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

College of Professional Studies and Applied Sciences

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.

Strategies:

  • Incorporate goal setting into the annual evaluation process.
  • Revise the annual evaluation template for faculty within CPSAS.
  • Create templates for unit reports which are explicitly tied to divisional 2020 metrics.

Challenges and Opportunities:

  • Finding a way to recognize professional accomplishments that are difficult to measure.
  • Addressing the fact that some faculty may view this as an encroachment on their traditional autonomy.

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 allocated to recognize and reward exemplary performance that contributes to university and unit goals and objectives.

Strategies:

  • Identify and reward faculty and staff whose work most impacted the goals of the university, division, and campus.

Challenges and Opportunities:

  • Overcoming faculty resistance or concerns related to this metric.
  • Determining how to reward exemplary performance, given the many and variety of goals and objectives in the 2020 plan.

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:

  • Update departmental governance documents.
  • Create procedures to allow change in departmental and divisional governance documents to be completed in a single semester.

Challenges and Opportunities:

  • Understanding that the approval process for new degree programs (which includes approvals at the department, division, trustee, and regents levels) require more than one semester to complete.
  • Recognizing that some initiatives, particularly when they involve or impact multiple units, can require additional time to implement.

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:

  • Launch seven new bachelor or master’s degrees by 2020.
  • Increase enrollment by 5% by focusing on particular groups including transfer students, students who plan to relocate to Oxford, international students, high school students, veterans and adult learners, as well as students who qualify for merit awards.
  • Implement a broad marketing campaign to increase awareness and interest in the current and new bachelor degree programs.
  • Expand on-line offerings as appropriate. 

Challenges and Opportunities:

  • Developing new degrees that do not duplicate Oxford-based degrees.
  • Increasing enrollment with the existing classroom and laboratory space.
  • Increasing enrollment despite the decreasing high school populations in the southwest Ohio region.
  • Finding strategies for overcoming the increasing competition from two-year colleges and universities in the region (Cincinnati State, Sinclair Community College).

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:

  • Ask each unit to carefully examine and identify areas where efficiency can be improved or service can be eliminated to make room for new initiatives.
  • Commit resources to develop new bachelor and master’s degree programs.
  • Identify unique interdisciplinary opportunities within CPSAS.

Challenges and Opportunities:

  • Making accommodations when existing activities and programs are eliminated.
  • Finding the time and resources to assess services and programs to improve efficiencies.

Metric 16: 0.5% per year of permanent budgetary funds will be captured from divisions, and these funds will be collected centrally and redistributed.
Enhanced Regional Metric: 0.5% per year of permanent budgetary funds will be captured from improvements in regional campus productivity, and these funds will be collected centrally and redistributed.

Strategies:

  • Determine the overall dollar amounts to be recaptured during the budget building process.
  • Distribute recovery targets to each department, and ask the departmental leader to identify the Banner FOPAL and amount to be recaptured.
  • Ask departments wishing to receive funding for new or significantly enhanced initiatives to submit a detailed plan to the dean’s office for consideration.

Challenges and Opportunities:

  • Creating reports that will give departmental leaders the data they need to respond.
  • Developing a timeline to notify departmental users when and how much they may receive to enable adequate planning.

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

Strategies:

  • Continue to refine the five-year budget plan, and expand it into a ten-year model.
  • Solicit input from departmental leaders to gather the most relevant data to model.
  • Annually brief the two faculty forum executive committees on the state of the budget and the budgeting process in order to increase transparency.

Challenges and Opportunities:

  • Creating a model that can receive distributed input from each departmental stakeholder while adhering to the university budgetary format.
  • Revising the format of the reports provided to account managers so that it is easier to track expenses.