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

College of Education, Health and Society

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.


  • As part of the annual review process for tenure-track, tenured, LCPL and visiting faculty, add a professional development plan that will specify the faculty’s goals for the following year.
  • Increase the attention given to the professional development section of the evaluation form for classified and unclassified staff. 
  • Continue our practice of divisional faculty and staff recognition.

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.


  • Continue to align merit increments to the strategic goals of the division so that we clearly send a message that these goals are “lived,” rather than just rhetoric.
  • Following the performance review, send a letter from the dean to each faculty member outlining the reasons why the faculty member received a raise, if applicable. 
  • Align the EHS strategic goals with the new MU 2020 goals.

Challenges and Opportunities:

  • Providing adequate resources (i.e., raises) to create effective incentives
  • Addressing internal compression and inversion issues in faculty salaries.

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.


  • Take steps to complete the following tasks within one semester:
    • Revising a major within the department;
    • Developing or revising the department governance document;
    • Developing a department mission or vision document;
    • Conducting an academic administrator review;
    • Processing curricular change at the department level.

Challenges and Opportunities:

  • Recognizing that the timeline for proposals that require approval external to the division may exceed one semester
  • Balancing this metric with the reality that proposals or decisions that are controversial and need deep conversations and wide input may require additional time
  • Understanding the need for additional time when considering major changes that require extensive background research, market study, and expert consultation before implementing them
  • Appreciating the importance of interdisciplinary and collaborative initiatives involving units outside of the division which may be more time-consuming to enact.

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.


  • Increase enrollment in the following programs:
    • EDT reading endorsement certificate from the present six students to 45 students.
    • EDP certificate programs (2014 target 20, 2015 target 30)
    • EDP masters programs from 8 to 12.
    • Joint MSW program with Wright State University- increase in the number of enrolled Miami students (from 67% WSU / 33% Miami closer to 50%/50%).
  • Market the following programs: 
    • EDP:  IDT, certificate programs, and 4+1 programs;
    • EDT:  Teaching English Language Learners (TELL) certificate;
    • EDL:  Superintendent licensure program;
    • FSW:  Transfer students from Sinclair & Columbus State[CAH1] ;
    • KNH:  4+1 programs in health promotion and sports leadership & management.
  • Develop the following partnership activities:
    • M.Ed in Special Education program with Bermuda College;
    • Mental health workshops with Fengtai Education District.
  • Launch the following curricular initiatives:
    • Additional certificate licensure programs in EDT;
    • Dietetics graduate internship program;
    • Online or hybrid courses in all departments.
  • Seek Miami approval for a re-designed doctorate in education (Ed.D).
  • Secure full accreditation for the joint MASW program with Wright State University.
  • Launch the following new combined bachelor-master’s programs with the target enrollments met:
    • EDT and EDL:  Joint 3 + 2 program in M.Ed. in Transformative Education (target enrollment of 3-5);
    • KNH:  4 + 1 program in SLAM (target enrollment increase of 10);
    • KNH:  4 + 1 program in health promotion (target enrollment increase of 2).

Challenges and Opportunities:

  • Sustaining the same trajectory of growth in revenues following three year track record of revenue growth
  • Recognizing that an annual increase of one percent of the budget may not be in alignment with the division’s potential and its budget reality.

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.


  • Continue and further refine our practice of allocating resources according to need through enrollment projection modeling.
  • Use the funds available from open faculty lines and retirements (following the budget cuts) to help accomplish reallocation.
  • Consider new organizational structures within the division to better support inter- and multidisciplinary activities and to be better aligned with the MU 2020 Plan goals.
  • Review the allocation of assistantships, waivers, and stipends across the division, and align according to need.
  • Once new programs are established and have met target enrollment goals and other quality outcomes, commit permanent resources to better ensure their long-term success.

Challenges and Opportunities:

  • Addressing the challenge that the programs that may be discontinued may not be those with the highest expenditures or faculty resources
  • Continuing to provide budget cuts when the number of open faculty lines and retirements are dwindling.

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


  • Consider revising the metric so that it is return of .5% can be of any type of funding available to the division, including carry forward, one-time revenue generated through other initiatives, etc.

Challenges and Opportunities:

  • Recognizing that making a 1% reallocation internally through improvements and cost savings, which in essence adds yet another .5 % to that amount, is probably not realistic to achieve and could impair the quality of the students’ educational experience and the work of faculty and staff.
  • Finding ways to make further cuts while maintain the morale of faculty and staff morale who have already taken significant efficiency measures in recent years.

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 advanced at the University level.