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.

Strategies:

  • Develop a multi-year recruitment and marketing plan to increase Miami’s transfer applicant pool.
  • Increase and deepen partnerships with two-year institutions, with priority focus on under-enrolled academic programs.
  • Actively participate in the Ohio Board of Regents’ articulation and transfer initiatives.
  • Audit and revise existing policies, practices, and curricular offerings to ease the transition of transfer students.
  • Increase the number of course equivalencies with transfer institutions.
  • Increase online course offerings for high school students and prospective students at two-year institutions.
  • Identify “at risk” transfer students through data analysis, and proactively work to provide preemptive support services to these students.
  • Develop appropriate scholarship packaging strategies to recruit and retain transfer students.
  • Forge partnerships across Student and Academic Affairs to enhance advising of and academic support for transfer students.

Challenges & Opportunities:

  • Handling the logistics and cost of maintaining connections with two-year institutions
  • Providing quality and adequate housing for transfer students
  • Fostering support for and understanding of transfer students among faculty and staff
  • Providing the necessary faculty and staff development and support for online course development
  • Encouraging transfer enrollments while maintaining professional accreditation standards and high quality academic programs.

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:

  • Develop new and deepen existing partnerships with high schools and community-based organizations through a diversity of approaches and strategies (e.g., advisory boards, breakfast meetings, college admission panels, financial aid nights).
  • Develop and enhance on- and off-campus recruitment and yield programs for diverse and talented high school students (e.g., Bridges, Summer Scholars Program, Make it Miami).
  • Increase Post-Secondary Enrollment Opportunities (PSEO) and dual enrollment courses on all Miami campuses.
  • Increase the number of online courses accessible to high school students.
  • Create new graduate certificate programs for secondary school teachers to enhance relationships with high schools.
  • Recognize outstanding high school teachers and guidance counselors.
  • Create innovative approaches for recruiting and marketing to high school students.
  • Support and expand The Oxford Pathways Program (TOP).

Challenges & Opportunities:

  • Marshaling the needed resources to hire and train additional advisors and academic support staff to enhance academic success
  • Developing the needed infrastructure for delivery of online courses
  • Securing faculty contributions to summer and off-campus recruitment efforts when faculty time is limited.

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:

  • Conduct market analysis of the types of activities and topics of interest to alumni and other external stakeholders and use data to guide program development.
  • Expand faculty involvement in alumni programs and programs for retirees and other external audiences.
  • Increase the number of professional certificate and other degree programs.
  • Expand online offerings, including credit and non-credit workshops, MOOCS, social media, video resources, and global webinars available to these groups.
  • Improve and expand opportunities for alumni to network with, mentor and provide career counseling to undergraduate students.
  • Promote academic programming, library resources, and leadership and co-curricular opportunities to local and global alumni through alumni chapter programming, alumni newsletters and magazine, websites, and social media.
  • Develop partnerships with local industries to identify training needs.

Challenges & Opportunities:

  • Matching alumni and external stakeholders' needs with available faculty resources
  • Securing faculty commitment to alumni engagement during a time of many competing priorities
  • Developing strong relationships with graduates on the regional campuses given that many of them studied at Miami for only a short period of time.

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 & Opportunities:

  • Developing coordinated communication and outreach efforts among academic divisions, departments, and University Advancement
  • Cultivating a strong faculty and staff commitment to alumni engagement.

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 the Office for Advancement of Research and Scholarship and other Miami research centers to identify funding capacity in specific disciplinary and interdisciplinary fields, and provide support and incentives for faculty to conduct research in those areas.
  • Enforce workload norms and policies, and offer additional support for research-active faculty (e.g., grant writing support, start-up packages or seed funds, pre-proposal reviews, research leaves and release time, summer support, equipment).
  • Provide incentives and additional support for patent applications, commercial licenses, and invention disclosures.
  • Create different pathways for faculty to contribute to the University and to demonstrate productivity.
  • Develop and market services that can be provided outside the University for a fee.

Challenges & Opportunities:

  • Contending with drastic and likely sustained private and public funding reductions (including complete elimination of funding in some disciplines)
  • Articulating the value and benefit of research to potential nontraditional sponsors
  • Balancing and complementing investments in research and teaching
  • Building and maintaining a strong, state-of-the-art research infrastructure
  • Producing research during a period of reduced tenure-track faculty lines.

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

Strategies:

  • Develop protocols and a system for tracking key partnerships across the University.
  • Providing training for faculty and administrators on best practices in cultivating and sustaining partnerships.
  • Provide academic departments with better access to alumni information to facilitate outreach.
  • Set divisional and departmental goals for corporate, educational, and government partnerships.
  • Increase incentives for commercial research.
  • Engage companies in experiential learning opportunities and career service efforts.
  • Recognize donors and successful partnerships publicly.

Challenges & Opportunities:

  • Ensuring that the partnerships developed are sustained and meaningful
  • Matching faculty expertise with the needs of potential sponsors
  • Balancing time investments of faculty in teaching and research.

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:

  • Leverage communication outlets (e.g., websites, social media, news media, e-newsletters) to spotlight faculty expertise and accomplishments.
  • Build a database of faculty expertise to use in cultivating partnerships and populating the official “experts list” created by University Communications & Marketing.
  • Encourage and recognize faculty external activities such as serving on a board, editing a professional journal, consulting, participating on review or policy panel, or serving as an expert witness.
  • Increase faculty involvement in developing and maintaining networks with local, state, and national governments.
  • Provide public safety forensics services to the greater Cincinnati community.
  • Offer LEAN programming and RCM experience and expertise to other universities.

Challenges & Opportunities:

  • Balancing the time commitment for tenured faculty among teaching, scholarship, and service—with community service being the lowest priority for most Oxford faculty
  • Cultivating external interest in faculty expertise in the face of Miami’s emphasis on and reputation for undergraduate teaching.