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

University Objectives and Metrics

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:

  • Create best practice guidelines for employee evaluations and professional development plans, and provide to supervisory personnel. Train supervisors to work with employees to craft honest, meaningful evaluations that lead to improvement in job performance, revisions of existing positions, and career development.
  • Revise annual evaluation forms for unclassified and classified employees to include questions related to a measurable professional development plan.
  • Formalize and regularize the process for evaluating visiting assistant professors and other non-tenure-eligible instructors.
  • Recognize exemplary performance of staff and faculty in public communications, such as the Miami e-Report, annual University address, announcements at Faculty Assembly and University Senate meetings, or the Provost’s website.
  • Enhance or develop divisional and unit-based forms of faculty and staff recognition.

Challenges & Opportunities:

  • Ensuring meaningful compliance with this metric
  • Identifying productive ways for supervisors to communicate honestly about job performance.

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:

  • Define and implement consistent criteria for awarding merit increments.
  • Consider developing special merit pools or bonuses for extraordinary performance, and increase the allocation of funds for PRIDE awards.
  • Revise evaluation forms, annual reports, and procedures to more easily identify faculty and staff who have significantly contributed to University and divisional goals.

Challenges & Opportunities:

  • Addressing the internal and market compression and inversion issues in current faculty salaries
  • Generating adequate resources to create effective incentives
  • Monitoring the extent to which past increment strategies have produced increased levels of productivity that align with divisional and University goals.

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:

  • Audit all University and division committee charges for redundancy and overlap; eliminate unnecessary or outdated committees.
  • Revise departmental and divisional governance documents to improve efficient decision-making.
  • Offer leadership training on effective meeting facilitation, efficient project management, and data-driven decision-making.
  • Select and implement a curricular workflow system to expedite approval processes.
  • Conduct an annual university-wide curricular review to eliminate targeted courses and degree programs in a more expedited manner.
  • Publish dates for curricular and governance meetings, and establish clear deadlines for the key steps in curricular and governance processes.
  • Leverage digital technology to increase efficiencies.

Challenges & Opportunities:

  • Expediting decisions and projects while maintaining an inclusive and transparent governance system and completing the necessary research to address complex issues, tasks, and problems
  • Instituting speedy changes while complying with the approval procedures of the Higher Learning Commission and the Ohio Board of Regents.

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:

  • Raise endowed scholarship support through focused fundraising and a scholarship matching program.
  • Identify new ways to expand existing programs, and develop innovative programs, including:
    • new degree programs on the regional campuses
    • certificates
    • hybrid international partnerships
    • articulation agreements with other colleges and universities
    • low residency graduate programs
    • summer and winter term curricular offerings
    • combined bachelor’s-master’s degree programs, and
    • online courses and degree programs.
  • Grow existing markets for products and services, and identify markets currently not being served by the University.
  • Improve market and branding strategies through enhanced in-house expertise and new partnerships.

Challenges & Opportunities:

  • Limited human and financial resources and market opportunities
  • Appealing to a broader demographic than that traditionally served
  • Balancing institutional priorities with net tuition revenue
  • Competing with other universities for diverse and talented students
  • Anticipating risks associated with new revenue strategies.

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:

  • Develop new, or improve existing review and reporting processes and analytical tools to evaluate the quality and value of departments, programs, and other units accurately; and make transparent and data-informed decisions to allocate resources.
  • As new programs are established, commit permanent resources once the new programs have met target enrollment goals and other quality outcomes.
  • Enhance and develop cutting-edge interdisciplinary programs and curricula.
  • Achieve increased productivity through LEAN initiatives, energy conservation efforts, sourcing and purchasing strategies, and wellness program.

Challenges & Opportunities:

  • Making dynamic, flexible, and immediate decisions while following governance procedures and policies
  • Developing transparent and meaningful evaluation criteria for a wide range of curricular programs
  • Identifying viable, innovative, and creative new programs that will increase enrollment, including enrollment of students outside of Ohio
  • Recognizing that program elimination may not always lead to cost savings
  • Identifying ways of reducing costs as the rate of faculty retirements  declines.

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:

  • As faculty retire, strategically replace some of them with lecturers or clinically and professionally licensed faculty.

Challenges & Opportunities:

  • Maintaining a high quality learning environment, instructional capacity, and research productivity as the number of faculty declines
  • Helping faculty and staff understand that the redistributed funds are used purposefully and advantageously.

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:

  • Create a balanced budget with funding for essential new initiatives and sufficient improvements in employee compensation.
  • Provide data and feedback to the Board of Trustees and the University community on the attainment of the 10-year budget strategies.
  • Execute the RCM budget to ensure University goals are prioritized.

Challenges & Opportunities:

  • Ensuring that all units of the University contribute to budget goals
  • Maintaining productivity improvements and new revenue targets over long periods of time.