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HSS Strategy

Aim 3

Strategic Aim 3: To achieve the financial strength necessary to ensure that the academic endeavours of the Faculty are able to thrive and grow and also that HSS contributes appropriately to the financial health of QMUL.

The external funding environment for higher education has been very volatile in recent years, and this volatility is likely to increase further for HSS disciplines over the next five years. However, the Faculty is strongly committed to generating sufficient resources to maintain the strength of its knowledge creation and knowledge dissemination activities across its diverse disciplinary areas over the period of this strategy and beyond, to enable necessary investments in the Faculty, and also to continuing to make a strong and positive contribution to the financial position of QMUL. 

This will be achieved by careful and evidence-based strategic planning; identification of new opportunities both nationally and internationally to grow and to strengthen research and teaching activities; development of new partnerships and collaborations; transparent and consultative decision-making; and rigorous attention to value for money in all activities undertaken within the Faculty.

Objectives:

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3.1 To increase external research income, as well as the diversity of sources of this income

Indicator of ProgressEvidence of Success
See Strategic Aim 1See Strategic Aim 1
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3.2 To increase income from educational activities, both through growth in programmes as appropriate and through ensuring effective use of all resources

Indicator of ProgressEvidence of Success
Gross income from educational activitiesIncrease of at least 15% by 18/19
Net income from educational activities per academicTop ten within HSS disciplines in UK by 18/19
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3.3 To achieve enhanced investment in human and physical resources for the benefit of disciplines across the Faculty

Indicator of ProgressEvidence of Success
Operating surplus sufficient to support business cases for prioritised Faculty investmentsCapital investments necessary to ensure scale and quality of academic activities across all Schools are secured by 18/19
Investment in academic and PS staff and their career development sufficient to enable high quality research and teaching across all Schools
Appropriate contribution to QMUL target operating surplus
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3.4 To ensure that equality and diversity are proactively supported in all Schools

Indicator of ProgressEvidence of Success
Data related to staff and students demonstrating progress100% of Schools working towards Gender Equality Charter Mark and Race Equality Charter Mark, with at least 50% achieving this by 2018/19
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3.5 To engage all Schools effectively in evidence-based strategic planning in partnership with the Faculty

Indicator of ProgressEvidence of Success
Appropriate mechanisms for academic and financial planning at School and Faculty levelsReview of opportunities and risks to take place throughout the academic year
Relevant management information and business intelligence tools effectively and widely usedManagement information and business intelligence tools to provide timely and accurate information to support planning
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3.6 To ensure that staff and students across the Faculty are able to contribute to discussions of strategic priorities and future planning

Indicator of ProgressEvidence of Success
Key strategic opportunities and/or constraints to be communicated effectively to all staff and students in the FacultyIncrease readership of HSS Monthly Update to at least 40% of staff
Enhanced mechanisms for consultation to be developedNumber of staff and students participating in each Faculty Forum to increase to 100+