Learning and Teaching Plan
Faculty of Veterinary Medicine 2008-9
T.J. Anderson, Associate Dean Learning and Teaching
June 2008
Extracted from the Faculty Corporate Plan 08-09
Introduction
The future of the Faculty depends on retaining its standing as one of the pre-eminent
veterinary schools world-wide. With research and teaching quality of the highest order in
recent assessments, and infrastructure and staff ratios limiting expansion of student
numbers on the professional and allied programmes, the Faculty faces strictures not
experienced by some other parts of the university.
Consultation, SWOT and risk analysis over the last 3 years have led to some important
conclusions:
 Further expansion of student numbers is not desirable, tenable nor economic.
 Taught Masters programmes in isolation are not economically advantageous.
 Retention and recruitment of staff will remain our biggest concern.
Our future strategy must therefore be a focus on market protection; we can do this only if
our offering is excellent and addresses the emergence of competitors in both academic
and commercial sectors. Ongoing investment in infrastructure and staffing is critical if we
are to sustain and enhance our offering.
Given recent investment in research and clinical facilities, the single biggest risk
to the Faculty is failure to invest in teaching facilities. With investment of £10M at
Bristol, over £20M at London, a new teaching facility being constructed at
Edinburgh from the £35M sale of Summerhall, and a brand new school opening in
Nottingham in October 2007, our own teaching facilities will be amongst the worst
in the sector. We will undoubtedly lose our ability to attract international students.
The investment in a new teaching facility is our top and now critical priority.
Investment towards Faculty Strategic Objectives
The Faculty’s core objectives remain unchanged, viz:
FSO1 to conduct international quality research in comparative medicine
FSO2 to provide a proactive & innovative educational environment
FSO3 to provide a Veterinary Clinical Centre of Excellence
FSO4 to develop and grow partnerships with industry
We propose a major new capital project
Investment REQUIRED in LEARNING AND TEACHING (FSO2)
New 4 floor teaching institute to include:
 flexible learning environment with space for up to 2 * 200 / 4* 100 capable of
hosting conference and local community events during evenings and vacation
periods
 catering facility replacing existing space now no longer suitable for student
numbers; also capable of corporate events
 student recreational and study/learning facility replacing current acute severe
under-provision – 750 students and 350 staff do not have access to unions nor to
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Gilmorehill campus and our library space is now inadequate – we have doubled
student numbers with no increase in provision.
a James Herriot Centre (open to the public) encompassing the scope and history
of the veterinary profession
an administration floor and new front door to the Faculty, freeing existing McCall
Building for office space
likely investment £7M
income from teaching, conference and functions
Comment on Key Performance Indicators
Learning and Teaching
Undergraduate student numbers will rise with the introduction of the new
MSci/BSc(Hons)/BSc in Veterinary Biosciences degree. However, this will be offset by
an expected reduction in UK/EU 2nd degree students to the BVMS programme. Four
new additional research and teaching positions have been approved to support the new
programme and the BVMS more generally. It was proposed that one appointment would
be made next year (08-09), two the following year, and the final appointment the year
after that. The Dean emphasised, however, that Heads of Divisions and Course
Leaders would be required to ensure that additional teaching was not given to those
individuals who already carried an onerous teaching load.
Entry to the BVMS programme remains highly competitive; as a result entry standards
and year 1-2 progression rate KPIs are strong and are likely to remain so for the
foreseeable future. Although there has been an overall increase in UK veterinary
graduates in recent years, employment prospects remain very good.
Generally the NSS reflects well on the Faculty but has highlighted some areas for
improvement. Results suggest that students would appreciate more formalised feedback
on their performance, especially during final year rotations. Plans are in place to address
the main issues raised by the NSS.
Together with most of the UK Veterinary Schools, the Faculty is supporting the Gateway
Scheme, an initiative designed to overcome the problems of poor application numbers
from low participation areas. In addition, we intend to work more closely with the Medical
Faculty in effectively tackling this issue. However, the Faculty is of the view that a target
of 16% is unrealistic unless a more radical approach to admissions is adopted.
It is expected that the PG headcount will show a modest rise over the next five years
due to enhanced uptake of the Masters in Veterinary Public Health and increased
provision in this area.
Learning and Teaching SWOT
STRENGTHS
STUDENTS
BVMS recruitment successful
Student income may be greater than expected
BVetSci course starts 2008.
Widening participation students. Some support within the University for recruiting students
TAUGHT MASTER DEGREES/CPD
Diverse skill set in Faculty with potential for range of courses and styles of delivery.
INFRASTRUCTURE
Substantial ongoing infrastructural investment recently completed and in progress
improving quality of teaching environment
Cochno a substantial infrastructural resource related to activity that is encouraged by
government
OPPORTUNITIES
STUDENTS
To invest extra income if higher income confirmed
Increased student income within current infrastructure
To increase opportunity for cohorts of society that is highly valued by government
Improve attractiveness of the Garscube estate and flexibility of infrastructure by improving
and widening access to student social facilities
TAUGHT MASTER DEGREES/CPD
Potential for niche marketing of skills of high value
INFRASTRUCTURE
Cochno - to locate and develop more of the relevant areas of teaching at this facility
McCall building. With the relocation of the SAH there is the opportunity to expand clinical
skills and small group teaching spaces
WEAKNESSES
STUDENTS
Faculty now around maximum numbers in BVMS. UK centric content of the course does not make
us the preferred provider for some African (and other non-European/N. American countries)
Faculty (and University) have difficulties in modelling student population, which affects planning
process
Finance of BVetSci not confirmed
Lack of Faculty experience/infrastructure in supporting students with specific social and studying
needs
Student social space limited to undergraduate use and of limited quality/utility
TAUGHT MASTER DEGREES/CPD
Access to market research is poor. Modelling of MVPH difficult to understand - planning &
assessment of financial viability difficult
INFRASTRUCTURE
Cochno substantial costs for immediate upgrading and medium term development for activities of
interest to minority of undergraduates
Teaching facilities now increasingly dated
THREATS
STUDENTS
Competition for O/S students to increase substantially from both Edinburgh and London; medium
term expansion in USA schools
Planning uncertainties with missed or inappropriate investments due to poor understanding of
major income stream
Increased teaching costs and implications of course management and resource requirements.
Different motivational background may affect progress and completion rates
Tariff, progression and retention issues
Increasing student numbers (B. Vet Bioscience) put increasing strain on space and fabric and
pressure of social space
TAUGHT MASTER DEGREES/CPD
Markets uncertain and potential for poor utilisation of staff and other resources in creating nonviable courses.
INFRASTRUCTURE
Large areas of poor infrastructure may have negative effect on recruitment of staff and students,
prevent courses running
Cochno – may be deemed unaffordable