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

University Advancement

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:

  • Raise approximately $1 million in scholarship support to assist the ability of transfer students to reach Miami’s campuses.

Challenges and Opportunities:

  • Attracting to supporting transfer students instead of students who enroll directly into the institution they support.

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:

  • Raise approximately $10 million a year in scholarship support to enhance students with this profile.

Challenges and Opportunities:

  • A post-campaign environment characterized by “donor fatigue.”

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:

  • Create a more robust career network for alumni through partnership with the career center.
  • Assist with University Communications to revamp and improve the appearance of the alumni magazine as well as broaden its distribution.
  • Create more of an online presence through streaming of content and produced webinars on topics of interest to alumni.
  • Upgrade the reunion experience through the use of technology.
  • Focus on younger alumni to create a bond early in their careers.
  • Be assertive with the local alumni chapters (such as Cincinnati) to provide a greater amount of programming.
  • Create further engagement with current students that will provide a basis for engagement when they become alumni.

Challenges and Opportunities:

  • How to remain “value added” to alumni given their ability to stay connected to each other through technology (Facebook, LinkedIn, etc.).

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

Strategies:

  • Develop a post-campaign University plan and divisional fundraising plans with clear priorities and strategies.
  • Institute and promote an endowed scholarship match program to encourage greater scholarship support.
  • Rework the Miami Fund programming to further segment outreach, provide match opportunities, and increase programming and solicitations of parents and students through the Senior Class gift effort.
  • Enhance the faculty match program.
  • Improve parent fundraising efforts through additional staff support, targeted solicitations, and gift fundraising.
  • Enhance stewardship efforts and alumni interaction with students and faculty to build relationships with campaign contributors.
  • Continue and enhance engagement with alumni, parents, and potential donors through improved communication, new cultivation and solicitation strategies, and innovative programming.
  • Recognize the accomplishments of alumni.

Challenges and Opportunities:

  • Developing coordinated communication and outreach efforts among academic divisions, departments, and University Advancement
  • Cultivating a strong faculty and staff commitment to alumni engagement.
  • A post campaign environment characterized by “donor fatigue.”

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:

  • Work with OARS to support this goal by growing University Advancement’s corporate and foundation support by $1 million a year.

Challenges and Opportunities:

  • Economic conditions affect corporate philanthropy and are beyond the control of the university.
  • Stated goals for corporate and foundation support may not resonate well with the priority of corporate and foundation potential partners.

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

Strategies:

  • Deploy University Advancement’s corporate and foundation staff to expand their number of relationships to 300.

Challenges and Opportunities:

  • Staffing in corporate and foundation relations is static until Miami University considers its organization around this issue and how OARS will interact with these 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:

  • Support and encourage University Advancement staff to present and network through professional organizations such as the Council for the Advancement and Support of Education (CASE).

Challenges and Opportunities:

  • Creating the time within work for Miami University to effectively prepare and present.