and artistic skills and coursework from the two-year colleges can be articulated into our degree programs.

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:

  • Work with Enrollment Management to promote existing PSEO courses (e.g., ARC 107,188,221,222; ART 181,185,186,187,188; MUS 135,181,185,186,189; and THE 123 and 191) and develop new PSEO courses in Ohio high schools. Communicate with local arts HS teachers to ensure that their students are familiar with our offerings for PSEO and understand that they fulfill a general education and Ohio Transfer Module requirement.
  • Ensure that a CCA faculty representative attends all bridges-related events and that CCA faculty offer modules or courses.
  • Include CCA modules in the Summer Scholars Program.
  • Continue to sponsor the following divisional recruitment events (in addition to Miami’sOffice of Admission events):
    • Arts Day (offered for last four years);
    • Fly-In Arts Weekend for targeted counselors and teachers (launched in spring 2014);
    • High school visits by faculty and students;
    • Performing and visual high school festivals (i.e., National Thespians).

Challenges and Opportunities:

  • Collaborating with Enrollment Management to learn more about and participate in The Oxford Pathways (TOP) program.

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.

Strategies:

  • Enhance alumni and community education through existing channels such as the Art Center.
  • Explore expansion of alumni weekend to include all arts areas (e.g., alumni band or jazz ensemble, alumni participation in Glee Club).
  • Continue CCA presence at and contributions to Winter College
  • Explore continuing education experiences that relate to professional development (e.g., architecture CEUs).
  • Leverage the new online curriculum in the CCA to advance alumni continuing education.
  • Market existing certificate programs that have an online component to alumni; schedule the on-campus component during the alumni weekend or explore the possibility of offering certificate courses in urban locations with high concentrations of alumni.
  • Offer non-credit domestic trips to study specific disciplines (e.g., photography trip to the Grand Canyon).

Challenges and Opportunities:

  • Incentivizing and rewarding faculty participation in alumni activities.

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

Strategies:

  • Create an external advisory board made up of alumni and other partners to assist with strategic planning, fundraising, and partnerships.
  • Engage in targeted, strategic fundraising to increase CCA funds by 10% per year. Projects include, but are not limited to:
    • Scholarship, particularly in art, theatre, and IMS;
    • Facilities, using findings in the strategic facilities report;
    • Fashion design studio space and equipment;
    • Steinway School (conversion of all Miami pianos to Steinway instruments to create a partnership with Steinway);
    • Renovation of the Miami Art Museum;
    • Endowment for opera at Miami.

Challenges and Opportunities:

  • Contending with the fact that because artists tend to take several years to become financially successful, and often do not earn as much money as alumni in other professions, the percentage of donors with ample capacity may be comparatively smaller in the CCA than in other divisions.

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:

  • In partnership with the Office for the Advancement of Research and Scholarship, create an annual grant-writing workshop specifically for CCA faculty.
  • Hold an informational meeting on external funding each winter.
  • Introduce a competitive process with slots for 10 faculty
  • Incentivize faculty with an honorarium if they participate in multi-day grant-writing workshop co-sponsored wit the Office for the Advancement of Research and Scholarship.
  • Ensure greater accountability by asking faculty participants in grant-writing workshops to report each year on progress at the following opening-of-the-year divisional faculty meeting.
  • Create a divisional mechanism for tracking and recording grant monies and in-kind gifts (i.e., a master list administered by the associate dean, inclusion of grant activity in departmental annual reports).

Challenges and Opportunities:

  • Developing creative ways of increasing external grants in the face of reductions in available federal and state funding for the arts and the diminishing numbers of tenure-track and tenured faculty.

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

The CCA has several significant educational, community-based, and non-profit partnerships, including:

  • Design and build workshops in Over-the-Rhine and other locations (e.g., Ghana);
  • Architecture Alumni Traveling Studios which are achieved in partnership with major architectural firms in New York, Washington, DC, Dallas, Los Angeles, and Chicago;
  • Architecture Community Design Assistance Group (CDAG) which partners with regional government and non-for-profit entities;
  • Highwire Brand Studio which features a client-based project each year;
  • IMS capstone and other courses which partners with a range of corporations in the Silicon Valley;
  • Art Explorers (national organization to serve artists with disabilities);
  • School districts which receive student teachers in art and music education;
  • Art Museum’s High School Art Exhibition which is created with local schools;
  • American Alliance of Museums which partners with national and international museums and galleries;
  • Regional theatres in Cincinnati, Dayton, and Columbus; and
  • Oxford Community Art Center.

Strategies:

  • Strengthen relationships with current partners.
  • Work with University Advancement, the Alumni Office, and Career Services to identify and forge corporate partnerships.
  • Charge the new external advisory board with augmenting the number of external partnerships.

Challenges and Opportunities:

  • Meeting this metric with the existing workload of CCA faculty and staff.

Objective 4: Advance Ohio's economic development and prosperity by providing talent and expertise that helps 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.

CCA faculty members share their expertise in many ways, including:

  • Consultations;
  • Board memberships;
  • Editorial work;
  • Leadership in professional organizations;
  • Service on journal and other review panels;
  • External evaluations of P and T dossiers;
  • Facilitations of master classes and other presentations on the arts;
  • Professional creative work;
  • Professional development for K-12 teachers and administrators.

Strategies:

  • Compile a divisional report on ways that faculty share expertise with the public.
  • Revise and improve the CCA website to make faculty expertise more accessible and visible.
  • Work with University Communications and Marketing to add faculty and staff names to the expert list.