Univ of Minnesota Strategic Plan - College of Veterinary Medicine
Univ of Minnesota Strategic Plan - College of Veterinary Medicine
Univ of Minnesota Strategic Plan - College of Veterinary Medicine
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20062009 <strong>Strategic</strong> <strong>Plan</strong> <strong>College</strong> <strong>of</strong><strong>Veterinary</strong> <strong>Medicine</strong> <strong>Univ</strong>ersity <strong>of</strong><strong>Minnesota</strong> Page 3 <strong>of</strong> 4<br />
Objectives<br />
31 Develop the <strong>Veterinary</strong> Medical Center VMC as a model for the service efficiency and quality<br />
32 Develop and implement strategies for a new model <strong>of</strong> veterinary health care delivery and training<br />
that integrates <strong>Univ</strong>ersity and community resources<br />
3 Implement the VMC strategic plan and balanced scorecard to ensure there are sufficient resources<br />
to invest in equipment facilities and people<br />
3 Develop selected VMC centers <strong>of</strong> excellence to national prominence such as the Equine Center<br />
34 Develop and promote the use <strong>of</strong>evidence based medicine to standardize and improve patient<br />
outcomes throughout the delivery system<br />
35 Develop capacity as the source <strong>of</strong>expertise and scientifically valid information about animal<br />
health food safety and zoonotic disease issues<br />
36 Integrate laboratory services between the <strong>Veterinary</strong> Diagnostics Laboratory VDL <strong>Minnesota</strong><br />
Department <strong>of</strong> Health <strong>Minnesota</strong> Department <strong>of</strong> Agriculture Board <strong>of</strong> Animal Health USDA FSIS<br />
APHIS CDC FDA and DNR<br />
37 Continue to build a national leadership position for the <strong>Veterinary</strong> Diagnostic Laboratory in the<br />
emerging and zoonotic diseases including the development <strong>of</strong> molecular diagnostic test surveillance<br />
and informatics<br />
We will know we have succeeded when<br />
The VMC has increased revenues by 30 percent and productivity has increased by 3 percent from<br />
2004 baseline<br />
Three strategies have been implemented that integrate the <strong>Univ</strong>ersity and community health care<br />
delivery systems<br />
Surveys reveal a 90 percent overall satisfaction rate from VMC clients and veterinarians<br />
Surveys reveal a 90 percent overall satisfaction rate for veterinarians submitting samples to the<br />
<strong>Veterinary</strong> Diagnostic Lab<br />
Three VMC Centers <strong>of</strong> Excellence have been established and have received national recognition<br />
The <strong>Veterinary</strong> Diagnostic Laboratory maintains its recognition as a national leader<br />
<strong>Veterinary</strong> colleges veterinarians public policy makers industry leaders and news media seek us<br />
out for scientifically valid information on animal health food safety and zoonotic disease issues<br />
Laboratory services have been integrated and coordinated between the VDL <strong>Minnesota</strong> Department<br />
<strong>of</strong> Health <strong>Minnesota</strong> Department <strong>of</strong> Agriculture Board <strong>of</strong> Animal Health USDA FSIS APHIS CDC<br />
FDA and DNR<br />
The use <strong>of</strong> evidencebased medicine has increased from 2004 baseline<br />
Goal 4 To improve the health <strong>of</strong>animals and people by positioning the college for long term financial<br />
sustainability<br />
Objectives<br />
41 Increase sponsored expenditures<br />
42 Increase non state funding<br />
Drive the VMC the VDL and other business unitsegThe Raptor Center Continuing Education<br />
CAHFS Biomedical Graphics to longterm sustainable margins<br />
Increase VDL revenue and diversify revenue sources<br />
Increase the number <strong>of</strong> faculty with salary savings on grants or other nonstate funding sources<br />
Increase the average percent <strong>of</strong> <strong>College</strong> indirect cost recovery funds<br />
43Fully engage philanthropy to generate financial support for college programs and targeted centers<br />
<strong>of</strong> excellence<br />
Complete the Equine capital campaign<br />
Complete the OsborneHills Chair campaign<br />
Complete the Oncology Chair campaign<br />
Secure 2 million in endowed funds for additional scholarships to recognize achievement and to<br />
recruit a more diverse student population<br />
4 Implement tuition admissions and scholarship policies that maintain student access and support<br />
financial sustainability<br />
45 Evaluate programs and identify ways to enhance efficiency and effectiveness<br />
We will know we will have succeeded when<br />
Sponsored research expenditures have increased by at least 10 percent from 2004 base line<br />
Nonstate funds increase 5 percent per year from 2004 base line<br />
httpwww cvm umn eduabout organization<strong>Strategic</strong> <strong>Plan</strong> index htm 728 2010