Boldly Creative

Miami University's past strategic plan, MiamiRISE, called for the University to innovate and thrive in a rapidly changing environment, invest in proactive solutions, and invigorate our process and culture to clear pathways for creative solutions.

In keeping with these objectives, the Boldly Creative: Strategic Academic Enrichment Initiative was a competitive process (2019-2021) to generate and fund promising academic programs, pioneering and cross-disciplinary projects, and other cutting-edge learning initiatives that meet the following criteria:

• Advance knowledge in the professional fields considered most in demand throughout Ohio, the region, and the nation.
• Prepare students with the versatile skills and mindset to meet the needs of a demanding and dynamic workforce, with an emphasis on 21st-century liberal education outcomes for success.
• Advance Miami’s reputation for excellence and innovation in broad, trans- and inter-disciplinary areas of research and pedagogy.
• Develop/enhance partnerships from the government, non-profit, corporate, higher education, and/or health care sectors to enhance programming and learning outcomes.
• Promote one or more objectives and recommendations of the strategic plan.
• Demonstrate a long-term sustainability plan that generates net new revenue by increasing enrollment beyond the residential capacity of the Oxford campus or from external sources. This may include programming that offers professional credentials, develops increased e-learning offerings that will attract students beyond Oxford’s residential population, and/or supports growth on Regional Campuses.

Proposals underwent a multi-level review process that included an initial review based on their anticipated financial performance followed by an evaluation by academic deans who made recommendations to the President and Provost. Deans also often sought input from other stakeholders that had expertise in the proposed project.

Proposers with funded projects are required to submit annual progress reports, which were reviewed carefully by academic deans. Continued funding depended upon successfully achieving clearly articulated annual goals.

Funding continued for projects that were meeting outcomes through 2025.