skip to main content, skip to Quick links, or skip to Search

main content

College of Veterinary Medicine
Strategic Plan


North Carolina State University College of Veterinary Medicine (CVM) graduated its first class in 1985. Despite its relative youth, the NCSU CVM is recognized as one of the leading schools of veterinary medicine in the country:  In 2011, NCSU CVM was ranked third out of 28 Veterinary schools in North America by US News & World Report.


The College of Veterinary Medicine enhances animal and human health and well-being through the education and advanced training of veterinarians and comparative biomedical scientists, and provides leadership in veterinary care, biomedical research and outreach through innovation and inter-disciplinary partnerships.  The mission contributes to developing and sustaining North Carolina and global economies and advancing the profession.


The College of Veterinary Medicine at NC State will be a leading, internationally recognized institution that provides comprehensive and comparative approaches to address complex issues facing animal and human health.

Core Values


                The CVM Strategic Plan was developed to align with the University plan ( that was developed in 2010-2011 at the request of the Chancellor.  Faculty from the CVM who served on committees for the University Strategic Plan formed the nucleus of the CVM Strategic Plan Committee with the inclusion of additional faculty to represent areas of specific and unique concerns to the CVM, including clinical services in the Veterinary Health Complex.  While this was a faculty driven committee, CVM faculty and staff were invited to comment and provide feedback on working drafts posted on the CVM internal website. The five University goals form the structure for the CVM Strategic Plan.


                The CVM trains three categories of students: those studying for 4 years to become a Doctor of Veterinary Medicine (DVM), a professional degree leading to certification and licensure to practice veterinary medicine; DVM’s pursuing additional training after graduation in either an internship or residency program; and DVM’s and non-DVM’s pursuing a graduate degree in either clinical or basic science.  The CVM wants to sustain and enhance its reputation for training and mentoring individuals to become outstanding clinicians, innovative specialists and ground-breaking researchers who improve the health and well-being of people, animals, and the environment.
                The CVM needs to 1) continue recruiting diverse and highly motivated DVM students; 2)  increase the number of rotating internships and residencies across recognized veterinary specialties; and 3) increase efforts to recruit stronger graduate students.  The CVM faculty will continue to develop and support unique educational experiences for DVM students. To sustain and grow our internationally recognized training programs for interns and residents, clinical specialties need at least 3 boarded faculty to provide optimal guidance and training.  To attract DVM’s into graduate programs requires competitive stipends commensurate with post-doctoral salaries.


                The CVM faculty has three responsibilities: teaching, research, and service.  For the CVM to remain successful and enjoy a highly ranked national and international profile, it is important that the faculty collectively excel in all three charges.  The CVM needs to increase its faculty numbers to maintain its quality student/teacher ratio and insure superlative training of veterinary students, graduate students, and post-graduate DVM’s and other potential trainees; to be more competitive for extra-mural research funding; and to provide a high standard of veterinary care to the public.   
                Research and scholarship is central to the mission of the CVM. In order to recruit leading scholars and researchers, there is a need to upgrade and enhance existing research infrastructure together with efficient and effective utilization of laboratory space.  With expansion of research efforts, there needs to be a parallel expansion of state-of-the-art animal facilities.  Short and long term plans based on projected use as well as areas of present and future strengths should be developed.  In addition, there is a critical need for replacement of essential aging central equipment and acquisition of new state-of-the-art equipment to support current and future research programs.                 A cohesive plan should be developed for increasing the number of faculty.  Attention should be given to areas where faculty retirements are imminent to avoid disruption in strong research programs, clinical services and residency programs, and core DVM courses.  A critical mass of faculty within a given discipline or specialty is important to allow for either external or internal scholarly leaves to acquire new skills and insights for research advancement and the development of new course materials.  Throughout a faculty member’s career, consistent mentoring is essential to insure productivity and job satisfaction.                


                The CVM is a unique resource within the state of North Carolina to play a leading role in One Health;   One Health is a multidisciplinary approach to address problems facing animals, both domestic and wildlife, humans, and the environments they share.  One Health research includes basic research at a cellular/molecular level applicable to both human and animal health, (including animals as models for human diseases), studies directly related to health of domestic animals, and complex issues related to ecosystem health.
                The CVM faculty currently support many existing and successful interdisciplinary programs: the Center for Comparative Medicine and Translational Research, the Center for Marine Sciences and Technology, Biomedical Engineering, Fisheries, Wildlife and Conservation Biology and the newly funded Southeast Climate Science Center.  Recently organized interdisciplinary efforts also include the NC One Health Collaborative and the Center for Human Health and the Environment. To encourage new and strengthen existing interdisciplinary collaborations, consistent and clear guidelines need to be developed for faculty detailing how these efforts impact promotion/tenure decisions, teaching commitments, and distribution of college research funds.
                Developing and supporting strong, interdisciplinary graduate programs at our university enhances our ability to attract the best students and makes us even more competitive with our peer institutions.  To succeed, greater flexibility in how graduate students meet their degree requirements relative to course work and experience is required. Graduate committee members should work closely with graduate students to determine the best plan of course work that will satisfy core competency in a discipline but also allow for students to take additional classes that will complement their thesis work and prepare them competitively for positions post-graduation. 


                A major challenge facing the CVM is how to maintain and perpetuate a sense of strong community that has been integral to the college since its inception. A culture that creates a greater awareness and appreciation of how we meet our mission of service, teaching and research in diverse settings and disciplines is needed. Options for physical activity, extra-curricular events or quiet contemplation on the CVM campus and near-by are needed to improve individual well-being, which strengthens the overall health of the CVM community.  Efforts need to be made to eliminate the perceived distance barrier between the Centennial Biomedical Campus, Main Campus and Centennial Campus. Possible solutions include re-evaluation of Wolfline routes and schedules and working with the city of Raleigh to improve bike lanes, sidewalks and greenways to make physical connectivity a safer option.
                The CVM community acknowledges that resource allocations must be aligned with the strategic priorities of the College and the University.  This is an ongoing initiative to streamline how the business of the University and its colleges is conducted to become more efficient financially and productively.  The CVM community needs to be informed about its role in resource allocation in a timely and open manner.  It is important to provide oversight that encourages and protects long-term vision aligned with the strategic priorities of the CVM.   Further, it will also be important to diversify financial resources if the college is to continue to grow. The knowledge of unique programs within the CVM/Biomedical Centennial Campus needs to be leveraged to increase endowments and gifts.  We need help to leverage this designation as the Biomedical Centennial Campus to attract outside businesses and agencies in a manner similar to the development of Centennial Campus.


Globalization is a reality that offers great opportunities and challenges.  The CVM continues to respond to the needs of North Carolina but is actively engaged in sharing what we have learned with the rest of the world.  This includes: 1) strategic partnerships with other universities in the United States and internationally to offer unique training opportunities to veterinary and graduate students; 2) programs and partnerships aimed specifically at building working relationships among academia, industry, and government and fostering an environment of creative innovation; and 3) enhancement of our intellectual community by recruitment of faculty, house officers, and students with previous international experiences such as military, Peace Corp, or other humanitarian aid services.  In addition, CVM faculty and students have unique expertise and have developed unique medical and veterinary technologies. Faculty, staff and students should be encouraged to interact more with outside industry and partners through the office of Technology Transfer.  These initiatives should be encouraged to continue and increase.

Full Strategic Plan