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

Student Affairs

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:

  • Support the efforts of the Office of Admissions in recruiting transfer students.
  • Work with our partners on the regional campuses to support students who want to relocate to the Oxford campus.
  • Increase the support and visibility of the transfer population through better orientation, academic support, and advising.

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:

  • Increase the number of organizations with whom we partner to create community service and service-learning opportunities for students, led by the Office of Community Engagement and Service Learning in partnership with other units such as Greek life, leadership, and residence life.
  • Investigate a partnership with the Office of Admissions to create an ambassadors program that incentivizes our students, particularly multicultural students, to return to their high schools and share information about Miami.

Challenges and Opportunities:

  • Garnering the resources to increase the number of faculty partnerships for service-learning and to coordinate the logistical needs of those programs, such as transportation.

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:

  • Evaluate career services available to support alumni, and increase the marketing of those services as appropriate.
  • Increase SAF participation in alumni weekend, with presentations about the current student experience at Miami.

Challenges and Opportunities:

  • Determining the capacity of Career Services to meet with alumni while simultaneously increasing our availability for undergraduate student services and appointments.

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

Strategies:

  • Improve the experience of members of the Parents Council as a way of encouraging ongoing support of our programs.
  • Increase participation in the Parent Fund by partnering with University Advancement to identify initiatives that appeal to parents.
  • Identify the development needs and opportunities in SAF annually to support the work of the Advancement team working on our behalf.
  • Continue to work with development on soliciting gifts related to the newly constructed and renovated residence halls.
  • Develop a culture of giving back to the university within the residence life curriculum.
  • Develop and maintain a database on student leaders from ASG, Wilks, and other significant student organizations for the purpose of forging sustained partnerships and development.
  • Create SAF advisory board related to development.

Challenges and Opportunities:

  • Evaluating the Parent Council’s structure and mission with the change of leadership in the Parent Office.

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:

  • Have each SAF office identify one external funding opportunity to pursue biennially, whether applying for a grant or seeking corporate partnerships.

Challenges and Opportunities:

  • Increasing staff capacity for grant writing and grant management.

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

Strategies:

  • Investigate opportunities for collaboration between Career Services, Wilks Leadership Institute, and employers to fund leadership preparation programs and other student programs and services.
  • Work through the Office of Community Engagement and Service and other departments to connect individuals and student organizations to local governments, non-profits, and firms to enable students to apply their academic knowledge and their leadership skills to real-life applications.

Challenges and Opportunities:

  • Identifying local and online partnerships for students, given that Oxford’s location often requires students to travel large distances to connect with external partners.

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:

  • Increase the support in the Wilks Leadership Institute to high school leadership development programs.
  • Encourage staff and student leaders to contribute to professional associations and conferences.
  • Encourage and empower SAF staff to actively participate in and give back to their communities, as we strive to develop this ethos in our students.

Challenges and Opportunities:

  • Balancing the time needed to produce exemplary work on behalf of our students as well as time that can be dedicated to community efforts
  • Developing a tracking system that identifies which service-learning and community service opportunities were related to providing expertise in addition to basic services