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

College of Creative Arts

Foundational Goal 1: Ensure vitality and sustainability by building a forward-looking, efficient, and caring culture that stimulates, recognizes, and rewards creativity, entrepreneurial thinking, and exemplary performance.

Objective 1: Promote a work environment built upon continuous improvement and evaluation that empowers employees through ongoing professional development and career growth opportunities.

Metric 11: All employees will have an annual evaluation that aligns with the overall university objectives and a measurable professional development plan.

CCA faculty are evaluated through the promotion and tenure process or the annual review process. Through these processes, chairs annually meet with each faculty member to discuss past performance and set goals for the upcoming year.  Chairs measure faculty productivity against national benchmarks and faculty professional activity through disciplinary best practices.

Unclassified staff receive mentoring on professional development during their annual evaluation process. Development plans are discussed relative to this process, and progress is measured on an annual basis.

Strategies:

  • Track and support progress on this metric by keeping on file development plans for all returning, full-time faculty and all staff development plans and ensuring that faculty and staff are provided copies for their records.

Challenges and Opportunities:

  • Identifying effective ways for supervisors to incentivize and ensure the professional development of CCA classified staff when the authority over their salary increments is assigned to another division.

Objective 2: Recognize and reward Miami employees for increasing effectiveness and productivity by using their expertise, creativity, and collaboration to constantly improve accountability, productivity, and efficient use of resources.

Metric 12: At least 25% of the merit salary improvement pool for faculty and unclassified staff will be used to recognize and reward exemplary performance that contributes to university and unit goals and objectives.

Strategies:

  • Revise annual evaluation forms to include questions related to Miami 2020 plan metrics and objectives to communicate priorities and enable transparency in evaluation criteria.
  • Through annual reports and dossiers, identify exemplary faculty who have contributed to university and unit goals and objectives.
  • Task the CCA business manager and the assistant to the dean for operations and finance to ensure that 25% of merit salary pool is made available for awarding exemplary performance.

Objective 3: Implement flexible and accountable governance structures that increase the University's responsiveness and ability to make timely decisions.

Metric 13: The timeline for the process of soliciting input and recommendations for governance purposes should not exceed one semester as appropriate.

Strategies:

  • Publish dates for divisional curriculum committee meetings at the beginning of each semester to provide clear faculty deadlines (e.g., posting on CCA website, sending a message via the listserv, and announcing at the opening-of-the-year divisional meeting).
  • In consultation with the dean, ask the CCA Advisory Council each September to evaluate divisional governance document, and outline steps for timely updates and revisions.
  • Utilize digital media to facilitate planning among large committees and outside partners.

Challenges and Opportunities:

  • Recognizing that while revisions and development of courses, creation of departmental mission statements and goals as well as revision of governance documents could be accomplished within one semester, initiatives involving multiple players from outside the division may require additional time.

Objective 4: Minimize tuition increases through a transparent, strategic financial and budgetary system that incentivizes new revenue streams, reallocates resources, and promotes team-oriented solutions to fiscal challenges.

Metric 14: An average of 1% of Oxford campus total revenues annually will come from new or expanded revenue initiatives other than tuition rate increases.

Strategies:

  • Increase revenue from the following new CCA initiatives:
    • New degree programs in experience design, fashion, dance, musical theatre, and arts management;
    • International student recruitment;
    • Online courses that attract non-Miami students and possibly Miami alumni;
    • Professional development courses in summer and winter term for educators and professionals needing continuing education credit and certification;
    • Revision of Craft Summer and Craft Winter so that it is profitable;
    • Increased external grant funding;
    • Low-residency graduate programs and certificate programs
    • Use of facilities for revenue generation, especially during summer months.
    • Continued support of PAS summer camps (e.g., Missoula Children’s Theatre, Theatre of Illusion Magic Camp).
  • Through strategic allocation of faculty and staff resources, launch new and innovative programming designed to generate additional majors and fill low enrollment classes to capacity.  Possibilities include:
    • Revising and expanding the arts management minor to appeal to business-oriented students;
    • Creating an arts entrepreneurship or creative entrepreneurship major;
    • Enhancing promising existing programs such as the fashion design and dance minor.

Metric 15: Divisional deans will annually realign 1% of their divisional University budgeted funds by phasing out low priority organizational structures, programs, and activities. These funds will be set aside to support new, or expand successful, programs and collaborations with an emphasis on inter- and multi-disciplinary activities.

Strategies:

  • Utilize existing assessment tools and evaluation processes (e.g., external review and accreditation, academic program review) to identify low priority organizational structures, programs, and activities.
  • Using insights from the business manager, identify new possibilities for revenue-generating programs and collaborations.

Challenges and Opportunities:

  • Recognizing that even with significant improvements and actions steps (including the elimination of unsuccessful or outdated initiatives, courses or program), some high-priority programs and initiatives of the CCA will likely never be profitable.

Metric 16: 0.5% per year of permanent budgetary funds will be captured from divisions, and these funds will be collected centrally and redistributed.

Strategies:

  • Increase divisional productivity through measures listed for metric #14.

Challenges and Opportunities:

  • Considering the possibility that in divisions requiring a great deal of subvention such as the CCA, revenue generated from improvements in productivity might best be used by the actual division in order to inspire further productivity.

Metric 17: Implement, and annually update, a transparent, flexible, and dynamic 10-year budget plan that will ensure a sustainable and financially viable foundation.

This metric will be advanced at the University level.