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

College of Professional Studies and Applied Sciences

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:

  • As each new bachelor’s degree is added, develop at least one new articulation agreement with either Sinclair or Cincinnati State which will support enrollment in that bachelor’s degree.
  • Develop and track marketing strategies targeted to students at Sinclair and Cincinnati State Community Colleges.
  • Track the number of transfer students and their sending institutions over time.

Challenges and Opportunities:

  • Leveraging the opportunities for transfer students from Sinclair Community College, with 21,330 undergraduate students, and Cincinnati State Community College with an enrollment of over 10,000 undergraduate students.
    Incorporating the potential for attracting transfer students into the planning process for new bachelor degrees.
  • Allocating appropriate time and resources to develop articulation agreements. 

Metric 25: Miami will double its partnerships with Ohio and other area high schools to recruit college-bound students, e.g., through PSEO, expansion of the Oxford Pathway Program, dual enrollment, tutoring or mentoring programs, bridge and summer programs.

Strategies:

  • Increase our dual enrollment footprint by targeting additional high schools in the area, adding two additional high schools to the program by 2020.  
  • Ask the Strategic Enrollment Committee to track the number of participating high schools and dual enrollment students each semester and to tally the number of PSEO students who eventually matriculate to the regional campuses.
  • Develop communication channels with high school counselors to better support each semester’s PSEO cohort, emphasizing the smooth admission pathway, dollar value of courses already taken, etc.

Challenges and Opportunities:

  • Leveraging the dual enrollment program to build relationships with large high schools that are currently underrepresented at the regional campuses (e.g., Centerville, Beavercreek, Princeton).
  • Using dual enrollment opportunities to reach students with transportation challenges.
  • Marshaling the resources for developing and maintaining relationships with faculty and staff from participating high schools.
  • Ensuring that dual enrollment opportunities do not duplicate those on the Oxford campus.

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:

  • Continue to offer daytime, evening, online, and hybrid classes, and take steps to more actively market them to alumni and other stakeholders.
  • Encourage the Corporate and Community Institute to more aggressively use the Regional Alumni Office's resources to develop and promote programs for alumni and professionals in the area.  
  • Continue to identify and connect their alumni through departmental events and social networking.
  • Ask the Regional Advancement Office to work with all six CPSAS departments to determine alumni programming needs and interests, outside of social opportunities.
  • Continue to offer a wide variety of lecture series and programming, which serve as continuing education opportunities, and promote these events in new alumni newsletters and social media.
  • Continue to work with all alumni, no matter how long ago they completed their degree, through the resources available in the Office of Career, Co-op and Internship Services.
  • Use the business advisory councils to maintain business ties in the region.

Challenges and Opportunities:

  • Identifying and tracking associate degree alumni given that many relocate to Oxford or transfer to other institutions and the relatively new status of our division. [Although NSG and ENT have had bachelor degrees on the regionals for years, the degrees have been part of the former School of Engineering and Applied Science on the Oxford campus. Branding these former graduates as CPSAS alumni will be an added challenge. We hope that graduates of NSG, ENT, CIT and BTE, dating back to their inception will be considered CPSAS alumni.]
  • Addressing this metric given the small number of CPSAS alumni.

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

Strategies:

  • Continue our grassroots alumni engagement effort on the regional campuses, and introduce more meaningful giving opportunities to alumni.
  • Continue to work our current donor prospect pool by focusing on regional campus funding priorities.
  • Focus on permanently funding the Automatic Merit Scholarship program at the regional campuses.
  • Work with the six CPSAS departments on engagement, cultivation, and solicitation strategies specific to their alumni and constituencies.
  • Continue to build the Faculty and Staff Giving Program by increasing the number of faculty and staff donors and the level of giving.

Challenges and Opportunities:

  • Recognizing that the regional campuses contend with many of the same fundraising challenges as the Oxford campus.

    Although NSG and ENT have had bachelor degrees on the regionals for years, the degrees have been part of the former School of Engineering and Applied Science on the Oxford campus. Branding these former graduates as CPSAS alumni will be an added challenge. We hope that graduates of NSG, ENT, CIT and BTE, dating back to their inception will be considered CPSAS alumni.

  • Identifying and cultivating CPSAS alumni (see metric 26).

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.
Enhanced Regional Metric: Increase by approximately 20% the regional campuses’ total dollars of external funding, to an average of approximately $3 million annually.

Strategies:

  • Increase the regional campuses’ average annual total dollars of external grant funding awarded (defined as OARS funding totals for MUH and MUM minus any contracts from the Applied Research Center or Corporate and Community Institute) by:
    • Communicating directly about grant opportunities with chairs and coordinators;
    • Working intensively with new faculty on developing grant writing skills;
    • Promoting external funding opportunities for faculty service;
    • Fostering community partnerships to increase external funding opportunities.
  • Increase the average annual total dollars for contracts to the Applied Research Center in Middletown by:
    • Pursuing additional funding opportunities by expanding areas of service;
    • Working more closely with the grant directors.
  • Increase the average annual total dollars for contracts to the Corporate and Community Institute by:
    • Hiring an additional sales person;
    • Facilitating faculty involvement in community initiatives.
  • Grow the contracts associated with the new English Language Center at MUM by:
    • Increasing the number of students participating in the ELC.

Challenges and Opportunities:

  • Recognizing the regional campuses and CPSAS face the same challenges as those listed in the University Plan, metric 28.
  • Meeting this metric even though regional and CPSAS faculty and staff are not mandated to apply for external funding.
  • Understanding that even the best application for funding may not be approved, for many reasons outside the control of Miami personnel.
  • Supporting this metric even though the regional faculty have higher teaching loads than Oxford faculty, which reduces time allotments for research and service.

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

Strategies:

  • Through the leadership of the Center for Civic Engagement, continue to build successful partnerships.
  • Ask chairs and coordinators to track the numbers of partnership activities among their faculty starting in 2014.
  • Require every faculty member to participate in at least one partnership activity.

Challenges and Opportunities:

  • Reconciling and prioritizing the competing and increasing demands on 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.

Strategies:

  • Create websites to “advertise” faculty and staff services.
  • Use the Corporate and Community Institute to share faculty expertise, network, and increase faculty connections with the public.
  • Collaborate with University Communications to keep regional faculty names on the “expert list.”
  • Take active steps for the Department of Justice and Community Studies to establish connections with private entities (e.g., producing a newsletter; holding events such as the CJ Week).
  • Consider implementing a regionals “speaker’s bureau” on the divisional website which names individuals and prepared topics for discussion or presentation to local groups.
  • Anticipate expanded opportunities for community engagement and faculty presentations at the MUH Downtown Center.
  • Encourage faculty and staff to continue engaging in external activities such as consulting or serving on editorial boards, corporate and industry boards, review and policy panels, and as expert witnesses.

Challenges and Opportunities:

  • Reconciling and prioritizing the competing and increasing demands on faculty and staff.