Menu

Strategy 2014

People

Strategic Aim 1: to recruit students and staff of the highest intrinsic talent and potential, and to nurture their careers.

QMUL has a proud record of providing a university education of the highest quality to a diverse population of students, including many from backgrounds lacking financial or social privileges. We celebrate the resulting diversity of our student body and aspire to be recognised as a prime destination for high-achieving students from lower participation backgrounds. We are completely committed to extending this work using the following approaches:

  • Work with schools to raise both aspirations and attainment, building on our experience with Drapers’ Academy and St Paul’s Way Trust School.
  • Provision of targeted financial assistance when this facilitates enrolment at QMUL and continuation of studies.
  • Focused personal assistance to students to smooth the transition to university study and to maximise academic progress and career success.
  • Work internally and externally to ensure that all students who would benefit from a postgraduate education are able to do so.

Recruitment of a student is an expression of our confidence in their ability to benefit fully from a QMUL education and to succeed in their studies; we therefore commit the best efforts of the QMUL community to the achievement of these goals.

The opportunity to study at a campus-based university represents a key aspect of the appeal of QMUL to students. We intend to increase the provision of affordable residential accommodation to allow a greater proportion of students to live on or adjacent to our campuses, should they wish to do so.

The complete student experience requires attention to specialist academic provision, intellectual broadening, social and recreational activity, volunteering, and attention to future career development. We will work increasingly closely with the Queen Mary Students’ Union to promote a sense of community amongst our students, whether of UK or international origin. We will focus on student welfare and all aspects of the student experience, recognising the importance of balancing the educational and experiential wisdom of the university with the freshness and currency of ideas provided by students.

The success of QMUL in both knowledge creation and dissemination depends critically on the quality and commitment of its staff, both academic and professional service colleagues. Recognising that much is expected of all members of our community, QMUL commits to promoting a collegial environment with opportunities for the personal and academic advancement of its staff. We celebrate the diversity of our staff as much as that of our student body. We will reinforce targeted programmes of staff support and personal development, including opportunities related to teaching skills and student support, the High-Potential Leaders Programme, Women into Leadership, and tailored provisions for new senior office holders. We will build on recent success to further extend our accreditation in Athena SWAN and related diversity schemes.

Our commitment to the nurturing of student and staff careers involves also a determination to enhance physical facilities; these aspects are covered under Strategic Aims 2 and 3.

We intend to develop a new and deeper relationship with our alumni as continuing members of the QMUL community. This will involve the provision of additional services to them, together with an increased recognition of the input they can make to the benefit of current students, for example through the provision of careers information, networking opportunities and internships.

Objectives:

expand

1.1 Seek out and recruit students of the highest intrinsic talent and potential, regardless of financial or social background, subject only to their ability to benefit from a QMUL education.

Indicator of ProgressTarget
Undergraduate Entry QualificationsUCAS tariff to match the RG median by 18/19
HESA WP Performance IndicatorsMeet or exceed our institutional benchmark each year
expand

1.2 Support students to ensure that they can succeed and match their own and the university’s high expectations for their academic and personal progress, providing both academic support and co-curricular development.

Indicator of ProgressTarget
Percentage of students commencing their studies who complete the degree programme.Year-on-year decrease in the percentage of students who do not complete their programme.
HESA Employment Performance IndicatorQMUL performance to at least match RG median by 18/19
expand

1.3 Recruit and retain academic staff who are current and future world leaders in their fields and also the highest quality Professional Services staff; nurture and reward their contributions across the knowledge creation/knowledge dissemination continuum.

Indicator of ProgressTarget
Number of academics receiving honours and accolades/awards from national academies and other national and international bodies.Year-on-year increases across the Strategy period.
Proportion of non-professorial academic staff who merit promotion within four years of appointment to QMUL.Year-on-year increases in the proportion of such staff being promoted within four years.
Recognition of work to promote equality of opportunity amongst staff.Institutional Athena Swan Silver Award by 2016. Progress on achieving equivalent recognition for HSS disciplines
expand

1.4 Develop stronger links with our alumni as continuing members of the QMUL community, through enhanced engagement activities and enlisting their support in achieving QMUL’s goals.

Indicator of ProgressTarget
Number of alumni volunteers engaged by QMUL per 10,000 contactable alumni80 per 10,000 contactable alumni (1,000 total) by 18/19