Strategic Plan

Overview

Process

Since our beginning nearly 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 brought the college community together, which focused our growth and renewal efforts. The plan that emerged from this process provides a strategic road map as we develop new campuses, advance our research and community care programs, and strengthen the curriculum and programs in our clinical campus system.

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 four team leads.  The Executive Dean's Strategy Team and Executive Committee reviews the strategic priorities and are informed of progress and updates.  The current overall strategic plan, including goals and objectives, is available on the website for all Heritage College 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 (COCA) 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.

Shared Goals Process and Procedures (PDF)

Executive Dean's Strategy Team

The purpose of the Executive Dean’s 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.

Members

Isaac Kirstein, D.O.  
Dean, Heritage College, Cleveland

Bill Burke, D.O.  
Dean, Heritage College, Dublin

Bob Cain, D.O.  
Associate Dean, Clinical Education

Darlene Berryman, Ph.D.   
Interim Associate Dean, Research and Innovation;
Executive Director, Diabetes Institute

Wayne Carlsen, D.O.  
Vice Dean

Nicole Wadsworth, D.O.  
Associate Dean, Academic Affairs

Tom Rosol, DVM, Ph.D.  
Chair, Department of Biomedical Sciences

Nagesh Rao, Ph.D.  
Special Adviser for Faculty and Academic Planning

Rosellen Roche, M.D., Ph.D.
Chair, Department of Social Medicine

Tracy Shaub, D.O.  
Chair, Department of Family Medicine 
Interim Chair, Department of Geriatric Medicine and Gerontology

Jack Ramey, D.O.  
Chair, Department of Obstetrics and Gynecology 
Interim Chair, Department of Specialty Medicine

Stevan Walkowski, D.O.  
Chair, Department of Osteopathic Manipulative Medicine

Karen Montgomery-Reagan, D.O.  
Chair, Department of Pediatrics

Beth Maxon, PHR  
Chief Administrative Officer, Office of Administrative Services

Shelley Ruff, M.B.A.  
Chief Financial Officer, Office of Financial Services

John Schriner, Ph.D.
Associate Dean, Admissions and Student Affairs

PJ Murphy, M.A. 
Chief External Relations Officer

Patrick O'Connor, Ph.D.
Professor, Neuroscience, Director Clinical Presentation Curriculum
Elected Faculty Chair

Rachael Crouch, M.A.  
Chief of Staff

Kathy Brooks, M.Ed.  
Executive Director, Strategic Initiatives 

Jill Breeze, B.T.A.S.    
Program Manager, Strategic Initiatives

Strategic Priorities Powerpoint Presentation

The Heritage College of Osteopathic Medicine Strategic Plan 2018-2021