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

Student Affairs

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:

  • Modify the University’s performance appraisal rubric to include elements that will advance the goals of SAF and Miami.
  • Improve new employee orientation, and create an employee refresher program in which university and divisional objectives, goals, and values are aligned.
  • Include a discussion of the Miami University values statement, the Code of Love and Honor, and the division’s own vision and mission as part of the interview and on-boarding process for every job candidate and new employee.

Challenges and Opportunities:

  • Creating a dynamic and extended new SAF employee orientation program that better informs staff about the division as well as the university and that includes participation from other university agencies
  • Supporting staff development while recognizing that effective professional development plans are likely to involve costly investments in a time of limited resources and few options for promotion within the organization.

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:

  • Create a performance appraisal tool that clearly defines exemplary performance to prompt staff to aim for high standards.
  • Clearly articulate the strategic priorities of the division, and clearly communicate that merit increases will be linked, in part, to the degree to which these priorities are promoted or achieved.

Challenges and Opportunities:

  • Addressing the challenge of comparing individual performance across diverse departments, even with a well-constructed performance rubric
  • Establishing a culture of merit-based rewards which will require managing some morale issues among staff and which can sometimes work against the value of promoting a healthy work-life balance.

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.

This metric is not applicable to SAF.

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:

  • Annually solicit staff ideas for new revenue sources throughout SAF.
  • Explore expanded revenue opportunities (such as weddings and conferences) for the Armstrong Student Center that are consistent with the vision and the policies of the center.

Challenges and Opportunities:

  • Working within the parameters of the RCM budgeting model which largely precludes the division from generating revenue
  • Investigating the development of leadership conferences and “certificate” programs, staffed by SAF members, that would target alumni and occur, for a fee, on campus utilizing the ASC.

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:

  • Evaluate major programs and annual spending through annual reports.
  • Solicit innovation proposals from SAF offices, with an emphasis on proposals that include more than one office.
  • Continue cycle of unit program reviews.
  • Have every program review explicitly consider the question of how greater cooperation across the division might enhance efficiency and effectiveness.

Challenges and Opportunities:

  • Identifying places where other divisions on campus are developing services that overlap, to a degree, with those traditionally provided by the SAF (e.g., international program crisis management and service learning; career services in FSB) to identify opportunities for greater partnerships or a shift in SAF departmental objectives.

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:

  • Conduct an annual budget review to identify reductions.

Challenges and Opportunities:

  • Addressing the implications of rising tuition on staffing and other resources

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 is not applicable to SAF.