In 2013, under the new leadership of President Santa Ono, the University
of Cincinnati undertook an extensive yearlong process of creating a
strategic research plan conducted by the Office of Research through the
direction of Vice President Ball. This process was designed along three
primary pathways: Pathway A – Research in Health, the Sciences and
Engineering (Traditionally Sponsored Research Efforts); Pathway B –
Research/Scholarship in the Arts, Humanities, and Social Sciences; and Pathway C – Industry Partnerships, Commercialization,
Workforce Development, and the role of the University in Community
Science, Technology, Engineering, Math and Medicine (STEMM)
Formally called "Pathway A"
Dr. Ball recognized that the UC Board for Sponsored Research could serve as the members of Pathway A. Dr. Ball worked with the Board to produce an initial draft of a White Paper on Research in Science, Technology, Engineering, Math and Medicine (STEMM). In 2014, the Board was renamed the STEMM Research Advisory Board.
Arts, Humanities and Social Science (AHSS)
Formally known as "Pathway B"
The mission of the Arts, Humanities, and Social Sciences (AHSS) Research Advisory Board is to support AHSS faculty whose research and creative works have the potential to make valuable contributions to the global dialogue and add to the foundation upon which individuals learn, engage, create, transform, and lead.
UC has been proactive in creating its Economic Engagement Agenda and in launching new initiatives to move the University forward as a fully engaged University in the regional ecosystem. Our growth in this area has been a clearly progressive one, but the University’s total potential has yet to be realized. To identify and plan for future growth in this area, the University formed the committee for Pathway C. The committee, lead by Dr. Dorothy Air, Associate Vice President, Technology Accelerator for Commercialization, and Dr. Nick Nikolaides of Procter & Gamble, comprised both internal and external stakeholders to create a set of recommendations and implementation plan. The committee, in doing so, was strategically focused to further enable and scale what was already started and to maximize the full range of university potential within the regional ecosystem.
Our three missions are not in competition with each other, but rather the strength of our University as a whole is predicated on our ability to integrate and leveraging all of our missions into a single vision.