MiamiTHRIVE Initiatives

• Melissa Thomasson, Chair
• Seth Bauguess
• Craig Bennett
• Susan Brehm
• Lindsay Carpenter
• Marianne Cotugno
• Gwen Fears
• Nikki Ferrell
• Michele Frank
• Jill Gaby
• Julia Guichard
• Brian Henebry
• Michael Light
• Jennifer Rode
• Marnie Saunders
• Sherrill Sellers
• Chauncey Winbush
• John Woodard

This university-wide partnership office will deploy a management framework that will include partner categorization, tiering, and a customer relations database to establish a comprehensive understanding of how best to engage priority partners across divisions and departments.

The impact includes:

• Stronger student experiential learning programs in collaboration with high-tier partners, boosting long-term value for both Miami and its partners.
• Prioritizing key partners to enhance relationships with high-potential partners, increasing opportunities for grants, donations, and revenue streams.
• Improved coordination and transparency simplify partnership processes, reducing confusion and enhancing partner engagement.

Committee:

• Randi Thomas, Co-Chair
• Lee Weldon, Co-Chair
• Samy Broyles
• Michelle Chevalier
• Carolyn Craig
• Sharon Custer
• Nate Jorgensen
• Michael Kumler
• Patti Liberatore
• Ted Pickerill
• Christopher Smith
• Michelle Thomas
• Karen Zaino

By building on an already existing partnership with Butler Tech in the area of advanced manufacturing, the Miami University Polytechnic Campus will provide access to students across the region to pursue an applied education, rooted in the liberal arts, to prepare them to solve current and emerging challenges through the use of technology.

The impact includes:

• Addressing workforce gaps and promoting socioeconomic mobility in the Hamilton region with integrated programs and affordable housing.
• External funding through unique opportunities such as grants from the Middletown Community Foundation and the Butler Tech-Miami consortium.
• Revenue and cost savings from expanding into the Advanced Manufacturing Workforce and Innovation Hub to meet enrollment demand.
• Revenue from growing enrollment in applied programs and industry partnerships for upskilling and Microcredentials.

Committee:

• Mohammad Mayyas, Co-Chair
• Moira Casey, Co-Chair
• Pete Haverkos, Co-Chair
• Nazan Bautista
• Devin Birt
• Craig Burcheit, City of Hamilton
• Blake Faulkner
• Jon Graft
• Leah Henson
• Brenda Homan
• Nicole Hoyer
• Jeff Kuznekoff
• Andrew Mascari
• Mohammad Mayyas
• Kevin Messner
• Gina Rittinger, REDI Cincinnati
• Antonio Sanders
• Jeff Shaver
• Kumar Singh
• Liza Skryzhevska
• Joshua Smith, Butler County Finance Authority

A multi-tiered approach to expand the capacity and impact of undergraduate and graduate Nursing programs will include increasing enrollment in the Regionals campus Nursing program and the graduate Nursing programs; collaboration with Miami Online to expand the states in which the graduate program is offered; and expanding clinical capacity within the Nursing program, specifically for students on the Oxford campus.

The impact includes:

• Working to decrease Ohio’s nursing shortage.
• Strengthened partnerships in Columbus and Cleveland to boost brand recognition across Ohio.
• Collaborations with OhioHealth and University Hospital to drive engagement with Ohio’s urban centers.
• Increased student enrollment at the Hamilton and Oxford campuses which will lead to higher revenue.

Committee:

• Stephanie Nicely, Co-Chair
• Tricia Neu, Co-Chair
• Megan Jaskowiak
• Caitlyn Jeanmoguin
• Jennifer Rode
• Jill Russell
• Eric Secor
• Karen Warner
• Alexis Zelher

Develop centers for artificial technology (AI) and quantum computing, and coordinate their work with the existing Center for Analytics and Data Science (CADS), establishing Miami as a leader in cutting-edge, interdisciplinary education.

The impact includes:

• Positioning Miami University as a leader in innovative education that responds to the needs of cutting-edge industries.
• Providing world-class education options for developing fields, including full degrees, certificates, Microcredentials, and professional education.
• Expanding partnerships in new directions, such as urban bridges for healthcare, business, and entrepreneurship programs and advancement opportunities.
• Increasing external funding.

Committee:

• David Seidl, Co-Chair
• Liran Ma, Co-Chair
• Michael Bailey-Van Kuren
• Samir Bali
• John Burke
• Arthur Carvahlo
• Cara Dillon
• Marko Dumančić
• Bonnie Erwin
• John Femiani
• Tom Mays
• Heidi McKee
• John Millard
• Imran Mirza
• Rick Page
• Paul Urayama
• Randy Vollen

Identify additional target audiences not currently captured in marketing/communications strategy and areas of opportunity to expand the prospective student pool. Create engagement opportunities and marketing/communications to support this additional reach and these additional audiences. 

The impact includes:

• New revenue through expanded student recruitment, targeting untapped demographics and tuition opportunities.
• Broadened engagement beyond alumni, fostering loyalty among new stakeholders and community partners.
• Optimized resources across campuses to create niche marketing strategies that attract diverse, high-value prospective students.
• Enhanced community reputation, student experience, and Miami’s public image through strategic storytelling and inclusive outreach.

Committee:

• Lindey Holden, Co-Chair
• Ruth Orth, Co-Chair
• Alea Henle
• Kris Kumfer
• Justin McGlothlin
• Tracy Miller
• Marnie Saunders
• Allison Sommers

Tuition and fees for a four-year Miami degree will be covered for Ohio resident families if the family’s adjusted gross income is $75,000 or less. 

The impact includes:

• Opening a Miami degree to many Ohioans who might think a Miami degree is out of reach.
• Improved student outcomes, including higher graduation rates and better career prospects.
• Enhanced retention, reducing costs tied to student attrition.
• Economic impact through more graduates contributing to Ohio’s workforce.
• Increased enrollment, leading to higher revenue from auxiliary services and non-tuition costs.

Committee:

• Brandi Lee, Co-Chair
• Ashley Lomax, Co-Chair
• Brendan Danker
• Diana Irving
• Heidi Schemmel
• Alia Wegner
• Jessica Williamson

Expand online programs to better serve nontraditional students seeking flexible, high-quality educational pathways, building on the Regionals’ mission of access and affordability. This initiative will provide traditional and nontraditional students with greater access to flexible, high-quality education that fits their lives and work schedules, preparing them for in-demand careers while strengthening regional partnerships with employers.

The impact includes:

• Increased access to degree programs for working adults and underrepresented learners.
• Enhanced career opportunities for local students through workforce-aligned programs.
• Support for regional economic development by meeting employer needs with job-ready graduates.
• Greater community engagement with Miami as a hub for lifelong learning and upward mobility.

Committees:

• Blake Faulkner, Chair
• Valerie Carmichael
• Erica Crawford
• Mike Crowder
• Oliver Davis
• Marko Dumančić
• Bonnie Erwin
• Nikki Ferrell
• Cathy Heinz
• Kit Kirby
• Cathy Moore
• Bethany Perkins
• Cass Scott
• Liza Skryzhevska
• Rachel Valerio

Develop a centralized approach to serving transfer students to Miami University, which will:

• Streamline transfer credit evaluation.
• Expand credit awarding of prior learning experience and college credit toward degree completion programs that reduce cost and time to graduation.
• Expand articulation and partnerships.
• Reduce anti-transfer policies and practices.
• Increase best-fit student recruiting across modalities.

The impact includes:

• Programs for transfer students that tap into a growing market, boosting enrollment and net tuition revenue. 
• Streamlined credit transfers and efficient administrative functions to reduce student costs and operational duplication, increasing appeal to cost-conscious students while maximizing recruitment and marketing investments. 
• Expanded access through initiatives like the Transfer Center and Polytechnic Institute to strengthen Miami’s brand, build trust, and foster collaboration with regional colleges and industry leaders. 
• Focus on nontraditional and diverse student populations that enrich the campus environment, align with equity goals, and advances Miami’s mission of social and economic mobility.

Committee:

• Cathy Moore, Co-Chair
• Kathy Gutheil, Co-Chair
• Tracy Haynes
• Andrea Howard
• Tonia Hyllengren
• Brian Kirkmeyer
• Lea Minniti
• Zach Muller
• Ted Peters
• Jessica Sparks
• Jina Walker

A new focus on experiential learning, coupled with an Experiential Learning Certificate program, allows students to choose from one of four career readiness pathways.

The impact includes:

• Enhancing employment outcomes for our students, bringing additional employer recognition and alumni confidence in the value of a Miami degree.
• Driving graduate enrollment and related tuition revenue.
• Reducing discount rates, increasing funds for reinvestment.
• Faculty/staff professional development that will have the added benefit of invigorating classroom instruction, strengthening the university’s ties with industry partners, and reducing turnover rate thanks to added faculty/staff professional development options.

Committee:

• Artie Kuhn, Co-Chair
• Adam Beissel, Co-Chair
• Gwen Fears
• Joyce Fernandez
• Lindsey Holden
• Nate Jorgensen
• Chris Kelley
• Brandon Prew
• Tammy Schwartz
• Kim Vance
• Chanelle White
• Cheryl Young

Reimagining Miami’s residence hall quads into neighborhoods and creating incentives will help faculty and staff partners increase engagement and community within the halls.

The impact includes:

• Increasing students’ sense of belonging and community within the residence halls and connecting their classroom and outside experiences.
• Ensuring that students find their “place” at Miami early in their academic career, thereby increasing retention and graduation rates.

Committee:

• BaShaun Smith, Co-Chair
• Brian Woodruff, Co-Chair
• Rob Abowitz
• Sarah Meaney

Upgrading engagement and communications technology platforms will help students find, engage in, and reflect on their co-curricular “hallmark experiences” and enhance their experiential learning.

The impact includes:

• Improved, personalized communication with students.
• Increased student engagement, thanks to enhanced awareness and understanding of the co-curricular and extra-curricular opportunities available to them.
• Strengthened alumni connections.
• Graduates armed with fuller resumes, enhanced leadership skills, and more work experience. Students and employers will better see the value of a Miami education.
• Consistent, well-coordinated student experiences thanks to collaboration across Miami divisions and departments.

Committee:

• Jayne Brownell, Co-Chair
• Jen O'Brien, Co-Chair
• Adam Beissel
• Laura Birkenhauer
• Drew Davis
• Ellen Garner
• Jonathan James
• Artie Kuhn
• Ryan Kwapniowski
• April Robles
• Jenni Szolwinski
• Liz Walsh-Treviño

Establish a scaled physical presence in Columbus and Cleveland where students across a range of majors can participate in real-world experiences, engage in hands-on experiential learning, and gain exposure to certain careers or sectors. Additionally, it will serve as a hub to connect with alumni in the city and partners.

The impact includes:

• Enhanced career prospects for students, along with faculty access to real-world experience, improved outcomes and brand recognition.
• Stronger ties in urban areas leading to increased donations, mentorships, and support for experiential programs.
• Direct financial contributions, grants, and sponsorships that align with targeted programs, boosting funding.
• Increased student demand: More in-state, out-of-state, and international applicants drive higher net tuition revenue by reducing reliance on merit aid.

Committee:

• Karla Guinigundo, Co-Chair
• Colleen Bush, Co-Chair
• Sara Arter
• Valarie Jacobsen
• Alecia Lipton
• Carrie Powell
• Evelyn Rucker
• Jamie Schisler
• Brian Schultz
• Aaron Shrimplin
• Anne Williamson

To best support the student experience and Oxford economic development, a proposed new events district would include a new multipurpose arena with more facilities than currently exist at Millett Hall, including two basketball practice courts and a volleyball arena. It is also expected to include additional revenue generation opportunities that Millett Hall cannot accommodate.

The impact includes:

• An enhanced student experience.
• Economic opportunities for the Oxford community.
• Enrollment growth.
• New opportunities for partnerships.

Committee:

• David Sayler, Chair
• Ben Nicholson
• Brad Okel
• Elise Radina
• J Ravancho
• Brody Ruihley
• Mike Smith
• Bob Umholtz
• Scott Walter

Re-imagine the Miami Plan to make it sustainable, nimble and relevant, while acting from Miami’s distinctive mission and values.

The impact includes ensuring that Miami students: 

• Confidently and easily navigate the Miami Plan with clear goals and flexible pathways that support their academic success.
• Graduate with a distinctive, comprehensive education that equips them with knowledge and skills that stand out to employers and communities.
• Complete courses that spark curiosity and expand expertise, elevating their degree program(s)
• Enter the workforce prepared for both their first job as well as long-term career success

Committee:

• Marko Dumančić, Co-Chair
• Liz Wardle, Co-Chair
• Annie Farrell
• Nathan French
• Elizabeth Hoover
• Rachael Morgan-Kiss
• Sam Morris
• Jessica Sparks
• Whitney Womack-Smith

Fund a student-staffed multimedia newsroom/news bureau housed in, and working alongside, UCM to provide professional experience and bylines to students, while also having the student experience accurately reflected in marketing materials.

• Various studies have found that Gen Z and Alpha value authenticity, and student produced news can support that.
• Students would be assigned to beats and cross trained in producing written, video, and social content for public relations/news.

The impact includes:

• Providing students paid, real-world experience and improving retention and job placement success.
• Reduced advertising costs as earned media grows, enhancing Miami's reputation without extra spending.
• Goodwill and the creation of a talent pipeline for Miami's departments, strengthening long-term benefits.

Committee:

• Seth Bauguess, Co-Chair
• Josh Chapin, Co-Chair
• Jason Barone
• Carrie Chambers
• Nate Floyd
• Gerod Harder
• Jen O’Brien
• Andrew Peck
• Rosemary Pennington
• Jon Simon
• Sabrina Stanifer

Use audience segmentation to improve the user journey on the website and in their experience with Miami to build stronger relationships across Miami's many audiences.

The impact includes:

• Improved website navigation and messaging for all of Miami's audiences, driving more applications and enrollment, enhancing net tuition revenue by increasing yield rates, reducing discounts, and boosting selectivity.
• Enhanced brand recognition that fosters alumni affinity, increasing website visits and donations through targeted engagement.
• Focused marketing for prospective students that optimizes resource allocation, reducing waste and improving ROI.
• Tailored messaging to enhance the user experience, increasing applications, yield, and prestige while attracting partnerships and strategic opportunities.

Committee:

• Jessica Rea, Co-Chair
• Zac Vineyard, Co-Chair
• Beau Broering
• Dennis Cheatham
• Jon Cherry
• Katelyn DeGregorio
• Ellen Garner
• Michaela Highmiller
• Randy Hollowell
• Chiaping Lin
• Katie Rottner
• Courtney Russell
• Jon Simon
• Danielle Snyder
• Dasha Wood

Refine our Brand Positioning Statement and develop and execute a comprehensive, segmented marketing and communication plan to effectively convey Miami University's unique value proposition to prospective students, their families, and other key stakeholders. 

• Detail on Brand Positioning Attributes 
  • Exploratory flexibility and personal growth. 
  • Accelerated achievement and unique opportunities. 
  • Vibrant campus life and strong traditions.

The impact includes:

• Tailored messaging to untapped audiences that will boost applications, improve enrollment rates, and reduce discount rates, driving higher net tuition revenue.
• Focus on ROI and career success to enhance Miami's appeal, attracting high-quality applicants.
• Differentiated brand positioning that strengthens market perception and fosters alumni loyalty, increasing engagement and support.
• Improved awareness and affinity leading to a vibrant community, reinforcing Miami's traditions and long-term alumni connections.

Committee:

• Jessica Rivinius, Co-Chair
• Bethany Perkins, Co-Chair
• Carrie Chambers
• Katelyn DeGregorio
• Gwen Fears
• Cathy Heinz
• Alecia Lipton
• Gillian Oakenfull
• Elizabeth Parsons
• John Rizzo
• Adam Rottinghaus
• Katie Rottner
• Jon Simon
• Julia Ward

Establish deeper and more comprehensive relationships with young alumni who graduated from Miami within the last 10 years, intentionally creating more opportunities for contributions/giving and student engagement while offering opportunities for lifelong education and promoting connectedness between alumni. 

The impact includes:

• Enhanced alumni involvement, which boosts student success via mentorship, experiential learning, and career connections while shaping faculty research and academic programs.
• A loyal donor base of engaged, young alumni, increasing financial contributions, and recurring lifetime donations.
• Alumni in professional networks who can drive financial growth through corporate sponsorships, research grants, and partnerships.
• Lifelong learning programs with tuition revenue targeting alumni while appealing to the broader community.

Committee:

• Kim Tavares, Co-Chair
• Scott Walter, Co-Chair
• Tom Farnbacher
• Jeremy Jones
• Yvette Kelly-Fields
• Casey Kucera
• Carla Myers
• Courtney Russell
• JJ Slager

Miami University has conducted an extensive review of the university’s human resources structure and started consolidating services and operations previously housed within multiple university divisions.

The impact includes:

• The hiring of Miami’s inaugural chief human resources officer, who will hold executive responsibility for the design, development, implementation, evaluation, and continuous improvement of comprehensive Human Resources programs for the university.
• Improved talent acquisition and retention.
• Cost savings.

Miami University has completed a comprehensive review of the efficiency of the university.

The impact includes:

• $13-$20 million annually in savings or new income over the coming years.
• Improved financial sustainability for Miami University’s future.