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

University Objectives and Metrics

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.

Due to the current interest from audiences seeking direct admission as first-year students or from current University Studies students who seek admission into our division, the FSB will have limited participation in this objective metric.

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:

  • Continue to create alliances with college preparatory high schools in the Dayton, Columbus and Cleveland areas through organizations such as Minds Matter and College Now.  
  • Continue to offer campus tours, class visits, presentations and other opportunities for engagement of high school students with our faculty, staff, and students.
  • Partner with the Big 4 accounting firms to offer an FSB “Make it Miami” program that provides multicultural high school students with a general introduction to business with specific emphasis on accounting.
  • Expand outreach efforts to local high schools (e.g., Cincinnati Christian Hills, Mason, DePaul Cristo Rey, St. Xavier, Winton Woods, Walnut Hills, and Hughes) to recruit top students.
  • Conduct relevant research on issues relating to this metric.

Challenges and Opportunities:

  • Participating in the Summer Scholars Program to enhance our partnership opportunities and the quality of our incoming students.

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.

This metric aligns with FSB Strategic Initiative #5, Build relationships with key stakeholders, and Strategic Initiative #6, Enhance the reputation and visibility of the Farmer School.

Strategies:

The Farmer School has a number of initiatives aimed supporting our alumni and external stakeholders. For example:

  • With the assistance of the FSB Career Services office, connect FSB alumni within three years of graduation with employers who are seeking recent graduates.
  • Host alumni and other external stakeholders at several high-profile events each semester to indirectly encourage alumni engagement.
  • Led by the Miami Institute of Entrepreneurship, provide a start-up weekend experience where current students and alumni work on new business concepts and develop a business plan.  
  • Through the Cradle of Marketers program, connect current marketing executives (who are typically Miami alumni) to our students to explore current marketing challenges their companies are facing.
  • Establish and support a Young Professionals Advisory Council aimed at engaging successful young alumni in the activities of the FSB.
  • Create department-specific advisory councils consisting primarily of alumni.
  • Partner purposefully with the Miami University Alumni Association to offer effective educational programming and career services (e.g., certificates, continuing education) to our alumni.

Challenges and Opportunities:

  • Linking our emphasis on client based capstone courses to other Miami 2020 Plan objectives focused on internships, experiential learning, and job placement.

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

Strategies:

  • Seek financial support from our corporate partners for our client-based experiential learning courses.
  • Invite world and business leaders to engage with the university community especially past and potential donors.
  • Integrate the success of the Farmer School into Miami University’s overall communication plan.
  • Recognize the accomplishments of Farmer School alumni.
  • Partner with alumni and friends to support the recruitment and retention of outstanding students.
  • Connect with alumni, parents and friends who can offer internships, learning opportunities and jobs for students
  • Engage alumni as student mentors and coaches.
  • Increase donations to support Farmer School scholarships and programs for high priority areas such as international coursework and a diverse student population in the FSB.
  • Publicize the successes of our students, faculty, and programs highlighting the difference that financial support makes in the success of the School.
  • Engage parents in our mission and goals.

Challenges and Opportunities:

  • Leveraging the new leadership in the school and the development office to galvanize new energy toward this objective.

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:

  • Encourage appropriate departments to engage with fee-paying clients, and sustain existing client-based arrangements (e.g., Highwire Brand Studio). 
  • Support faculty in securing federal support of interdisciplinary and disciplinary research.
  • Support the centers of entrepreneurship and business in attracting additional external funding.

Challenges and Opportunities:

  • Using our client-based courses to meet this objective.

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

This metric aligns with FSB Strategic Initiative #5, Build relationships with key stakeholders, and Strategic Initiative #6, Enhance the reputation and visibility of the Farmer School.

The Farmer School’s external relations and career services offices have combined to tabulate and closely monitor the different types of relationships we have with our corporate partners: recruiters, donors, speakers, hosts, course clients etc. For example:

  • Procter and Gamble: PandG currently sponsors a number of events and activities for the Multicultural Business Association (MBA). Events include leadership panels, tours of the PandG facility, mentor/mentee dinners, and informal social events such as baseball and football games.
  • Big 4 Accounting Firms: One key initiative has been the Make It Miami Accounting Camp where the firms sponsor 30 high school students from local high schools to spend three days on Miami’s campus to learn more about the accounting profession and Miami University overall.
  • The Target Corporation:  With a $3,000 service grant from Target Corporation, the Business Student Advisory Council (BSAC) provided Hamilton Living Water Ministry with supplies and learning aids.  Living Water offers a safe haven and educational programming to an average of 120 inner-city kids.
  • William Blair: WM Blair sponsors an Investment Banking Case Competition each fall that is open to all students and also incorporated into our FIN 461 course.

In addition, all of the above firms provide our students internship opportunities and full-time job offers.

Strategies:

  • Invite speakers to campus and evaluate the prospect for developing a deeper relationship with their companies while they are on campus.
  • Expand our corporate partnerships through further engagement of tier II companies in our experiential learning programs and career service efforts.
  • Leverage the many advisory boards FSB has developed to engage those companies the members represent.
  • Task the FSB director of corporate relations is tasked with bringing 5 – 10 new relationships to the FSB each year.

Challenges and Opportunities:

  • Working more closely with the University’s Office of Corporate and Community Initiatives as well as local agencies such as the Dayton Development Coalition.

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.

This metric aligns with FSB Strategic Initiative #5, Build Relationships with Key Stakeholders and #6, Enhance the Reputation and Visibility of the Farmer School.

Currently, approximately 50% of our faculty and staff are involved in providing expertise and advancing the success of public and private entities through a variety of ways, but most notably through consulting services. Since many of our lecturer, clinical, and visiting faculty have prior experience in business, many of them continue to serve in some type of consulting capacity. Beyond that these same faculty have at times enabled the more academically minded to faculty to see how they might translate their research into practical applications.

Strategies:

  • To better inform the public about the expertise within our school, revise our website to highlight all faculty members who are in the news and post the articles they appear in.
  • Leverage our social media channels to spotlight specific achievements of our faculty.
  • Offer additional programming through the Corporate and Community Institute by having our faculty to deliver workshops in the areas of their expertise to the CCI membership.
  • Engage the Stanton PR to help place stories regarding FSB and our faculty in national news publications.
  • Work with OARS to establish an office dedicated to academic-industry partnership as a way to further connect our faculty to outside stakeholders.

Challenges and Opportunities:

  • Working more closely with the University’s Office of Corporate and Community Initiatives as well as local agencies such as the Dayton Development Coalition.