FACULTY OF LAW, BUSINESS AND SOCIAL SCIENCES
Learning & Teaching Plan
Extracted from Faculty Strategic Plan
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Faculty Strategic Objectives
4.4
Faculty Strategic Objectives
4.4.2
Internationally renowned for enquiry led learning
a
b
c
d
Improve undergraduate progression rates
Increase overseas student recruitment
Improve recruitment from low participation neighbourhoods
Improve student satisfaction as measured by the NSS
4.4.3
Leading Postgraduate University
a
b
c
…
Consolidate PGT recruitment
Improve PG marketing
4.4.5
A great place to study, research and work
a
b
c
…
Work with the University to enhance teaching space and accommodation for students
Enhance IT facilities and support for teaching and students
4.4.2
Internationally renowned for enquiry led learning
Objective
a
Actions required
Undergraduate progression rates
 Various initiatives continue to foster the sense of departmental belonging, particularly for
MA (SocSci) students. These include mentoring schemes, non-assessed group work
exercises and additional support for students undertaking resits, all of which are wellreceived by students.
b
Overseas student recruitment
 Continue to liaise with GIC
 Develop B.Fin and English LLB which is targeted at overseas markets
 Ongoing encouragement to improve the uptake of international exchange opportunities
during UG studies, with clear recognition of the need for flexibility in grade translations
given differentiation in marking structures between institutions
 The Faculty seeks to appoint a dedicated Faculty Student Recruitment and Marketing
Officer
c
Recruitment from low participation neighbourhoods
 Continue to support WP activities
d
Student satisfaction as measured by the NSS
 Continue to improve mechanisms of assessment and feedback for students and academics
the importance of which is reflected both in current University priorities and the NSS.
4.4.3
Leading Postgraduate University
Objective
b
4.4.5
Actions required
PGT recruitment and Marketing
 Undertake relevant market segmentation research
 Continue to develop and implement marketing plan
 Marketing training for support staff
 Appoint Faculty Marketing and Recruitment Officer (as above)
 Travel to target markets
 Advertising and promotion
 Part-time student helpers
 Pump-priming scholarships
 Use website proactively to attract students
 Enhance Faculty co-ordination to support and maintain the web
 Consider providing some initial information in other languages
A great place to study, research and work
Objective
b
Actions required
Teaching and student accommodation
 Continue to extend and refurbish accommodation for PhD students
 Encourage University to invest in conference/CPD facilities on campus
c
IT facilities
 Assess specialist software and databases
 Encourage more advanced use of learning and teaching technologies
 Consider the possibility of Learning Technologists to support innovative teaching and
learning (e.g. distance learning, podcasts).
4.5
Current Initiatives
The following are developments and initiatives which are underway in support of the Faculty’s broad
strategic objectives of increasing PGT student recruitment, particularly international, improving MA
(SocSci) retention and meeting obligations re employability.
4.5.1
Recruitment

Given the challenging recruitment environment at both UG and PG levels, there is an identifiable
need to capitalise on the level of applications received within the Faculty.

There are a range of recruitment activities in hand, supported by substantial in-year investment of
£250k from the University. The quality of publications, navigation of websites, speed of
turnaround, development of interactive activity, developing overseas presence and the extent to
which a pre-arrival 'relationship' can be developed with successful applicants are all targeted
activities and we are confident that the investment will reap dividends. Data from the ISB has
highlighted the areas which concern students and which we need to work on.

The University’s positive response to our request for an additional opportunity to approve new
programmes in the autumn semester is very welcome. This additional flexibility should enable
marketing activities to become more effective from an earlier point in the academic year and there
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is a corresponding need for the Faculty to have an earlier awareness of departmental programme
developments.

Additional UG recruitment and conversion activities have been scheduled in the face of the
decline in applications for the MA (Soc Sci). The increased level of contact has been worthwhile
in terms of turnout on applicant visit days.

The Faculty will be well represented at the additional UG Open Day in June.

An orientation session for GIC students who may enrol in the MA (Soc Sci) degree has been of
value and will become a recurring event.

Second year entry is under consideration and work is underway to explore whether or not current
HND provision can map onto the MA (Social Sciences) degree.
4.5.2
Retention

The Faculty has a number of measures in place to improve retention and recognises the challenge
in communicating information about support services to students.
We have welcomed a substantial decline in student numbers appearing before all UG degree
progress committees.
An additional ‘catch-up’ induction event for first year Social Sciences students in January was
organised to reinforce the information and advice provided in September.
Close attendance monitoring at Social Sciences tutorials is also in place as an early warning
mechanism.
Despite Faculty efforts to limit the drop out rate among WARP students, results have been
disappointing. Additional measures are being put in place (e.g. more student mentors to offer
support).




4.5.3
Improving the Student Experience

A nine point action plan identifies student assessment and feedback as well as student progression
and retention as the major priority for actions. These priorities reflect the outcome of NSS 2007
and First Year Experience survey results.

Specific actions are planned to set clear standards for marking timescales; to contextualise
University assessment requirements within each discipline; to explore how transitions between key
points of study can be enhanced; and to explain both departmental and student responsibilities in
relation to feedback. The role of different types of assessment such as group work and how better
to assess or promote graduate attributes is under investigation.

Arrangements for ACMR activities are to be harmonised across all LBSS departments.

We plan to embed feedback mechanisms to staff and students in order to raise student perceptions
about departmental responses to NSS outcomes and to encourage their participation in the survey.

Consideration of whether the knowledge transfer role of UGSC should be extended for
dissemination of the innovation and best practice which is in evidence across the Faculty.

Proposals are in hand to develop the effectiveness of departmental networks in order to share best
practice in learning and teaching at undergraduate level.
4.5.4
Employability

A Faculty PDP module is being developed.

If successful, two bids submitted to the Scottish Challenge Fund will offer new opportunities to
Faculty students: a scheme to develop work placements aimed at PGT international students; and
an Interview Academy - the development of two-day workshops to work on interview skills with
students whose first language is not English. This will be piloted with students in LBSS.
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
A pilot study involving a temporary appointment of a student placements officer (supported by the
LTDF) will survey the range of possible placements in the voluntary and public sectors for LBSS.
This starts 1 June 2008.
4.5.5
Internationalisation

The Faculty has a continuing commitment to promote the internationalised student experience,
welcoming the growing diversity in student and staff populations. For example, the integration of
GIC students into UG programmes will extend the diversity of the UG population.

Internationalising the curriculum is an ongoing priority across the Faculty and at PGT level, there
are numerous projects to explore relations with strategic partners, potentially leading to new
collaborative degrees.

The Faculty is building a systematic needs analysis for international students over successive
sessions. This enables us to tailor suitable responses (e.g. to determine the format of further
support to enable students to adjust to UK academic conventions).

The results of an LTDF funded project to research international student needs and developing
online and VLE support are informing the development of web-based guidance on academic
writing skills.

A range of actions, from pre-arrival to end of first semester have been identified in the Faculty’s
own international student surveys to improve student support.

A working group on student mobility is considering a common grade conversion procedure; the
potential for managing the curriculum to support study abroad as well as ways of promoting the
opportunities to students.
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