2000-2005 Strategic Plan

5-Year Strategic Plan  July 1, 2001 June 30, 2006

MISSION

Improving the health of animals and people through:

• Education of current and future veterinarians and biomedical scientists
• Discovery and dissemination of new knowledge and skills
• Provision of innovative veterinary services

VALUES

• Innovation -  we will enhance animal and human health through novel approaches to discovery and dissemination of knowledge and skills.
• Learning -  we will be a community of learners offering exceptional life-long educational opportunities.
• Professionalism -  we will maintain the highest standards of honesty, integrity, and mutual respect.
• Service -  we will provide innovative and compassionate service that exceeds our customers' expectations.
• Communication -  we will facilitate open communication with all constituents to earn and sustain trust and understanding.
• Collaboration -  we will develop and promote collaborative mission-related efforts.
• Diversity -  we will have a diverse student body, faculty and staff and will create a hospitable environment for all.

GOALS

The College of Veterinary Medicine will:

Improve the health of Minnesota's animals and its people by enhancing the vitality and excellence in animal health and comparative medical research

1. Increase the safety of Minnesota's food animal products 
2. Build a stronger veterinary health care delivery system in Minnesota
3. Support Minnesota's agricultural, biotechnology and pharmaceutical industries
4. Improve Minnesota's natural environment
5. Prepare graduates for successful careers and life-long learning 
6. Build a culture of service and accountability
7. Strengthen operational efficiency and financial health 
8. Improve its visibility and strengthen its reputation
9. Maximize the potential of all who work and learn at the CVM

1.     The College will improve the health of Minnesota s animals and its people by enhancing the vitality and excellence in animal health and comparative medical research

1.1.       Focus basic and clinical research in 1) food animal infectious diseases (respiratory diseases in turkeys, PRRS in swine, and Johne's disease in cattle), 2) Food safety, 3) chronic disorders in dogs and cats (oncology, cardiology, urinary disorders), 4) development and evaluation of animal models of human disease

• Fill open faculty positions with outstanding scientists
• Obtain funding for 8 new faculty positions; 3 basic scientists, 5 clinician scientists

1.2.       Use functional genomics to address basic and clinical research needs

1.3.       Build graduate programs to national prominence:

• Obtain 25% increase in funding for graduate stipends
• Increase graduate student stipends to match NIH guidelines
• Increase the number of applicants to the College's two graduate programs by 20%
• Increase the number of DVMs in PhD training programs by 20%

1.4.       Ensure that new and existing faculty have adequate research laboratory space

• Increase research CVM laboratory space by at least 12,000 square feet (8 new faculty and 2 existing faculty @1200 square feet/faculty)

1.5.       Build a new animal isolation facility on the St. Paul Campus

• Obtain approval for inclusion of an animal isolation facility in U of M 6-Year Capital Plan

1.6.       Enhance CVM molecular diagnostic capabilities

• Renovate VDL Molecular Diagnostic Laboratory

2.     The college will increase the safety of Minnesota's food animal products 

2.1.     Develop interdisciplinary food safety research and education program

• Initiate Center for Animal Health and Food Safety's strategic plan
• Obtain at least five major food safety targeted grants
• Initiate at least four major educational programs in food safety directed at veterinary practitioners, food producers or consumers

2.2.     Develop the Minnesota Certification Program (MNCert) with the MN Department of Agriculture and COAFES)

• Develop critical mass of faculty FTEs to support MNCert Program (with MN Extension Service and COAFES)
• Extend MNCert's activities to other commodity groups in addition to pork producers

3.     the college will BUILD A STRONGER veterinary health care delivery system IN MINNESOTA

3.1.       Improve Minnesotans access to high quality, cost-efficient veterinary care in partnership with the veterinary community:

• Establish at least two satellite VMC locations
• Establish a "traveling" ultrasound imaging service for regional veterinarians
• Implement a digital regional teleradiology system

3.2.      Ensure that there are sufficient, well-trained veterinarians to meet the needs of rural Minnesota:

• Change admissions processes to increase the number of students in the curriculum interested in food animal practice
• Develop a state-of-the-art clinical dairy education facility to assure veterinary graduates are fully prepared to serve the dairy industry

3.3.       Improve the productivity of Minnesota s dairy and swine industries, their competitiveness and sustainability

• Develop and implement a "best practices" model for the use of drugs in food animals in cooperation with the Minnesota Veterinary Medical Association and diary industry leadership
• Provide information to dairy producers and dairy veterinarians that will contribute to reversing the decline in Minnesota's dairy industry
• Initiate MNCert Program 

3.4.      Increase the number and utilization of certified veterinary technicians

• With Ridgewater Technical College, develop and implement a 2+2 BS degree program
• Develop and implement strategies to enhance the understanding and utilization of veterinary technicians by veterinary students as members of the 'veterinary team'

3.5.      Improve the health, well-being and performance of Minnesota s horses

• Establish the University of Minnesota Equine Center (UMEC) in collaboration with the Department of Animal Science and the University of Minnesota at Crookston.
• Establish an equine undergraduate educational program in Animal Science
• Build the UMEC facility to support the teaching, research, outreach and clinical mission of the Center on the St. Paul Campus

4.     the college will support Minnesota s agricultural, Biotechnology and pharmaceutical industries

4.1.         Enhance clinical trials offered by CVM

• Expand the services offered by the CVM Clinical Investigation Center (CIC) and Experimental Surgery Program (ESP)
• Establish swine and dairy clinical investigation farms

4.2.       Increase the number of veterinary students who choose a career in industry

• Increase the number of veterinary students who choose a career in industrial veterinary medicine by 10 percent

5.     the college will improve minnesota's natural environment

5.1.      Create an endowment large enough to fund 25% of the operating costs of the Raptor Center

• Increase the number of >$100,000 donations to the Raptor Center

5.2.      Enhance the health of raptors

• Reduce the prevalence of lead poisoning in eagles

6.     Prepare CVM Graduates for successful careers and life-long learning

6.1.       Ensure selection of students with attributes that predict success in the profession

• Redesign CVM students selection processes so that more emphasis is placed on behavioral attributes
• Develop an early admissions process into the CVM professional curriculum with CBS and COAFES

6.2.       Reduce student debt load or its impact

• Increase students' knowledge of personal financial management

6.3.       Conduct outcome assessments for all professional courses

• Develop outcome assessments for graduates of CVM professional program

6.4.       Increase the number of experiential opportunities for professional students

• Increase the number of community-based experiential educational opportunities for professional students

6.5.      Increase the number of collaborative learning opportunities within the U of M and with other colleges of veterinary medicine

• Implement 5 collaborative teaching opportunities with other AHC schools
• Implement 2-3 collaborative opportunities with other colleges of veterinary medicine

6.6.      Ensure student competency in emerging disciplines

• Add curricular material to CVM professional curriculum in bioethics, alternative/complimentary medicine, companion bird medicine, pocket pets , dentistry, and behavior)

6.7.      Better integrate professional program with continuing education programs

• Provide continuing education opportunities for graduate veterinarians in the VMC

6.8.      Provide structured international preceptorship opportunities for professional and graduate students

• Plan and implement a structured international experience for CVM professional and graduate students

7.    The college will build a culture of service and accountability

7.1.         Ensure that service in the VMC and VDL exceed customer expectations

• Improve customer relationships by reducing the number of client and referring veterinarian complaints in the VMC by 75%

7.2.         Provide one stop shopping in the Office of Student Affairs for professional and graduate students

• Provide career counseling advice to professional students
• Enhance communication to graduate students

8.    The college will strengthen its operational efficiency and financial health

8.1.      Increase CVM O & M Funding

• Develop a legislative request for the 2003-2004 biennium 

8.2.      Increase VMC revenue by using industry accepted best business practices throughout the CVM

• Improve cost accounting in the VMC

8.3.      Enhance leadership effectiveness in the VMC

• Redesign VMC leadership structure; recruit VMC leadership team 

8.4.      Increase role of external constituents in management of VMC

• Establish an external board to advise on VMC operations

8.5.      Increase the effectiveness of CVM space utilization

• Develop and implement a comprehensive facilities plan
• Add Dairy Barn and Old Anatomy Building to U of M 6-Year Capital Request Plan

8.6.      Enhance VDL income generation

• Develop new VDL Strategic Plan

9.     the college will improve its visibility and strengthen its reputation

9.1.       Develop communication strategies to support and promote CVM strategic goals

• Develop and implement a comprehensive communications plan

9.2.       Increase public awareness of how veterinary medicine benefits both animal and human populations

• Develop effective systems for distributing news to internal and external audiences

9.3.       Develop an infrastructure to promote CVM accomplishments

• Hire editor for CVM publications

10.   The college will maximize the potential of all who work and learn at the CVM

10.1.      Increase the diversity of the student body, faculty and staff

• Increase minority population from 11 to 20 percent

10.2.      Increase the number of faculty, staff, and student leadership training opportunities

• Increase the number of leadership training opportunities for faculty and staff 

10.3.      Redesign CVM incentive program to achieve an approach that rewards individual and team efforts and increases indirect cost recovery and salary savings

• Develop effective incentive plans that reward teaching, research and services

10.4.      Create explicit job descriptions and implement a plan to ensure faculty and staff salaries are competitive

• Develop promotional system in each department for P&A staff

10.5.      Increase the number of CVM faculty and staff nominated for campus and national awards

• Develop and implement a plan to increase the number of faculty and staff nominated for campus and national awards