Staff Induction Monday 14 March 2016 Simon Gaskell President and Principal

Origins Present position and status Future ambition Challenges

Queen Mary University of London (QMUL): Was formed by merger of Queen Mary and Westfield Colleges (1989), and subsequent merger (1995) with the St Bartholomew’s Hospital Medical College and the London Hospital Medical College. Is within the loose federation of the University of London. Operates as a successful, independent Higher Education Institution. Has since July 2014 awarded its own degree certificates.

 Just over 20,000 students and 4,000 staff.  Five locations in London (Mile End, Whitechapel, Charterhouse Square, West Smithfield, Lincoln’s Inn Fields).  Two Joint Programmes in China: Beijing and Nanchang (2,700 students).  Plans for new transnational education programmes.  Budget of ca. £390M per year.

RESEARCH EXCELLENCE FRAMEWORK 2014: OVERALL RANKING OF INSTITUTIONS 2014 rank order by GPA 2008 rank order by GPA Institution No. of UoAs Entered Total No. of FTE staff submitted GPA (0-4) 11 Institute of Cancer Research Imperial College London =4LSE =4Oxford Cambridge =22Cardiff =22King’s =87UCL =89Warwick LSHTM =1113QMUL =1112Edinburgh =11=14Bristol =14 Sheffield =1410York =14=20Bath Manchester =18=14Southampton =18=20Lancaster =14Durham

 Disciplines in the top 10 nationally based on ‘Grade Point Average’:  Linguistics (1 st )  Drama (1 st )  English (5 th )  Public Health (6 th )  Clinical Medicine (6 th )  Electrical and Electronic engineering (9 th =) REF 2014

Times Higher Education World University Rankings UniversityWorld RankingUK Ranking Oxford21 Cambridge42 Imperial83 UCL144 LSE235 Edinburgh246 KCL277 Manchester568 Bristol699 Durham7010 Glasgow7611 Warwick8012 St Andrews8613 Nottingham7714 St Andrews8815 Exeter93 16 Sheffield9717 Queen Mary (Up from 145 in 2013, 114 in 2014 and 107 in 2015) 9818 Southampton11019 Birmingham11920

Distribution of sources of income

Current Status Research-led institution with a broad academic spectrum. Status recognised through admission to the Russell Group in High overall research ranking; not satisfactory in some disciplines. Very high quality students in some areas. Excellent NSS results in some areas. Generally good quality campuses but ongoing need to invest in infrastructure. Decision to invest rather than build cash reserves. Satisfaction with recent achievements + Need and appetite for further improvement

Academic Structure Queen Mary Barts and The London School of Medicine and Dentistry Faculty of Humanities and Social Sciences Faculty of Science and Engineering

Vice-Principal and Executive Dean: Health Vice-Principal and Executive Dean: Science and Engineering Vice-Principal and Executive Dean: Humanities and Social Sciences Vice-Principal Teaching and Learning Vice-Principal Research Vice-Principal Public Engagement and Student Enterprise Principa l Edmund Burke Vice-Principal International Morag Shiach Rebecca Lingwood Bill Spence Peter McOwan David Sadler Steve Thornton

Professional Services Represents the fourth component of QMUL’s structure, alongside the three Faculties. Vital role in supporting Knowledge Creation and Knowledge Dissemination activities. Participates in the annual Planning and Accountability Review on a similar basis to the academic areas. Focus on ensuring that service provision is high quality, efficient and accessible to the user.

Principa l Interim Chief Operating Officer Chief Strategy Officer Emma BullDean Curtis

External Environment Volatility and uncertainty of both funding and HE policy, including:  Significant cuts in direct central Govt funding (BIS).  Reduction of capital funding.  Removal of student number controls (for non-medical UG students).  Changes in student behaviour.  Immigration and visa challenges.  Recent Green Paper included proposals for a Teaching Excellence Framework (TEF).

The New Strategy: Queen Mary’s Purpose Queen Mary University of London is dedicated to the public good, pursuing the creation and dissemination of knowledge to the highest international standards, thereby transforming wider society and the lives of our students and staff.

Strategic Aims Strategic Aim 1: Developing People Strategic Aim 2: Highest Standards in Research Strategic Aim 3: Highest Quality Educational Experience Strategic Aim 4: Embedding an International Outlook Strategic Aim 5: Maximising Impact Strategic Aim 6: Financial Strength

Life Sciences Initiative Development of an extended Life Sciences campus at Whitechapel. Focus on population and public health, delivering health and economic benefits for East London. Partnership working between QMUL and range of NHS, university, Government and industry bodies. Aligned with ongoing work to develop QMUL’s teaching and research activity in Life Sciences. Collaborative activity across all three Faculties.

QMUL Model Objective to enhance the social and cultural capital of our students. Intention to provide additional support to ensure that students achieve at a level commensurate with their talents. Consultation and discussions in progress regarding the best approach for achieving this. Current proposal is development of personalised strand for all UG students, providing access to modules from across the institution.

Questions, Comments, Observations