2006-2009 Strategic Plan
University of Minnesota College of Veterinary Medicine
FY 2006-2009 Strategic Plan
The College of Veterinary Medicine contributes significantly to the University of Minnesota’s goal of being in the top tier of research universities. The College is one of the nation’s premier centers for the study of animal and human health and the education of veterinarians and biomedical scientists. The curriculum is anchored by state-of-the-art research programs and internationally-prominent scientists. Over the past few years, the College has complemented its food-animal, companion-animal, and avian programs with internationally recognized initiatives in genomics, food safety, public health, comparative medicine, and infectious diseases. The College is a national leader in the use of behavioral competencies to select students, the use of experiential education in its professional programs, the training the next generation of veterinary public health professionals, and the development of innovative methods to train future dairy and swine veterinarians. The College is actively engaged with and committed to the success of its students, the veterinary profession, the food animal industry, and the public policy process.
The College of Veterinary Medicine values….
• Science and Knowledge…the College is first and foremost about the discovery, integration, and application of new knowledge.
• Teaching and Learning…we educate undergraduate, graduate, and professional students and veterinarians by delivering the most up-to-date scientific information in effective ways, by encouraging leadership, by facilitating experiential learning, and by using technology to enhance the learning process.
• People…we respect and support our colleagues and are dedicated to developing the skills, expertise, and diversity of the faculty, staff, and students.
• Engagement…we proactively develop and support partnerships with individuals and organizations that share our scientific, professional, educational, and policy interests.
• Accountability…we hold ourselves to the highest ethical standards; we take responsibility for our actions in all facets of our work; we strive continuously to enhance our programs and services; we measure our effectiveness; and we report on our progress.
• Leadership…we lead by influencing and contributing to science, food animal agriculture, the veterinary profession, animal health, and public health.
Over the next three years, the college will continue to build its national and international reputation and values by focusing on the following goals:
Goal # 1: To improve the health of animals and people by enhancing the vitality and depth of research programs
1.1 Increase the financial, human, and physical resources supporting basic and applied research in the areas of: 1) economically important food animal infectious diseases; 2) high consequence zoonotic diseases; 3) public health; and 4) spontaneous animal models of human disease.
1.2 Expand access to and use of high biosecurity laboratories and animal facilities, including design and construction of a new animal infectious disease building on the St. Paul campus.
1.3 Strengthen selected graduate programs in animal infectious diseases, public health, and animal models of human disease to national prominence.
1.4 Establish AHC-level zoonotic disease and comparative biomedical research centers.
1.5 Enhance research infrastructure to help faculty and staff secure and manage large, multidisciplinary grants and to support clinical trials.
1.6 Leverage resources and advance shared research objectives by creating active research partnerships with industry and governmental agencies.
1.7 Inform federal and state policy decisions related to veterinary and biomedical research.
We will know we have succeeded when…
• Resources supporting priorities outlined in this plan have increased at least 10 percent from the 2004 baseline in each of the next three years, including grant funding and funding for graduate students.
• Minnesota ranks in the top four veterinary colleges in all categories of total research expenditures.
• University of Minnesota faculty and staff have access to sufficient biosecurity laboratory and animal holding facilities.
• Veterinary graduate programs are recognized nationally and internationally.
• AHC-level centers for zoonotic disease and comparative biomedical research have been established.
• The research infrastructure has been improved; three new interdisciplinary grants have been obtained and clinical trials have increased by 30 percent from 2004 baseline.
• The College is a leader in providing scientific information and counsel in support of relevant state and federal public policy decisions.
Goal #2: To improve the health of animals and people by preparing students, graduates, faculty, and staff for successful careers
2.1 Continue to refine the process of selecting students with attributes that predict success in the profession.
2.2 Strengthen and assess the curriculum continually.
• Ensure that graduates entering private practice have adequate knowledge, skills, behavioral competencies (identified in PDI study), practical experience, and an awareness of the breadth of career options in veterinary medicine.
• Expand the use of primary outcome assessments to monitor and improve the curriculum and admissions process.
• Enhance Minnesota’s preeminence in training the next generation of veterinary public health professionals, swine veterinarians, and dairy veterinarians.
2.3 Expand learning opportunities for students, faculty, and staff.
• Increase the number and quality of experiential opportunities for professional students.
• Increase the number of targeted collaborative learning opportunities within the University of Minnesota, with other colleges of veterinary medicine, and with private, public, and academic organizations.
• Take full advantage of opportunities for faculty and staff to pursue semester leaves and sabbaticals.
• Increase the number of faculty, staff, and students participating in international programs.
• Enhance faculty, staff, and student professional development programs to lead, influence, and implement change.
2.4 Identify and implement new ways to reward teaching.
2.5 Create a national veterinary training center for veterinarians and increase continuing education opportunities for veterinarians wishing to change career paths.
2.6 Make investments in teaching facilities, equipment, and technology to support the goals in the plan, including the completion of the Pomeroy Student-Alumni Learning Center project.
2.7 Develop and begin implementation of a plan to increase diversity of faculty, students, and staff.
2.8 Inform federal and state policy decisions related to veterinary education.
We will know we have succeeded when…
• We are able to measure the success of our graduates through outcomes assessment in:
-The selection process
-Meeting the needs of the students, the profession, and veterinary medicine
-Non-technical and technical competencies
• Expanded type and breadth of practical and collaborative experiences inside the University of Minnesota, with other universities, in industry, and in the profession.
• Increased awareness of international program opportunities; increased financial support for students and faculty participation.
• Leadership opportunities strengthen the ability of faculty, students, and staff to manage change.
• The value of quality teaching is recognized and rewarded.
• A national veterinary training center is established and funded.
• Facilities supporting teaching and learning, including the Pomeroy Center, are improved.
• A diversity plan has been completed; at least two targeted strategies have been implemented.
• The College is a leader in providing information and counsel in support of relevant state and federal veterinary education policy decisions.
Goal #3: To improve the health of animals and people by enhancing the veterinary health care delivery system
3.1 Develop the Veterinary Medical Center (VMC) as a model for the service, efficiency, and quality.
3.2 Develop and implement strategies for a new model of veterinary health care delivery and training that integrates University and community resources.
3.3 Implement the VMC strategic plan and balanced scorecard to ensure there are sufficient resources to invest in equipment, facilities, and people.
3.3 Develop selected VMC centers of excellence to national prominence, such as the Equine Center.
3.4 Develop and promote the use of evidence-based medicine to standardize and improve patient outcomes throughout the delivery system.
3.5 Develop capacity as the source of expertise and scientifically valid information about animal health, food safety, and zoonotic disease issues.
3.6 Integrate laboratory services between the Veterinary Diagnostics Laboratory (VDL), Minnesota Department of Health, Minnesota Department of Agriculture Board of Animal Health, USDA (FSIS, APHIS), CDC, FDA, and DNR.
3.7 Continue to build a national leadership position for the Veterinary Diagnostic Laboratory in the emerging and zoonotic diseases, including the development of molecular diagnostic test,, surveillance, and informatics.
We will know we have succeeded when…
• The VMC has increased revenues by 30 percent and productivity has increased by 3 percent from 2004 baseline.
• Three strategies have been implemented that integrate the University and community health care delivery systems.
• Surveys reveal a 90 percent overall satisfaction rate from VMC clients and veterinarians.
• Surveys reveal a 90 percent overall satisfaction rate for veterinarians submitting samples to the Veterinary Diagnostic Lab.
• Three VMC Centers of Excellence have been established and have received national recognition.
• The Veterinary Diagnostic Laboratory maintains its recognition as a national leader.
• Veterinary colleges, veterinarians, public policy makers, industry leaders, and news media seek us out for scientifically valid information on animal health, food safety, and zoonotic disease issues.
• Laboratory services have been integrated and coordinated between the VDL, Minnesota Department of Health, Minnesota Department of Agriculture Board of Animal Health, USDA (FSIS, APHIS), CDC, FDA, and DNR.
• The use of evidence-based medicine has increased from 2004 baseline.
Goal 4: To improve the health of animals and people by positioning the college for long-term financial sustainability.
4.1 Increase sponsored expenditures.
4.2 Increase non-state funding.
• Drive the VMC, the VDL, and other business units (e.g.-The Raptor Center, Continuing Education, CAHFS, Biomedical Graphics) to long-term sustainable margins.
• Increase VDL revenue and diversify revenue sources.
• Increase the number of faculty with salary savings on grants or other non-state funding sources.
• Increase the average percent of College indirect cost recovery funds
4.3 Fully engage philanthropy to generate financial support for college programs and targeted centers of excellence.
• Complete the Equine capital campaign.
• Complete the Osborne-Hills Chair campaign.
• Complete the Oncology Chair campaign.
• Secure $2 million in endowed funds for additional scholarships to recognize achievement and to recruit a more diverse student population.
4.4 Implement tuition, admissions, and scholarship policies that maintain student access and support financial sustainability.
4.5 Evaluate programs and identify ways to enhance efficiency and effectiveness.
We will know we will have succeeded when…
Sponsored research expenditures have increased by at least 10 percent from 2004 base line.
Non-state funds increase 5 percent per year from 2004 base line.
The VMC, VDL, and other business units operate with sustainable margins.
The Equine campaign has raised $3.5 million.
The Osborne-Hills campaign has raised $750,000.
The Oncology Chair campaign has raised $1 million.
25 percent of veterinary students receive scholarshops of at least $5,000 a year.
Tuition, admission, and scholarship policies demonstrably maintain student access and financial sustainability.
The number of faculty with salary savings support has increased by 25 percent from the 2004 baseline.
College average indirect cost recovery funds have increased from 20 percent to 25 percent.
Programs are operating with greater efficiency and effectiveness.