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.

IT Services will complete performance evaluations for 100% of classified and unclassified staff.


  • To promote life-long learning and professional development, create a comprehensive Competency Model for IT employees.
  • Design professional development planning to advance organizational capability, based on the CMM Framework.
  • Augment the new professional development planning with competency modeling.
  • Create a broad-based understanding of career growth opportunities in IT.
  • To provide IT employees with the ability to identify the competencies necessary to pursue their desired career path, develop a role-based organizational architecture that maps potential career pathways and is based on the output of the Competency Model described above.

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.

IT Services will base all salary decisions on merit.

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.


  • Collect feedback on the IT governance structure (which began in 2013) from key stakeholders.
  • To establish event-driven decision-making, apply LEAN methods to streamline the associated work processes, assess the committee roster and re-launch the updated process in Sept-2014, with process pilot and iteration extending through the fall semester; completion by Jan-2015.

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 our partnership base across both academic and administrative divisions to develop new products and services targeting increased revenue for the university.  Partnerships for 2015 include:
    • Miami Bookstore--which will involve the proliferation of mobile devices, the creation of n-tier network connectivity and remediation services, as well as an expansion of the Miami Notebook Program and a broad range of consumables--to expand Miami’s technology-based retail opportunities;
    • Assistant Provost for e-Learning to grow the university’s online learning revenue stream;
    • Office for Disability Resources to develop Assistive Technologies to satisfy significant unmet need in Higher Education.

Challenges and Opportunities:

  • Securing the upfront funding to advance partnerships with the Miami Bookstore, e-Learning and Assistive Technologies – which are all considered potential revenue generators.
  • Engaging in the active cross-divisional collaboration needed to ensure successful partnerships
  • Assessing the potential in terms of both revenue and cost when making investment decisions.

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.


  • Restructure ongoing IT operations to increase focus on high-value technology services for students, faculty and staff.
  • Through the automation and consolidation of back-office activities, combined with the standardization and “leaning” of front-office services, shift focus to high-impact, high-value, customer-centric activities, which includes end-user services, solution delivery, and security.

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


  • Reallocate the IT ongoing E&G budget through current continuous improvement activities (i.e., the Continuous Improvement Initiative and the Technology Resource Optimization Project) focused on functional process maturity and internal operational excellence.

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


  • Support the budget planning tools and work processes set forth by Finance & Business Services.
  • Develop an activity-based financial model in line with the university’s RCM budget to provide complete cost transparency and to ensure appropriate alignment of cost with benefit.

Challenges and Opportunities:

  • Recognizing that the activity-based models (which are tightly aligned to the new RCM budgeting model) allow academic and administrative divisions to make targeted choices on how to allocate technology funding in order to best advance their strategic and operational goals do not work in distributed or “opt-in” environments. As a result, standardizing work processes and optimizing resources is required to meet these targets, as well as those listed under metrics 15 and 16.