Mission

To promote animal and human health by providing high-quality veterinary diagnostic laboratory services and the professional expertise to complement them

Vision

To provide leadership and excellence in veterinary laboratory diagnostics integrating innovative and proven technologies, teamwork, education, research and service

Strategic Priorities and Goals 2008 - 2012

I. Funding/Solvency

Generate sufficient financial support (GPR, grants, Program Revenue, etc.) to fully fund staff and facility resources required to provide excellent veterinary diagnostic services.

A. Implement a cost accounting system and adjust prices as needed maintaining an awareness of what other diagnostic laboratories are charging for similar assays

B. Educate and influence current funding sources about the crucial role the WVDL plays in animal health and wellbeing in Wisconsin and about the need for additional staff and technology to fulfill this role

C. Develop additional funding streams through grants and collaborations which are consistent with our mission, and which do not dilute our ability to deliver excellent diagnostic service

II. Staff Development

Create an environment which facilitates recruiting, developing and retaining excellent staff

A. Expand and improve new employee orientation

B. Expand and improve in-house training, including cross-training within and between sections

C. Develop, support, and communicate guidelines for participating in external educational opportunities including university classes and conferences

D. Develop an employee recognition strategy

E. Improve processes to facilitate better internal communication:

Between departments
Between Barron and Madison

 

III. Public Communication

Expand awareness of WVDL and the role it plays in animal and human health

A. Develop a Lab “identity” which makes us easily recognizable by the public

B. Focus on public relations and outreach:

Clients and producers
Small animal vets
General public

 

IV. Expansion

Continuously seek new opportunities to serve our clients

A. Develop a process for identifying and initiating profitable new tests and dropping lower-priority tests

Ask veterinarians and producers about their needs for new tests and services
Identify tests we are currently referring to other labs which if performed in-house would contribute to our financial stability

B. Conduct and monitor research to better serve the people of Wisconsin

 

V. Capacity/Productivity

Analyze internal processes to increase the effective and efficient utilization of staff, space and equipment

A. Match staffing to work load

B. Implement automated systems and add new equipment to handle repetitive tasks

C. Provide employees with more training (UVIS, complex scientific equipment, etc.) to increase productivity

D. Perform a workflow analysis to identify opportunities to increase efficiency

E. Set a baseline for performance measures where appropriate

VI. Service

Monitor and respond to customer feedback

A. Implement a formal process for measuring customer satisfaction

B. Better serve our clients by strengthening relationships with the UW School of Veterinary Medicine, the Wisconsin State Laboratory of Hygiene and other entities

C. Update and expand the WVDL website and other communications with clients

D. Improve internal operations that impact quality and timely delivery of services