VISION AND CASE FOR INVESTMENT
University of Cincinnati College of Law
OUR OPPORTUNITY
The University of Cincinnati College of Law is the fourth-oldest continuously operating law school in the United States, behind only Harvard University, Yale University and the University of Virginia. From its first dean, Timothy Walker, a towering legal intellectual whose legacy and influence over American law continues to this day, to dean—and then president and U.S. Supreme Court justice—William Howard Taft, and all the way through to this day, we have educated students and inspired leaders to pursue justice and advance the role of law in society.
We do this through affordable tuition and generous scholarships that provide access to law school to those otherwise unable to afford it; a small class size that facilitates a personalized and comprehensive educational experience, combining doctrine, practice, and extensive professionalism and leadership training; and the resources of a major research university to ensure that our pedagogy and our scholarship remains at the cutting edge.
We are, in sum, an elite public law school deeply proud of its past, and steadfastly looking to its future. And, at this particular moment, we are at an inflection point. The law school’s rising reputation, state-of-the-art building, and new and stable leadership are converging with the great momentum of the University of Cincinnati and the Greater Cincinnati region.
We believe that this gives us the potential to bring us to much greater, and indeed unprecedented, heights over the next five years. It is our ambition to seize upon this momentum to launch a future of unlimited potential.
OUR GOALS
From the time that Dean Haider Ala Hamoudi began his service in August 2023, our college leadership has worked closely with faculty and staff, as well as listening to supporters and stakeholders in the region and across the nation to reimagine the future of the law school.
From these conversations, we have developed five strategic priorities to guide the law school’s trajectory over the next half decade. We intend to focus on these priorities, and leverage the advances we make in them, to rise steadily in reputation and to make our mark as a leading urban public law school in our region and the nation.
Student Success
Our first priority is to focus on the success of our students. We want to provide greater access to education through generous scholarships, and to ensure that our students have that essential mix of skills and practices they need to succeed as deeply ethical attorneys of the highest caliber. This includes traditional education, experiential opportunities and building out a core set of skills long absent in law schools, including professionalism, wellness and leadership.
These are particularly salient in the post-COVID era, where many students across the nation lack the core engagement and communication skills they need to be effective leaders and professionals. We call this the “next” curriculum, and it requires considerable investment to be successful.
Experiential Education
Second, we want to invest in a historic area of strength for us—experiential education. Over 95% of our graduates enroll in a credit-bearing externship or a clinic prior to graduation, a figure that is considerably higher than almost every other law school in the country.
We want to enrich these opportunities and programs even as we integrate them seamlessly into our other educational experiences. In doing so, it is essential to place them under the leadership of a new associate dean position, able to guide students to the blend of practical experience, doctrinal training and professionalism and leadership programming that fits them best individually and ensures harmony and consistency across our programs.
Centers of Excellence
Third, we have storied centers of excellence, sufficiently diverse to allow students to pursue a path that suits them best, and sufficiently discrete to allow investment in excellence without diluting our educational experience by pursuing too many inconsistent goals.
We seek to increase our investment in and across those centers. This includes the Corporate Law Center, so that it remains a true differentiator for us among our peers. This involves not only reimagining programming from the ground up, but also transformative opportunities to remake these enterprises through endowed chairs held by renowned scholars and public intellectuals.
International and Comparative Law
Fourth, our city and our university have a global outlook, given the number of international corporations based in Cincinnati, and UC’s commitment to offering a variety of international opportunities to students from the United States and abroad.
Through our Cincinnati Center for the Global Practice of Law, we seek to build upon our international programming. We will do this by educating a broader array of lawyers and scholars from abroad in the basics of American law to expanding study abroad and other opportunities for American students to learn more about law across the globe.
The Future of Legal Education
Fifth, and finally, as we scan the horizon to consider the future of legal education, and live the university’s strategic direction of Next Lives Here, it has become apparent that the law schools that are proving successful are those that seek to expand their educational offerings beyond the traditional JD.
There are countless numbers of working professionals in law-adjacent fields who benefit from a more narrowly tailored legal educational experience. Through our MLS degree program, which has grown by 50% year on year since its inception, and through other offerings we are developing, we seek to seize the opportunities in this space, and to offer these professionals an online educational opportunity of the highest quality, thereby expanding our profile to new audiences historically unfamiliar with law school.
With this vision and these goals in mind, and with the commitment and support of visionary legal, business, alumni and university leaders, the UC College of Law will take the next step in its educational journey and rise to new heights. We hope you will join us in the effort. We can only succeed together.
SCHOLARSHIPS
At the UC College of Law, the success of our law school and law students are top priorities. We will never be satisfied with anything less than being consistently among the best in our state in our bar passage rate and in our employment rate in JD-required or preferred jobs.
We also seek to distinguish ourselves in reputation and rank, in particular as the ranking indices have in recent years begun to emphasize student outcomes to a greater extent.
We believe that the way to achieve this, and to ensure that our students are successful more broadly than by the measure of these indicia alone, requires a comprehensive and holistic approach to student success.
It begins with student scholarships. To remain competitive, we must continue our efforts to make our law school more attractive and affordable.
Benchmark Data
The UC Office of Research recently conducted a competitive analysis of the 2022-2023 U.S. News & World Report rankings for benchmark institutions. It found that our college awarded less scholarship funding than all but two of those institutions that we regard as our peer and aspirational schools, a group that includes The Ohio State University Mortiz College of Law, the Indiana University Maurer School of Law, the University of Kentucky Rosenberg College of Law, the University of Illinois School of Law and the University of Louisville Brandeis School of Law.
We fare similarly in Ohio, where we rank sixth in the total amount of scholarship money awarded per student, ahead of only Cleveland State, Toledo and Akron. Our scholarship awards are less than those law schools in Ohio we regard as our peers, as the following bullet points demonstrate:
• UC Law’s 25th percentile scholarship grant about is $11,000; Ohio State University is $13,000 and Case Western University is $31,000.
• UC Law’s 50th percentile scholarship grant is $17,500; Ohio State University is $20,000 and Case Western University is $40,000.
• UC Law’s 75th percentile scholarship grant is $21,500; Ohio State University is $33,000 and Case Western University is $45,000.
Most notable is the difference between our scholarship award and that of our peers grows with the percentile grant. That is, the difference in the 25-percentile grant between us and Ohio State is only $2,000, whereas the difference in the 75-percentile grant is nearly $12,000. We offer $23,000 less than Case Western for the 75-percentile grant.
Admittedly, both Ohio State and Case Western have higher tuition rates. They also have greater resources to invest in the students they most desire to have join them, through very generous scholarship grants at the top of the spectrum. These grants result in effectively a full tuition scholarship for the top quartile of their respective classes.
Funding more scholarships is critical for the law school’s future. Growing scholarships will help the college attract more students and offer the competitive advantage the law school needs. In addition, increased scholarships will position the UC College of Law as a national leader and will make a difference in our U.S. News & World Report ranking.
Access Scholarships
We seek to grow two types of scholarships—access scholarships and merit scholarships.
Access scholarships will help the College of Law attract and develop students with the combination of grit, talent and curiosity they need to succeed, independent of financial need. Enhanced financial aid will also strengthen our pipelines from those undergraduate programs that we know develop great students, including many students from less privileged backgrounds, for whom there is often great competition among our peers.
This includes first-generation college students, students who have encountered or overcome substantial educational or economic obstacles, and students with demonstrated financial need.
Alongside access scholarships is a need to invest in the staffing and resources necessary to expand our recruitment of these student populations with pipeline and partnership programs. Programs of this sort will enable us to build connection with targeted, specified schools. This will in turn facilitate our capacity to enroll a greater number of firstgeneration college students, students with demonstrated financial need, students who have encountered or overcome substantial educational or economic obstacles, and others who have that combination of tenacity and talent that will vault them to the top of the legal profession if given the opportunity to study at the UC College of Law.
Merit Scholarships: Taft Scholars
Merit scholarships serve to attract and retain top academic performers and future leaders of our law school and ultimately the communities they serve.
The cornerstone of our current merit scholarship program is the Taft Scholarship, a three-year full tuition scholarship along with a designation of Taft Scholar, given to about 12-13 incoming students annually. The program has proved markedly successful. While we compete fiercely for students with peers and aspirational schools, we rarely lose Taft Scholars once they have committed to us.
We believe it is important to find ways to invest greater resources in the program, to distinguish it from equivalent programs among our peers, and to broaden it, so that we have a greater number of such scholars. When the UC College of Law is known as a place that attracts students of the highest caliber, it will inure to the benefit of all students. Our aim is to have a total of 25 incoming Taft Scholars annually, which would double the current size of the program.
In addition to increasing the size of the Taft Scholars program, we also hope that it will serve as a model for the integrative approach to legal education to which we aspire. Currently, Taft Scholars receive little by way of programming and attention. We believe it is important to make the Taft program a true differentiator for us.
Specifically, in addition to their course work, we wish to provide Taft Scholars access to select, enhanced externship experiences, with the expectation that every Taft Scholar completes either such an externship or a clinic prior to graduation.
Finally, we hope to develop a special program of leadership and professionalism training designed specifically for the Taft Scholars, given our expectation that they will be future leaders of the legal profession. This would potentially involve interdisciplinary opportunities with close partners of the College of Law at the University of Cincinnati, including the Warren Bennis Leadership Institute at Lindner College of Business and the Portman Center for Policy Solutions. It will also require greater than full tuition scholarships, if the program is to be as successful as we hope.
STUDENT SUCCESS
Once we attract the students in whom we are most interested, we need to develop them. This process begins even before orientation. Many incoming students with unlocked potential, including first-generation college students, risk marginalization and alienation.
Orientation
We have created, and are looking to expand, a pre-orientation program for first-generation college students, students who have encountered or overcome substantial educational or economic obstacles, students with demonstrated financial need, or others who might be particularly at risk of marginalization and alienation.
A pre-orientation program will enable these students to acclimate to the law school experience. That program does not end at orientation but continues throughout the law school journey, with various touchpoints to ensure that students are succeeding in their educational journey. We have also added an assistant dean position specifically tasked with fostering a sense of belonging among all students, particularly those at risk of alienation. We need to invest even greater resources to ensure that the programs we have developed will be successful. From orientation through to graduation, we are looking to build skills that have been less the focus of law school traditionally, including wellness, professionalism, civility, leadership and communicating across difference.
Reimagining the Curriculum and Academic Advising
Our faculty has led an effort to revamp our curriculum from the ground up. One important aspect of this has been advanced discussions on the establishment of a first-year class that introduces students to the foundational skills they need to succeed. We have also begun to focus on academic counseling and investment in students who struggle more than others, in a manner calculated to avoid stigma and to offer students the help they need.
Our efforts have begun to pay off. We are now consistently finding that our bar passage and employment rates are at or above 85%. Given our ambition to have numbers that exceed 90% in both bar and employment, and be the best in the state, we have work yet to do. Specifically, we need to advance our curriculum even further, and realize the “next” curriculum, through investments in faculty who will teach legal writing and other foundational skills. We also need to develop a much more robust academic advising system, to guide students on their journey into the legal profession, so that they are making the most of their law school experience.
Wellness and Belonging
The need for wellness and mental health support among students is well-documented. Indeed, many speak of a mental health crisis on college campuses. This is to say nothing of the high levels of substance abuse that continue to plague the legal profession. One significant reason for this has been the aftereffects of the COVID epidemic, which has resulted in a critical mass of our students lacking a core set of skills they need to be successful, which include social and emotional skills as well as resilience. The fact that some of our most successful students played sports at an undergraduate level, where some of these skills are most intensively tested and developed, helps show their value in law school.
We have made investments in wellness and belonging as a result, which include a focus on the many dimensions of wellness, programming that emphasizes healthy activities and an onsite mental health counselor. We wish to place ourselves at the forefront of this critical issue for higher education institutions. This will involve programming within, alongside and beyond the curriculum, as well as deeper staff and faculty support, to ensure that we are able to overcome educational and social deficits that have developed over the years.
Integrating our Student Success Efforts
Perhaps most importantly, we must combine our post-matriculation efforts in the area of academic success into an integrative whole, with the resources necessary to ensure that our students are well-positioned to succeed on the bar, in seeking employment, and, ultimately, in the legal profession. Investments that will help us succeed include the following:
• Additional academic success support: Currently, our entire academic success program is managed by an assistant dean and a director. While this has led to very positive bar results, we believe that hiring another academic success support position would ensure that our work with struggling students is more systematic, sustained and consistent across their entire law school journey. This would prove particularly beneficial as students near graduation, when the need for bar preparation is most acute and our academic success director is spending the bulk of their time on first-year students.
• Summer bar support: There is a strong correlation between students who struggle financially and those who struggle academically. While scholarships can certainly help with the financial struggles, they do not remove them. In particular, the costs associated with the bar (both registration as well as payment for bar review courses) can prove daunting for many of our students.
In addition, upon graduation, students are without recourse to federally guaranteed loans and in need of supporting themselves, at precisely the moment when it is most important for them not to work, and instead to focus on the bar. These financial stressors create anxieties and the need for mental health support.
We can state this even more directly—with sufficient resources to care for and invest in our students during the summer before the bar, we feel quite confident that our bar passage rates would be consistently among the top in the state. Many of our graduates who are currently unsuccessful are suffering from anxiety, are required to work to pay for the bar, or have other issues related to their wellness or financial stability. There is little doubt these graduates would stand a much greater chance of success with mental health support as well as access to emergency loans or grants to support them.
The investments are deep and varied to achieve this. We are already making them, and believe that with additional resources, we can stand apart from our peers and compete with the best public law schools in the nation in the quality of education we provide.
EXPERIENTIAL LEARNING
UC is the birthplace of co-operative education, and, as part of the university, our college is deeply dedicated to the idea of learning in the field.
We believe that the education of law students must go beyond traditional, doctrinal learning through case analysis and discussion, to live, client-based field work that develops complementary sets of skills that lawyers need to succeed. While many law schools preach this value, we practice it. Over 95% of our students engage in the practice of law through a credit-bearing externship or a clinic prior to their graduation.
Holistic and Central Approach
With high student interest in experiential learning and many opportunities to take advantage of, it is now time to leverage these strengths and take our institution to the next level. We need a holistic approach to experiential education that works in parallel with, and indeed integrates into, our holistic approach to student success.
Enacting this approach will require a central office for experiential education, to ensure that experiential learning complements our doctrinal programming in a comprehensive “next” curriculum. Within this office, we will guide students to various experiential opportunities based on their interests, their class year and their current classwork.
Support and Expand Field Placement Opportunities
Within experiential learning, we will facilitate opportunities for students in the summer after their first year, to train in the field through fellowships without having to incur more student debt. We currently support a limited number of students who work over the summer in unpaid public interest positions with a very modest stipend of $4,000. We would like to increase our fellowship amount, and, perhaps more importantly, double the number of students we are able to support.
More broadly, we need to offer robust support for our externship program, which involves work for credit during the academic year. To date, we have staffed our entire externship program with one staff member. There should be more robust faculty and staff resources to ensure the quality of the program, as well as its integration into the “next” curriculum.
Create a Housing Clinic
Finally, we take pride in our clinics and note they are always in demand. We believe one important gap in our current offerings lies in the area of housing. Not only are many of our students interested in the subject, either as future public interest lawyers passionate about fair housing or as future real estate attorneys who seek real-world experience in the field, but there is also strong community demand for more support for those who find themselves in housing court without an attorney. A clinic would address both needs at once.
Taken together, an investment of this sort will place us at the very cutting edge of legal education in our commitment to experiential learning.
CENTERS OF EXCELLENCE
We sit in an enviable position with respect to our centers of excellence, in that they provide a rich variety of experiences to our students.
For those interested in social, gender and racial justice, there is the Nathaniel R. Jones Center for Race, Gender, and Social Justice. For those for whom criminal law holds the greatest interest, there is the Ohio Innocence Project.
The Urban Morgan Institute is a premier international human rights institute that provides students interested in the subject a rich opportunity to pursue their passion. The Cincinnati Center for the Global Practice of Law offers opportunities for students in international and comparative law outside of the human rights realm. And, for those most interested in corporate and business law, there is the Corporate Law Center.
Corporate Law Center
To maintain this rich diversity of opportunity and excellence in programming, we need to ensure that all of our centers and institutes remain vibrant. Of particular relevance in this moment is the Corporate Law Center, because of its historic pedigree, because of its more pressing needs in light of student demand, and because of the immense potential we have to make our mark in the field of corporate and business law, in a manner that sets us apart from our peers.
We have recently hired our first full-time director for the Corporate Law Center. They will be leading the effort to revitalize the center, through building content on the practice of corporate law through a weekly podcast, broadening the opportunities available to students, reinstituting its spring symposium so that it returns to being one of the largest and wellknown corporate symposia in the country, and engaging with our regional business and corporate community to achieve all of this.
International Peace and Security Initiative
We have recently hired another full-time person to lead an International Peace and Security Initiative, which will likewise offer students experiential opportunities in peace and security, and effectively serve as the practice arm of the Urban Morgan Institute. They will engage with relevant sectors within our legal community with whom we have already developed strong ties over the course of decades.
Nathaniel R. Jones Center for Race, Gender, and Social Justice
The Jones Center has enjoyed stable leadership and a consistent vision over the past several years, growing through expansive workshops and programming, and, even more prominently, through the creation of new experiential opportunities. These include an Amicus Brief Project, where students will participate in writing amici briefs for the Jones Center on pertinent regional cases, and a project focused on restorative justice. We hope to consider other possibilities as well with expanded resources.
Public Scholars and Endowed Chairs
Alongside our visionary leaders, a truly transformative vision requires the involvement and active participation of highly visible scholars and public intellectuals, in fields related to the centers, such as tax law, corporate law, international law, social, gender and racial justice, and combinations thereof.
With full-time directors managing the centers, and public intellectuals of national renown affiliated with them, all the while leveraging the opportunities and synergies of a major research university, the college has a remarkable opportunity to make its mark.
We note in particular in this regard the high value of an endowed chair in either corporate or tax law. An international tax scholar would advance the missions of two centers of excellence in the Cincinnati Center for the Global Practice of Law as well as the Corporate Law Center.
INTERNATIONAL AND COMPARATIVE LAW
We recognize that the practice of law is fundamentally global and becoming more so with each passing year. We cannot isolate ourselves from legal developments in other societies, nor can we turn a blind eye to international law, public and private, as it continues to evolve. We must embrace and lean into our changing and ever-globalizing world, to remain on the leading edge, and in a place where “next” continues to live.
We are remarkably well-positioned in this regard. The Greater Cincinnati region is home to several multinational corporations and law firms working in international business. UC has seen remarkable growth in its international reputation and commitment to global education, with nearly one-tenth of its over 50,000 student body being international students.
In this environment, and through our national legal alumni network, the College of Law has seen accelerated growth in demand for and interest in international and comparative law, international business transactional law, human rights law and experiential learning opportunities for our JD and LLM students.
This builds upon a long history of global human rights law and experiential student fellowships through the renowned Urban Morgan Institute for Human Rights at the College of Law and the publication of a highly regarded peer review journal, the Human Rights Quarterly.
Expanding LLM Opportunities
The hallmark of our international program is the one-year Master of Laws (LLM) degree we offer to international lawyers who seek exposure to a U.S. legal education. We have partnership agreements with several prominent international universities in Latin America and Europe, from which we draw LLM students, and we are seeking to finalize several others.
In the coming years, we hope to create a doctoral degree program, in which select LLM students will enroll to obtain their terminal degree and ultimately pursue a scholarly career in a foreign university. This will create the opportunity for even more partnerships, as our graduates come to serve in faculty and ultimately administrative positions across the globe.
International Experiential Learning
We also hope to bolster our other popular experiential opportunities in the international space, including participation in the Vis Arbitration Moot, held in alternating locations of Vienna and Hong Kong each spring, our spring break study abroad program at one of our partner institutions, and other experiential opportunities that involve work abroad, which have just begun to develop.
Currently, for students to take advantage of these opportunities, they must often pay for them out of pocket. This creates limitations on their utility for students, and further raises equity concerns respecting who can participate. Significant investment is necessary to ensure that we can continue, and indeed expand, these deeply valuable programmatic opportunities, and offer them to the students who can best benefit from them, rather than those able to pay the substantial costs associated with them.
THE FUTURE OF LEGAL EDUCATION: BEYOND THE JD
Future-focused law schools like ours believe that we have enormous potential to expand our reach well beyond the JD program that has traditionally dominated legal education in the United States.
The role of law in our society has expanded steadily as our society has become more complex, and there are vast fields that are law-adjacent—where working professionals realize the benefits that can come from a more limited form of legal education than the JD provides.
Success in Growth
The UC College of Law has seized upon this space, establishing a master’s in legal studies (MLS) degree, which has grown over 50% year on year since its inception in the fall of 2022. We have begun to add opportunities, including four concentrations and four standalone certificates, in the respective areas of business compliance, information technology and cyber law, sports law and health care administration regulation.
These are fields in which we have seen much interest among prospective students, and where market research shows there is broader national interest. With the courses taught asynchronously and online, we are able to tap into a new national audience and serve as a market leader in this exciting space.
Institute for Online Programs
Tuition costs are generally sufficient to cover instruction. Our capacities to grow depend on the ability to establish an institute that would take charge of our online educational program, leverage the resources available at the university through UC Online, and market and develop it to meet the evolving needs of students in a dynamic and increasingly competitive space. An investment in this area would surely contribute to the ultimate benefit of the college and allow us to serve as successful pioneers.
President, University of Cincinnati
INVESTMENT: GROWTH AND EXCELLENCE ALIGNED
The UC College of Law is on a path of continuous improvement, with a goal to become the top public law school in the region, and highly competitive in the national legal community.
Through our strategic priorities, which can serve as a true differentiator for us, we are seeking opportunities and investments to be even greater. For almost 200 years, Cincinnati Law students, alumni and friends have achieved tremendous success in law and legal practice. Our academic programs have earned acclaim, and our faculty experts have inspired innovation and impact.
The time is right for our next step. Aligned by this shared vision, the college, the university leadership, our alumni and the legal and business community will position the UC College of Law as the region’s leading urban public law school, renowned for its relevant curriculum, experience-based education and legal and industry partnerships.
To elevate our excellence in our five strategic priorities, we seek a total of $42 million in philanthropic investments.
$42 MILLION VISION
$42 MILLION VISION
Scholarships $18 million
Access scholarships—$12.5 million. This investment would close the gap between our 25-50 percentile scholarship grant and that of Ohio State by about half.
Merit scholarships—$5.5 million. This investment will double the signature Taft Scholars program and related programming, along with the creation of additional, partial merit scholarships.
Student Success $5 million
Support will provide resources for admissions data analytics and outreach, orientation, academic advising, student wellness, professionalism and leadership development, career services and bar support, to ensure our students are well-positioned to succeed in law school and in the profession.
Experiential Learning $5 million
Support and expand externships—$1.5 million. This investment would fund summer fellowships and allow for the possibility of full semester externships, as well as offer support for staff, programming and infrastructure to approach our experiential learning enterprise in a more holistic fashion, so that we cater the experience to the student need closely and create a true differentiator.
Associate dean for experiential education—$1 million. This new leadership position will work with the associate dean of academic affairs and strategically across the college to maximize student experiences and holistically integrate externships, clinics and other experiential learning opportunities with our innovative doctrinal experience as well as expansive training in professionalism and leadership.
Creation of a housing clinic—$2.5 million. This investment will result in the hiring of a faculty member to lead the new clinic, along with expected operational costs, including litigation costs associated with a housing clinic.
Centers of Excellence
$11.5 million
Corporate Law Center—$3 million. As a premier center, this investment will ensure programmatic support to facilitate initiatives under the new director, including the reinstitution of the center’s spring symposium as one of the largest and well-known corporate symposia in the country, and developing robust engagement opportunities with our regional corporate partners and business community.
Corporate law/tax endowed chair—$2.5 million. A transformative vision requires the involvement and active participation of a highly visible scholar and public intellectual in the field of corporate and/or tax law. The scholar will work with our Corporate Law Center’s executive director to lead the academic programming within the Corporate Law Center.
Operational support for centers of excellence
Dedicated programmatic support will ensure the vibrancy and relevancy of each center.
Urban Morgan Institute/International Peace and Security—$1.5 million Jones Center—$1 million
Ohio Innocence Project—$1 million
Endowed chair(s) for centers—$2.5 million. In addition to the operational funding for each center listed above, our vision includes establishing an endowed chair in one or more centers. This investment will recruit and retain a prominent legal leader in their field to further establish the center as a leading academic and scholarly unit within the college.
International and Comparative Law $1 million
Our vision in this priority includes expansion of international experiential learning, participation in the Vis Arbitration Moot, growing our spring break study abroad program and adding work abroad opportunities.
Crucially, we will grow student support for international experiences to expand opportunities for all students.
The Future of Legal Education
$1.5 million
Institute for Online Programs—Program director and resources to develop opportunities, expand reach, work with UC Online on marketing and power our growth in the increasingly competitive online legal marketplace, so that we are a leader in offering legal education to non-lawyers.
This
how breakthroughs happen.
CONTACT
Haider Ala Hamoudi
Dean and Nippert Professor of Law
University of Cincinnati College of Law
Haider.Hamoudi@uc.edu
513-556-0080
Carolyn Adam
Senior Director of Development, College of Law
Carolyn.Adam@foundation.uc.edu 513-484-4132
Mindy Lawson Roy
Director of Development, College of Law
Mindy.Roy@foundation.uc.edu 513-556-0244
foundation.uc.edu