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

Graduate School and Research Office

(Includes Scripps Gerontology Center and the Myaamia Center)

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:

  • Develop matriculation agreements with regional four-year colleges for combined bachelor's-master’s degree programs

Challenges and Opportunities:

  • Identifying appropriate institutions interested in such partnerships
  • Enticing students from other schools to attend their senior year at Miami instead of their home institution.

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.

This metric is not applicable to the Graduate School and Office for the Advancement of Research and Scholarship.

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:

  • Encourage the development of post-baccalaureate and graduate certificates and non-degree offerings such as personal financial planning, gerontology, sports team management, college student teaching, and data analytics, with an emphasis on on-line offerings.
  • Develop communications and marketing plan for graduate school wide non-degree offerings targeted at alumni and regional contacts.
  • Present at Alumni Weekend and Winter College on topics related to graduate studies, research, aging, and Miami Tribe projects and cultural projects.
  • Participate in speaking opportunities at various community venues.
  • Sponsor annual lectures, cultural events, and performances across campuses that are open to the public.
  • Collaborate with the Ohio Association of Area Agencies in Aging to develop an online training for staff within the aging network.
  • Maintain relationships between Myaamia Center and tribal student alumni through social media and support for attending campus events.

Challenges and Opportunities:

  • Identifying and enticing faculty to develop certificate and non-degree offerings in an on-line format.
  • Reaching broad, diverse audiences through presentations, lectures, and online courses.
  • Providing staff time and resources necessary to develop and implement programming.
  • Continuing support for the organization of a tribal student alumni group.
  • Seeking fundraising opportunities from alumni towards the continued growth of the Myaamia Center Endowment.

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

Strategies:

  • Collaborate with University Advancement to increase gifts that are targeted at undergraduate research, graduate studies, the Scripps Gerontology Center, and the Myaamia Center.
  • Develop a communications and marketing strategy to increase engagement with alumni, parents, and friends.
  • Provide an opportunity to donate to Miami University via links from our websites or envelopes attached to annual reports.
  • Design and implement an alumni donor campaign.
  • Establish a process for systematic follow-up with donors.

Challenges and Opportunities:

  • Increasing collaboration efforts with University Advancement
  • Utilizing Miami's student researchers to develop a crowd-funding portal for alumni-supported undergraduate research projects.
  • Using diverse web content strategies provides an opportunity to develop new donors, increase and diversify recruitment graduate programs, and increase dissemination of research findings to the general public.
  • Providing resources for re-developing the website, producing videos, and creating other web content.
  • Developing and implementing a donor campaign requires significant resources.

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:

  • Provide incentives to faculty to increase number and size of proposal submissions (e.g., EPSI program and indirect costs return to faculty researchers, equipment matching).
  • Provide incentives to academic deans to increase number and size of proposals submissions (e.g., graduate assistantship waivers, F&A return, equipment matching).
  • Support workshops and educational opportunities for faculty, staff, and students to enhance grant writing (e.g.,  boilerplate language, editing, and peer review).
  • Implement Electronic Research Administration (ERA) software to streamline grant submission workflow and reporting.
  • Support researchers through funding opportunity identification, proposal and budget development, proposal review, research support, post-award monitoring, report generation, and dissemination.
  • Provide opportunities for interdisciplinary researchers from across campus to meet and collaborate through research staff meetings, the availability of seed money, professional development opportunities, brown bag presentations and discussions, and invited lectures.
  • Develop programs to increase the number of interdisciplinary and multi-investigator submissions (e.g., research roundtable).
  • Seek grant federal opportunities to support research and project development and support tribal needs allowing for tribal sponsored educational opportunities to thrive.

Challenges and Opportunities:

  • Balancing teaching, research, and service within workload.
  • Avoiding pressure from the new RCM budgeting approach to focus only on revenue generated from undergraduate teaching.
  • Increasing staff needed to accomplish goals is currently limited by office space and funding.
  • Continuing to communicate with tribal leaders about community goals and objectives
  • Continuing to build relationships with specific granting programs to support current and future work.
  • Dealing with the shrinking federal and state research dollars and a highly competitive grant system.

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

Strategies:

  • Task the director of technology transfer and business partnerships with seeking out new corporate partners.
  • Implement a process to attract and engage all types of partnerships through one portal at Miami (i.e., Academic Partnership Committee).
  • Identify corporate partners interested in early involvement at the start of a new project.
  • Collaborate with University Communications & Marketing, the president’s office, and the Farmer School of Business to network and partner with the Cincinnati Regional Chamber and Dayton Development Coalition.
  • Enhance Miami's presence in our Ohio Third Frontier-funded Institute for Development and Commercialization of Advanced Sensor Technology (IDCAST) in Dayton.
  • Enhance already strong partnerships with State of Ohio agencies such as the Ohio Department of Aging, the Ohio Department of Medicaid, the Ohio Department of Job and Family Services, and the Ohio Board of Regents, which lead to Scripps Gerontology Center research contracts and legislative testimonies.
  • Continue partnership between Scripps Gerontology Center and the Council on Aging in Southwestern Ohio for research projects and internship opportunities.
  • Established Scripps Gerontology Center as the home organization for the North American Network of Aging Studies.
  • Developed Scripps Gerontology Center internship opportunities with the Franklin Foundation.
  • Expand partnerships and training opportunities for long term care facilities for Scripps Gerontology Center OMA programming.
  • Work with the Smithsonian Institute’s Recovering Voices Project to discuss an MOU to partner and support a national Indigenous Archival Workshop.

Challenges and Opportunities:

  • Finding faculty interested in doing applied and commercial research
  • Creating cluster hires of faculty to build core teams of applied researchers
  • Recognizing commercial research as part of promotion and tenure criteria
  • Working within the constraints of Ohio Revised Code for public universities and commercialization efforts.
  • Identifying and pursuing additional research opportunities with State of Ohio authorities.
  • Identifying funding and space for new staff dedicated to partnership activities since current staff are fully engaged or already funded full-time from external grants and contracts.
  • Retaining Miami Tribe support for the Myaamia Center to engage on the national level.
  • Utilizing Myaamia Center resources conservatively to carry forward national initiatives.

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.

Strategies:

  • Collaborate with University Communications & Marketing, the president’s office, and the Farmer School of Business to network and partner with the Cincinnati Regional Chamber and Dayton Development Coalition.
  • Enhance Miami's presence in our Ohio Third Frontier-funded IDCAST in Dayton.
  • Implement a process to attract and engage all types of partnerships through one portal at Miami (Academic Partnerships Committee).
  • Refine research and annual reports to improve their usability and readability by the public.
  • Enhance the use of social media to improve Scripps Gerontology Center's visibility as experts in aging.
  • Provide Scripps Gerontology Center technical assistance on interpretation and use of demographic data for planning purposes.
  • Provide Scripps Gerontology Center technical consulting for research and program design.
  • Provide a variety of Scripps Gerontology Center service activities, including non-profit board memberships, affiliation board memberships (The Knolls of Oxford, Oxford Seniors, etc.) editorial board memberships for aging-related journals, review panel membership (NIH), and policy panel membership (Ohio Unified Long-Term Care Committee).
  • Present legislative testimony and legislative briefings at the state and national levels.

Challenges and Opportunities:

  • Balancing teaching, research, and service within the faculty workload.
  • Avoiding pressure from the new RCM budgeting approach to focus only on revenue generated from undergraduate teaching.
  • Revising strategic plans to focus on communication for various consumer audiences including expanding our portfolio of materials for the general public.
  • Developing resources to improve dissemination requires significant resources.
  • Conducting service activities must be balanced with conducting research and educational activities.