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

College of Arts and Science

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.


  • Require all administrators and supervisors to complete an evaluation for all of their direct reports that includes a professional development plan.
  • Formalize a process for evaluating visiting assistant professors as well as unclassified and classified staff.
  • Include in the supervisor’s annual evaluation consideration of how well he or she fulfilled this metric.

Challenges and Opportunities:

  • Ensuring meaningful compliance with this metric
  • Promoting professional development plans for staff at the same time that a clearly defined professional development path within the same unit for most classified and unclassified staff is not possible.

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.


  • Specifically define and clearly articulate goals so that every employee understands how to achieve exemplary performance specific to their role in the University.
  • Implement a formative evaluation process, including constructive feedback, to guide individuals toward success.

Challenges and Opportunities:

  • Developing specific indicators of performance that align the individual’s responsibilities to the University and unit goals and objectives.

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 solictiing input and recommendations for governance purposes should not exceed one semester as appropriate.


Streamline the following processes:

  • Revision of majors and minors within the department or program;
  • Curricular revision and development at the program level;
  • Approval of new co-majors and minors;
  • Development of department or program mission or vision statements;
  • Development, revision, or updating of department or program governance and policy documents;
  • Academic administrator review, election of search committee members, and academic program review.

Challenges and Opportunities:

  • Navigating the complex structure of the University
  • Making timely progress on initiatives that require multiple levels of approval and adherence to University governance procedures
  • Effecting change given the new academic year schedule which includes a multi-week winter term during which many faculty are conducting research or leading international workshops.

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.

The CAS is committed to developing innovative, high quality programs that will generate new revenue and to carefully and thoughtfully allocating resources to incentivize faculty to develop these programs.


  • Conduct market research studies that add value to the current curriculum and meet need while appealing to a broad audience, including students outside Miami (e.g., certificate programs in professional writing, analytics, ethics and cultural competence; leveling courses required for admission into competitive graduate program).  Incentivize faculty to develop and offer these courses (e.g., by offering release time to develop the course and by returning a portion of the revenue to the department or program that developed it).
  • With consultation from Global Initiatives, increase and expand international partnerships to augment the number of fee-paying international students who receive some of their undergraduate or graduate training at Miami (e.g., the Sun Yat-Sen University and Department of English Collaborative).
  • Develop new programs in a dynamic manner so that permanent resources are allocated only after sufficient information indicates the program will be successful.  Hire temporary instructional staff until a program is deemed viable and sustainable (as done in the ACE-G program).
  • Develop a fee model that increases revenue while ensuring MU is competitive in its online and hybrid curricular offerings as well as courses scheduled in the summer and winter terms.

Challenges and Opportunities:

  • Developing and offering courses in a timely manner to ensure we capture the market for a particular area
  • Providing appropriate faculty incentives and training required to meet this goal
  • Accurately identifying the market for new initiatives
  • Keeping costs at a competitive rate, especially if new programs are offered online or during summer.

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 expanding successful, programs and collaborations with an emphasis on inter- and multi-disciplinary activities.


  • Develop and implement an assessment plan to accurately evaluate the quality and value of our departments and programs and make decisions regarding resource allocation through a transparent, data-informed process.
  • Reallocate resources while maintaining sufficient flexibility to respond quickly to any changes in priorities or demand for newly developed programs.
  • Commit additional permanent resources once new programs are established and successful (e.g., after growth has reached a plateau and is maintained for 3-5 years).

Challenges and Opportunities:

  • Developing criteria that accurately and transparently evaluate a diverse set of curricular programs
  • Identifying viable, innovative, and creative new programs that will increase enrollment, including enrollment of students outside of Miami (e.g., summer classes, modules and online courses and programs)
  • Making dynamic, flexible decisions while following governance procedures
  • Ensuring and documenting that quality is our highest priority while being mindful of the need for new revenue.

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

The vast majority of the CAS permanent budget is invested in personnel; therefore, to accomplish this goal, the CAS will need to cut additional instructional staff and/or other staff positions by 3% by 2020.  This decrease will significantly and negatively impact the instructional capacity and research productivity of the division.  It will be accomplished through attrition and improvement in delivering the CAS teaching, research and service missions.


  • As faculty and staff retire, strategically replace some of them with lecturers or clinical faculty which will increase the number of courses taught and contribute to cost savings.
  • Use data analytics to identify areas of improvement in productivity.

Challenges and Opportunities:

  • Maintaining research productivity as the number of tenure-track and tenured faculty declines
  • Offering research experiences to undergraduates and graduates with a declining number of faculty
  • Recognizing that retirements from a department or program may not align with the University’s needs
  • Maintaining the percentage of  lecturers and clinical faculty at or below 20%.

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

Although the CAS is supportive of this metric, it will be addressed at the University level.