QUEEN MARY, UNIVERSITY OF LONDON STRATEGIC PLAN 2010-15
www.qmul.ac.uk 1 2 Contents
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Foreword by the Chairman of Council, The Queen Mary Objective Sir Nicholas Montagu 8 10
Introduction by the Principal, Professor Simon Gaskell I. Knowledge creation 16 22
III. Fundamental commitments II. Knowledge dissemination and enabling strategies 30
Implementation and Review 4 The Queen Mary Objective
Queen Mary, University of London will build on its distinctive position as a leading research-based higher education institution with a strong commitment to engagement in its London location, to be fully established by 2015 within the top ten universities in the UK on the basis of objective and widely respected criteria. We will achieve this through:
The highest standards of research, as judged by international comparators, in a broad range of subject areas
The provision of the finest possible education to our undergraduate and postgraduate students, located both within and outside the UK
Commitment to the idea of the university as a community of scholars, mutually supportive and working both to further knowledge creation and benefit wider society.
5 6 Foreword Chairman of Council, Sir Nicholas Montagu
This document sets out Queen Mary, University of London’s strategy for the coming years. It has been drawn up by the Principal and his senior team, and the Council, as the College’s governing body, wholeheartedly endorses it.
Universities face unparalleled challenges for a constantly improving process of and which themselves have an appreciable as they strive to maintain and improve on knowledge creation and dissemination, overhead for universities and colleges. standards of excellence in research and together with the values and supporting teaching at a time when funding constraints activities that are critical to success. That A key function of the Council is to hold the are both tighter and more unpredictable than vision is attainable, but will require a high Principal and his team to account for the ever before. This makes it the more essential level of commitment and determination to delivery of their major objectives. Changes to identify the key priorities and tasks that will make it a reality. We are lucky to have those which we have made to the College’s help them to achieve their aims, as well as qualities in abundance among our staff. governance will provide a more sharply- criteria for measuring their achievement. focused framework of accountabilities One consequence of the constraints within which we can do this. Our other A plan with targets so soft that it is in effect mentioned above is that universities will fundamental job is to support the executive a self-fulfilling prophecy is pointless. So, too, need to be increasingly imaginative and team by contributing to the discussion and is one where the aspirations and aims are active in looking to fund their development formation of the strategies that will take the so lofty as to be remote from any realistic from sources outside government. Queen College to new heights. This plan embodies prospect of success. The plan in this Mary is no exception, and this imperative those strategies: Council shares the document avoids both those pitfalls. is reflected in the strategic plan. It is to determination to make them a reality. Building on Queen Mary’s already strong be hoped that government in turn will position among the UK’s leading research- recognise the greater independence that Nick Montagu intensive universities, it sets out an this brings by reducing the monitoring and ambitious vision over the next five years checking that have grown over the years
7 8 Introduction Principal, Professor Simon Gaskell
A Strategic Plan represents an expression of ambition, of collective commitment to progress in defined directions. It builds upon past achievements, notes current challenges, and defines stretching but realistic objectives.
The Queen Mary Strategic Plan, 2010-15 functionality and architectural distinction. creation and knowledge dissemination – takes as its starting point the very considerable Developments on our other campuses, truly a Twenty-First Century interpretation achievements during the period of the such as the Blizard Building at Whitechapel , of the university ideal. previous plan (2006-10). Under the confirmed the Queen Mary commitment to stewardship of Professor Adrian Smith distinctive facilities of the highest quality. Accordingly, this Strategic Plan is organised (Principal, 1998-2008) and Professor Philip International initiatives have flourished, into sections that cover Knowledge Creation, Ogden (Acting Principal, 2008-09), Queen including a major joint programme with Knowledge Dissemination, and Fundamental Mary increased the size of its student body the Beijing University of Posts and Commitments and Enabling Strategies. from approximately 13,500 to more than Telecommunications. Each section includes ambitious and 16,500, with expansion of its academic quantifiable objectives that will allow both breadth to include (for example) a major We enter the period of the new Strategic Queen Mary and others to judge our expansion of Drama, the establishment of Plan with the sobering knowledge that these progress. Internally, the extent of our the School of Business and Management, years will be characterised by pressures on achievement will be monitored each year and new initiatives in Medicine. UK public funding greater than experienced through the Planning and Accountability in decades. Meanwhile the expectations Reviews of each Faculty and of the The stature of the institution as a centre of students and other stakeholders will Administration and Professional Support of broadly based research excellence justifiably increase. The institutions that fare Services, and through the Annual Stocktake improved dramatically: the increase in best in the coming few years will be those to be reported to Queen Mary Council. ranking by research quality from 48th that remain determinedly strategic and in 2001 to 11th in the 2008 Research specifically retain the capability to continue Our confidence in setting these high Assessment Exercise led to the description investing in those areas characterised on ambitions – particularly in a period where of Queen Mary as “the biggest star amongst a rational basis as being of the highest the external environment is far from benign the research-intensive institutions” ( Times importance. – and our success in meeting these targets Higher Education , 18 December 2008). depend entirely on the contributions of all First-place subject rankings were achieved In developing our strategic imperatives, we members of the Queen Mary community – in Geography and Linguistics, with several are guided by the ideal – unchanged for students, staff, alumni, Council members other second places; the Barts and The centuries – of a university as a centre for the and other supporters and friends. With that London School of Medicine and Dentistry development of fundamental ideas and the support, our overall objective to be firmly ranked first amongst London medical expansion of the boundaries of knowledge, established within the top ten research- schools and fourth nationally. independent of political and other transient based universities in the UK, while opinions. We are conscious also that our ambitious, is eminently achievable. The period of the last strategic plan also obligations to international, national and saw the transformation of the Mile End local communities require our adherence Simon Gaskell campus into an educational precinct of to a set of underlying values and a exceptional quality, characterised both by commitment to the twin aims of knowledge
9 Knowledge creation
10 The Queen Mary research enterprise – knowledge creation – is notable for its academic breadth, ranging from human medicine through the life and physical sciences, and engineering, to the social sciences, arts and humanities. The intellectual range represented by this research activity enriches all parts of the Queen Mary community.
Queen Mary has an increasing reputation of academic staff, Queen Mary ranks for the quality of its research, as judged by 20th in the UK. Data for the number of a number of indicators. National rankings successful PhD students per academic Strategic Aim I of research performance such as the UK staff member, however, suggest that Research Assessment Exercise (RAE) substantial progress is required to reach Knowledge Creation provide indications of both research quality the point where the magnitude of the (research, development and research power (the product of quality Queen Mary research postgraduate of researchers) and volume). In the 2008 RAE, Queen programme matches the quality of Mary was ranked in the top decile (11th the research performed. or 13th position, depending on the precise ranking methodology) on the basis of Success in research is determined in research quality, representing a marked part by the ability of the institution, its improvement since the 2001 RAE. In component parts, and its academic several disciplines, Queen Mary achieved researchers to raise substantial funds to quality rankings in the top five. Notably, a support that research, commonly through markedly higher performance in research highly competitive processes. Thus, quality than research power was recorded success in attracting funding provides a in several units of assessment; this useful proxy for research quality. Queen suggests (though other considerations Mary has seen a steady increase in Strategic Aim II also apply) that new investment in these research grant and contract income over areas is merited. the period 2006-9. A third of total income Knowledge to Queen Mary in 2008-9 was associated Dissemination In league tables that attempt to make with research. Research funding allocated international comparisons, Queen Mary was from the Higher Education Funding Council (education, engagement, ranked at 164 in the 2009 Times Higher for England for 2009-10 showed that commercialisation) Education world education table and within Queen Mary overall was ranked in the top the 152-200 bracket of the Shanghai Jiao decile according to funding per academic Tong world universities index. staff member. Performance according to this measure is highly variable across the Other measures provide indirect evidence College, however, and significant Enabling Strategies (financial, of research quality. For example, on the improvement is required to substantiate infrastructure, support) basis of the number of post-doctoral Queen Mary’s position in the very top research associates, relative to the number rank of UK research-led institutions.
11 Strategic Aim 1 To contribute to the body of human knowledge by performing research that is judged to be uniformly of international quality and that includes contributions that are internationally leading. This research will be both within and across traditional academic disciplines and will, in sum, represent contributions across a broad intellectual spectrum, including medicine and dentistry, the life and physical sciences, mathematics, engineering and technology, the social sciences, and the arts and humanities.
12 The objectives and We will achieve this aim by adopting targets outlined here for the following approaches: Queen Mary as a whole With respect to research quality: • increasing our research power (quality • maintaining a commitment to conduct times volume) in those areas where the are supplemented by research across a broad intellectual RAE 2008 revealed a marked detail provided in the spectrum that encompasses human discrepancy between a high quality medicine, the life and physical sciences, ranking and a low power ranking individual strategic engineering, social sciences, arts and • ensuring that the recruitment of plans of the Barts and humanities academic staff with research • notwithstanding this commitment to responsibilities focuses exclusively The London School breadth, identifying and investing on those with a record of exceptional of Medicine and selectively in areas of research strength, achievement or with extraordinary Dentistry, the Faculty noting that these may transcend potential traditional academic disciplines • extending our network of international of Humanities and • fostering research activities in areas (such collaborations, recognising that the most as the life sciences, the digital economy, productive research interactions are those Social Sciences, and etc.) that cross Faculty and School divisions established by the individuals directly the Faculty of Science • improving internal communication concerned and Engineering. channels to encourage and facilitate • increasing the proportion of our research collaborative research output that is delivered via mechanisms of high impact, such as publication in the most prestigious journals
13 With respect to research funding: With respect to the development of • increasing our external research grant researchers and research students: and contract funding per academic staff • supporting our academics as researchers member, thereby increasing the by providing appropriate training proportion of academic salary costs opportunities, and by ensuring the covered in this way effectiveness of personal mentoring • developing a diverse portfolio of research and of annual reviews of academic funding that: contributions - shows increased success in competing • increasing the number of post-doctoral for research funding from the UK researchers (both in total and per Research Councils academic staff member), including independently funded research fellows - reduces our proportional dependence on sources of funding associated with • continuing our commitment to the the UK public purse principles enunciated in the Concordat to Support the Development of Young - expands our programme of research Researchers, including post-doctoral funded through the European Union fellows and research assistants - shows increased success in obtaining • increasing substantially both the number research funding from charitable of postgraduate research students, and foundations the proportion who successfully complete • developing key strategic relationships with the PhD degree in a timely manner research partners in industry, commerce • continuing to develop the breadth and the third sector and depth of education provided to • improving the efficiency of the conduct of postgraduate research students, with the our research, and increasing the expectation that this will be associated proportion of the true costs of research with an increased proportion engaged covered by external grants and contracts in a four-year programme • encouraging researchers to engage with organisations associated with research, its funding, policy and strategy
14 Key Performance Indicator Target
SA1.1 Overall ranking in - Ranking within the top 10 broadly based UK universities, the next UK assessment according to research quality, and within the top 20 of research quality and according to research power research power
SA1.2 University rankings - Placement within the 100-150 group in the Shanghai Jiao reported by independent Tong Academic Ranking of World Universities by 2015 organisations - Placement within the 100-150 group of the Times Higher Education ranking of world universities by 2015
SA1.3 External recognition - Increased proportion of research publications in high- of research outputs impact journals and other media, as judged by discipline- specific criteria
SA1.4 Research grant - Annual increases consistent with achievement by 2015 of an and contract income average income per academic ranked within the top 10 of UK universities for this metric - Total research income increased by 50 per cent by 2015
SA1.5 Diversity of sources - Steady increase in the proportion of research income from of research income sources other than the UK public purse, leading to a proportion greater than 50 per cent by 2015 - progressive increase in EU funding, leading to a doubling by 2015 - year-on-year increase in proportion of research income from industry and commerce (UK and overseas), to 12 per cent by 2015 SA1.6 Appointment of - increased proportion of staff performing internationally new academic staff with leading research, as judged by annual internal assessments exceptional research records and potential
SA1.7 Improved research - submission rate to the next UK assessment exceeding 90 performance of all staff per cent of eligible staff with a responsibility to conduct research
SA1.8 Size of the cohort - Year-on-year increase in the number of post-doctoral research of early career researchers assistants consistent with an increase of 50 per cent by 2015
SA1.9 Recruitment of - Annual increases leading to a total of at least 50 by 2015 independently funded research fellows
SA1.10 Size and quality - Increase in the number of students registered for the PhD of graduate research degree, leading to a doubling by 2015 student programme - Achievement by 2015 of an 85 per cent submission rate for PhD degrees within four-years of the start of a standard programme (or equivalent deadline for extended and part-time programmes)
15 Knowledge dissemination
16 Knowledge dissemination represents the second and equally important fundamental purpose of the true university. It includes – but is not limited to – the education of students at both undergraduate and postgraduate level.
Here our objectives are clear, namely: The objectives of Queen Mary in the education of research students have been • to attract excellent students covered in the last section because of the • to ensure a consistent and high quality close relationship with the knowledge learning experience in every discipline creation process itself. • to produce graduates equipped for personal and professional success The Queen Mary commitment to education of the highest quality is, and should continue The period of the last Strategic Plan (2006-10) to be, met in part through collaborative saw a major increase in the enrolment of UK provision. Current ventures include students at Queen Mary. The focus in the contributions to the University of London coming years will be on the improvement International Programme (formerly the of the entry qualifications of the UK student External System), programmes presented body, together with an expansion of through the University of London Institute recruitment of non-UK students, consistent in Paris, and the joint programme with with the objective of recruiting the most the Beijing University of Posts and talented students regardless of origin. Telecommunications in which the enrolment now approaches 2000. We expect Knowledge dissemination also involves the Queen Mary is now firmly positioned within to expand such international collaborations application of research findings and skills to the top decile of UK universities with respect in educational provision. social and economic advantage. Queen Mary to the quality of its research, as revealed by has a strong record of such dissemination the 2008 Research Assessment Exercise. The commitment to knowledge dissemination through activities such as the Mile End External measures of student satisfaction through education includes also the provision Group, People’s Palace Projects, Centre of have suggested that research-intensive of high-quality courses to cohorts of students the Cell, Computer Science for Fun (CS4FN) universities frequently also offer the best wishing to expand their skills at post- and our Legal Advice Centre. experience for the most talented students. graduate level without seeking to acquire Queen Mary is thus now very well placed to Masters or PhD qualifications. A major recent With regard to commercialisation of research implement an ambitious educational strategy example of the commitment to research- outcomes, there is again a record of success, and to aspire to be in the top 10 per cent informed professional education and notably the recent sale of Apatech, a world- of universities in National Student Survey knowledge dissemination is the Queen leading company in orthobiologics, that was league tables by 2015. Mary-led Health Innovation and Education spun out of Queen Mary in 2001. Queen Mary is committed to expanded activity in By this date we also aspire to be in the top Cluster for North East London, North this area, operating through its subsidiary, decile of universities for tariff points on entry Central London and Essex. Queen Mary Innovation Ltd – including of UK students while sustaining our strong invention disclosures, licensing and commitment to widening participation to all Queen Mary is committed also to contribute consultancy agreements, and formation those UK and international students who to the enhancement of broader education of spin-out companies. can benefit from the Queen Mary student provision in its community of the City and experience. Queen Mary has recently East of London, and of the Thames Gateway. developed a Graduate Attributes framework Recent initiatives include partnerships with that describes a set of attributes that we the Drapers’ Company in sponsoring an expect our undergraduate and postgraduate Academy in Harold Hill, Romford, and taught students to possess on graduation; becoming lead partner in the St Paul’s pursuit of these objectives will directly Way Trust School in Tower Hamlets. improve the quality of the Queen Mary learning experience.
17 Strategic Aim 2 To disseminate knowledge through the presentation of inspirational and authoritative teaching programmes to a diverse constituency of talented undergraduate and postgraduate students; through the delivery of bespoke professional courses at postgraduate level; by the translation of the outcomes of our research to the benefit of our society and economy; by public engagement with our academic expertise; and by providing leadership in areas of public interest.
18 We will achieve this aim by:
1. Making available the highest quality 2. Providing outstanding taught undergraduate education to the most postgraduate education to talented students, through: outstanding students, in order to: • provision of discipline-specific • equip them to pursue careers understanding and skills requiring more specialist and • promotion of intellectual breadth advanced skills than achieved at first degree level • promotion of core values of citizenship, in local, national • satisfy the requirements of individuals and international contexts seeking to advance their skills to match the demands of their current • application of innovative educational occupations: this will require the methods and materials establishment of close relationships • development of agreed graduate with organisations in the private, attributes public and third sectors • programmes that will: - be designed for the most talented students in their respective subjects - be fully informed by recent research, performed within Queen Mary and elsewhere - embed diverse mechanisms of programme delivery, notably e-learning - embrace, where appropriate, joint working with international partners – few in number but substantial in significance - prepare students explicitly for the professional and personal challenges that they will face after graduation
19 3. Ensuring the rigorous monitoring and 4. Contributing to the broader educational assessment of taught programmes objectives of the City and East of London, (undergraduate and postgraduate), by: and the Thames Gateway, by: • central collection and analysis of data • providing educational leadership to from students' evaluations of modules improve aspiration and ambitious • embedding the Queen Mary ‘Indicators attainment in London schools and of Teaching Performance’ in all colleges and to enrich the learning probationary, mentoring and experience of their students promotion processes • creating a high public profile for our research and other activities, including provision of a programme of public events, both alone and in co-operation with partner institutions
5. Disseminating the outcomes of Queen Mary research via: • provision of strategic and policy advice to organisations in the public, private and third sectors • public engagement programmes • contributions to the electronic, written and broadcast media • coordinated provision of professional courses at postgraduate level to individuals, companies and other organisations • capture of commercially exploitable research outputs in line with developing industry requirements, enabling development, commercial licensing and company creation • creation and development of spin-out companies to generate economic impact and financial returns
20 Key Performance Indicator Target
SA2.1 Enhancement in the entrance - placement in the top decile of UK qualifications of students admitted to universities, by 2015, with respect to undergraduate programmes entry qualifications of admitted students
SA2.2 Improvement in student - annual improvement to achieve a position satisfaction as judged by the ranking within the top decile of UK universities in the UK National Student Survey (overall and in individual subjects) by 2015 (NSS) and the International Student - top by these measures among London-based Barometer institutions
SA2.3 Expansion in the numbers of - doubling by 2015 students undertaking taught postgraduate courses in selected areas
SA2.4 Expansion in the number of - doubling by 2015 students from outside the EU admitted to study at Queen Mary, notably at postgraduate level
SA2.5 Proportion of taught programmes - 100 per cent within three years with a substantial e-learning component
SA2.6 Number of undergraduate - increase of 30 per cent by 2015 students taught on programmes based outside the UK
SA2.7 Number of students taking - doubling fee paying students by 2015 courses at Queen Mary in ‘Study Abroad’ or equivalent programmes SA2.8 Expanded provision of professional - increase annual income generated through courses at postgraduate level professional education to £3M by 2015
SA2.9 Disclosure of inventions arising - year-on-year increase in inventions disclosed from Queen Mary research by research staff to Queen Mary Innovation Ltd.
SA2.10 Financial support of - increase in annual translational research commercialisation of research funding to support development and commercialisation of research outcomes, to £1.5M by 2015
SA2.11 Growth in portfolio of income- - generate £0.5M and 25 licenses per annum generating technology license agreements by 2015
SA2.12 Creation of spinout companies - identify and establish at least one new spinout company per year. SA2.13 Expansion in consultancy income - increase consultancy income to £6.2M per annum by 2015 21 Fundamental commitments and enabling strategies
22 Queen Mary is committed to the university ideal as a centre for the development of fundamental ideas, independent of political and other transient opinions.
Queen Mary is committed to serve society – acceptance of mildly eccentric opinions but the local community, the nation, and the by the acknowledgement of views that, while community of nations. Since their inception, legal and not antithetical to personal rights, the present Queen Mary and its predecessor might be considered distasteful to some. institutions have been associated both with The commitment of Queen Mary to the the quest for high academic standards and highest standards of knowledge creation with the development of social capital, to the and dissemination, and adherence to benefit of students, staff, and the wider fundamental principles concerning its role community. in society, can be met only if the financial There is no contradiction between a health of the institution is assured. Sound determination to be counted amongst financial management and a recent record the top rank of international research-led of academic success allow Queen Mary universities and a commitment to the to enter the present period of financial wellbeing and advancement of our local uncertainty with a level of confidence community. Indeed, both are manifestations unmatched by many UK higher education of the twin objectives of the Twenty-First institutions. Investment in the Estate over the Century university as knowledge creator last fifteen years has provided Queen Mary and knowledge disseminator. Queen Mary with campuses that are in many respects is replete with examples of this compatibility. of enviable quality. Nevertheless, careful financial planning and both an expansion Queen Mary’s commitment to social justice and a diversification of sources of income includes the assurance that its terms and will be essential to enable: conditions of employment and the services it purchases will be compliant with the • selective investment in new academic London Living Wage. ventures, following rigorous evaluation Queen Mary is conscious of the commitment • enhanced administrative and professional it makes to the members of the College, both support to optimise the environment for students and staff. The engagement of all learning and research members of the Queen Mary community • replacement or refurbishment of existing is essential in the planning and execution facilities that are inadequate or imperfect of common goals. Equally, Queen Mary accepts responsibility for the health, • maintenance of the quality of recently well-being, and personal and professional constructed buildings advancement of students and staff alike, • enhancement of other aspects of requiring the establishment and the physical infrastructure, notably maintenance of both physical and social information technologies infrastructures. Queen Mary is committed to ensuring that all members of its community Queen Mary has a record of productive are confident that the realisation of personal working with other higher education potential is in no way restricted by race, institutions (for example, within the religion, gender or sexual orientation. University of London) and we will build on this history in approaching the challenges Freedom of expression within the law associated with a difficult financial climate. constitutes an underpinning value, recognising that this most fundamental attribute of the true university is tested not by
23 Enabling Aim 1 To nurture a culture at Queen Mary amongst staff and students that is mutually supportive, committed to the development of its individual members, and mindful of its obligations to the local region, to the community of nations and needs of mankind and the environment.
24 We will achieve this aim by:
1. The support of staff and students, by: • provision of counselling and other • ensuring the recruitment of staff and services to ensure the well-being students solely on the basis of their of all students ability to benefit from, and contribute • establishing transparent procedures to, the Queen Mary community, for the reward of staff through clear regardless of race, religion, sex, sexual promotion criteria that recognise orientation, disability, or the legal a diversity of contributions to the expression of political and other views success of Queen Mary • support of the student body through • ensuring adherence to the highest the Queen Mary Students’ Union standards in preserving the health and its subsidiary groups and safety of students, staff and visitors • commitment to the support and • maintaining and demonstrating a integration of international students commitment to freedom of expression as an essential component of the within the law diverse Queen Mary community • enabling channels of communication • maintaining a programme of career through which staff and students may and personal support for all staff, address key issues and influence including annual assessment of each Queen Mary policy individual’s contributions to the success of Queen Mary
25 2. Commitment to activities in the support of • establishing Queen Mary as a recognised the local community and wider society, by: leader amongst London’s research- • ensuring adherence to the highest focused higher education institutions ethical standards in all aspects of in the fields of the arts and culture Queen Mary’s work • extending our formal partnerships with • imbuing the teaching curriculum with performance and other arts organisations an understanding of ethical values in order to promote cultural activities • signing the Talloires Declaration 1 within our local communities. to commit Queen Mary to establish • engaging with the London Organising programmes of sustainability and Committee of the Olympic Games and awareness of environmental issues the Olympic Park Legacy Company to • promoting the engagement of students establish a continuing role for Queen and staff in voluntary activity Mary in the 2012 Olympic and particularly in support of local Paralympic Games and their legacy communities in the East of London that is consistent with Queen Mary’s and within the Thames Gateway area knowledge creation and dissemination objectives • working with partners in support of local schools and their pupils, notably the Drapers’ Academy and the St Paul’s Way Trust School, in order to contribute to enhanced educational standards and to encourage progression to higher education
1 see www.ulsf.org/programs_talloires_td.html 26 Key Performance Indicator Target
EA1.1 Effective monitoring of ethnic - robust monitoring system in place, and gender balance in staff and embedded within the annual student populations Planning and Accountability Review
EA1.2 High levels of satisfaction of UK - annual improvement to achieve a and International Students, as judged by position within the top decile of UK the National Student Survey and the universities (overall and in individual International Student Barometer subjects) by 2015 - top by these measures among London- based institutions
EA1.3 Effective monitoring of success - robust monitoring system in place, rates in staff promotions showing an embedded within the annual absence of bias based on characteristics Planning and Accountability Review not relevant to the performance of duties
EA1.4 Participation in staff career - 100 per cent completion of development programmes Postgraduate Certificate in Academic Practice for eligible probationary academic staff - Year-by-year increase in engagement by early career researchers and postgraduate students in career development and generic skills programmes (towards 75 per cent by 2015)
EA1.5 Staff satisfaction survey results - achievement of overall levels of satisfaction of working at Queen Mary comparable or superior to those achieved in similar institutions
EA1.6 Formal collaborations with partner - three major new collaborations in place by arts and cultural organisations, 2012, with further expansion thereafter including the delivery of joint events
EA1.7 Numbers of Queen Mary students - 50 per cent increase by 2015, undertaking work in local community recorded by the Queen Mary Students’ settings Union Volunteering Co-ordinator and the Careers Service
EA1.8 Participation by staff and student - 1000 student and staff volunteers volunteers in the Olympic and Paralympic Games
EA1.9 Reducing the carbon footprint - to have achieved 30 per cent of the of Queen Mary operations 2020 carbon reduction plan by 2015 27 Enabling Aim 2 To maintain selective investment in the academic enterprise, the estate and infrastructure for teaching and research: this will be achieved by prudent financial management, successful raising of funds from diverse sources, and strict adherence to strategic planning.
28 We will achieve this aim by: • sound management associated with clarity • strategic focusing of available funds on • development of a sophisticated alumni of financial authority and responsibility academic areas that are of the highest network, including comprehensive records • embedding a value-for-money approach in quality and importance and a programme of activities to maintain the evaluation of all existing and proposed • exploring opportunities for the coverage of and nurture contacts expenditure transactional aspects of the administration • taking measured and well-calibrated steps • regular assessment of the efficiency and through shared services with other institutions to develop Queen Mary’s capability to effectiveness of administrative and support • rigorous assessment of development and raise funds from philanthropic sources functions, and of their distribution between investment proposals based on detailed for the support of students and of the central and distributed administration assessments of true costs and anticipated research activities • maintaining an infrastructure of buildings, financial, as well as academic, returns equipment and support mechanisms of a quality comparable to the best in the world in selected areas of research focus
Key Performance Indicator Target
EA2.1 Achievement of annual operating - by 2015, generate a minimum of surpluses to allow (i) maintenance of £16M cash per annum from the quality of the existing estate and operations, for investment purposes infrastructure, and (ii) investment in new academic initiatives, major refurbishments or new building
EA2.2 Containment of staff costs as - staff costs as a proportion of turnover a proportion of total turnover will not increase, notwithstanding increased research income
EA2.3 Reduction of financial - within the context of continuing dependence on the Higher Education increases in income (See SA1.4, 1.5, Funding Council for England (HEFCE) 2.4, 2.7, 2.8, 2.11, 2.13), recurrent HEFCE funds to represent no more than 30 per cent of total income by 2015
EA2.4 Year-on-year increases in income - annual total of £7M by 2015 derived from donations in support of Queen Mary’s educational and research activities (including those made by alumni)
EA2.5 Continuing development of - annually increasing levels of the IT infrastructure to optimise: satisfaction in the IT infrastructure - administrative functions reflected in surveys of staff and - electronic communication student opinion - e-learning - processing and storage of research data - value for money EA2.6 Continued development of the - levels of accommodation in need of Queen Mary Estate category C and D repair reduced to below 10 per cent by 2015 - development consistent with the achievement of Strategic Aims 1 and 2 29 Implementation and Review
30 The Aims and Key Performance Indicators included in the Queen Mary Strategic Plan will inform the development of subsidiary Plans for each Faculty. Cross-cutting strategic Plans, including those relating to the activities of the Administration and Professional Support Services, will support the achievement of the objectives set out in the Queen Mary and subsidiary Plans.
QMUL Strategic Plan
Science and Engineering Faculty Strategic Plan Humanities and Social Sciences Faculty Strategic Plan
Barts and The London SMD Strategic Plan
g h rs s ty e s s ry in c i e i c te ie a n r fa rc rs n a g r r a f u e a t o ib a se A o iv in s l L e e l s F E o L a e D n d R n R d ch er n e an t n a T x a y g E m it on in d u al ti h n H u a ac a q m e al E r T n fo io In at rn te In
Regular and critical review of progress is essential to the effective implementation of the Strategic Plan. The following mechanisms will be employed:
• Planning and Accountability Reviews • Annual Assessment of Progress towards Strategic Goals - Annual Planning and Accountability Reviews (PARs) for the three - An annual stocktake of achievement and performance against Faculties and for the Administration and Professional Support Services. Queen Mary KPIs; this will conducted by the Queen Mary Senior It is anticipated that this process will be mirrored within the Faculties – Executive and will form the basis of a report to Council, for through implementation of School/Institute PARs – and within the discussion at the annual residential Planning Conference. Administration and Professional Support Services – through Directorate PARs.
31 Queen Mary, University of London Mile End Road London E1 4NS Pub6763 The information given in this publication is For further information, please contact correct at the time of going to press. email: [email protected] The College reserves the right to modify or cancel any statement in it and accepts no responsibility for the consequences www.qmul.ac.uk of any such changes.