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

College of Professional Studies and Applied Sciences

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:

  • Contribute to a university-wide unified and comprehensive diversity plan by utilizing the Regional Campus Diversity Plan completed in 2011-2012.
  • Leverage websites and social media to feature stories and experiences of diverse regional students.
  • Expand scholarships and support for underrepresented regional students.
  • Ask the Admission and Financial Aid staff to examine current recruiting efforts geared towards recruitment of diverse students and make recommendations to increase numbers and improve efforts.
  • Charge search committees for all faculty and staff positions with making every effort to ensure that at least one female and one minority applicant are recommended for interviews.
  • Send special letters of welcome and introduction to all minority applicants.
  • Ask the diversity and multicultural services staff to invite newly hired minority personnel to discuss potential collaborations, partnerships and support systems on the regional campuses and throughout the University.

Challenges and Opportunities:

  • Raising funds for diverse regional student scholarships.
  • Growing a diverse applicant pool for faculty and staff searches.

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.
Enhanced Regional Metric: The regional campuses will increase by 10 percentage points the number of students that report that they feel welcome and have had significant and meaningful interactions with diverse groups.

Strategies:

  • Provide opportunities and encouragement to students, faculty, and staff to attend and to present at conferences and workshops focusing on diversity and leadership issues (e.g., the Citizen’s Leadership Institute; the National Conference on Race and Ethnicity; the OSU Annual Conference on Diversity, Race and Learning).
  • Under the leadership of the Office of Diversity and Multicultural Services, sponsor and develop the Racial Legacies and Learning series in conjunction with campus and university offices and community partners.
  • Ask the Diversity Councils to work with unit leaders to plan and implement ongoing diversity training programs for faculty and staff.
  • Promote dialogues and conversations on diversity issues with faculty, staff, students, community members, and professional experts.

Challenges and Opportunities:

  • Creating and conducting regular climate and engagement surveys or other appropriate assessment measures on the regional campuses.

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

Metric 20: By the time of graduation, 60% of Miami students will have studied abroad or studied away.
Enhanced Regional Metric: Miami Regionals will increase the percentage of students who will study abroad or study away to 5%.

Strategies:

  • Organize workshops sponsored by the Office of International Programs to inform faculty about the process, benefit, and rewards of leading study abroad programs.
  • Through the Office of International Programs, offer financial support to faculty members who are interested in developing study abroad programs by co-sponsoring their faculty study abroad exploration trip prior to setting up their program.
  • Work with study abroad returnees to present their study abroad experiences at new student orientation sessions and at campus visits.
  • Leverage existing, or generate new, international partnerships to create online course opportunities for international or regional students.

Challenges and Opportunities:

  • Raising sufficient funding for study abroad and study away learning for regional students with financial need
  • Creating exciting study abroad and study away opportunities for nontraditional regional students who may not be able to leave their jobs or families for long periods of time.

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) by the time they graduate.

Strategies:

  • Administer the College Student Experience Questionnaire to meet the assessment needs of the MUH Community Engagement Classification of the Carnegie Foundation and to compare our progress with national and peer benchmarks as well as establish the amount of student participation in curricular or co-curricular cultural learning experiences. 
  • Implement an online software system to capture volunteer hours in the community. 
  • Provide information sessions at all SOAR orientation events, make presentations in all first year experiences courses, and sponsor faculty professional development workshops on community-based learning, to increase students’ participation in curricular or co-curricular cultural learning experiences.

Challenges and Opportunities:

  • Identifying effective incentives for regional faculty to incorporate co-curricular activities in their courses.
  • Developing opportunities that meet the needs of regional students who often are working or are adult learners.

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

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, regular interaction with diverse groups, participation in cultural events) within the past 24 months.

Strategies:

  • Encourage faculty and staff to attend programs by offices including Diversity and Multicultural Services, International Education, English Language Center, and the regional teaching and learning centers.
  • Recognize and reward faculty and staff who attend international conferences or collaborate with international colleagues.
  • Consider the possibility of exchange programs as ways of getting regional faculty and staff international experiences and in bringing scholars from abroad to the regional campuses.

Challenges and Opportunities:

  • Supporting this metric with the limited funds available for international travel.
  • Staffing courses and covering responsibilities when faculty and staff go abroad.

Metric 23: Miami will expand, virtually and physically, by 50%, its international partnerships to increase its impact on the global stage.

Strategies:

  • Develop and implement programs or initiatives with international institutions as a means of providing opportunities for regional students, faculty, and staff.
  • Develop, promote, and expand the English Language Center to students from other countries.
  • Create a regional campus international committee that coordinates all international initiatives emerging from the English Language Center, study abroad and study away opportunities, and international cultural programming.
  • Consider offering summer and winter term international exchange institutes for students, faculty, and staff.

Challenges and Opportunities:

  • Identifying partner institutions and building mutually beneficial relationships.
  • Funding international travel and experiences for faculty, staff, and students.