Click HERE for the SVM Strategic Plan as an Adobe PDF document
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Purdue University
School of Veterinary Medicine
Strategic Plan 2001-2006
SVM Strategic Planning Committee
Executive Committee (EXCOM) Members Faculty Committee Members Dr. Mimi Arighi, VTH Dr. William Blevins, VCS Dr. Eli Asem, VAD Dr. Michael Hill, VCS Dr. Kirk Clark, VCS Dr. Stephen Hooser, VPB Dr. Gordon Coppoc, BMS Dr. Mahdi Saeed, VPB Dr. Harm HogenEsch, VPB Dr. John Turek, BMS, co-chairperson Dr. Leon Thacker, VPB Dr. William Van Alstine, VPB Dr. John Van Vleet, VAD, co-chairperson Dr. Jim Walker, BMS
Ms. Lee Ann Happ, Secretary to Committee
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EXECUTIVE SUMMARY
The SVM mission is to serve Indiana, the United States and the world by operating at the highest level of creativity, innovation, and achievement in all areas of activity: learning, discovery, and engagement. More specifically, our learning mission is to educate all members of the veterinary team: general veterinary practitioners, veterinary specialists, veterinary academicians, veterinary research scientists, and veterinary technicians. Our discovery mission is to expand the realm of basic and applied knowledge in targeted areas of veterinary medicine and comparative biomedical sciences. These targeted areas have been chosen to take advantage of existing School, University, and regional private and public sector strengths and include applied neurosciences, biomedical engineering, cancer biology, and infectious diseases. Our engagement mission is to exchange knowledge and interact with producers and owners of agricultural animals, and the biomedical community. Our Veterinary Teaching Hospital, Animal Disease Diagnostic Laboratory, continuing education, extension, and international programs are our direct engagement links to the public and private sector.
In concert with our mission, the overarching goal of the SVM is to become preeminent among our sister institutions through: 1) development, implementation, assessment, and dissemination of innovative approaches to veterinary and biomedical education, 2) development and implementation of novel engagement programs making the clinical and diagnostic expertise of the SVM more accessible to the public, and 3) pursuit of basic and applied discovery programs which take advantage of Purdue’s strengths in engineering and life sciences, leading to the development of important veterinary and biomedical information and products.
Key overarching strategies for the accomplishment of our mission and goal include 1) recruitment and retention of a diverse world-class faculty and staff for establishing and sustaining preeminent learning, discovery and engagement programs; 2) recruitment and retention of diverse, academically talented undergraduate, professional and graduate students, and interns/residents; 3) enhancement of human and intellectual diversity among students, faculty, staff, and administrators; 4) maintenance, improvement, and expansion of physical facilities particularly in targeted areas of growth; and 5) enhancement of all informational resources including acquisition of state-of-the-art computational and information technology resources to support the learning environment, interdisciplinary research, and engagement.
Strategies specific to learning include 1) expansion of student learning opportunities to increase student participation in community service, undergraduate research, experiential and interdisciplinary programs, and study abroad programs; 2) facilitation of student learning through introduction of innovative instructional methodologies such as problem-based learning, integration of technology into instruction, and utilization of caseloads in VTH and ADDL; 3) completion of periodic self assessment regarding learning outcomes and student success; 4) expansion of faculty numbers to ensure their participation in undergraduate, professional, and graduate instruction, and expansion of programs for faculty, graduate students, and staff to improve their teaching abilities; 5) development, implementation, and evaluation of undergraduate and professional curriculum strategies to ensure students’ core competencies; 6) optimization of learning opportunities (residential and distance education) in critical areas of demand that are consistent with School strengths; and 7) expansion of opportunities for personal growth and leadership development through co-curricular activities and student support programs.
Strategies specific to discovery include 1) creation of incentives that encourage faculty productivity in research and scholarship by leveraging School, departmental, and University resources to maximize discovery potential; 2) enhanced participation in interdisciplinary research centers; 3) creation of an environment that supports educational research and development; and 4) enhancement of the quality and amount of research space and equipment.
Strategies specific to engagement include 1) promotion of mutually beneficial interactions between the VTH, ADDL, Extension, Continuing Education, and International Programs with key local, state, national, and international constituencies; 2) solicitation of a diverse caseload in the VTH and ADDL as required for full accreditation; 3) continue to provide continuing education and extension programs to transfer knowledge and skills to veterinarians, technicians, and allied professional and special interest groups, as well as to inform the public of current and new animal health, public health, and food safety information; 4) expansion of K-12 educational programs to increase familiarity of youth with opportunities in veterinary medicine; 5) enhancement of alumni relations through increased communication and involvement of alumni and patrons in SVM programs and with students and faculty; 6) development and implementation of a vigorous program of internal and external communications designed to market the School and its graduates and to enhance the impact of discovery, learning and engagement; and 7) the formation of public and private partnerships.
Financing the plan will be accomplished through focused internal resource allocations and reallocations, fee revenues from service units, sponsored research, revenues from licenses and patents, resources made available to the School from the University as a result of the University Strategic Plan implementation process, and private giving and endowment value. Fund-raising priorities have been based upon the Strategic Plan and include acquisition of both professional and graduate student scholarships, creation of 2-3 endowed professorships, enhancement of our pool of unrestricted gift funds, and the acquisition of funding for improved imaging capabilities, a radiation therapy facility, and 1 or more endowed research funds in support of the School’s targeted areas of research emphasis (cancer biology, biomedical engineering, infectious diseases, and neurosciences).
A key to the success of our plan will be the allocation of the new positions which come to the School as a part of the University Strategic Plan implementation. These new positions will be used to enhance our priority interdisciplinary research program areas, to add diversity, and to address opportunities for additional depth in our professional programs. Positions provided to date have been used to recruit a director for the Cancer Center Drug Development Laboratory, a cancer immunologist, a laboratory animal veterinarian with research expertise in infectious diseases, and an African-American cardiologist. New positions will be used to recruit two experimental pathologists with expertise in cancer biology and/or transgenic animal pathology, a cancer physiologist/pharmacologist, a diagnostic imager with expertise in MRI and C-T technologies, an experimental neurosurgeon and a radiation oncologist.
I. PREAMBLE
The Purdue University School of Veterinary Medicine is an academic college of the University that was founded in 1957, and grew out of an existing Veterinary Science Department. As an integral part of a land-grant institution, the School embraces its role in carrying out the Purdue University missions of learning, discovery, and engagement.
The School of Veterinary Medicine educates all members of the Veterinary Team. In addition to the professional DVM degree program, we offer associate and BS degrees in veterinary technology, graduate training at both the MS and PhD levels, and post-doctoral internships and residencies in a variety of clinical and diagnostic specialties.
The mission of the School is accomplished through three academic departments and two operating units, the Veterinary Teaching Hospital and Animal Disease Diagnostic Laboratory. The Department of Basic Medical Sciences encompasses molecular to whole animal approaches and generally emphasizes molecular processes in development as applied to growth, differentiation, regeneration, and oncogenesis. Model systems and biomedical engineering are employed to investigate both animal and human disease. The Department of Veterinary Pathobiology is primarily concerned with investigating the cause and pathogenesis of diseases of animals and the physical and psychological relationships between animals and people. The goal is to apply this knowledge to increase food-animal productivity and to improve the health and well-being of animals and humans. Disease diagnosis, prevention, and control are emphasized rather than treatment. The Department of Veterinary Clinical Sciences is focused on the clinical and investigative training of the veterinary team, the discovery of new skills and knowledge through applied research, and the use and dissemination of that knowledge to improve the health and well being of man and animals. The Veterinary Teaching Hospital (VTH) and the Animal Disease Diagnostic Laboratory (ADDL) are major teaching and research laboratories and also referral centers for the diagnosis and treatment of diseases of all species of domestic, wild, and exotic animals. The Hospital has a staff of board certified veterinary specialists and residents to support referring veterinarians throughout Indiana and the nation. The ADDL is regarded as one of the best diagnostic laboratories in the nation and offers state-of-the-art diagnostic expertise in parasitology, virology, bacteriology, serology, toxicology, and avian and mammalian anatomic pathology. Our School is also home to one of the leading programs in the country in Veterinary Technology, and the new distance-learning program in Veterinary Technology is only the second of its kind nationally.
The School is home to the Center for the Human-Animal Bond, the National Biosecurity Resource Center for Animal Health Emergencies, the Institute for Applied Neurology, and the Center for Paralysis Research. The School of Veterinary Medicine functions as a community of scholars to advance the health and well-being of humans and animals, and conducts groundbreaking research with a special emphasis in biomedical engineering, cancer, infectious disease, neuroscience, and comparative medicine.
II. VALUES AND CULTURE
Purdue University School of Veterinary Medicine affirms the values and culture of a land-grant university as set forth in the Purdue University Strategic Plan. As a school we seek to:
·
Strive for excellence in all
aspects of our work. Excellent performance is expected of all. ·
Be fair, direct, and honest in
all our dealings with others. ·
As a School, we seek to generate
and maintain diversity, thus providing a stimulating, exciting, and
representative learning environment and work place, through our
recruitment/selection procedures for students and recruitment/hiring
practices for faculty and staff. ·
Emphasize innovation in our
learning, discovery, and engagement programs. Innovative thinking will also
be applied to our organizational, administrative, and developmental efforts. · Actively develop our faculty and staff, making it possible for them to achieve their full potential as scientists, professionals, and individuals.
III. MISSION
The mission of the Purdue School of Veterinary Medicine is to serve the citizens of Indiana, the United States, and the world by operating at the highest level of creativity, innovation, and achievement in all areas of activity: learning, discovery, and engagement.
Learning: Educating all members of the veterinary team: general veterinary practitioners, veterinary specialists, veterinary academicians, veterinary research scientists, and veterinary technicians/technologists.
Discovery: Expanding the realm of knowledge in veterinary medicine, comparative biomedical sciences, and animal production and disseminating this information. Our efforts extend from the molecular to the whole animal level.
Engagement: Exchanging knowledge and interacting with producers and owners of agricultural and companion animals, and the biomedical community. Our teaching hospital, diagnostic laboratory, continuing education, extension, and international programs are our direct engagement links to the public and private sectors.
IV. VISION
The Purdue University School of Veterinary Medicine will be recognized as a preeminent veterinary school for comprehensive education of the Veterinary Team and for discovery and engagement in selected areas of veterinary and comparative biomedical sciences.
Characteristics:
V. GOALS OF THE STRATEGIC PLAN
GOAL 1 – LEARNING: Attain and preserve preeminence in learning through programs of superior quality and value in the Professional (DVM), Veterinary Technology, Intern/Resident, and Graduate programs.
Characteristics:
GOAL 2 – DISCOVERY:Achieve and sustain preeminence in selected areas of discovery including infectious disease, cancer biology, neuroscience, biomedical engineering, and comparative medicine.
Characteristics:
·
Discovery in the forms of
molecular to whole-animal research and scholarship of the finest quality and
depth. ·
An agenda for discovery that is
aligned with university, state, national, and global needs and interests. ·
A faculty and staff of the
highest academic and professional stature and achievement. ·
A stimulating and supportive
state-of-the-art infrastructure that includes information, technical,
facility (including animal housing), and human resources. ·
Teaching hospital caseload that
includes animals appropriate for clinical research. Furthermore, a teaching
hospital with state-of-the-art facilities and equipment. ·
Superior graduate programs,
post-doctoral fellow programs, and active involvement of professional and
undergraduate students in research. ·
A diverse, yet cohesive,
academic environment where faculty, students and professional staff engage in
a rich mix of human and intellectual activities. ·
Faculty who are integral
participants in campus interdisciplinary programs in cancer, nutrition,
biomedical engineering, nanotechnology, proteomics, biochemistry and
molecular biology, neuroscience, gerontology, and human-animal bond. · Periodic review by internal and external advisory and review committees to provide recommendations for enhancement.
GOAL 3 – ENGAGEMENT: Commit to and effectively address the needs of society for specialized veterinary services and biomedical and veterinary knowledge exchange.
Characteristics:
· Effective partnerships with the American Veterinary Medical Association, Indiana Veterinary Medical Association, and relevant professional and production-oriented organizations, the public, referring veterinarians and other scientists to provide specialty treatment, consultation, and diagnostic veterinary needs.
· High quality continuing education and extension programs for veterinary practitioners, veterinary technicians/technologists, allied groups, and the animal-owning public.
· Use of state-of-the-art information technologies to increase impact of the SVM engagement activities.
· A leader in the globalization of veterinary medicine through symbiotic relationships with foreign schools of veterinary medicine and a diverse, internationalized curriculum.
· Responsive leadership and service to address activities of bioterrorism or breaches of biosecurity involving animals or the animal-owning public.
· Integration of the SVM’s engagement initiatives with its discovery and learning missions.
· Equipment and facilities to provide state-of-the-art diagnostics and medicine.
VI. STRATEGIES AND METRICS
Key Overarching Strategies (For All Three Goals)
Human Resources
· Recruit and retain a diverse, world-class faculty and staff for establishing and sustaining preeminent learning, selected areas of research and scholarship, and engagement programs.
Metrics · Peer comparison of salary/compensation by discipline, rank, or job classification level. · Prestigious national and international awards and memberships. · Endowed professorships. · Faculty and staff rewards (promotions, tenure, exceptional merit salary increases). · Faculty and staff retention rates.
· Recruit and retain diverse, academically talented undergraduate, professional and graduate students, and interns/residents by providing exemplary support.
Metrics · Standardized test score and high school rank percentiles and graduate selectivity by GRE. · Competitive graduate assistant and intern/resident stipends and number and size of research fellowships. · Financial aid per student. · Student indebtedness upon graduation. · Evaluation of effectiveness of student services and information systems through periodic surveys.
· Enhance human and intellectual diversity among students, faculty, staff, and administrators by providing programs that support career development, retention and success, and by improving the climate for diversity.
Metrics · Demography of faculty, staff, and students, shares of underrepresented populations, and retention rates. · Investment of funds for diversity initiatives. · Evaluation of school climate through periodic exit interviews.
Supportive Resources
· Vigorously pursue financial resource development that acknowledges the importance of partnerships and the interdependence of multiple funding sources.
Metrics · Fee revenues from service units. · Sponsored funding. · Private giving and endowment value. · Revenues from licenses and patents. · Focused resource allocations and reallocations.
· Maintain, improve, and creatively expand physical facilities in order to provide effective and responsive support and services, and to provide facilities that foster student, faculty, and staff interaction and relationships.
Metrics · Expenditures for physical facilities and infrastructure. · Renovations completed/deferred. · Amount of space allocations for learning, discovery, engagement, as well as for collaborative interaction and activities for faculty and students.
· Enhance library and other information resources, and provide state-of-the-art computational and information technology resources supporting the learning environment, interdisciplinary research, and the business enterprise.
Metrics · Library acquisitions. · Electronic library and other information access services and usage. · Computational and information technology improvements and expenditures. · Wireless technology installation.
Key Strategies Specific to Goal 1 (Learning)
· Expand student learning opportunities and increase student participation in community service; undergraduate research; experiential, collaborative and interdisciplinary programs; and study abroad programs.
Metrics · Number of opportunities/programs and student participants.
· Facilitate student learning through introduction of innovative instructional methodologies (e.g., problem-based learning), integration of technology into instruction, and utilization of caseloads in VTH and ADDL.
Metrics · Number of classroom facilities demonstrating technology integration. · Monitor VTH and ADDL caseloads for diversity of teaching material. · Expenditures for instructional equipment and facilities.
· Conduct periodic program self-studies that assess learning outcomes and student success.
Metrics · Retention and graduation rates (years to degree for graduate students). · Number of doctoral degrees (PhD) granted per year. · Student learning outcomes assessed at the academic program level (performance on national licensure examinations and specialty board examinations, entry into post-DVM intern/residency and graduate programs, first employer evaluations).
· Increase faculty numbers and ensure their participation in undergraduate, professional, and graduate instruction, and expand programs for faculty, graduate students, and professional staff to improve their teaching abilities.
Metrics · Student credit hours taught by faculty. · Number of participants in instructional improvement programs.
· Develop, implement, and evaluate undergraduate and professional curriculum strategies to ensure students’ core competencies.
Metrics · Selection/development of courses to provide content for core competencies.
· Optimize learning opportunities (residential and distance education) in critical areas of demand that are consistent with the strengths of the School.
Metrics · Number of new courses and programs.
· Optimize opportunities for personal growth and leadership development through co-curricular activities and student support programs.
Metrics · Number of student participants in above programs.
Key Strategies Specific to Goal 2 (Discovery)
· Create incentives that encourage faculty productivity in discovery and scholarship by leveraging School, departmental, and University resources to maximize discovery potential.
Metrics
· Assess and monitor discovery and scholarship productivity.
· Develop visionary initiatives to extend our capabilities in selected areas. Participate in interdisciplinary research centers that can attract substantial external funding.
Metrics
· Foster an environment that supports educational research and development.
Metrics
· Enhance quality and amount of research space and equipment.
Metrics
Key Strategies Specific to Goal 3 (Engagement)
· Promote mutually beneficial interactions between the VTH, ADDL, Veterinary Extension, Continuing Education, and International Programs with key local, state, national and international constituencies.
Metrics · Evaluate effectiveness of assistance through a survey of users of the VTH, the ADDL, and SVM Continuing Education. · Faculty FTE involvement in engagement activities. · Ratio of numbers of complaints to numbers of case accessions in VTH and ADDL.
· Solicit a broad caseload in the VTH and ADDL as required for full accreditation by the American Veterinary Medical Association, the American Animal Hospital Association, and the American Association of Veterinary Laboratory Diagnosticians.
Metrics · Number of case accessions (total and selected specialties) per year in VTH and ADDL.
· Provide continuing education and extension programs to transfer knowledge and skills to veterinary practitioners, veterinary technicians/technologists, and allied professional and special interest groups, as well as inform the public of current and new animal health, public health, and food safety information.
Metrics · Number/type of programs given. · Enrollment in continuing education and lifelong learning programs. · Number/type of presentations and publications.
· Strengthen familiarity of young people with the varying facets of veterinary medicine through enhanced, ongoing engagement with PK–12 schools.
Metrics · Number of contacts made with schools and individuals. · Types/categories and number of programs.
· Enhance alumni relations by cultivating alumni interests, increasing communication, and involving alumni and patrons in SVM programs and with students and faculty.
Metrics · Number of alumni and patrons engaged in formal SVM programs/activities. · Participation rate of alumni as donors to the School.
· Develop and implement a vigorous program of internal and external communications designed to market the School and its graduates and enhance the impact of discovery, learning and engagement.
Metrics · Number of applicants per available position. · Number of interactive programs and exchanges with foreign schools of veterinary medicine. · Appearance of School accomplishments and expertise in national and international media. · Success in fund raising.
· Form public/private partnerships.
Metrics
VII. PEER INSTITUTIONS
Recognizing that there is significant diversity in organization, emphasis, and local environment among the 31 North American schools/colleges of veterinary medicine, and that methods of reporting data are highly variable, we will seek to establish a more direct dialog with veterinary schools against which we wish to benchmark. The schools/colleges judged to be peer or better institutions that will be used as benchmarks include:
· Cornell University · Michigan State University · North Carolina State University · Ohio State University · University of Guelph (Ontario Veterinary College) · University of Illinois · University of Minnesota · University of Wisconsin
VIII. BENCHMARK MEASURES
Input Measures
· Entering students’ standardized test scores, undergraduate GPA’s, and high school rank percentiles. · Student to faculty ratio. · Shares of undergraduate and professional class and student credit hours taught by faculty. · Graduate enrollment. · Faculty salaries by discipline and rank. · Graduate assistant, intern, and resident stipend level by discipline. · Appropriations, tuition, fee revenues per student FTE. · Student financial aid; aid to underrepresented students. · Sponsored funding per faculty FTE. · Private giving and endowment value. · Investment in equipment and facilities.
Output Measures
· Student retention and graduation rates (years to degree for graduate students). · Graduates’ career placement and advanced study enrollment. · Number of doctoral and MS degrees granted per year. · Student indebtedness upon graduation. · Student credit hours per faculty FTE. · Demography of underrepresented populations (faculty, staff, students). · National ranking of academic programs. · Number of license agreements and patents for technology transfer. · Participation rate of alumni as donors to the University.
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