Blue Ribbon Process

CVM Blue Ribbon Process Update
 

• University-wide assessment of programs in order to address financial pressures due to reductions in state support

• Blue Ribbon Panel process is focused on strategic priorities:
– What to strengthen
– What to maintain
– What to reduce or eliminate

• CVM used mission based subcommittees:
– Education
– Research
– Service (VDL and VMC)
– Operational Efficiencies

• Committees identified opportunities for revenue enhancement and cost reduction

Revenue Generation
– Establish new certificate programs – being evaluated as part of curriculum review board activities
– Increased undergrad, graduate course offerings – new courses being developed in all departments for offering in 2012, with on-line versions also being considered
– Increase grant submissions, awards, ICR’s, salary savings, royalty income and external partnerships – FY11 ICR and salary savings increases, submissions up, with larger, promising grants in the pipeline
– Use seed grants, peer review process, mentoring and faculty incentives to improve success rates – ICR incentive program established, more strategic use of seed grants, focus on signature programs and multi-PI projects
– Promote large, multi-PI or multi-institution grants – evaluating additional “one health” opportunities as well as non-profit institute model
– Increase revenues through service initiatives – VMC “Wellness Program” rolled out, with plans to expand; marketing for Animal Trauma Center and Equine rehabilitation resulting in increased caseload
– Generate funding for services from other UMN units – providing pathology support to School of Medicine
– Seek additional state support for VDL - $800K recurring funding received in FY12
– Evaluate pricing structure – VMC price increases implemented

Major Areas of Opportunity

Cost Reduction:
– Curriculum review and revision for improved integration, reduced teaching cost – Curriculum Review Board established in March, 2011; developed metrics to measure faculty effort and cost of curriculum, reviewing clinical rotations, tracking, and curriculum requirements
– Graduate program processes streamlined for efficiencies – faculty renewals, recruiting, seminar program consolidation
– Sharing courses, content with other CVM’s – on-line GI Physiology course being beta-tested for possible offering to other CVM’s, Specialty Colleges, Medical Schools. eLearning Coordinator hired to support faculty initiatives
– Increase efficiency of grant submission process - Centralization of grant submission function in process
– Reduce costs through reducing faculty and staff positions – review of all position requests. 14 additional staff and 3 faculty positions reduced since 7/1/10, selective replacements of faculty in process
– Establishment of centralized Resource Centers for administrative activities - Facilities and some HR and Grants Management centralization completed
– Creation of common databases to better share information, reduce effort duplication – creation of grad alumni database to support philanthropy initiatives for graduate fellowships/research; improved administrative reporting tools
– Move to electronic delivery of VDL and VMC results, CVM e-communications to reduce costs of printing and mailing
– VDL cost reductions through maximizing use of low cost vendors, increased research funding support, switch to new PRRS testing platform to reduce costs, and evaluation of further outsourcing of testing
– VMC cost reductions through use of technology (voice recognition software, EMR system enhancements) and more use of flexible staffing models
– Creation of college-wide process to identify, evaluate and decide on “what not to do” activities – ideas solicited and evaluated by subcommittees for implementation

Summary

• The college is making progress against the Blue Ribbon Process recommendations in teaching, research, service, and operational efficiencies
• Major initiatives, such as curriculum review, are multi-year projects, but we are using project management practices to stay on track
• There won’t be a point that we can say “we’re done” – need to continue to question what we do and continuously improve programs and processes