1. Encourage student exploration by linking veterinary education programs to the full breadth of career paths available. 

2. Review and evolve the curriculum to stay current and refine on a regular cycle.

3. Ensure the curriculum provides the most current approaches toward the following:

• a. Practical hands-on skills and scientific expertise.
• b. Skills needed to develop alternative career paths.
• c. Advancements in veterinary practice and innovative technology. (Links to Strategy 1.3)
• d. Content that encourages leadership and excellence in the field.
• e. Greater interdisciplinary/inter-professional learning. (Links to Strategy 1.2)
• f. Opportunities to personalize students’ education and course schedules through a differentiated curriculum.

4. Intentionally integrate the teaching and practice of inclusivity competencies into the curriculum. (Links to Strategy 4.2)

• a. Develop and implement student educational programs to address inclusivity opportunities in the preclinical and clinical setting. 

5. Integrate didactic learning updates and research discoveries into the curriculum and apply them to the clinical education programs to ensure students become critical thinkers and graduate with strong reasoning skills.

6. Expand academic support resources to address the unique needs of students and advance the curriculum.

• a. Support academic preparation through collaboration across faculty and the Office of Student Engagement and Success.

7. Partner with industry to develop educational opportunities such as radiology, pharmaceuticals, prosthetics, etc.

8. Increase certificate courses for students to take concurrently while pursuing DVM and veterinary nursing degrees. 

• a. Examples include education, agriculture, livestock management, international/global veterinary medicine, nutrition, etc.

9. Reduce the heavy financial burden of tuition debt for students.

• a. Maximize career and leadership programs to assist students in career preparation and financial management.
  
• b. Enhance development efforts to increase philanthropic support of student scholarships, endowments and fellowships. (Links to Strategy 6.1)  

10. Continue to develop and refine the quality assessment processes for the curriculum.  (Links to Strategy 6.2)

• a. Re-evaluate existing outcome measures to ensure effectiveness of new teaching modalities and curriculum changes.

1. Create a series of inter-professional education learning opportunities, involving cases or simulations, that engage DVM students and veterinary nursing students in team-based learning, e.g., joint surgery simulation labs, clinical skills labs, etc.

2. Include graduate students in core courses that fit their interest/research area.

3. Arrange more frequent occasions for all CVM students and trainees to socialize together throughout the school year.

4. Provide opportunities and structure for students from different programs and residents/fellows to work together on scholarly projects. 

5. Encourage students to tap into expertise and coursework available at other MSU health sciences colleges and institutes.

6. Offer incentives for novel/creative approaches to collaborative, team-based educational programming. (Links to Strategy 1.3)

7. Provide greater opportunities for CVM students to pursue joint degrees.

• Current MSU CVM dual DVM + graduate degrees: DVM/Master of Science in Food Safety; DVM/Master of Public Health; DVM/PhD
• Additional dual degree program opportunities: Veterinary Nursing/Master of Public Health; DVM/MBA; Veterinary Nursing/MBA; others TBD

1. Establish an internationally collaborative, MSU-based CVM Teaching Academy to advance best practices in veterinary education.

• a. Partner with Northern and Canadian regional academic partners to create this innovative new academy, modeled after the Teaching Academy Consortium of West Region CVMs.  Major initiatives to be considered include faculty, staff, and student teacher development; external peer review of teaching; local peer observation of teaching.
• b. Conduct a thorough assessment and create an inventory of best teaching practices and modalities across colleges and schools of veterinary medicine, nationally and globally; monitor other top-20 programs to identify curriculum changes and innovative teaching approaches. 
• c. Systematically assess emerging trends to develop, test, and scale innovative solutions that keep colleges of veterinary medicine, including MSU, at the forefront of education.
• d. Collaborate with MSU’s leading College of Education to provide guidance and expertise on best practices in education. 
• e. Identify new funding sources to support the CVM Teaching Academy.  (Links to Strategy 6.1)
• f. Ensure the Academy is accessible and meets the needs of national and international students and faculty.
• g. Showcase best practices and partnerships using examples from within the CVM as well as from other regional CVMs involved in the Academy.
• h. Provide workshops and training for all educators to become effective users of innovative educational tools and techniques. 

2. Enhance the prominence of CVM teaching, mentoring and educational scholarship.  (Links to Strategy 4.3)

• a. Ensure that promotions criteria values educational activities appropriately; assess the effectiveness of the current methods for considering educational activities in the promotions process. 
• b. Elucidate a clearly defined career path for those interested in education.
• c. Ensure that faculty understand scholarly and promotional requirements for education-centered careers.
• d. Define measures of academic productivity and achievement for educators.

3. Increase the number of awards for distinguished teaching.

4. Develop a mechanism to recognize faculty collaboration and teaching between colleges, programs and disciplines.

5. Actively promote accomplishments in education both to the internal and external communities.  (Links to Strategies 3.3 and 3.4)

• a. Increase the use of social media to broadcast exciting and successful CVM education methods and strategies.

6. Nominate CVM faculty for national awards.

1. Offer educational programs that add significant value to practicing veterinary professionals, as identified through surveys, national AAVMC priorities, accreditation requirements, etc.

2. Continue to query alumni, preceptors, practicing veterinarians and industry leaders to identify needs in continuing education programming and identify areas of opportunity.

3. Expand distance-based platforms for continuing education.

4. Establish continuing education programs for industry leaders.

1. Promote and enhance recognition of the College for its excellence in training PhDs, veterinary specialists, veterinary and undergraduate students in research.

2. Intentionally integrate research and the importance of research in clinical practice into the curriculum and training.

3. Expand veterinary and graduate students’ exposure to research.

• a. Provide 3-week research basics and principles DVM rotations that include: value of clinical trials, data mining for clinical studies, research methodologies, grantsmanship.
• b. Seek opportunities for 4th-year DVM students to participate in clinical and translational research projects.
• c. Expand resources for existing and new DVM student training opportunities.
• d. Increase the number of DVM research externships.
• e. Develop a research track within the DVM program.
• f. Introduce a joint DVM/PhD degree (Links to Strategy 1.2)
• g. Actively pursue training grants and other funding mechanisms for DVM/MS or DVM/PhD training programs. (Links to Strategy 6.1)

4. Expand residents' research training and experiential opportunities.

• a. Pair House Officers with both clinical and basic science faculty to learn research methodologies and promote collaborative team science.
• b. Encourage residents to participate in NIH's clinician-scientist research training program and HHMI fellowship programs.
• c. Engage basic science faculty in resident research training.
• d. Actively recruit residents interested in pursuing research.

5. Improve understanding of databases, data mining and interpretation amongst residents, graduate students and clinician scientists.

6. Train and develop clinician scientists.

• a. Encourage junior faculty to engage in research by offering modified percent protected time for research experiences.

7. Integrate research discoveries into the curriculum and apply them in clinics and clinical educational programs.

8. Include research skills and interpretation in continuing education curriculum.

9. Strengthen CVM’s research mentorship support for trainees, junior faculty and graduate students. (Links to Strategy 4.3)

10. Advance the scholarship of teaching and learning.

1. Strategically strengthen team science that is focused on areas that address societal needs and have an impact.

2. Launch the College’s new and innovative “Molecules to Medicine” (M²), a forum to brainstorm, exchange ideas and develop collaborations in research and teaching between the MSU colleges of veterinary medicine and osteopathic medicine.

• a. Convene faculty and residents to present their ideas.
• b. Provide an informal forum to enhance collaborations in basic and translational research across colleges.
• c. Set the stage for presenting funded ERF updates to help further collaborative research.
• d. Serve as a discussion forum to share training experiences and develop a plan for effective clinical education. (Links to Goal 1)
• e. Strategically expand M2 to include other research cross-disciplinary subgroups (e.g., “cats, cows and computers”).

3. Continue to expand research collaborations across the College.

• a. Increase inter-departmental collaboration.
• b. Continue to foster greater collaborative interdisciplinary research across the CVM, VDL and VMC.
• c. Encourage research collaborations between research and clinical faculty members.
• d. Educate faculty and students across disciplines to understand and appreciate others’ areas of expertise, skills and accomplishments (e.g., research retreats, seminar series, website communication, etc.).

4. Bolster multidisciplinary, collaborative research across Michigan State University.

• a. Communicate and promote faculty interests and research strengths to build potential collaborations across MSU; feature multi-disciplinary research teams on the College’s website and in promotional material.
• b. Strengthen research collaborations across all MSU human health and life sciences colleges.
• c. Expand innovative research partnerships with other MSU colleges including Agriculture and Natural Resources, Education, Engineering, Social Science as well as with many others.
• d. Hold university-wide symposia to facilitate interactions.
• e. Provide incentives such as seed funding for interdisciplinary projects.
• f. Target new sources of funding to support research that spans MSU. (Links to Strategy 6.1)
• g. Ensure that faculty advancement recognizes collaborative research for faculty investigators as part of their portfolio.

5. Strategically align with veterinary professionals, other institutions, industry and government agencies to advance the College’s transformative research. (Links to Strategy 3.4)

• a. Leverage CVM’s unique strategic position as the state of Michigan’s only veterinary college to develop meaningful partnerships.
• b. Evaluate partnerships with other premier institutions in the upper Midwest region.
• c. Develop research collaborations that address the animal-human bond, building upon CVM strengths.
• d. Target funding opportunities with the US Department of Agriculture, Animal Health Foundation, agricultural commodities groups and other agencies that promote unique research and outreach collaborations to improve animal health. (Links to Strategy 2.3)

1. Recruit, retain and develop outstanding research faculty. (Links to Goal 4)

2. Conduct an ongoing needs assessment to anticipate current and future space needs.

• a. Assess need for open laboratory models that facilitate greater research collaboration.
• b. Determine resource needs for conducting research virtually through virtual laboratories.

3. Continue to maintain state-of-the-art, accessible research cores.

• a. Advance CVM’s centralized research hub.
• b. Enhance animal core facilities to accommodate agricultural animal models, equine research space, large sample storage facilities and a digital dairy.
• c. Utilize share point to educate researchers about the availability of cores.

4. Strengthen infrastructure and training that supports the growing demand for computational methods, big data and artificial intelligence.

• a. Expand server space and technological capacity for big data.
• b. Develop computational core of data management staff (e.g., database management, development and data science).

5. Grow infrastructure for clinical research and clinical trials.

• a. Strengthen the clinical trials administrative and management infrastructure.
• b. Create partnerships with pharmaceutical and other animal-related corporations.
• c. Promote the VMC for clinical trials to basic researchers to encourage collaboration with clinician-scientists.
• d. Evaluate the development of a Big 10 consortium to support multi-center clinical trials.

6. Expand and diversify the research funding portfolio.

• a. Support current and develop new collaborative research initiatives that will attract support from the multi-investigator programs offered by governmental organizations (e.g., NIH, NSF), as well as private foundations.
• b. Explore opportunities for interdisciplinary research with other MSU colleges for collaborative funding and resources. (Links to Strategy 2.2)
• c. Expand philanthropic support for research; engage donors and industry to support intellectual capital and innovative research.
• d. Increase the endowment to attract and recruit outstanding new faculty.
• e. Diversify funding mechanisms and sources; target funding opportunities from the following sources beyond NIH and NSF: USDA, Michigan Alliance for Animal Agriculture, Animal Health Foundation, and other sources.
• f. Pursue program project grants and other collaborative funding mechanisms.
• g. Increase the number of training grants; provide supportive resources for applying for training grants and fellowship funding.
• f. Grow technology transfer licensing and royalties from intellectual property. (Links to Strategy 2.4)

1. Develop a process for faculty, students and trainees to apply for protected time for experiential research opportunities. (Links to Strategy 2.1)

2. Provide seed or pilot funding for innovative, collaborative research proposals. (Links to Strategy 2.2)

3. Nurture innovation and high-risk ideas to encourage commercial development and growth in technology transfer. (Links to Strategy 2.3)

4. Expand expertise in applied clinical research and evidence-based outcomes.

5. Ensure support for grant applications and grant management for principal investigator grants as well as large collaborative, multi-disciplinary grants including: (Links to Strategy 2.2)

• a. Grant writing and grant application review;
• b. Match-making that links researchers with funding opportunities; and
• c. Statistical and data management support.

6. Increase opportunities for CVM students and trainees to participate in collaborative, multidisciplinary research. (Links to Strategy 2.2)

• a. Encourage undergraduate participation in research programs including the Summer Research and Honors College Professorial Assistantship programs.

7. Establish a mechanism whereby faculty, students and trainees proactively submit research discoveries and accomplishments to the Office of Marketing and Communications for promotion.

• a. Continue to publicize CVM’s promotional stories through University Communications.

8. Launch a media/marketing campaign to promote CVM research discoveries and accomplishments to all audiences.

• a. Consider an internal branding/marketing campaign to proactively promote CVM research discoveries and accomplishments to all audiences.
• b. Publicize success stories and research publications in high-impact journals.
• c. Enhance messaging of the CVM within MSU.
• d. Elevate CVM’s research accomplishments and impact on the College’s website and social media; include differentiated content for prospective faculty, students, trainees, collaborators, community and donors.

9. Provide opportunities for CVM researchers to present the impact of their work to media, government agencies, policymakers and potential funders.

10. Identify national organizations, forums and leadership opportunities that leverage CVM researchers to have a voice that influences policy and societal needs.

11. Nominate researchers annually for national and international research awards and recognition.

12. Promote CVM’s evidence-based outcomes regionally and nationally. (Links to Strategy 3.4)

13. Proactively promote CVM researchers as members of extramural funding study sections and other grant review boards.

1. Recruit, retain and develop outstanding talent that allows the CVM to strategically provide innovative programs and premier service. (Links to Goal 4)

2. Advance cutting-edge, multidisciplinary clinical programs that distinguish the Michigan State University Veterinary Medical Center and Veterinary Diagnostic Laboratory. (Links to Strategy 3.3)

• a. Evaluate existing and emerging areas of service, technology and expertise to ensure relevance, innovation, creativity, and sustainability.
• b. Continue to advance core services that support clinical care and innovation: create innovative care pathways to support telemedicine, and further cultivate VDL's expertise in developing novel diagnostic assays.

3. Foster a culture that values respectful communications and efforts of all team members. (Links to Goal 5)

• a. Cultivate a team-based approach to leverage the unique strengths of the CVM.

4. Continue to develop and maintain state-of-the-art animal hospitalization and diagnostic facilities. (Links to Strategy 6.1)

5. Build strong collaborative relationships with referring veterinarians, corporate veterinary practices, industry and external stakeholders. (Links to Strategy 3.4)

6. Advance science, education and training to improve animal health. (Links to Goals 1 and 2)

• a. Facilitate innovative clinical research and clinical trials. (Links to Goal 2)

7. Distribute CVM discoveries and implement new findings into veterinary services.

1. Clearly articulate expectations across the enterprise that ensure leadership, faculty and staff play a key role in supporting a culture of respect and service excellence.

2. Improve access, appointment scheduling and communication for clients and referring veterinarians. (Links to Strategy 3.4)

• a. Make it easier to schedule multiple specialty appointments in a single day.
• b. Utilize service specialty coordinators to improve client satisfaction in areas regarding admissions, post-discharge and medications.
• c. Develop an efficient, user-friendly portal for clients and referring DVMs.
• d. Utilize survey data from clients and referring veterinarians to drive enhancements and track progress.
• e. Improve client education and informational material provided.

3. Increase community DVM’s access to the VDL services, such as sample submission and contact with in-house experts.

4. Provide customer service training for all VMC and VDL staff.

1. Promote the College as a veterinary and public health resource to the Greater Lansing area and the State of Michigan.

• a. Promote VMC/VDL expertise through storytelling techniques with peer institutions, the veterinary community, and a wider public audience (CE offerings, blogs, e-news, story pitches toward related topics in the news, etc.).
• b. Revise media messages to focus on CVM expertise instead of operational and access messages.
• c. Enhance the support provided to the Michigan animal agriculture industries: develop outreach programs to train the agricultural workforce; work with different commodity groups to showcase what CVM can do for them.

2. Document CVM’s contributions to society and the State of Michigan.

3. Prepare interested faculty and house officers (both VDL and VMC) to be responsive to media questions/interviews and to assist with story pitches to the media.

• a. Ensure MSU’s Communications and Brand Strategy Office has up-to-date lists of CVM experts available for media inquiries.
• b. Incentivize community engagement in annual reviews and RPT decisions.
• c. Assess opportunities to collaborate with community partners for faculty media training.

4. Increase global exposure and reputation of MSU CVM faculty experts with practitioners around the world.

• a. Expand webinars and continuing education offerings.
• b. Better integrate senior DVMs into the VDL; train them on submitting samples and finding experts.
• c. Showcase CVM’s discoveries and clinical advancements.
• d. Define the societal and economic impact of the School’s programs; commission a study or develop a collaborative project with the School of Management.

1. Strengthen relationships with referring veterinarians and corporate veterinary practices.

• a. Improve timely, effective and regular communications with referring veterinarians. (Links to Strategy 3.2)
  • -Effectively communicate unique services available through the VMC and VDL (e.g., clinical trials, diagnostics, multidisciplinary care, specialized treatment modalities, etc.)
  • -Provide “real time” epidemiological detection of emerging health risks.
    
• b. Utilize corporate veterinary databases and in-person interviews to assess issues most important to community veterinarians. (Links to Strategy 3.2b)
• c. Provide continuing education and networking events.
• d. Hold regular webinars or podcasts for the benefit of the referring community.
• e. Include referring partners as CVM research collaborators.

2. Implement proactive approaches to expand stakeholder outreach and engagement.

• a. Increase CVM’s internal outreach presence and resources; cross pollinate service and outreach positions as well as teaching and outreach materials.
• b. Analyze communications and social networks to understand and address targeted audience’s needs. (Links to Strategy 3.2b)
• c. Incorporate stakeholders’ input into decisions on services provided. (Links to Strategy 3.2b)
• d. Leverage MSU and CVM’s initiatives to engage with all communities regionally and beyond. (Links to Strategy 4.2)

3. Extend MSU veterinary expertise and outreach efforts to a broader community. (Links to Strategy 3.3

• a. Utilize social media to enhance interactions and continuing education programs with stakeholders.
  • -Offer certification/badging programs for youth, agriculture workers and industry partners.
  • -Provide educational/service programing to elementary, high school and other institutions. (Links to Strategy 4.1b)
• b. Collaborate with community organizations to provide care pet-owners who cannot easily access veterinary services.

4. Incentivize community engagement in annual reviews and reappointment, promotion and tenure decisions. (Links to Strategy 4.3)

5. Strengthen relationships with industry, government and the community. (Links to Strategy 3.3)

• a. Provide relevant societal and public health expertise.
• b. Enhance CVM’s capacity to provide services to Michigan’s animal agricultural industry.
• c. Connect faculty and student research to important state issues.
• d. Offer experts and evidence-based outcomes services to legislators, constituents and government agencies.
• e. Partner with the College of Agriculture and Natural Resources, state officials, private industry and the community to expand extension programming.

1. Regularly evaluate all clinical programs to optimize clinical service efficiency and identify opportunities for cost-containment or revenue enhancement.

• a. Increase the use of business tools, models and data analytics to inform strategic decisions. (Links to Strategy 6.2)

2. Assess the impact of the university’s new budget model on VMC and VDL budgets.

3. Expand funding sources and revenue streams.

• a. Cultivate opportunities for university-government and industry partnerships.
  • -Provide evidence-based outcomes services to legislators and constituents and government agencies. (Links to Strategy 3.4.e.)
  • -Assess state funding opportunities to support the VDL.
• b. Identify new opportunities that have potential to generate revenue (e.g., new diagnostic patents). Conduct business plans to fully assess.

4. Expand philanthropic support in support of the VMC and VDL. (Links to Strategy 6.1.e.)

• a. Educate faculty, house officers, students, staff and alumni about the importance of philanthropy.
• b. Nurture client relationships to expand potential grateful patient philanthropic support.
• c. Evaluate naming opportunities.

1. Promote MSU CVM’s key differentiating factors that make the college a destination and great place to work.

• a. A top five global college of veterinary medicine; a global leader in developing future veterinary leaders.
• b. Unique opportunities across MSU for inter-professional and interdisciplinary education, research and service.
• c. Culture of intellectual advancement, research and scholarship.
• d. Innovative education, training and internship programs.
• e. Fully integrated veterinary nursing program.
• f. Internationally recognized Veterinary Diagnostic Laboratory.
• g. High quality of life and low cost of living in the state of Michigan.

2. Ensure ongoing CVM faculty recruitment adheres to a strategic and standardized process. (Links to Strategy 6.2)

3. Develop a wide talent pool of outstanding faculty and student candidates. (Links to Strategy 4.2)

• a. Encourage retention of outstanding students and trainees for recruitment as junior faculty members.
  • -Assess support for student talent who commit to completing internship, residency and PhD to become CVM future faculty.
• b. Continue to build strong relationships with candidates as they continue their education and training.

4. Develop a broad talent pool of outstanding faculty and student candidates.

• a. Partner with the University to promote careers in veterinary medicine to outstanding undergraduate and graduate students.
• b. Partner with K-16 educational programs, community partners, government agencies and stakeholders to empower all people to apply to be a member of the College.
  • -Continue to collaborate and partner with schools in Detroit, Lansing and other areas where talent could be nurtured.
    
  • -Develop MOUs with strategic academic partners who advance our mission to promote veterinary careers through a CVM degree.
  • -Develop and implement an early admission program for qualified students applying from institutions who have created MOUs with MSU CVM.
• c. Ensure competitive recruitment and retention packages for key positions.

5. Offer flexible workspaces and schedules.

1. Advance CVM’s inclusivity initiatives.

• a. Provide necessary resources to implement these initiatives.
• b. Ensure CVM’s inclusivity initiatives are aligned with the mission and values of MSU.
• c. Continue to implement programs and policies that enhance the experience of all CVM community members.
• d. Design systems and identify metrics to ensure CVM is advancing its inclusivity initiatives.

3. Create an environment that supports all students’ learning and social experiences.

4. Enhance development efforts to increase the number and size of scholarship funds.

5. Provide access to experiences and programs that encourage all members of the community to socialize, further educational skills, develop their leadership skills, and enhance their sense of belonging.

1. Develop formal mentorship programs for all in the College.

• a. Foster an organizational culture that values expert mentoring as well as personal and institutional growth.
• b. Create a community of scholars that encourages intellectual advancement, research and scholarship.
• c. Incorporate mentorship program components for staff interested in pursuing advance degrees (BA, MS, or PhD).

2. Explore opportunities to establish innovative faculty tracks.

3. Establish a formal process for staff succession planning and career promotional opportunities.

• a. Clearly define and communicate promotional opportunities for staff.
• b. Evaluate providing staff protected time or part-time positions to pursue training and advanced degrees.
• c. Provide opportunities for staff to work across different offices.

4. Ensure students have access to faculty and alumni for mentoring and career development.

• a. Leverage the knowledge and experience of CVM alumni to provide guidance to students on training and career opportunities.
• b. Provide increased opportunities for students to engage with faculty to better understand their training and career paths.

5. Provide invigorating opportunities for faculty and staff to interact with internal and external colleagues.

• • a. Increase teamwork and collaboration across the College, Hospital and the Veterinary Diagnostic Laboratory. (Links to Strategy 5.2)
  • b. Offer research and clinical sabbaticals.
  • c. Increase the number of visiting scientists.

6. Advance continuing education opportunities for all.

1. Commit to unwavering dedication to the core values of the College.

• a. Clearly communicate expectations and behavior standards in support of the new core values.
• b. Strengthen onboarding and orientation processes for current and new faculty and staff.
• c. Ensure that the CVM core values are included in all performance reviews.
• d. Implement the new CVM Standards of Professional Conduct.

2. Create a true sense of community across the College.

• a. Provide programs and infrastructure to foster job satisfaction, success and a sense of belonging for all.
• b. Hold regular, social community-building events.
• c. Ensure all faculty and staff contributions are valued and recognized; develop employee recognition programs.Ensure supportive infrastructure and processes are in place for all to thrive at the CVM. (Links to Strategy 6.1)

3. Ensure supportive infrastructure and processes are in place for all to thrive at CVM. (Links to Strategy 6.1)

4. Enhance student and resident orientation and support.

5. Cultivate work-life integration for all faculty, students and staff. (Links to Strategy 5.3)

6. Develop and sustain highly valued, mutually beneficial connections between the College and its alumni.

1. Nurture respectful and professional communication across all levels of the organization.

• a. Arrange informal opportunities for faculty and student/trainee groups to interact and build community.
• b. Provide opportunities for DVM and nursing students to learn, practice and socialize together.
• c. Implement the new CVM Standards of Professional Conduct.
• d. Hold all accountable for respectful and professional communication.

2. Increase collaborations across the College, VMC and VDL.

• a. Educate faculty and students across disciplines and primary work sites to understand and appreciate others’ areas of expertise, skills and accomplishments.
• b. Expand interdepartmental collaborations.
• c. Promote transparency in all communications

1. Address work-life issues.

• a. Assess faculty and staff workload to match fluctuations in resources and manpower. (Links to Strategy 4.1)
• b. Provide and develop tools that foster greater work-life integration and job satisfaction.
• c. Promote and support CVM and MSU wellness and self-care opportunities for faculty, staff and students.

2. Provide support services to address the changing needs of CVM’s international students.

3. Continue to educate students regarding wellness, including risk factors that may impact their current and future well-being.

1. Enrich and improve teaching, research, and service facilities.

2. Broaden funding sources. (Refer to specifics in each related strategy and/or tactic below.)

3. Strategically pursue industry and government partnerships that maximize resources.

4. Increase philanthropy.

• a. Cultivate close working relationships with College alumni and donors.
• b. Utilize endowments to their highest potential.
• c. Build a strong working relationship with MSU’s Office of Development.

Related Strategies and Tactics:

• -Enhance development efforts to increase philanthropic support of student scholarships, endowments and fellowships. (Tactic 1.1.i.)
• -Identify new funding sources to support the CVM Teaching Academy. (Tactic 1.3.a.)
• -Actively pursue training grants and other funding mechanisms for DVM/MS or DVM/PhD training programs. (Tactic 2.1.d.)
• -Target new sources of funding to support research that spans MSU. (Tactic 2.2.d.)
• -Further strengthen the research infrastructure and resources. (Strategy 2.3)
• -Nurture innovation and high-risk ideas to encourage commercial development and growth in technology transfer. (Tactic 2.4.c.)
• -Continue to develop and maintain state-of-the-art animal hospitalization and diagnostic facilities. (Tactic 3.1.d)
• -Ensure ongoing financial sustainability of the VMC and VDL. (Strategy 3.5)

1. Foster a data-driven culture that utilizes data analysis and interpretation to drive strategic decisions.

2. Continually assess units, operations and procedures to ensure efficiencies across all mission areas.

3. Evaluate instituting more formal process improvement systems.

• a. Identify and develop select CVM staff as in-house process improvement specialists.

4. Maximize the use of technology to improve business operations and communications.

• a. Fully leverage any existing University management and communications software and/or process improvement systems.
• b. Evaluate an on-line ordering system for the VMC and VDL.

5. Ensure that the CVM has an effective, accountable organizational structure. (Links to Strategy 5.1)

• a. Ensure accountability and transparency.
• b. Clearly articulate roles, responsibilities and performance expectations for all.

Related Strategies and Tactics:

• -Continue to develop and refine the quality assessment processes for the curriculum. (Tactic 1.1.j.)
• -Provide exceptional, responsive, patient- and client-centered service. (Strategy 3.2)
• -Improve timely, effective and regular communications with referring veterinarians. (Tactic 3.4.a.)
• -Increase the use of business analytics to inform business decisions. (Strategy 3.5.b.)
• -Ensure on-going CVM faculty recruitment adheres to a strategic and standardized process. (Strategy 4.1.b.)
• -Promote transparency in all communications. (Strategy 5.2.b.)
• -Ensure supportive infrastructure and processes are in place for all to thrive at the CVM. (Tactic 5.1.c.)
• -Evaluate implementation of continuous improvement tools that focusing on increasing customer satisfaction, eliminating inefficiencies and optimizing operations. (Strategy 3.5.b.)
• -Increase the use of business analytics to inform business decisions. (Strategy 3.5.c.)