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Research and Creative Expression

Strategic Plan

Pillar 3 - Research and Creative Expression

The Office of Research undertook an inclusive process to develop the Time and Change strategic plan for Pillar 3 - Research and Creative Expression. Faculty provided significant feedback throughout the process, by leading and engaging in key workgroups, participating in surveys, and sharing important and timely information with colleagues. This planning stage culminated with the Board of Trustees endorsement of the plan at its November 2019 board meeting.

impact

Research and Creative Expression Plan in Action

New Center of Microbiome Science is in the works at Ohio State

Harmful and beneficial microbes “impact everything”

Corn stalks growing out of the ground.

grow

Research and Creative Expression Plan in Action

Innovation District to spearhead economic growth, research and expanded talent

Strategic partnership with JobsOhio to jumpstart private and public partnerships and increase STEM talent pipeline

External view of building with large glass windows.

future

Research and Creative Expression Plan in Action

Dance like the future is watching

Put on a virtual reality headset and immerse yourself in a fictional world a million miles from Earth

A girl wearing a virtual reality headset and pointing into the air.

Fiscal Year 21-22 Areas of Focus and Priorities

The Office of Research has identified four areas of focus for FY 21-22.  Each area of focus includes priorities mapped to the Research and Creative Expression Strategic Plan. 

The mapping of priorities to the strategic plan tactic is identified in [brackets].

Setting the Bar and Defining the Path Forward


Office of Research Leads: Peter Mohler, Jay Johnson, Jacqueline Hills, Amy Spellacy
  • Engage the Faculty Advisory Committee and create venues for soliciting broad faculty input in evaluating existing research and creative expression priorities and in forming a data driven path forward. [1.1.b]
  • Focus Office of Research recruitment and retention of top-tier faculty by using a data-driven approach to identify priority research areas, supporting the President’s RAISE initiative, providing added recognition of the Arts and Humanities, and evaluating the return on investment and effectiveness of recruitment approaches. [1.2.a; 1.2.b; 1.2.e; 1.2.i]
  • Create a data driven methodology to identify or reconfirm the areas of opportunity for high impact interdisciplinary research and creative expression and fostering external partnerships.  [3.2.a; 3.2.c]
  • Create a centralized database with key metrics describing the current state of high impact interdisciplinary research and creative expression work at the university. [3.1.c]
  • Utilize a platform for evaluating the return on investment of existing interdisciplinary research and creative expression and outline a path forward for existing or new research and external partnership opportunities. [3.2.d]

Aligning Fiscal Stewardship for Growth and Sustainability


Office of Research Leads: Peter Mohler, Brad Harris, Michael DeWees

Evaluate existing financial sustainability model and identify, pursue and secure new funding sources for research and creative expression. [4.5.a]

Driving Talent and Infrastructure


Office of Research Leads: Jan Weisenberger, Randy Moses, Amy Spellacy
  • Establish a university-wide long-term strategy for research and creative expression staff support to facilitate growth, increase efficiency, and reduce administrative burden. [4.3; 4.4.a; 4.4.c]
  • Incentivize efforts to increase diversity and inclusion in research and creative expression and ensure that women and underrepresented groups are provided support at each part of the career cycle. Increase representation of women and underrepresented minorities in research leadership and administration positions across the university. [1.2.h; 1.2.i; 1.3.f]
  • Establish a university-wide long-term strategy for research and creative expression lab, studio and core space and a metrics-based governance and evaluation model to support research growth, learners and resource stewardship. [4.2.a; 4.2.b; 4.2.c]

Supporting a Culture of Appreciation


Office of Research Leads: Jacqueline Hills, Dawn Larzelere
  • Implement an external communication plan to strategically increase engagement and accelerate areas of high impact. [5.6.b]
  • Broaden opportunities for students, faculty and staff to engage in collaborative research and innovation with industry and community partners. [5.6.b]
  • Create a culture of appreciation and acknowledgment of those who support the research and creative expression mission, internally and externally. Implement an internal communication plan to foster a culture of appreciation in the research and creative expression. [5.6.b]