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Self Evaluation Report SELF EVALUATION REPORT Joint Accreditation Visit November 2018 CONTENTS Executive Summary STANDARD 1 Organisation STANDARD 2 Finances STANDARD 3 Physical Facilities and Equipment STANDARD 4 Clinical Resources STANDARD 5 Information Resources STANDARD 6 Students STANDARD 7 Admission STANDARD 8 Faculty STANDARD 9 Curriculum STANDARD 10 Research Programmes STANDARD 10B Assessment STANDARD 11 Outcomes Assessment Glossary Appendices EXECUTIVE SUMMARY In welcoming the international team to the Royal of the actions and responses will be available at the time Veterinary College (“College”), we look forward to of the visit. sharing the most recent developments in our 227 year history and to receiving critique of our efforts In addition, the College has been subject to assessment and achievements. by the Quality Assurance Agency (QAA) for Higher Education, and been successful in two research As the only school globally to hold full accreditation assessments (Research Assessment Exercise (RAE) 2008, from the major accrediting bodies, we strive for the Research Excellence Framework (REF) 2014), awarded highest of standards and recognise the importance of special funding for excellence demonstrated through the international frameworks and metrics to which an international benchmarking exercise conducted by we subscribe in delivering our mission. Last visited by the Higher Education Funding Council for England RCVS/EAEVE/AVBC in 2010, EAEVE in 2011 and (HEFCE) and received the highest grade, Gold, in the the AVMA Council on Education in 2012, the College national Teaching Excellence Framework (TEF). With has addressed the recommendations and suggestions that our QS University Ranking of 3rd globally and year-on- were made following each assessment, and has reported year improvement of our teaching as assessed by our on these either in response to the accreditation decisions students in the National Student Survey (NSS), we are or in subsequent annual and interim reports. A summary pleased with our progress. However, with the challenges 1 of a new funding model, national economic, political and population and the need for more robust professional turmoil as well as the issues of being located succession planning in the expensive south east of the UK, with aging capital • The financial challenge of providing a state-of- stock and increasingly distant from agricultural resources, the-art learning environment as the needs of the we recognise the need to innovate and evolve as we student population change and diversify continue to seek to make “a good thing better.” • The progressive decline of the UK agricultural sector in the south east and an increased Strengths reliance on partners for the provision of some In each of the Standards and across the breadth of its clinical rotations activities, the College has strengths: • The potential impact of the corporatisation of the veterinary profession on a range of College • The singular focus of the organisation as activities including competition for professional an autonomous institution dedicated to the staff and faculty, competition for caseload development of the veterinary team and situated and reduced access to general practice for the in a hub of academic excellence purposes of Extra-Mural Studies (EMS). • A reconstituted and streamlined governance structure, with its Council drawn from talented We welcome your advice and encouragement. independent stakeholders • An engaged and significantly diversified leadership team • A robust financial position and success in securing international blue chip inward investment • A proven track record in winning competitive grants to support and enhance taught programmes Stuart W J Reid • Significantly improved built environment, Principal and Executive Dean particularly with regard to student facing activities • Progressive and buoyant clinical services across the range of species and with access to large primary access and referral caseloads • A restructured and enhanced Professional Services Division, including the embedding of student and staff welfare as a priority • Committed, highly qualified faculty and staff, dedicated to all our major missions • A reputation as a world leader in pedagogical research and innovation through continued investment in the Lifelong Independent Veterinary Education centre (LIVE) • Strong, well-funded cognate research programmes, including biomechanics and comparative medicine • Successful local community engagement. Weaknesses A changing environment contributes to both extrinsic and intrinsic challenges: • The new fee regime for home students and its progressive devaluation • The need for a diverse portfolio of students to ensure sustainability • A number of buildings that are at, or approaching, the end of their useful life • The cost of living in the south east of the UK and its impact on students and employees • Increasing difficulty in recruiting to all categories of faculty and staff as a consequence of uncertainty around the UK’s decision to leave the EU • A lack of diversity in some areas of the College Photo credit: Mark Thomas 2 . STANDARD 1: ORGANISATION STANDARD 1: ORGANISATION 2 As an autonomous member institution within maintain institutional quality during a period of political the federal University of London1, (UoL) the uncertainty and recent changes to the legislation and College benefits from being part of the greatest regulation of higher education. It also provides us with a concentration of academic expertise in the UK, suitable lead time for our next strategic phase (2021-26). whilst enjoying the benefits of a direct relationship The strategy is supported by an annual financial planning with national funding and regulatory bodies2. process overseen by the College Executive Committee (CEC) which sets departmental objectives and budgets Since the previous accreditation visits (RCVS/ in support of the strategy and in response to internal and AVBC/EAEVE, 2010; EAEVE, 2011; AVMA, 2012), external change requirements. the management of the College has maintained a commitment to continuous improvement and to meeting The planning cycle commences in the autumn with a the needs of the veterinary professions in the context of strategic analysis by Council of progress against strategy; the ongoing and substantial changes in the UK higher a comprehensive risk assessment is undertaken and the education landscape. institutional risk register reviewed and revised. With this as direction, the senior management then conducts its The College’s vision is to be the place of recommendation own executive risk assessment and a SWOT analysis by for education, clinical care, expert opinion and major mission compiled at the commencement of the employment in veterinary medicine and science. Our budget planning phase. With financial KPIs and ultimately mission is to provide inspirational leadership and confirmation of funding from Government in April, the excellence in veterinary science through innovative budget is approved by Council in June. The mission scholarship and pioneering clinical activity. In particular narratives, together with the approved budget, form the the educational mission of the Bachelor of Veterinary operational plan for the commencing financial year. With Medicine (BVetMed) programme is: each component of the mission owned by a member of • To develop the knowledge, skills and attributes the Principal’s Advisory Group (PAG), each of whom to promote and enhance animal health and is responsible to the Principal, progress is monitored welfare, and public health through scholarship, individually, at PAG and CEC business meetings. scientific and professional endeavour, and veterinary practice ACCREDITATION STATUS • To equip students with the knowledge, skills THE UNIVERSITY OF LONDON and attributes to meet the current and future The College is one of 18 member institutions with challenges of all aspects of the veterinary outstanding global reputations which constitute the profession federal UoL. In addition to these member institutions, • To provide a learning environment that the UoL is also home to several central academic bodies appreciates diversity, promotes excellence in and activities. learning and teaching, and embeds a desire for lifelong learning The UoL and its member institutions are registered • To satisfy the requirements determined by with the Office for Students4 (OfS) as higher education the Royal College of Veterinary Surgeons, providers, in accordance with the UK legislative framework the CoE of the American Veterinary Medical for Higher Education (the Higher Education and Research Association and the Veterinary Directives of the Act 2017). The UoL is also subject to a recognition order European Union. of the Veterinary Surgeons Act (1966) which allows it to award the Bachelor of Veterinary Medicine (BVetMed) The achievement of our institutional and programme such that holders of the degree are registered with missions is borne out by our performance in recent the Royal College of Veterinary Surgeons and able to assessments of our provision - most recently the award of practise. It exercises this right via its Ordinances (see a Gold in the Teaching Excellence Framework (TEF). below) through the College. STRATEGIC AND OPERATIONAL PLANNING Our Principal is a member of the Collegiate Council The College’s Strategic Plan for 2014-20193 in which of the UoL alongside the heads of other member the objectives of the College are presented by activity, is institutions. The Collegiate Council advises
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