Miami University Regionals Strategic Plan

Vision Statement

Empowering Minds, Strengthening Communities

Mission Statement

Miami University Regionals provides open access for diverse learners to high-quality applied education grounded in the liberal arts.

Values Statement

Miami University Values Statement (MUPIM 1.4/Student Handbook/Graduate Handbook)

Miami University is a scholarly community whose members believe that a liberal education is grounded in qualities of character as well as of intellect. We respect the dignity of other persons, the rights and property of others, and the right of others to hold and express disparate beliefs. We believe in honesty, integrity, and the importance of moral conduct. We defend the freedom of inquiry that is the heart of learning and combine that freedom with the exercise of judgment and the acceptance of personal responsibility.

Miami Regionals grounds its core values in the above values statement for the larger university while also emphasizing the following core values:

Access: Every student who wants to work hard for a Miami University degree will be able to pursue one through our open access admission policy, affordable pricing, flexible scheduling, and varied methods of course delivery.
Community: We are committed to the local communities out of which the Regionals were founded through curricular, co-curricular, and extracurricular programming that demonstrates sustained engagement with the people and organizations working in and near those communities.
Diversity: We value the qualities that each individual brings to Miami Regionals, and we embrace the rich educational opportunities that arise when people of diverse backgrounds, experiences, and identities come together to learn.
Student Success: We are committed to ensuring success through quality advising, academic support and learning assistance, co-curricular and extracurricular programming, the recruitment and retention of skilled staff members who provide high-quality services for students, and a robust focus on career development, placement, and post-graduation support through alumni engagement services.
Teaching Excellence: We are committed to recruiting and retaining a talented faculty. Faculty who choose a career at Miami Regionals are deeply committed to creating innovative classroom and online experiences, complemented by relevant and challenging research initiatives and meaningful service to campus and community.

Strategic Priorities

STRATEGIC PRIORITY 1: Academic Excellence

Miami University Regionals' expert faculty will meet the needs of our students with a broad range of high quality academic options. We will offer our academic programs in accessible formats for a diverse student population.

1.1 Goal: Build a sustainable and dynamic curriculum.
Tactic	Person Responsible	Completion Date	Indicator of Success
Implement the Applied Biology Major	Biological Sciences Paul Harding, BSC Chair	Spring 2020	30-40 new majors.
Organize Future Educational Opportunity Committee to research innovative and new potential curriculum opportunities, including healthcare-related degrees	College of Liberal Arts & Applied Science (CLAAS) Curriculum Committee Liza Skryshevska, Associate Dean	Fall 2019	Committee meeting regularly and making curricular suggestions for degree proposals.
Propose and launch two new majors to the Commerce program in e-commerce and sales management.	Commerce Ted Light, Commerce (CMR) Chair	Fall 2020	State approval of the program by Summer 2020.
Collaborate with Oxford to launch the first Teacher Academy Cohort for the Fall semester, 2019.	Education and Society (EDS) Garry Bowyer, EDS Chair	Fall 2019 for first cohort enrollment	20-25 students enrolled in the cohort.
Offer the Health Information Technology (HIT) degree fully online.	Computer and Information Technology (CIT) Marianne Murphy, CIT Chair	Fall 2019	Degree fully online
Create a Doctor of Nursing Practice program, two master's degrees.	Nursing (NSG) Brooke Flinders, NSG Chair	Fall 2021	10 DNP students enrolled, 30 master's students enrolled.

1.2 Continue to implement high-impact teaching practices across the curriculum.
Tactic	Person Responsible	Completion Date	Indicator of Success
Annual faculty learning community to promote high-impact teaching practices.	Center for Teaching and Learning (CTL) Linh Dich, CTL Director	Fall 2019	At least six faculty participants per year, leading to more faculty employing high-impact practices.
Increase the number of students participating in internships and cooperative education.	Career Services and Professional Development (CSPD) Doug Reichenberger, Regional Director of Career Services & Professional Development	Spring 2022	Number of students participating in these activities increases by 25% by 2022.
Increase the number of undergraduates participating in research.	Commerce Office of the Regional Dean	Spring 2022	Number of undergraduate students participating in research with faculty members increases by 25% by 2022.
Increase the number and variety of service learning classes offered and measure their impact.	Center for Civic Education Collette Thompson, Regional Director of Civic Education	Fall 2021	Annual increase of 15% in service learning classes offered by 2021. Survey of students and community partners to measure impact.

1.3 Goal: Become one of the highest quality providers of distance learning options in the country through Regional E-Campus.
Tactic	Person Responsible	Completion Date	Indicator of Success
Create framework for providing alternative credentialing options (badges) for departments to award.	E-Campus Janet Hurn, Senior Director E-Campus	Spring 2020	Portfolio of at least 10 alternative credentials.
Increase number of upper level courses offered online to support current programs.	Academic Departments; E-Campus Janet Hurn, Senior Director E-Campus Julie Straub, Director of Regional E-Campus	Fall 2019	Increase number of online course selection options of 300-400 level by 10% each year for online majors.
Increase collaboration with campus partners (enrollment, marketing, orientation) and strategic activities to yield an increased number of E-Campus students beyond the 50 mile radius.	E-Campus Janet Hurn, Senior Director E-Campus Julie Straub, Director of Regional E-Campus	Fall 2020	Increased number of E-Campus students beyond the 50-mile radius, goal for 25 net new in first year.

1.4 Goal: Develop a comprehensive internationalization plan.
Tactic	Person Responsible	Completion Date	Indicator of Success
Increase the number of countries with students coming through the ELC.	English Language Center (ELC) Jerry Martin, Director of English Language Center and Global Programming	Fall 2021	At least three new countries with ELC students.
Identify new channels of recruitment for ELC.	English Language Center Jerry Martin, Director of English Language Center and Global Programming	Fall 2021	Two new channels are identified.
Increase scholarship opportunities for Miami Regionals students to study away/abroad.	Advancement Ellen Paxton, Senior Director of External Relations and Communications	Fall 2021	A 20% increase in scholarships for study away/abroad opportunities.
Expand English Language Learner (ELL) High School Summer Program	English Language Center Jerry Martin, Director of English Language Center and Global Programming	Fall 2020	Measure the number of ELL summer participants who enroll at the Regionals.

1.5 Goal: Increase external partnerships for informing the curriculum and offering more applied student learning options to meet community and regional needs.
Tactic	Person Responsible	Completion Date	Indicator of Success
Submit at least one grant in collaboration with an external partner per year.	Advancement Scott Berry, Grant & Development Writer	Fall 2020	At least one grant proposal submitted per year with an external partner.
Increase external partnerships for internships, service learning, and other learning opportunities in departments.	Department Chairs Career Services & Professional Development Doug Reichenberger, Regional Director of Career Services & Professional Development	Spring 2020	4-5 new partnerships identified.

STRATEGIC PRIORITY 2: The Student Experience

Miami University Regionals will invest in student-centered experiences inside and outside the classroom by providing enhanced learning, co-curricular, and student support services that position students for graduation and success thereafter.

2.1 Goal: Expand and improve career preparation.
Tactic	Person Responsible	Completion Date	Indicator of Success
Increase Employer visits in key courses within each major starting with EAS	Career Services and Professional Development Doug Reichenberger, Regional Director of Career Services & Professional Development	Fall 2019, ongoing	A minimum of four guest speakers for EAS; Establish baseline for number of employers in classrooms by department, anticipate to increase by 10% each year. Evaluate impact through student surveys/feedback.
Develop and implement a corporate relations program to increase internship opportunities	Career Services and Professional Development Doug Reichenberger, Regional Director of Career Services & Professional Development	Fall 2019	An infrastructure for a corporate relations program in place and five corporate partners formally identified.
Provide presentations focusing on CSPD services and Handshake in all UNV 101 (all), CIT 167, CEC 101 and ENT 137	Career Services and Professional Development Doug Reichenberger, Regional Director of Career Services & Professional Development	Fall 2018, ongoing	Focus 2 completion & Handshake profile log-in increase (reported by CCES), expectation to increase by 10%.

2.2 Goal: Create and strengthen personalized and comprehensive student support.
Tactic	Person Responsible	Completion Date	Indicator of Success
Implement Meta-Majors Program	Student Life Sue Sepela, Senior Director of Learning Assistance	Spring 2019-2020	Major declaration increases by 10%, Retention from year 2 to 3 increases by 5%, Students will be assigned a professional advisor for their first year.
Improve experience for prospective & current student veterans and transfer students through streamlined processes, dedicated resources, and improved communication.	Enrollment Management Kristen Taylor, Senior Director of Enrollment Management	Fall 2019	Increased enrollment of student veterans by 3% and transfer students by 4% each year.
Improve Faculty Advising at Miami University Regionals	Student Life Tonia Hyllengren, Assistant Dean for Academic Success	Fall 2019	Students who are assigned to a faculty advisor will receive communication from their faculty advisor at least once a semester. Review advisee assignment load every 2 years.

2.3 Goal: Expand co-curricular opportunities.
Tactic	Person Responsible	Completion Date	Indicator of Success
Create Student Badge Programs: Leadership & Intercultural Communication & Civic Engagement and Education	Regional Office of Student Activities & Orientation Bethany MacMillan, Regional Director of New Student Programs & Engagement	Fall 2020	Self-reported increase of leadership and intercultural communication and civic engagement by students of over 50% of program participants based on data collected in a pre and post test. Sustaining a mentorship-based cohort program beyond 2 semesters with a total of 15+ students per cohort.
Highlight current co-curricular opportunities by model departments and increase departmental participation	Office of the Regional Dean Moira Casey, Associate Dean	Fall 2020	All departments will identify 2-3 co-curricular programs and initiatives.

2.4 Goal: Promote a sense of community to enhance belonging, diversity, and inclusion.
Tactic	Person Responsible	Completion Date	Indicator of Success
Development of “Belonging/Diversity/ Inclusion Committee Develop campus-wide initiatives and activities that promote a culture of belonging, shared values and pride in Miami.	Student Life Karen Yates, Coordinator of Disability Services	Fall 2019	Increase in belonging on NSSE survey.
Create Belonging Video and Artwork contest. Student-created videos and artwork that focus on promoting a sense of belonging. Students share their perspective on diversity and inclusion through a 3-5 minute video or artwork to be submitted for judging. Submitted videos and artwork are shown at Film Festival/Art Show followed by a reception to announce the 1st, 2nd and 3rd place winners.	Languages, Literatures, and Writing (LLW) Whitney Womack Smith, LLW Chair, Roscoe Wilson, Humanities and Creative Arts (HCA) Chair	Fall 2020	One film and art show per year. The films and artwork can be used as a recruitment tool as well as placed on the Miami Regionals website.

2.5 Goal: Establish health and wellness initiatives to promote student well-being.
Tactic	Person Responsible	Completion Date	Indicator of Success
Develop and establish student health and well-being programs, collaborations, and initiatives.	Student Life Pete Haverkos, Senior Assistant Dean for Student and Academic Success	Fall 2019	1. Identify an internal person to coordinate 2. Submit a proposal to AVP Health Wellness allowing regional students to secure health insurance. 3. identify a space on campuses for health and well-being literature, resources, and products 4. Submit a proposal to HR to have limited Student Health Services (clinic or telehealth) at campus for students, staff, and faculty.
Develop/revamp a one class unit on healthy living and healthy habits for UNV 101 courses focusing on physical health in addition to the one class unit on mental health and stress management.	Student Life Sue Sepela, Senior Director of Learning Assistance (Regional UNV 101 Coordinator)	Spring 2021	Revised curriculum with the addition of one learning objective related to healthy habits for college and at least one unit on healthy living focused on healthy diet and physical activity.

STRATEGIC PRIORITY 3: Faculty and Staff

Miami University Regionals will invest in its faculty and staff by providing and promoting personal and professional growth opportunities, fostering community, and responding to critical needs.

3.1 Goal: Attract, develop, and retain talented, diverse, student-centered faculty and staff.
Tactic	Person Responsible	Completion Date	Indicator of Success
Implement an exceptional culture of hospitality for all regional employees. "Be excellent to one another."	Office of Regional Dean Robyn Charlton, Regional E-Campus Coordinator of E-Faculty Engagement (Debbie Boston, Donna Evans)		All employees of Miami Regionals will be exposed to strategies to improve hospitality in their functional area.
Identify high turnover staff positions and explore options for career paths and incentives to keep talent at the Regionals.	Office of Regional Dean Kristen Taylor, Senior Director of Enrollment Management and Unit Leaders	December 2019	Average length of employment for staff increases.
Implement formal mentoring program (curriculum, planned experiences) for first year faculty and staff that are new to MUR.	Faculty/Staff Forum and CTL Moira Casey, Associate Dean: Faculty/Staff Forum and CTL Leaderships	2020-2021	Increased job satisfaction, community and morale based on analysis from mentor and mentee data collection.
Offer more training, mentoring, and support to part-time faculty.	CTL Bob Davis, Associate Dean, CTL/Linh Dich	Fall 2019	Have standard program established for part-time faculty. Will collaborate with COC and CTL on this.

3.2 Goal: Create and enact a dynamic plan for hiring and succession based on developing organizational needs.
Tactic	Person Responsible	Completion Date	Indicator of Success
Create and maintain a staffing plan to achieve recruitment and retention goals.	Enrollment Management Kristen Taylor, Senior Director of Enrollment Management	Summer 2019	Improve retention of enrollment staff; develop tier opportunities within key departments for career development; develop hire plans for key enrollment areas for staffing decisions, and critical staff additions, and timeline. Map positions to enrolment targets.
Create departmental 3-5 year staffing plan including anticipated future hiring needs and potential retirements.	Office of Regional Dean Moira Casey, Associate Dean (EXCO)	December 2019, review annually	Updated plan forwarded to Dean's office yearly.

3.3 Goal: Provide opportunities for mentorship and professional development.
Tactic	Person Responsible	Completion Date	Indicator of Success
Create online staff onboarding training to become familiar with university systems.	E-Campus Janet Hurn, Senior Director E-Campus with input from CPAC and UPAC Regional Representatives.	August 2019	Online orientation in place.
Increase awareness about funding available for professional development for faculty and staff. Explore options for additional funding opportunities.	Office of Regional Dean Gary Steelman, CTL, E-Campus	July 1, 2019	Increase in average professional development funds utilized by faculty and staff and increased sharing of PD experiences.
Form a committee to regularly assess and improve professional development across the Regionals.	Regional Assembly Executive Council	Spring 2019	Form the committee with faculty and staff representatives. Have the committee meet and create a plan for informing units and individuals about professional development opportunities and surveying individuals to gauge their awareness.

3.4 Goal: Foster an inclusive university community.
Tactic	Person Responsible	Completion Date	Indicator of Success
Develop stronger partnerships between Miami University and community through inclusivity events.	Office of Diversity and Multicultural Services Bennyce Hamilton, Director of Diversity and Multicultural Services	May 2020	Monthly opportunities for inclusivity are attended by 5-10 new attendees of both University and community members.
Increase the number of faculty incentivizing co-curricular participation of their students.	Office of Diversity and Multicultural Services Bennyce Hamilton, Director of Diversity and Multicultural Services with Department Chairs	Spring 2020	Percentage of faculty requiring participation increases by 10% and numbers of students attending increases by 10%.
Create program around empathizing with others different than ourselves."Walk in My Shoes"	Office of Diversity and Multicultural Services Bennyce Hamilton, Director of Diversity and Multicultural Services in collaboration with disability services and E-Campus, and service and civic engagement	Fall 2020	Program schedule of activities and events centered around difference.

STRATEGIC PRIORITY 4: Community

Miami University Regionals will strengthen external relations with communities through partnerships, outreach, communication, alumni and friends networks, and giving.

4.1 Goal: Optimize internal and external communication to raise the profile of Miami Regionals in the surrounding communities.
Tactic	Person Responsible	Completion Date	Indicator of Success
Implement a Good News communication strategy for both internal and external constituents, to include faculty and staff accomplishments.	External Relations and Communications Perry Richardson, Senior Director of Media and Communication Relations	3/2019	Feature a minimum of one monthly “good news story” about students, faculty, staff, alumni on the website, news media, social media and other communication avenues. Implement a Vlog on “life of an MUR student”, with 4 students featured per year, add one letter to the editor from the Dean or designee once a quarter
Create a degree/career focused communication mechanism for external constituents such as advisory councils, business members, chambers that describes the qualities of Miami Regionals.	External Relations and Communications Ellen Paxton, Senior Director of External Regionals and Communications	6/2019	Create and distribute an informative and effective newsletter, brochure to employers, advisory council members and other external stakeholders
Host a variety of meaningful on-campus profile-building and recruitment events.	External Relations and Communications Ellen Paxton, Senior Director of External Regionals and Communications	12/2019	Host two major weekend open houses per campus per year, along with a minimum of 4 additional smaller events.

4.2 Goal: Engage alumni and friends in meaningful and mutually beneficial ways.
Tactic	Person Responsible	Completion Date	Indicator of Success
Establish and execute an engagement plan for high yield alumni affinity groups (such as by major, employer, student activities, etc.)	External Relations and Communications Ryan Young, Assistant Director of Regional Advancement	12/2019	Host one event for each affinity group - ELC and Honors Alumni will be the pilot
Create an Alumni Ambassador Program	External Relations and Communications Ryan Young, Assistant Director of Regional Advancement	6/2020	A total of 10 ambassadors identified and meeting quarterly.
Create a workplace visit program in which we visit companies with large volumes of Miami Regionals alumni, to further engage them in the life of the university.	External Relations and Communications Ryan Young, Assistant Director of Regional Advancement	6/2019	Visit 5 workplaces per year

4.3 Goal: Enhance partnerships (service learning, educational, business and industry) that ultimately benefit students and the communities.
Tactic	Person Responsible	Completion Date	Indicator of Success
Send monthly newsletters to area school counselors	Enrollment Management Crystal Walker, Associate Director Admission/Recruitment	11/2019	Increased open rates, increased counselor communication and strong relationship with schools
Increase the number and variety of partnerships with organizations needing workforce development and campus engagement.	Office of Regional Dean/Academic Affairs Liza Skryzevska, Associate Dean	9/2019, ongoing	Establish baseline for partnerships and increase that by 10% annually
Develop and strengthen partnerships with the local high schools as part of the College Access initiative	Office of Regional Dean; Office of Admissions Liza Skryzhevska, Associate Dean Kristen Taylor, Senior Director of Enrollment Management	Fall 2020	Complete at least three college-going/college readiness project in collaboration with the local high schools.

4.4 Goal: Increase financial and other resources to grow Miami Regionals.
Tactic	Person Responsible	Completion Date	Indicator of Success
Incorporate Miami Regionals into the University’s Comprehensive Capital Campaign	External Relations and Communications Ellen Paxton, Senior Director of External Regionals and Communications	5/2019	Have a slate of funding opportunities and a target and stretch goal for the Regionals.
Strengthen our annual giving programs	External Relations and Communications Ellen Paxton, Senior Director of External Regionals and Communications	9/2019, ongoing	See an increase in fundraising appeals and dollars/donors raised of 3% per year.
Prioritize the raising of scholarship dollars for recruitment and retention of students with merit and with need.	External Relations and Communications Ellen Paxton, Senior Director of External Regionals and Communications	Ongoing	Raise $250,000 per year in new scholarship dollars.

4.5 Goal: Expand public programming with our stakeholders.
Tactic	Person Responsible	Completion Date	Indicator of Success
Intentionally use public programs to promote Enrollment and Retention initiatives	External Relations and Communications Ellen Paxton, Senior Director of External Regionals and Communications	2/2019	Have an enrollment-related table at each public program on all regional campuses.Partner with external organizations to present high-profile educational and cultural programs on campus and in the community
Partner with external organizations to present high-profile educational and cultural programs on campus and in the community	External Relations and Communications Perry Richardson, Senior Director of Media and Communication Relations	9/2019	Co-Present a minimum of two programs per year in conjunction with at least one external partner.
Explore alternative sources of public programming that generate revenue, that are not currently offered at Miami Regionals.	External Relations and Communications Perry Richardson, Senior Director of Media and Communication Relations	3/2020	Present a list of new alternatives, along with funding mechanisms, of programs not currently offered at Miami Regionals.

STRATEGIC PRIORITY 5: Facilities

Miami Regionals will provide upgraded facilities and technological infrastructure that support 21st century pedagogies and distinctive co- and extra-curricular experiences.

5.1 Goal: Develop and Implement a Regionals’ master facilities plan that reflects recent and anticipated academic program innovations as well as student services and student space needs.
Tactic	Person Responsible	Completion Date	Indicator of Success
Create a masters facility plan for the regional system: academics, student service, public spaces, library, outdoor	Office of Regional Dean Cathy Bishop-Clark, Regional Dean	January 2020	Completed plan.
Brand common spaces to improve aesthetics	Enrollment Marketing & Communications Ryan Taeuber, Senior Graphic Designer	Summer 2020	Refreshed or new Miami Regionals branded paint, photos, and other branding items in Hawk Haven, Harrier's Nest, Admission spaces, and other key spaces prospective students and community see on visits.
Align Admission and Transfer offices in physical proximity and at the front door; improve signage, reception; brand space; identify and brand visit presentation space	Admission Kristen Taylor, Senior Director of Enrollment Management	Summer 2020	Alignment and repositioning of Admission and Transfer at MUM, and alignment of Transfer with Admission at MUH.

5.2 Goal: Invest in technology infrastructure that supports the mission of Miami Regionals.
Tactic	Person Responsible	Completion Date	Indicator of Success
Install additional electrical outlets and charging stations across campus to support the increased productivity of technology-based work in identified classrooms and meeting space	Technology Services Jake Robinson, Interim Director of Technology Services, Scott Brown, and Chuck Mack	December 2019	Additional outlets and charging stations installed.
Identify ways for individuals or groups to communicate better via distance technologies	Technology Services Jake Robinson, Interim Director of Technology Services	May 2019	Compiled list of conferencing products in use and implementation of desirable alternatives.

5.3 Goal: Improve the aesthetics of existing spaces.
Tactic	Person Responsible	Completion Date	Indicator of Success
Assess and modify current “in-between” spaces to improve student congregation areas to increase engagement, group study, and collaboration.	Office of Regional Dean; Regional Libraries Pete Haverkos, Senior Assistant Dean for Student and Academic Success	Fall 2019	Increased number of students reporting they study in groups on the NSSE.
Have a team of five to seven campus representatives do a “fresh eye” walk through and address appearance issues.	Office of Regional Dean Kristen Taylor, Senior Director of Enrollment Management, Scott Brown, Chuck Mack	Prior to start of each semester	Report list of appearance issues to Chuck and Scott for fixing and assure they are updated