Based on input from all of our key stakeholders, the UF College of Veterinary Medicine has set forth a strategic plan that takes into account our rich history and existing strengths, capitalizing on those as we build our future. Together, we’re moving forward toward our over-arching vision of preeminence in research, clinical services and education.
A Leadership Philosophy
Although our philosophy is that this plan is live and evolving, our timeline for reaching significant, measurable progress is 24 months from when we began planning in the fall of 2013. Because of this, the college is in high-action mode with respect to faculty hiring and searches, facilities investments, and Top 10 initiatives involving areas such as One Health, Mucosal Immunology, and Neuroscience, with that list expected to grow.
As of early 2014, recent hires had been made in the areas of dermatology, clinical pathology, cardiology, integrative medicine, zoo medicine and toxicology. At that time, searches were underway in neurology, equine surgery, dairy health, anatomy, neurophysiology, ophthalmology, pathology, radiation oncology and radiology.
We already had made investments in facilities, including a new education center and computer laboratory, diagnostic laboratories and a new equine sports performance complex. Our next wave of investments started in early 2014, including an advanced clinical techniques laboratory, simulation equipment and models, new research laboratory space, renovation of existing research laboratories and research equipment upgrades.
Other factors influencing our planning and our time frame are an upcoming accreditation site visit by the American Veterinary Medical Association’s Council on Education in the fall of 2015; an ever-changing market for veterinarians and veterinary medical services; and a challenging research environment.
We have reaffirmed our core values, which impact every decision we make. Those values include:
Based on wide-reaching stakeholder input, we have identified a number of strategic priorities that cut across the three dimensions of our mission. These include:
- Core culture –building collegiality
- Promotion and tenure guidelines
- Leadership development
- International programs
- Enhancing diversity and inclusion
- Faculty development
- Administrative structure
- Preeminent faculty hires
- Community engagement
Within the key mission areas of research, clinical services and education, we have defined additional specific elements of strategic priority. Those elements are included under their respective categories.
Preeminence in Research
- Enhance success of current faculty
- Laboratory renovations
- Equipment upgrades
- Internal grants
- Trainee stipends
- Support for grant submissions
- Faculty development and mentoring
- Graduate program review
- External funding (training grants)
- Expand available research space
- Campus-wide preeminence initiatives
Preeminence in Clinical Service
- Leading reputation in specialty services
- Invest in clinical facilities and equipment
- Scholarship in clinical trials
- Increasing clinical trials
- AAVLD accreditation
- Improved operational model
- RDVM communications
- Enhance clinical efficiency and customer service
- Enhance communications skills for students
- Maximize student learning opportunities
- Innovative clinical teaching models
- Sustain and enhance caseloads
- Invest in people
- Work-life balance
- Faculty and staff development
Preeminence in Education
- Curriculum review, revision
- Scholarship in teaching
- Technology in the classroom
- Clinical techniques lab with staff and equipment
- Problem-based learning
- Evidence-based teaching (outcomes assessment)
- Student environment
- Student well-being and counseling
- Review admissions policies and pre-vet curriculum
- Faculty development
- Financial education and student debt
Our next steps will involve development of implementation plans and working groups in four dimensions:
- Cross-cutting issues
- Clinical service
Ultimately, we will establish specific metrics to clearly demonstrate our progress.
As we move forward together, we will continue to actively communicate with our internal and external stakeholder groups to obtain feedback and ongoing support. And together, we’ll achieve preeminence.