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Introduction: The University of the West Indies (UWI), Faculty of Medical Sciences (FMS), St Augustine campus, began teaching its undergraduate programme in October 1989, in three Schools: Medicine, Dentistry and Veterinary Medicine. The first batch of students graduated in 1994. A four-year Pharmacy Programme commenced in 1995, producing its first graduates in 1999 and ten years later an accelerated Bachelor of Science in Nursing was started and saw its first graduates in 2006. In its twenty years of existence, the FMS has graduated 2380 students from its undergraduate programmes. The facuhy has thus strengthened the human resource capacity in the health sector of most of the contributing territories of the Caribbean region and the vast majority of the undergraduates have been from Trinidad and Tobago., Objective: To present a longitudinal study of the number of graduates from 1994 to 2008, and to highlight the number of doctors, dentists, veterinarians, pharmacists and nurses in the region and beyond, who have graduated from the programmes of the FMS., Rationale: The FMS, St Augustine, plays an important role in producing qualified health personnel. The study is a compilation of graduates from the UWI, FMS, St Augustine from 1994 to 2008. The first batch, which started in 1989, graduated in 1994. No other compilation of this type exists for other faculties., Methods: Data were obtained by harvesting the names of graduates from the graduation booklets, and by cross-checking administration records of the Faculty's Office., Results: The study shows that fifteen of the sixteen contributing Caribbean territories have had graduates from the FMS, St Augustine, with Anguilla the one exception. Other graduates have come from beyond the region, including 16 developed and developing nations., Conclusion: The FMS, St Augustine, serves a key role in providing health professionals for the region.

Our purpose in this study was to determine professional development needs of faculty in the Association of American Veterinary Medical Colleges' (AAVMC's) member institutions, including those needs associated with current and emerging issues and leadership development. The survey asked respondents to report their level of job satisfaction and their perceptions of professional development as they related to support and resources, teaching, research, career planning, and administration. Five hundred and sixty-five individuals from 49 member institutions responded to an online professional development needs survey. We found that job satisfaction was associated with a variety of workplace variables correlated with academic rank, with those of higher academic rank expressing greater levels of satisfaction. Respondents with tenure also expressed generally higher levels of satisfaction. Most of the respondents expressed interest in learning more about topics related to teaching (e.g., effective questioning, giving feedback, principles of learning and motivation), research (e.g., research design, writing grants), career planning (e.g., mentoring, time management), and administration (e.g., fostering innovation, enhancing productivity, improving the work environment). Just more than half of the respondents indicated moderate to high interest in an AAVMC multi-phase leadership training program. The study suggests topics for which AAVMC should provide professional development opportunities either at existing meetings or through new programming. The study also suggests directions for individual institutions as they seek to implement professional development activities at the local level.

The purposes of this Association of American Veterinary Medical Colleges (AAVMC) study was to develop a profile of deans to understand the knowledge, skills, and attitudes that current deans of schools and colleges of veterinary medicine consider important to job success and to inform the association's leadership development initiatives. Forty-two deans responded to an online leadership program needs survey, which found that knowledge, skills, and abilities related to communication, finance and budget management, negotiation, conflict management, public relations, and fundraising were recommended as the most important areas for fulfilling a deanship. Most respondents speculated that the greatest challenges for their institutions will be in the areas of faculty recruitment and retention and financing veterinary education. Reflecting on their experiences, respondents offered an abundance of advice to future deans, often citing the importance of preparation, communication, and leadership qualities as necessary for a successful and satisfying deanship. More than three-quarters of the respondents indicated moderate to high interest in an AAVMC multi-phase leadership training program to develop administrative leaders. A nearly equal number also indicated support for formal leadership training for current veterinary medical college and school deans. The study suggests leadership development topics that AAVMC could provide at existing meetings or through new programming. The study also suggests directions for individual institutions as they seek to implement leadership development activities at the local level.

In 2004, the Association of American Veterinary Medical Colleges took the bold step of prioritizing diversity as a core value through the hiring of a full-time staff person. The organization then pressed forward in 2005 by launching a national plan devoted to increasing diversity in academic veterinary medicine. In the years since its inception, the DiVersity Matters initiative has overseen significant diversity changes in US colleges of veterinary medicine. Dedicated diversity programming can have a positive impact on academic veterinary medicine and the larger veterinary profession. This paper provides an overview of DiVersity Matters since its 2005 launch and how the initiative is evolving under the Association of American Veterinary Medical Colleges' Strategic Plan.

It is an unfortunate fact that not only has veterinary education failed to adapt in the face of likely future needs, but it has also failed to respond to societal changes that have already taken place and that have affected the requirements for veterinary services and veterinary capability. The responsibility is primarily that of educators, although vision and foresight require a co-ordinated approach involving national and international veterinary organisations. Once it is accepted by all parties that change is essential, the implementation will fail unless there is a unified programme involving the schools and colleges, the accrediting agencies, the licensing authorities, governments, the professional organisations and corporate veterinary medicine. All have a role to play, and any one can readily block progress. A unified approach is an absolute requirement. The developed countries must take a leading role, but the issues are global, and ways must be found to facilitate change in all parts of the world. Disease knows no boundaries, and any strategy is only as strong as its weakest link.

'One World, One Health' is a foundation concept in veterinary medicine, much like comparative medicine. However, teachers of veterinary medicine often fail to identify it or speak of its importance within the veterinary curriculum. The resurgence of interest in the 'One World, One Health' concept aligns well with the underlying principles on which the University of Calgary Faculty of Veterinary Medicine (UCVM) has been newly founded. This concept is therefore a key component of the UCVM programme, and one that is well highlighted for those studying in the Doctor of Veterinary Medicine (DVM) course and graduate students.

The veterinary profession finds itself in the midst of a new world order. Today veterinarians are part of a world that is exquisitely interconnected culturally, economically, socially, and professionally. As a consequence, societal needs and expectations of the profession are more demanding, critical and far-reaching. Veterinarians must play important roles in five intersecting domains of work: public health, bio-medical research, global food safety and security, ecosystem health and the more traditional role of caring for animals. To be successful in this broad and complex range of services and activities, veterinarians must possess an expanded knowledge base, acquire new skills, and develop a new mindset that will ensure their success and excellence in all these domains. The veterinary profession is becoming more fragmented and specialised, and it needs to be brought back together by a single sphere of knowledge or discipline that can serve as an intellectual foundation. The concept of One World of Veterinary Medicine can do just that. With this mindset veterinarians will become better connected to the world around and gain new public recognition and esteem. To achieve this, a special commitment by academic veterinary medicine is, of course, essential. Veterinary schools must lead an educational transformation that reaffirms the social contract of veterinarians and works to align diverse sectors, build a global community, find a common purpose and expand the 21st Century veterinary portfolio of services, activities, and new possibilities.

The Ross University School of Veterinary Medicine model of veterinary education, which provides students' pre-clinical education at one central location and clinical training at multiple affiliated clinical sites, has been in existence for more than 25 years. This article reviews the Veterinary Medicine Program at Ross University on the Caribbean island of St. Kitts, presenting the school's mission in education and research as well as a description of the campus facilities, faculty, admissions standards, curricular overview, academic standards, and methods of program assessment.

This article presents a history of curriculum revision. Internal and external factors prompting the initial curriculum review included the Pew Report, a vision in the college for reform, and faculty retreats focusing on curriculum. The reformed curriculum was designed around a "core plus elective" strategy and was implemented following development by faculty representatives and approval by college and university levels of review. The curriculum was reviewed after being revised and after new courses were first offered, with further review of a few courses with specific challenges. Outcomes assessment was performed and curricular adjustments made. Challenges that arose during the process included organizing and documenting content as well as communicating the content and philosophy of the new curriculum to the various affected constituencies. A summary of factors considered essential to the successful design, implementation, and review of the new curriculum is presented; the majority of these factors would be applicable to reforms at other institutions.

The current environment in higher education calls for increasingly progressive leadership and management. This report describes the efforts of the College of Veterinary Medicine (CVM) at Michigan State University (MSU) to strengthen its leadership using a whole-system approach. Developing a leadership culture is the responsibility of leaders, and the pursuit of such a culture requires considerable and justifiable investment of time, energy, and resources. The volatile and changing environment in which colleges of veterinary medicine exist makes creating such a culture imperative if society's needs are to be successfully met. Noteworthy cultural change has occurred within the MSU CVM because of the efforts described here.

This article surveys reports on various models and methods of curriculum structure and directions of health professions schools in North America over the past 20 years, with particular emphasis on veterinary and allopathic medical schools. The importance of administrative and faculty leadership, a clear sense of vision, recognition that curricula must change to meet societal needs, and continual, extensive communication and collaboration are discussed as important keys to successfully navigating curriculum reform. The advantages of central versus departmental management of the curriculum are noted with respect to implementing curricular change. Investment in faculty development is essential to ensure sustained cultural and curricular change. As instructional methodology changes, new and better methods of assessing student performance must be developed, with timely and appropriate feedback. Barriers to curriculum change are inevitable; effective strategies must be designed and implemented to navigate these barriers. The future of education in the health professions is clearly in the hands of the educators who prepare future health professionals.

This article describes a distributed model clinical curriculum developed by the College of Veterinary Medicine, Western University of Health Sciences (CVMWU), and presents outcome data for the 2005/2006 academic year. Extramural clinical education requires close institutional involvement, including planning, formulation of learning objectives, selection of partner sites with numbers compatible with teaching needs, training of clinical preceptors, faculty commitment, administrative support, and ongoing assessment. Extramural delivery of the CVMWU clinical curriculum is facilitated by its geographical location in close proximity to participating sites and by an admissions process designed to select students judged likely to succeed in a student-centered learning environment. Outcome data collected from students and clinical preceptors supports the conclusion that year 3 of the curriculum was successfully delivered.

American veterinary medical education stands at a crucial point. To maintain the status quo and to meet ever-increasing societal needs within the United States and globally, it is essential that the veterinary medical profession expand its horizons and capabilities. If it does not, it will lose its current status. The profession faces a crucial shortage in the workforce it needs both to continue to perform its current functions and, more importantly, to meet its growing responsibilities. This is not a new situation, and the profession can learn from its past successes and failures. Action is necessary. The profession has the capability and expertise to meet these challenges, but it must activate these skills in order to succeed.

There is a big difference between preparing to teach in the classroom and preparing to teach online. The classroom environment is typically marked by a level of spontaneity in instruction; beyond the preparation-the course syllabus and the PowerPoint slides, for example-the delivery of the course is largely altered by both the dynamics of the class and the impromptu decisions of the professor. Mediating this dynamic is the nature of the subject matter itself-teaching a course in computer programming varies dramatically from a course in sociology. The goal of this article is to explain the uses and misuses of instructional design, its foundational frameworks, and its implications for online education.

This article provides an introduction to copyright law and guidance on constructing the collaborative agreements between faculty and staff coworkers, and faculty and institutional administration to encourage the development of e-learning courseware and its use in an extended distance environment.

Institutional commitment is essential to developing and sustaining successful distance-education programs. This article begins by placing the discussion of institutional commitment within the context of today's distance-education or online environment and argues for the role of regional accrediting bodies in implementing best practices and quality assurance in distance education. It then explains why broad-based institutional commitment is necessary and recommends strategies for obtaining it. The author delineates different strategies for various institutional stakeholders such as students, faculty, administrators, and alumni. The author concludes by drawing on his personal observation and experience in developing a collaborative distance education degree program, noting the success of these different strategies with multiple stakeholders.

Objective: To examine the impact of portfolio purchasing on a small, highly specialized medical collection at The Ohio State University., Methodology: In this citation analysis, cited references for articles published by faculty in the College of Veterinary Medicine between 2000 and 2004 were collected and analyzed to determine whether The Ohio State University Libraries provided print or electronic access to the publications cited or the publishers of the cited journals, and whether the university purchased a subscription to each journal or received the subscription through a consortium-sponsored portfolio purchasing agreement., Results: Of the 419 journals veterinary faculty cited more than 10 times, only 13 (3.1%) were in Zone 1, and 63 (15.0%) were in Zone 2 of the Bradford distribution, a citation analysis model which demonstrates that a small number of journals account for the bulk of literature utilized in any established field. Of these, only 23 (5.5%) were procured through an OhioLINK or other consortium portfolio purchasing agreement., Discussion/conclusion: The costs of acquiring a publisher's portfolio, even through a consortium, should be balanced with the costs of purchasing content required to provide a balanced collection for all user populations.

Concepts presented here were derived from breakout sessions constituted by the 90 attendees of the Veterinary Medical Education for Modern Food Systems symposium, held in Kansas City, Missouri, USA, in October 2005. The attendees were food-animal educators, veterinary faculty, college deans and administrators, and veterinarians employed in government, industry, and private practice. Discussions at these breakout sessions focused on four primary areas: (1) determining the data needed to document the current demand for food-supply veterinarians (FSVs); (2) defining the information/skills/abilities needed within veterinary school curricula to address the current demands on FSVs; (3) outlining pre-DVM educational requirements needed to support FSVs; and (4) considering the role of post-DVM programs in meeting the demand for FSVs.

Ideas about centers of emphasis and veterinary medical teaching consortia have resurfaced to attract students into food-supply veterinary medicine (FSVM). From 1988 to 2000 a multiple veterinary school consortium approach to food-animal production medicine (FAPM) teaching was conducted to handle regional differences in case load, faculty strengths, and student interests. Six universities developed a memorandum of understanding to provide a wide variety of in-depth, species-specific clinical experiences in FAPM to balance their individual strengths and weakness in addressing food-animal agriculture, to provide for student exchange and faculty development, and to conduct research in food safety. Changes in leadership, redirection of funds, failure to publicize the program to faculty and students, and a focus on research as opposed to teaching led to dissolution of the consortium. However, this approach could work to improve recruitment and retention of students in FSVM if it focused on student exchange, fostered a more integrated curriculum across schools, encouraged faculty involvement, garnered institutional support, and used modern technology in teaching. Private veterinary practices as well as public/corporate practices could be integrated into a broader food-animal curriculum directed at building competency among FSVM students by providing the in-depth training they require. Requirements for the success of this type of program will include funding, marketing, leadership, communication, coordination, integration, and dedicated people with the time to make it work.

Food-supply veterinary medicine has been an essential part of veterinary degree programs in Australia since the first veterinary school opened in the late nineteenth century. Australian veterinary schools, like others internationally, are being challenged by the relevance of material in current curricula for modern food-supply veterinary medicine. Additionally, student aspirations are a major issue, as curriculum designers balance companion-animal training with the herd/flock-based issues that focus on productivity and profitability. One of the challenges is to examine the relative balance of education in generic skills (self-knowledge, change management, teamwork, leadership, negotiation) with more technically or scientifically based education. An ongoing process of curriculum review and renewal, which involves input from both external and internal stakeholders and allows regular review and assessment, is needed to ensure continuing curriculum relevance.

Instructors in the health professions today must acquire knowledge and competencies that go beyond disciplinary expertise. It is now generally accepted that educational training as a teacher is essential to a faculty member's effectiveness as an educator. The educational challenges across the health professions share many similarities. In this article, we draw on the medical education literature and focus on faculty development designed to enhance teaching effectiveness. We first address commonly included faculty development topics, including instructional improvement, organizational development, the development of professional academic skills, and the teaching of specific content areas. We then review a variety of educational approaches and formats that are described in the literature. Included in this discussion are commonly used workshops, seminars, short courses, and fellowships, as well as longitudinal programs, peer coaching, mentorship, self-directed learning, and computer-aided instruction. We also briefly explore learning at work and in communities of practice, and we discuss several frequently encountered challenges in designing and implementing faculty development activities, including motivating colleagues and assessing program effectiveness. We conclude the discussion by presenting a set of guidelines for the design of effective faculty development programs.

Romania has a long tradition in the field of veterinary medicine, interest in which can be traced back to the early nineteenth century. There are four main veterinary educational centers in Romania, one for each province: the Faculty of Veterinary Medicine in Bucharest in the south; the Faculty of Veterinary Medicine in Cluj-Napoca in the northwest; the Faculty of Veterinary Medicine in Iaşi in the northeast; and the Faculty of Veterinary Medicine Timişoara in the south west. The authors of this article are faculty members representing each of these schools.

In 1777 the "Economic Section" was founded as a branch of the "Dutch Society for Sciences" in Haarlem. It is the oldest organization in the area of economy in the Netherlands. The aim of the society was to stop the economic recession in the Republic of the Seven United Netherlands and to stimulate economic growth by spreading practical knowledge concerning industry and agriculture (including veterinary medicine). The Economic Section tried to achieve this by awarding prizes for the best essays on various problems in society. In this article special attention is paid to those essays with solutions concerning veterinary medicine and animal husbandry sent in during the second half of the 18th and the beginnings of the 19th century, in order to give an impression of the biggest problems at that time. Among various other veterinary subjects, essays dealt with scab in sheep, cattle plague, milk fever and glanders. Because of the insufficient scientific knowledge concerning the causes of infections and internal diseases hardly any practical solutions were sent in. However, the fact that the attempt was made shows how badly improvements in agriculture, cattle-breeding and veterinary medicine were needed. A need which only after more than 50 years after the opening of the first veterinary school in France resulted in the founding of the State Veterinary School in Utrecht in 1821.

Animal welfare is part of the Mission Statement of the Faculty of Veterinary Science at the University of Sydney and is taught throughout the undergraduate curriculum. Two units of study have a particular focus on animal welfare: Professional Practice in years 1, 2, and 3 and Animal Behaviour and Animal Welfare Science in year 3. There is an emphasis on the refinement and development of alternatives to the use of animals in teaching. With a conscientious objection policy in place, these elements of our approach demonstrate the increasing importance of ethical teaching in the faculty. Undergraduate students have recently founded a vibrant special interest group called Veterinary Students for Animal Welfare. The faculty is advised on matters relating to animal welfare by its Animal Welfare Advisory Committee, chaired by the Sub-Dean for Animal Welfare. With the development of a Faculty Animal Welfare Policy, the faculty is progressing to a more proactive and public profile on animal welfare issues.

This retrospective study investigated the characteristics associated with being a veterinary surgeon employed in veterinary research during 2001 to 2003. The main reasons for graduates entering a research career were having opportunities for more intellectual stimulation than was available in practice and having the opportunity to try a research career. Lack of funding and job insecurity were cited as the main factors that might cause a veterinary surgeon working in research to change career. The main reasons given by veterinary surgeons for not considering a research career were that they enjoyed veterinary practice, they liked the contact with animals and their owners, they considered they were not sufficiently academic, and they thought the salary associated with a research career was poor. The graduates working in research stated that the best aspects of their work were the greater intellectual stimulation and the more varied workload; the worst aspects were the conflicting work pressures and the lower salary.

This paper outlines the work of the CLIVE (Computer-Aided Learning in Veterinary Education) project over a 10-year period, set against the backdrop of changes in education policy and learning technology developments. The consortium of six UK veterinary schools and 14 international Associate Member Schools has been very successful. Sustaining these partnerships requires that the project redefine itself and adapt to cater to the diverse learning needs of today's students and to changing professional and societal needs on an international scale.

The Edinburgh Electronic Veterinary Curriculum (EEVeC) is a purpose-built virtual learning support environment for the veterinary medicine program at the University of Edinburgh. It is Web based and adapted from a system developed for the human medical curriculum. It is built around a set of databases and learning objects and incorporates features such as course materials, personalized timetables, staff and student contact pages, a notice board, and discussion forums. The EEVeC also contains global or generic resources such as information on quality enhancement and research options. Many of these features contribute to the aim of building a learning community, but a challenge has been to introduce specific features that enhance student learning. One of these is a searchable lecture database in which learning activities such as quizzes and computer-aided learning exercises (CALs) can be embedded to supplement a synopsis of the lecture and address the key needs of integration and reinforcement of learning. Statistics of use indicate extensive student activity during evenings and weekends, with a pattern of increased usage over the years as more features become available and staff and students progressively engage with the system. An essential feature of EEVeC is its flexibility and the way in which it is evolving to meet the changing needs of the teaching program.