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

College of Engineering and Computing

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.

CEC has already met this metric.

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.

CEC has already made significant advancements toward this metric.  In the past three fiscal cycles, 16 - 20% of the total merit salary improvement pool for both faculty and unclassified staff was allocated to reward exemplary performance.


  • Increase the merit salary improvement pool to 25% by FY 2016, and continue at this level in the future.

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.

CEC is committed to following the time line put forth in this goal, with the following few exceptions:

  • a major revision of CEC governance document;
  • development of a new undergraduate degree or major;
  • development of a new graduate program.

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.


  • Expand existing revenues and create new revenues that include, but are not limited to:
    • Summer and winter semester income;
    • Additional 4+1 and transfer students;
    • Contract research;
    • Grant overheads.

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.


  • Set aside 50% of new and expanded revenues (see response to metric 14), amounting to 0.5% of CEC budget, to enhance interdisciplinary programs such as engineering management, general engineering, and computational science and engineering.

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

In light of a dramatic increase of the number of CEC students (83% in the last six years) and deep cuts of the CEC budget over the same period of time, our budget has been reduced to its bare bones. Further cuts would be very detrimental to our ability to offer high quality instruction and to retain faculty.

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 will be met at the University level.