School of Chemistry
Strategic Plan
2015/16 & 2016/17
1. Strategic Summary
The School of Chemistry recognises that the next four years leading to the run-up for REF2020
are critical, and the priority must be to enhance significantly the research portfolio for each staff
member. It is noted that although teaching is thriving and the reputation of the School is high,
as evidenced by consistently high NSS satisfaction scores, it is also recognised that the quality
of entry students must be maintained and if possible increased. The strategic plan is to actively
recruit high-quality students from all social backgrounds and maintain the current
undergraduate numbers. There is room for growth in the MSc Drug Chemistry programme
which will be pursued, but with caution since an excessive teaching load is recognised as one
factor that curtails research output from staff. The restructuring of the research areas in the
School down to three and the implementation of recognised leaders for each section are two
parts of a major overhaul of the research in the School. A short term policy for altering the
research culture in the School will include setting of achievable and transparent targets for staff
which will be implemented in the PDR process. As part of the long term strategy methods to
improve the research infrastructure (e.g., grant income, PhD students, equipment) will be
addressed. The School is committed to achieving Athena SWAN Bronze by the end of 2015.
Strategic Plan 2015-2017
School of Chemistry
2
2. Top 20 in the UK for Research
1.1. (KPI 1) Research Grants and Contracts Income per Academic FTE (£k)
YEAR
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
CHEM
75.5
58.1
47.1
66.4
60.6
64.0
76.6
78.8
(The School needs to be aiming at £70K>)
1.2. (KPI 2) Value of New Awards per Academic FTE (£k)
YEAR
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
CHEM
25.2
50.1
9.4
190.8
69.6
75.0
83.8
93.1
(Include any impact of new and proposed academic staff, research groups, potential collaborations)
1.3. (KPI 3) Doctoral awards per Academic FTE
YEAR
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
10/11
starters
Forecast
CHEM
0.4
0.5
0.4
0.4
0.3
0.4
2015/16
11/12
starters
Forecast
0.4
2016/17
12/13
starters
Forecast
0.5
(Target figure based on number of writing up students registered and number of academic staff)
1.4. (KPI 4) Percentage of R&T staff likely to be returned in the REF
REF2014 REF2020
CHEM
86
75
1.5. (KPI 5) Percent of REF-eligible staff publishing at least one paper in the top
quartile outputs for that discipline
NB. This KPI is not compulsory given that not all Schools have a ‘top quartile list’ –
YEAR
2014/15
Forecast
CHEM
2015/16
Forecast
2016/17
Forecast
40
70
1.6. (KPI 6) Number of Web of Science Documents published
UoA
08 Chemistry
2009
2010
2011
2012
2013
2014
Target
2015
Target
132
105
143
125
136
177
210
1.7. Achievement Plan
The School of Chemistry has gone through a restructuring of the four research groupings and
changed this to three research areas: Synthesis, Structure and Spectroscopy (14 members),
Biological and Medicinal (5 members +1) and Nanoscience and Materials (7 members). More
emphasis has been placed on the research themes to highlight the type of work that is being carried
out and a new website will go live in the new year. There was a limited recognition from RAE2008 that
the School fell short on the research front in terms of the quality of publications, funding and PhD
studentships. The subsequent focus of reducing costs associated primarily with space and increasing
student numbers for BSc/MChem/MSc programmes has succeeded but to the negative effect of
research. Even though the results from REF2012 have indicated the shift of more 2* papers into the
3* bracket, the lack of 4* publications and the poor environment score are two overwhelming
problems, and solving these must be the priority over the next five years. The strategy outlined is
therefore broken down into two stages: short term (2015) and long term (2016-2020). Our first aim
must be to ensure that no 2* papers will be submitted for the next REF exercise by employing a more
rigorous and transparent selection process. It is also recognised that research active staff (to be
properly recognised by targeted and achievable goals) need to get into the habit of publishing on a
Strategic Plan 2015-2017
School of Chemistry
3
regular basis. Thus, the first set of actions to be implemented in 2015 are:
(i)
(ii)
(iii)
Carrying out of an internal review of all research active staff in 2015, coupled with a
comprehensive PDR process (January 2015), to identify teaching only staff and
implement a change in contracts. This process will need to be coupled to a proper
workload model and rewards scheme for teaching only staff that is linked to a clear
promotion strategy. [An annual process for externally reviewing research outputs,
potentially by an international academic/industrial advisory board to be initiated from
2016/17]
Publishing to all current staff clear and achievable target expectation in terms of papers,
PhD studentships and grant income.
Establishment of a research portfolio for every research active staff mapping out
published papers, grant applications made, grant income, external work (e.g., PhD vivas)
and conference reports.
For the long term the focus will be to improve the research infrastructure and build-up impact from the
research that will be carried out. For the latter we will identify six staff that have the potential to
produce an impact case study and give them the assistance required to develop the project. The
School recognises that there is only currently the Scanning Electrochemical Potential Microscopy
(SECPM) which has the potential under an environment framework to be considered 4* under the
current HEFCE definition. Work in this area only commended in January 2015 hence, there will be a
need to create more cross cutting initiatives with other Schools/Institutes (e.g.,
ChemEng/MechEng/ComputerScience/AFRD/MAST/NICR/NUIS) with one potential aim of generating
a “virtual” or “real” experimental superlaboratory. The required increase in PhD student numbers and
grant income will be addressed by two factors: (i) the setting of proper targets for current staff and (ii)
strategic new appointments of highly research–active professors of organic,inorganic and physical
chemistry.
KPI 1 Research Grants and Contracts Income per Academic FTE (£k)
Based on planned academic staff number the School is projecting an increase in research income
from £1.8m in 2014/15 to £2.3m in 2016/17. This reflects realistically the time the new Research
Grouping and academics staff will need to embed and start winning grants and generating income.
KPI 2 Value of New Awards per Academic FTE (£k)
An annual increase in the value of new awards is projected from £2.1m in 2015/15 to £2.7m in
2016/17.
KPI 3 Doctoral awards per Academic FTE
Projections based on planned academic staff numbers and registered PhD students who are on
schedule to gain an award within the next 2 years.
KPI 4 Percentage of R&T staff likely to be returned in the REF
The School will be taken a more robust view for REF2020. An R&T contract alone will not guarantee
that an academic is included in the School’s submission, only staff producing suitably high quality (3*
and 4*) outputs will be return in the REF.
Strategic Plan 2015-2017
School of Chemistry
4
3. Learning, Teaching and Student Satisfaction
1.1. (KPI 7) Percentage ABB+ Entrants (Fee Category Home UK & Home EU)
YEAR
2011/12
2012/13
2013/14
2014/15
41
35
45
55
CHEM
2015/16
Target
55.3
2016/17
Target
60
1.2. (KPI 8) Percentage PGR submission rates within 4 years (full-time students)
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
05/06
starters
06/07
starters
07/08
starters
08/09
starters
09/10
starters
10/11
starters
11/12
starters
56
69
89
90
94
100
100
CHEM
1.3. (KPI 9) Percentage Undergraduate student drop-out rate (Stage 1, Academic
Failure & Withdrawal)
2010/11
2011/12
2012/13
2013/14
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
2
1
1
1
1
1
1
CHEM
1.4. (KPI 10) Undergraduate (NSS) satisfaction scores Q22 (% Overall Satisfaction)
YEAR
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
85
91
82
91
90
90
92
92
D-CHEM
1.5. (KPI 11) Postgraduate (PRES) satisfaction scores (% Agree with “Overall
experience of my course”)
CHEM
2011
2013
2015
Target
100.0
85.7
90
1.6. (KPI 12) Postgraduate (PTES) satisfaction scores (% Agree with “Overall I am
satisfied with the quality of my course”)
NB. PTES questions have changed – previous years’ results were for “% Agree with
overall experience of my course”
2009/10
2011/12
2013/14
2015/16
Target
90
n/a
100
100
CHEM
1.7. (KPI 13) Student:Academic Staff Ratio
YEAR
2009/10
2010/11
2011/12
2012/13
2013/14
CHEM
18.1
18.1
17.3
15.4
15.1
Strategic Plan 2015-2017
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
17.7
15.9
16.4
School of Chemistry
5
1.8. (KPI 14) DHLE Graduate Prospects (graduate level employment and further study)
School
CHEM
Subject
Chemistry
2010
2011
2012
2013
2014
%
%
%
%
%
Russell
Group rank
80.0
80.0
81.1
85.0
75.9
18/20
2015
Forecast
2016
Forecast
80
80
1.9. Achievement Plan
The School is looking balance properly teaching and research and move to a position where recognised
excellent academic staff are employed on teaching and scholarship contracts, the aim being to improve the
efficiency of our teaching and allow research active staff to focus on PGR supervision and generating
research income. In turn the teaching and scholarship staff will be free to concentrate their efforts on
enhancing the quality of our teaching provision via a number of initiatives, which include:
• To build strong purpose and preparation of UG cohorts for graduation and work by emphasising skills for
the workplace throughout the degree.
•To improve the environment and culture within Chemistry so that students can find a strong positive identity
with their lecturers and subject
•The development of e-learning. These prove an alternative form of learning and are also excellent for
provision of immediate feedback.
• A more holistic approach to our teaching, including consideration of how we can mix our teaching methods
to provide a wider range of learning methods
• Increased student engagement and interaction during the learning process
KPI 7 Percentage ABB+ Entrants
The school will continue to carry out market and competitor research (Marketing and Recruitment
Coordinator to attend visit/open days of key competitors) to ensure that we provide an attractive choice to
Year 12/13 candidates with our 9 degree programmes, that continue to attract applicants. The printed
marketing materials and the environment and culture within the Bedson Building will be improved (new "roll
of honour" boards, research displays, historical archives) to make our physical brand coordinated and
vibrant. An improved website is to be launched in early 2015 which streamlines the information for new
applicants and maximises the outreach presence we have developed, again revitalising life into our virtual
presence. The admissions tutor actively manages the whole UG student recruitment process to maximise
conversions, overseeing the whole process making a clear one-point contact for all potential candidates. For
UG programmes we will continue to recruit high quality (ABB+) students during clearing and will expand our
peer mentor system to improve retention during the first semester.
KPI 8 Percentage PGR submission rates within 4 years
We are working particularly hard to maximise the PGR submission rate through increased student
monitoring and high levels of student support, we have the highest completion rate in the Faculty. We are
committed to continuing our efforts in this area.
KPI 9 Percentage Undergraduate student drop-out rate
We have a very low student dropout rate. A robust application and section process, Chemistry
Undergraduate peer mentors scheme to support transition and a well-established personal tutor system are
all contributing factors.
KPI 10 NSS Undergraduate Satisfaction Score
Specific new initiatives aimed at increasing NSS scores include
• Undertake internal survey with stage 2 students and review results.
• DPD to deliver a feedback session on the internal survey results during induction week with final year
students
•Run a series of workshops with students at all stages to discuss generic feedback, University assessment
regulations and module specific feedback
• Investigate if there is a correlation between a decline in NSS scores (Q 6-9) and the increase in
undergraduate entry criteria.
• Analysis NSS scores for each question in an attempt to identify correlations specific to the School of
Strategic Plan 2015-2017
School of Chemistry
6
Chemistry
KPI 11 & 12 Postgraduate (PRES/PTES) satisfaction scores
We score well in these areas but it is essential that we do not become complacent. To safeguard our
success as a School, we have put in measures, such as the appointment of a Student Marketing and
Recruitment Coordinator, in place to keep our PGT and PGR recruitment strong. We need to develop
international PGR recruitment.
KPI 13 Student:Academic Staff Ratio
We would expect to see a rise in our student: academic staff ratio due to the projected increase in student
numbers coupled with a fall in academic staff numbers as a result of retirements. The proposed new
appointments are all direct replacements for existing staff.
In the longer term, 2016 - 2020 we will ultimately be looking to see a reduction of the student: academic staff
ratio. This will be financed by the additional financial contribution made by our increased research income.
KPI 14 DHLE Graduate Prospects
The school has a proven track record of producing graduates with excellent employment prospects. It is
anticipated that this trend will be continue for the foreseeable future, maintained by more interaction between
students and potential employers to harness their employability skills.
Strategic Plan 2015-2017
School of Chemistry
7
4. A significant international, national and regional
profile and reputation
a. (KPI 15) Value of Awards from Industry (Research, T&L and KHP)
CHEM
Commercial
Research
2011/12
Actual
10.5
26
2012/13
Actual
140
36
2013/14
Actual
31
305
2014/15
Target
50
100
2016/17
Target
50
100
2017/18
Target
50
100
b. Achievement Plan
The school recognizes a need to increase its national and international profile. The School has some
excellent examples of good practice, but an ethos of increasing our profile and self-promotion needs to be
more embedded in all academics. The School recognizes that more leadership in this area is required,
and from 2014/15 onwards the following initiatives are being implemented:













The newly formed research groups (Synthesis, Structures and Spectroscopy, Nanoscience and
Materials, Bio and Medicinal) represent the specific areas of research where we can excel and
strategically invest in these areas to increase quality critical mass.
Enhancing the School profile. Key to this is the updating and ongoing management of our webcontent, which has been out of date. The review Committee is being led by the Student
Recruitment and Marketing Coordinator, and is making good progress.
A more organized approach to the engagement of potential applicants. A Recruitment Strategy
has been created and a more organized approach in communicating with local schools in
particular has been established.
Engagement with NUIS. E-chemisty.
Greater interaction with the Research & Enterprise Team
To reinstate a Chemistry Industrial/Academic Advisory Board in 2014/15
Recruitment of new, high quality, academic staff.
The School Research Committee has adopted a policy of focusing on one award of prestigious
award, such as (Bader Prize) and concentrating efforts to make a successful nomination
To host an international conference on Fuel Cells in 2017
To host two annual international conferences in ChemNano and one other topic, perhaps Med
Chem in memory of Professor Roger Griffin.
To increase industrial links through destinations/careers fair hosting 20+ companies on site in
each Autumn.
To build partnerships with 20+ companies both local and national for industrial placements. To
maximise research profile through planned media and press release strategies.
To build alumni networks across industrial sectors and influence both nationally and
internationally.
Strategic Plan 2015-2017
School of Chemistry
8
5. Financial and Environmental Sustainability
a. (KPI 16) Staff costs as a percentage of income
YEAR
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
CHEM
36.9
38.4
41.4
41.6
40.1
41.7
42.0
42.0
(Faculty target must not exceed 44%- nb: not all planned future posts will be included yet)
b. (KPI 17) Research contribution as a percentage of research income
YEAR
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
CHEM
27.8
21.1
22.1
19.1
18.1
27.2
24.0
26.0
(Typically 25%-30% based on RCUK funding. EU funding generates less overheads but allows for
the offsetting of direct costs which will not be represented here)
c. (KPI 18) Total Research (including QR/Total income ratio)
YEAR
2009/10
2010/11
2011/12
CHEM
2012/13
2013/14
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
33.9
32.0
31.1
35.6
36.0
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
1%
1.5%
2%
d. (KPI 19) Surplus/Deficit as a percentage of turnover
YEAR
2009/10
2010/11
2011/12
2012/13
2013/14
CHEM
-6.9%
-6.1%
-5.4%
-4.1%
(Aim is a minimum 2% of income surplus)
-1.2%
e. Achievement Plan
The School currently has a balanced budget and the existing financial policies limit its ability to improve in
this position. Crucial to long term financial and environmental sustainability is the ability to rectify this and
adopt a new system which will free up a proportion of the School’s income to support early career
researchers. This has been identified as one of the School’s key priorities for the next 2 years.
The School has had some notable successes in terms of generating research income in recent years and
this will be the base for future expansion. Very pleasingly, these grants are distributed across the new
School Research Groupings
KPI 18 Total Research (including QR/Total income ratio
Based on planned academic staff number the School is projecting an increase in the percentage of research
income by 2016/17. A steady state is envisaged in 2014/15 as the new staff and research groups embed,
the benefits will take effect from 2015/16.
The School will conduct a wholescale review of its financial policies in 2015 with a view to developing
transparent efficient policies which maximise cost recovery and minimise waste. Some initial actions have
already been proposed/commenced:




A new costing strategy will be implemented in 2014-15. Within the School key research facilities
and technical support services have developed an adjustable charge unit which is applied to eligible
research grants and external consultancy contracts. This will allow the School to increase the
indirect costs it recovers from external sources.
Research income targets (on a sliding scale) have been introduced for research active staff
International PGT recruitment on the MSc Drug Chemistry programme is vibrant and there is
potential to increase student numbers here as reflected in the SNP workbook. The School expects
to recruit 30+ international students from 2015. In addition funding for home/EU PGT students in the
form of student loans would suggest an increase here too, an additional 3+ students are expected..
International PGR recruitment is at the core of the Schools recruitment strategy, efforts are being
addressed to improve conversion rates and targets have been set for R&T staff to attract externally
Strategic Plan 2015-2017
School of Chemistry
9
funded PGR students.
These proposals are step one in a new long-term view for the School. Any benefit arising from additional
income from these new initiatives will not be immediate in all cases but they will form the foundation of future
expansion (5 year plan).
The Chemistry Estate
The Chemistry Estates is another of the School’s main priorities as it is recognised that there is currently no
rational policy for allocating space (office and lab). The School is currently reviewing its estate and plans to
produce a 5 year transparent and rational space strategy by January 2015. It is essential that the current
space is fully utilised before any consideration is given to increasing the School’s footprint.
Strategic Plan 2015-2017
School of Chemistry
10
6. Engagement
6.1 (KPI 20) Percentage of students from low participation neighbourhood (Quintile 1)
YEAR
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
Forecast
2016/17
Forecast
CHEM
8.9
9.6
11.0
10.2
12.8
11.0
11.0
6.2 (KPI 21) Number of potential REF-ready case studies
YEAR
2014/15
Forecast
2015/16
Forecast
2016/17
Forecast
CHEM
1
2
2
6.3 Achievement Plan
KPI 20 Percentage of students from low participation neighbourhood
Dr Peter Hoare, the School’s full time and permanent Outreach Officer is now in the 6 th year of his
post and has built up and maintains an extensive network of contacts with schools across the region
(i.e. Berwick to North Yorkshire and across to Cumbria too) (and in some case further afield). He has
a range of outreach activities which are delivered on campus or in schools to support students
learning chemistry at all levels and thus promote chemistry as an undergraduate degree subject –
these include Laboratory Sessions in our Chemistry Outreach Laboratory, A-level Revision
Workshops (he has been a marker for AQA A-level Chemistry for nearly 20 years), Spectroscopy
Tours and a range of interactive demonstration presentations. He also provides CPD support to
chemistry teachers across the region, both through recognised providers, e.g. AQA, RSC and the
Regional Science Learning Centre and also ad hoc/bespoke sessions for individual teachers on
demand. Since April 2014 we have been the North-East Region contract holders for the RSC’s
Spectroscopy in a Suitcase outreach scheme which provides portable IR and NMR spectrometers to
take into schools to support learning these topics. One of the requirements of the contract is that 50%
of the visits annually are to WP schools.
Dr Hoare currently does not target only WP schools as he firmly believes from personal experience
that all state schools in the region contain a majority of WP students.
The School currently trains its own team of undergraduate student ambassadors (SA’s) whom Dr
Hoare makes extensive use of in supporting the delivery of our outreach programme – many of them
attended local schools so are excellent role models for prospective students from the region and are
thus available outside University term time (but in schools term time).
KPI 21 Number of potential REF-ready case studies
The process for identifying case studies for REF2020 has already begun within the School. Under the
supervision of the School Research Committee the School will assess existing case studies not
included in the REF2014 submission with a view to potentially developing them further. In addition to
this the School will via PDR talk to research active staff again with a view to identifying work that can
be developed. The School fully intends to engage with the Faculty Research Impact Officer who has
been introduced to key staff in the School
Strategic Plan 2015-2017
School of Chemistry
11
7. Internationalisation
a. (KPI 22) Percentage International Students (UG, PGT & PGR, excluding NUIS)
2015/16
YEAR
CHEM
2016/17
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Forecast Forecast
10.2
7.2
8.4
8.9
8.0
9.1
9.5
10.4
b. (KPI 23) Total research income attributable to staff based in Singapore
YEAR
CHEM
2009/10
N/A
2010/11
N/A
2011/12
N/A
2012/13
N/A
2013/14
N/A
2014/15
Forecast
N/A
2015/16
Forecast
N/A
2016/17
Forecast
N/A
2015/16
Forecast
N/A
2016/17
Forecast
N/A
c. (KPI 24) Singapore Income as a % of Total Income
YEAR
CHEM
2009/10
N/A
2010/11
N/A
2011/12
N/A
2012/13
N/A
2013/14
N/A
2014/15
Forecast
N/A
d. Achievement Plan
International recruitment across all UG and PG programmes is coordinated by the UG Admissions Tutor and
is part of the overall internationalisation strategy of the school. Efforts to increase International Student
numbers will continue and include:









The School is playing a leading role in developing a research presence in NUIS/Singapore in the field
of e-chemistry.
Investigate the potential for exploiting existing links with FMS and NuMed.
Reviewing all areas of international marketing to be carried out by the School Marketing and
Recruitment Coordinator alongside the Faculty Marketing team.
Establishing strong links with current international students (and alumni) to review and update the
physical and online material about School programmes so they remain relevant to our largest
international markets as the worldscape continually alters.
Developing an up-to-date database of graduate and student profiles, for use online and in printed
brochures
Continuing to explore opportunities to visit and target the British based international feeder schools
in target markets through twice annual visits to the region by UG Admissions Tutor
Continuing to develop the school relationship with INTO through encouragement of student
attendance at open days, offer research based talks for the INTO Wednesday seminar program and
use INTO graduates as peer-mentors early in the recruitment cycle
Continuing to maintain an enthusiastic contact with Science without Borders scheme and offer
opportunities to study chemistry
Establish strong research founded partnerships with our exchange partners in Asia, North America
and Europe for beneficial exchanges at the undergraduate research project level
Strategic Plan 2015-2017
School of Chemistry
12
8. Strategic Enablers
a. (KPI 25) Percentage PDR completions
CHEM
2010/11 2011/12 2012/13 2013/14
31.3
96.6
88.9
90.3
2014/15 2015/16 2016/17
Target
Target
Target
95.0
95.0
95.0
b. Achievement Plan
The School has a well-established PDR system in place with all categories of staff engaging with the process.
In the past the Head of School undertook the PDRs of all academic staff. However going forward, targets will
be shared with Director of Research, Research Group Leaders and the Deputy Head of School/DELT. The aim
is always to provide more support to academic staff as they work towards achieving the goals. A review of the
PDR process is one of the actions coming out of the School’s Athena SWAN application.
Strong management of the PDR system from the support staff in the School will mean that we will stand a good
chance of meeting the 95% completion target.
Even though a space allocation restructuring plan is underway the School recognizes that additional space will
be required to accommodate new staff at the professorial level. The increase in PhD numbers must also be
accounted for especially because of the School’s new aggressive recruitment policy. In the short term the
demands will require an additional 20% synthetic laboratory space and the restructuring of some areas and
relocation of staff. In the medium to long term new non-synthetic laboratory space will be required coupled with
some refurbishment of currently used space. An additional 20% of space will be needed.
Strategic Plan 2015-2017
School of Chemistry
13
9. Proposed New/Replacement Posts
Post
no.
Code
0
1
2
3
4
Code
Code Description
Recruited
Out to Advert/recruit
Approved
Submitted not yet approved
Not Submitted
Staff
Post Description*
Grade
Category
Professor of AntiNon clinical I
Cancer Drug
Academic
Therapies
Year Post Will
Start
15/16
1.
0
2.
2
Professor of
Organic Chemistry
Non clinical
Academic
I
2015/16
3.
4
Professor of
Inorganic
Chemistry
(swap 3 & 4
around)
Non clinical
Academic
I
2015/16
4.
2
Professor of
Physical Chemistry
Non clinical
Academic
I
Strategic Plan 2015-2017
Proposed Start
Date of Recruitment
Campaign
Proposed Start Date
of Postholder
Fit to Strategic Plan
16/17
1 June 2014
Commenced
1 September 2015
Mar 16
May 2015
1 September 2015
2016/17
August 2015
1 September 2016
School of Chemistry
(sec 2) Bio and
MedChem Group
Leader / Generating
research
income/REF2020
(sec 5) Improving
Schools financial
viability
(sec 2) Generating
research
income/REF2020
(sec 5) Improving
Schools financial
viability
(sec 2) Generating
research
income/REF2020
(sec 5) Improving
Schools financial
viability Engage with
materials projects and
increase cross
School/Faculty
disciplinary research
(sec 2) Generating
research
income/REF2020
5.
0
6.
4
Lecturer/Senior
Lecturer
in
Theoretical
Chemistry
Teaching Fellows
x4
Non clinical
Academic
F/G
2015/16
Non clinical
Academic
F
Sept 15
1 September 2015
March 2015
September 2015
*Please ensure that the post description is consistent with descriptions used in the budget return
Strategic Plan 2013-2015
School of Chemistry
15
(sec 5) Improving
Schools financial
viability Engage with
sustainability projects
and increase cross
School/Faculty
disciplinary research
(sec 2) Improving the
research credibility of
the School.
(sec 2 & 3)
Freeing up time for
research active staff
Supporting the Schools
L&T strategy/ensuring
an excellent student
experience
Building talent