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Strategic Plan:
Goal Five

Strategically invest in targeted programmatic areas...

Goal Five: Four-Year Objectives

  1. Build a food animal program that addresses contemporary challenges and advances the health and productivity of the agricultural industry.
  2. Build a global health program that positively impacts our world through education and research.
  3. Expand relationships with strategic partners and our community that harness our unique strengths and resources.

  Measures of Success

  • Food animal stakeholder surveys, research and education metrics.
  • Achieve the strategic milestones of our Global Health Education initiative.
  • Alumni engagement in continuing education, career development and College affairs.
  • Development success during the Capital Campaign, including progress toward funding construction of our new Equine and Farm Animal Hospitals.


5.1 Food Animal Goal 5 Objectives and Milestones

Continue building relationships with industry and commodity sectors:

  • Hold at least one face to face industry meeting with each commodity sector [swine, ruminant, and poultry] and update each commodity by email quarterly
  • During the face-to-face industry meeting, together with faculty and commodity representatives from the swine, ruminant and poultry groups, develop a strategic plan for the future of production animal medicine at CVM with an expected completion no later than 12/15/19

Strengthen collaborations with the NC Diagnostic Laboratory:

  • Integrate new hire (EOD May 2019) into the diagnostic laboratory and infection and immunity teaching rotation starting fall, 2019.
  • Request participation of the NCDL in developing the food animal strategic plan with the commodity sectors to enhance relationships between the CVM Diagnostic Lab and NCDL

Enhance cooperation and collaboration with CALS:

  • Invite (and reciprocate) the Poultry Science faculty to attend the PHP monthly research lunches.
  • Highlight the scholarship and symposia opportunities of the FAI to industry through targeted outreach.

Build research and clinical capacity in the department through strategic hires:

  • Using the departmental strategic hiring plan, submit hiring requests for a Clinical Track Ruminant faculty member and an additional Anatomic Pathologist
  • Conduct and complete strategic hires for Global Health Education Position and Anatomical Pathologist
  • Discuss additional hires with the faculty targeting research gap areas

Continue building relationships with industry and commodity sectors:

  • Arrange and hold the 2nd industry/commodity meetings with individual sectors to better understand their specific needs.
    • A commodity group meeting composed of primarily poultry and swine representatives met for ½ day to discuss current issues facing the industry and their needs. The industry recommended the following
      • Update meetings throughout the year – either individually or with the larger group
        • OUTCOME: additional meetings were held with the Prestage family [ongoing research discussed], at the NC Poultry Federation Meeting [an update of current activities was given and Dr. Rocio Crespo was introduced], at the Poultry Health and Welfare Meeting [research discussed – led by Dr. Crespo]and at NC Swine Council Meetings
      • Changing the position description for the new poultry hire from associate to full professor
        • OUTCOME: The position was approved at the full professor level.  Dr. Rocio Crespo was hired – see below.
    • A separate meeting was help with the extension agents of NC to discuss their needs in light of Dr. Dudley’s departure.
  • OUTCOME: A discussion ensued during which the need for additional extension time either needed to be added to a position within the CVM or a second person needed to be hired. There was concern that we were not meeting the commodity group needs with the current 25% arrangement.
  • Identity at least one area to address specifically during each meeting
    • Areas that were addressed included additional needs for extension related activities in poultry and ruminant sectors, being more responsive to calls, transparency with respect to utilization of industry supported activities.
  • Compile a report by May 1 summarizing meeting notes.
    • Summary notes were compiled and disseminated after the meetings to all participants.
    • A ruminant review was completed with the assistance of Dr. Nigel Cook. A summary report is pending

Strengthen collaborations with the NC Diagnostic Laboratory:

  • Complete and onboard hire in 2018
    • OUTCOME: After 2 failed searches, and offering the position to the 3rd candidate during the 3rd search, the candidate has verbally accepted the offer.  No additional details are available until they receive signed paperwork.
  • Integrated new hire into the diagnostic laboratory and teaching rotation
    • OUTCOME: Suspended pending formal acceptance and onboarding.

Enhance cooperation and collaboration with CALS:

  • Arrange a meeting with faculty between both colleges to discuss steps forward
    • The FAI leadership team of Cray, See and Curtis met every 4-6 weeks throughout the year for discussion and planning
    • One faculty member each from CALS and CVM were identified as group leaders.  They met in March with Deans Linton and Lunn to discuss focused objectives. These objectives were used as the basis for the June meeting planning.
    • Over 150 faculty from CVM, CALS, COS and Engineering were invited to two FAI meeting January 26 and June 8, 2018 to discuss 7 areas identified as high priority from previous meetings. 
  • Faculty identified the need for graduate students, staff, symposia, reburfished or ‘new’ animal facilities, and funding (top areas).
  • Group leaders met with the 2 Deans and the FAI leadership on April 12th to discuss the planning of the June 8 meeting and outcome of the January 26 meeting.
  • Engage in at least one activity that enhances activity between faculty
    • In November 2018 the leadership team recommended a competition to support a faculty led symposium as well as a competition for graduate student support.  This meets 2 of the needs outlined by the faulty.  The Deans supported this initiative with funding.

Build research and clinical capacity in the department through strategic hires:

  • Complete hires for Global and Public Health and Clinical Pathology positions
    • The Global and Public health was a failed search and will be readvertised 2019
    • The Clinical Pathology Position was filled with an Assistant professor, Dr. Erica Gruber who came onboard August, 2018
  • Recruit and hire Poultry Health and Welfare and Poultry Pathogenesist positions
    • The vice martin Position was filled with a full professor, Dr. Rocio Crespo who came onboard August, 2018.
    • A poultry pathogenesist position was filled with an assistant professor, Dr. Ravi Kuhlkarni who will onboard January, 2019
  • Using the departmental strategic hiring plan, identify and submit justifications for three additional hires
    • A PD was submitted and PHP advertised for a Food Animal Production and Welfare position.  An offer was made November, 2018 with verbal acceptance by Dr. Monique Pairis-Garcia who is expected to join us in June 2019
    • A PD was submitted to hire a temporary Ruminant Beef Specialist until a Ruminant program review was completed and a PD could be crafted for a permanent faculty member. Dr. Thomas VanDyke was hired in a one year interim position.
    • A PD is in process for an Anatomical Pathologist to replace John Cullen in 2019.


5.2 Global Health Goal 5  Objectives and Milestones

Build Partnerships:

Partner with identified strategic partners to form effective collaborations


  • Target Senegal to develop strategic GH programs that meet their needs and align with our strengths
  • Identify partners in the NC triangle region for establishing collaborative proposals (RTI, DGHI, UNC)
  • Meet with USAID, Fogarty, DOD, Gates, ARMY, health and agricultural ministries to establish networks

Develop Training Courses:

Propose a “One Health” Infectious Disease Training Course


  • Strategic planning to host a 2-3 week course that targets national and international candidates
  • Consider developing the course into a certificate program eventually

Increase extramural funding:

Apply for extramural funding (Gates, Fogarty, USAID, DOD)


  • Apply for 1-2 funding opportunities in the next year in collaboration with a strategic partner in the research focus areas chosen by GH committee


Complete the GH faculty cluster hire


  • Early Spring 2019: Begin recruitment of a candidate for the “Veterinary Global and Public Health” position after making suitable changes in the job description, with a potential hire date of Fall 2019
  • Fall 2019: Identify and advertise the final GH cluster position

Program development:

Development of DVM Global Health programs


  • Summer 2019: Finalize curriculum development and approval for experiential 4-week DVM summer program: One Health – East Africa
  • Spring 2019: Build greater external visibility of DVM Certificate in Global Health program

Cluster Hire of GH Faculty (n=3)


  • By February 2018, form search committee to develop position descriptions for GH faculty cluster hire.
  • By March 2018, initiate search for GH faculty cluster hire. The completion of the search will be an organic process and much will depend on the Director and the college vision, availability of funding etc.
  • Bringing on a support staff to facilitate the GH implementation plan is recommended.

Appointment of CVM GH Director:


Identify and appoint the CVM GH Director, either from one of the cluster hires at the completion of the first round in 2018 or an existing faculty member earlier in the implementation process. This is really important to drive the GH process forward as targets 3.4 and to a large extent #1 depend on the Director and the GH Implementation Committee`s vision.

SME GH Policy Review:


By June 30, 2018, implement recommendations from the SME GH policy review. The college, department heads and the dean are aware of this and we request them to move forward immediately with the SME review for faculty who are interested in GH-related activities. The SME GH policy review has to happen fast and we don`t really need the Director appointed first to move this forward.

External Communications Program:


  • By March 2018, develop and deploy initial (v1) GH Webpage presence.
  • An updated (v2) GH Webpage presence post-cluster hire should be implemented within 1 month of completing the first cluster hire.
  • We propose to organize an annual GH Research and Education Day during Fall Semester.