Divisional Goals

2018 – 2019 Strategic Goals

I. Strategically Manage Undergraduate Enrollment and Advance Miami’s Market Position

Aggressively manage the size and composition of Miami’s Oxford undergraduate population while optimizing University resources and simultaneously advancing Miami’s market position. In coordination with the Provost, Chief Financial Officer, and six academic deans, meet all enrollment objectives, including first-year, transfer, and ACE targets while managing divisional capacities and meeting the University’s aggressive net tuition revenue (NTR) target. As importantly, continue to advance institutional priorities including diversity, academic profile, and other key enrollment indicators. Through the employment of strategic and data-driven initiatives, achieve the University’s ambitious multi-year enrollment, retention, and graduation goals while enhancing the full student lifecycle from recruitment through lifelong success.

II. Increase the University’s Persistence and Graduation Rates

Increase the University’s first-to-second year retention rate in support of the ambitious and ultimate goal of increasing Miami’s six-year graduation rate from 80% to 85%. Through the ongoing engagement and collaboration with key stakeholders and campus community partners, prioritize, develop, and implement integrated student success strategies to improve retention and persistence rates. Simultaneously, share and leverage all relevant institutional and national best-practice research to guide this work with an emphasis on institutional priorities to support underserved and diverse student populations.

III. Improve the Post Graduation Success Rate

Create and execute strategic initiatives to increase the first destination success rate for Oxford undergraduate students that will lead to expanded highly-desirable internships and employment opportunities, support increased persistence rates and student satisfaction, and serve as a key differentiator to prospective students and other key influencers. In close partnership with Miami University’s Career Community, including faculty, staff, employers, alumni, parents, and other influencers, effectively scale the career development infrastructure across all five academic divisions. As importantly, strategically focus career development priorities on the ambitious undertaking of elevating initiatives and enhancing support structures for underserved and diverse student populations and creating clear pathway programs for Miami students to pursue and realize their career aspirations post-graduation regardless of their chosen majors.