Since our beginning more than 40 years ago, the Ohio University Heritage College of Osteopathic Medicine has been guided by its founding idea: To train excellent osteopathic physicians who serve Ohio’s communities of greatest need, especially in primary care fields.
With the 2011 transformational award of $105 million from the Osteopathic Heritage Foundation, we embarked on a period of growth and renewal. Our initiatives have been built upon our strengths and the beliefs we have championed since our founding. They deliver on our promise of advancing our mission to meet the challenges of successfully preparing the next generation of physician leaders.
Our strategic planning process began in 2012-2013 by bringing together the college community to focus on our growth and renewal efforts. The 2015-2017 plan that emerged from this process provided a strategic road map as we developed new campuses, advanced our research and community care programs and strengthened the curriculum and programs in our clinical campus system.
In late 2016, we began developing a new plan, using our 2015-2017 Heritage College Strategic Plan as the foundation, to ensure our continuing success in training primary care physicians for Ohio. An experienced consulting firm facilitated the process. Our students, faculty, staff and external stakeholders participated in interviews, planning sessions and surveys to provide valuable feedback as we assessed the existing plan and determined our new goals.
We retained the four priorities of the 2015-2017 strategic plan: Transformative Education, Collaborative Research, Community Impact and All-Campus Success. All-Campus Success now has two parts – Workplace Excellence and Operational Excellence – and we added a new priority, Optimized Student Experience. These five priorities support a common goal: To increase the proportion of our graduates who enter primary care practice, especially in Ohio.
Strategic planning and review is a continuous, multifaceted process. Progress and updates for strategic priorities are gathered on a regular basis from each of the five team leads. The Heritage College Strategy Team and Executive Committee review the strategic priorities and are informed of progress and updates. The current overall strategic plan, including objectives, key performance indicators and targets, is available on OneDrive for all Heritage College students, faculty and staff to review and provide feedback/comments. In addition, the Heritage College's internal processes and its continuous improvement plan around meeting the Commission on Osteopathic College Accreditation standards play an important role in ensuring our strategic plan is on track. As we move forward, we will implement initiatives and continue to refine our plans by identifying objectives and key performance measures.
In February 2019, we began to create a strategy management performance system framework to ensure successful completion of the 2018-2021 strategic plan, as well as to assist in the development of the strategic plan beyond 2021.
The Heritage College implemented its initial strategy management performance system for the 2018 – 2021 strategic plan, which includes:
- A strategy map (OHIO ID required), which translates the Heritage College’s overarching goals into a balanced set of objectives across each strategic perspective, with cause-and-effect relationships identified between objectives. This strategy map is a tool used to facilitate internal and external communication regarding the Heritage College’s strategic operating plan and serves as our first step toward aligning the workforce behind the plan.
A scorecard (OHIO ID required), which provides a one-page picture of the Heritage College’s strategy. The scorecard includes mission, vision, strategic priorities, overarching goals, core values, the strategy map, key performance indicators, targets and performance reporting.
Performance management is reported on a regular basis throughout the academic year and is designed to provide visibility of progress toward targeted outcomes to college leadership, students, faculty and staff. To strive for transparency and provide strategy documents to the Heritage College community for review, a strategy management folder (OHIO ID required) was created on the Heritage College's All Employees folder in OneDrive. This folder contains the following information: 2021 & Beyond Strategy Planning, ExCom – Quarterly Performance Reporting, Internal Scorecards, Objective – KPIs and Performance Reporting, SMO Updates, Strategy Map and the strategy management calendar.
2021 and Beyond Strategic Plan
The Heritage College has completed preliminary work toward developing its next strategic plan. To date, surveys have been conducted requesting environmental input from students, faculty, staff and external stakeholders, and individual interviews have occurred with the Heritage College Advisory Board and college leadership. It is anticipated that the next version of the strategic plan will be completed by fall/winter 2021.
Heritage College Strategy Team
The purpose of the Heritage College Strategy Team is to implement the strategic plan of the Ohio University Heritage College of Osteopathic Medicine.
The strategy team serves in an advisory role to the executive dean on all matters relating to the college’s strategy and strategic plan, including development, review and evaluation of policies, plans and processes. For questions and suggestions concerning the college strategic plan, please contact any member of the strategy team.
Kenneth Johnson, D.O.
Executive Dean, Heritage College
Isaac Kirstein, D.O.
Dean, Heritage College, Cleveland
Bill Burke, D.O.
Dean, Heritage College, Dublin
Beth Longenecker, D.O.
Dean, Heritage College, Athens
Darlene Berryman, Ph.D.
Associate Dean, Research and Innovation
John Schriner, Ph.D.
Associate Dean, Admissions and Student Affairs
Jody Gerome Zuchowski, D.O.
Senior Associate Dean, Medical Education
Karen Montgomery-Reagan, D.O.
Chair, Department of Pediatrics
Jack Ramey, D.O.
Chair, Department of Obstetrics and Gynecology
Interim Chair, Department of Specialty Medicine
Tom Rosol, DVM, Ph.D.
Chair, Department of Biomedical Sciences
Tracy Shaub, D.O.
Chair, Department of Primary Care
Shawn Kerger, D.O
Chair, Department of Osteopathic Manipulative Medicine
Nagesh Rao, Ph.D.
Chair, Department of Social Medicine
Susan Williams, Ph.D.
Associate Dean of Faculty
Beth Maxon, PHR
Chief Operating Officer, Office of Administrative Services
Shelley Ruff, M.B.A.
Chief Financial & Strategy Officer, Office of Financial Services
Scott Rogers, M.D.
Associate Dean for Clinical Education
Mari Hopper, Ph.D.
Associate Dean for Preclinical Education
Chris Vinyard, Ph.D.
Associate Dean for Academic Assessment, Quality & Accreditation
Lisa Forster, M.S.
Interim Chief Communications Officer
P.J. Murphy, M.A.
Chief Public Affairs Officer
Tanisha King, Ph.D.
Chief Inclusion Officer
Rachael Crouch, M.A.
Chief of Staff
Brenda Noftz, Ph.D., J.D.
Senior Director, Strategy Management Office
Jill Breeze, M.Ed.
Program Manager, Strategy Management Office