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

Graduate School and Research Office

(Includes Scripps Gerontology Center and the Myaamia Center)

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:

  • Require all GS-OARS unclassified staff to submit annual professional development goals.
  • Encourage all GS-OARS classified staff to submit annual professional development goals.
  • Support requests for unclassified and unclassified staff to attend professional development activities.
  • Provide annual evaluations based on progress reports aligned with the Miami 2020 Plan and individual professional development goals.

Challenges and Opportunities:

  • Identifying funds to support professional development opportunities for staff.
  • Correlating individual goals and results to divisional and university goals and objectives is an excellent opportunity to streamline operations.

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:

  • Conduct regular strategy meetings with all staff members.
  • Implement LEAN approach for office operations.
  • Encourage staff to propose new activities to enhance the effectiveness and efficiency of the office.
  • Provide documentation with annual performance reviews for unclassified staff members who have exemplary performance (to encourage merit salary).
  • Reward creative solutions using merit salary improvement pool.

Challenges and Opportunities:

  • Finding time within an already full workload to propose and implement new initiatives.
  • Clarifying a job description for each individual position will provide structure for identifying 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:

  • Review and revise committees supported by GS-OARS processes and procedures (e.g., Academic Program Review Committee, Graduate Council, UGR, CFR).
  • Provide updates on progress pertaining to unit strategic plans action steps on at least a quarterly basis.
  • Complete an annual report for each unit each year.
  • Update each unit's policy guide on at least an annual basis.

Challenges and Opportunities:

  • Recognizing that the governance approval process occurs in steps (e.g., department -> division -> Grad Council -> COAD -> Senate) and that, if the timing of a decision is out of sequence with the next level of approval (e.g., when the next committee meeting occurs), delays of one month or more will occur at each level.
  • Using strategic plans to identify organizational goals, priorities, and action steps and quantify measurable expected outcomes will help in setting individual staff goals and priorities.
  • Having a strategic plan with action steps and responsible persons clarifies staff expectations, responsibilities, and accountability.

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.

This metric is not applicable to the Graduate School and Office for the Advancement of Research and Scholarship.

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.

This metric is not applicable to the Graduate School and Office for the Advancement of Research and Scholarship.

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

This metric is not applicable to the Graduate School and Office for the Advancement of Research and Scholarship.

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:

  • Collaborate with the Council of Academic Deans and the Budget Office to annually update the 10-year budget plan.