1. Art and Diseño

Appointment
of Faculty
Pro-Vice-Chancellor,
Arts, Humanities and
Social Sciences
Candidate Information
February 2015
RECENT ACHIEVEMENTS
UNIVERSITY
• Top 1 per cent of universities in the world
• A UK top ten research-intensive university (REF 2014)
• 26 of the 28 subject areas submitted to REF 2014 were
ranked in the UK top 20 for research intensity
• 17 Queen’s subjects in the UK top 20 (Complete
University Guide 2015)
• 20th most international university in the world 2015 (Times
Higher Education)
• Awarded £32m in 2012 under the UK Research
Partnership Investment Fund to establish a Centre for
Experimental Medicine
• One of only four universities in the UK to hold an Athena
SWAN Silver Institutional Award
• Institute for Global Food Security established in 2013
• Five Queen’s Anniversary Prize Awards, the most recent
for the Northern Ireland Comprehensive Cancer Services
Programme (2012)
• Five consecutive Times Higher Education Awards,
including:
– University Fundraising Team of the Year (2012)
– Engineering Research Team of the Year (2010)
– Entrepreneurial University of the Year (2009)
2
• 94 per cent of our graduates are in employment or
further study six months after graduation
• William J Clinton Leadership Institute at Riddel Hall
established in 2012
• Research in Ionic Liquid Chemistry named “Most
Important British Innovation of the 21st Century”
in the Science Museum’s Initiative on Great British
Innovations.
WELCOME
As Vice-Chancellor of Queen’s University Belfast, I am delighted you are interested
in the position of Faculty Pro-Vice-Chancellor.
This is an exciting time for Queen’s. The University is on a transformational journey and,
over the last decade, has travelled a significant distance towards its goals. The unique
and positive impact of Queen’s locally, nationally and globally is well recognised and
evidenced through our key achievements. Queen’s is among the top one per cent of
global universities and is a UK top ten research-intensive university.
It is because of these successes that we are able to plan with even more ambition for the
future. Vision 2020 marks the beginning of the next phase in our development as a world
class university, and provides the framework and context for our new Corporate Plan.
This is a university with an exciting future and, by working together
to realise our ambitions, we will ensure that we achieve much more.
If you share our vision and have the experience, skills and passion
we are looking for, I encourage you to apply and to join us on our
exciting journey.
Professor Patrick Johnston
President and Vice-Chancellor
CONTENTS
Executive Summary
5
Arts, Humanities and Social Sciences
14
Our Vision and Strategic Objectives
6
The Role of Faculty Pro-Vice-Chancellor
15
Investing in Excellence
7
The Person
16
Main Terms of Appointment
17
Queen’s University: Linking Northern
Ireland to a Global Community
8-9
Queen’s and Northern Ireland
10
Appointment Process
17
Governance Structure
11
How To Apply
18
Key Documents
19
Management Structure
12-13
3
4
EXECUTIVE SUMMARY
Queen’s is one of the leading universities in the UK and Ireland, with a distinguished
heritage and history. With an annual turnover of some £300m, over 23,000 students
and 3,700 staff, Queen’s plays a unique leadership role in Northern Ireland. As
a member of the Russell Group of UK research-intensive universities, Queen’s
combines excellence in research and education with a student centred ethos.
In March 2014, Professor Patrick Johnston took up the position of President and
Vice-Chancellor. Under his leadership, the University has developed Vision 2020
which was approved by Senate in October 2014. The vision for Queen’s is the
development of a world class international university that supports outstanding
students and staff, working in world class facilities, conducting leading-edge
education and research, focused on the needs of society.
A number of exciting opportunities have arisen for outstanding individuals to join
the University’s senior leadership team. Three new Faculty Pro-Vice-Chancellors
will play a key role in supporting the Vice-Chancellor in the academic leadership
and management of the University.
The successful candidates, internationally recognised for their research and
scholarship, will have extensive leadership and management experience and a
proven track record of success in leading and delivering strategic objectives.
They will demonstrate the ability to successfully lead change across the institution
and have the passion to create a high quality, world leading institution which
beneficially impacts on society.
5
OUR VISION AND STRATEGIC OBJECTIVES
The Vision for Queen’s is to be a world class international university that supports
outstanding students and staff, working in world class facilities, conducting leading-edge
education and research, focused on the needs of society.
The 2011-16 Corporate Plan identifies
four strategic priorities as set out
below:
• To offer an exceptional student
experience and high quality
education, leading to distinctive
graduates with a sense of pride in
their University
• To enhance internationally
recognised, globally competitive
and sustainable research areas
• To grow an efficient, effective and
sustainable enterprise
• To develop global citizens and
address global challenges, that will
enrich the community and enhance
the global reputation of the
University and Northern Ireland.
6
In October 2014, Vision 2020 was
approved by Senate and marked the
beginning of a new phase in Queen’s
journey. Underpinning Vision 2020 is the
development of an ambitious culture that
seeks to embrace collective leadership,
innovation, transparency and an adaptive
approach to change.
• Creating empowered and
accountable Faculties.
Our Vision is shaped by a number of
principles:
• Enhancing our positive impact on
society.
• Developing a culture of integrated,
empowered and enabled leadership.
• Becoming more financially
independent and growing in key
priority areas, including research
income and postgraduate and
international student numbers.
• Developing and implementing
Academic Standards that align with
Vision 2020.
• Facilitating and enabling interdisciplinarity and a collaborative
approach to delivery.
• Creating a Graduate School and
growing a strong and vibrant
postdoctoral community.
INVESTING IN EXCELLENCE
Financial stability underpins the work of the University as it moves forward with
the development of a new Corporate Plan, embracing the ambition of Vision 2020.
Queen’s had a successful year in 2013-14 with a surplus generated of £14.1m and net
assets at 31 July 2014 of £516.7m.
The University is well positioned to
meet the challenges currently facing the
sector. Its primary financial objective is to
generate surpluses sufficient to sustain
its ongoing activities and to maintain the
necessary investment in its estate and
associated infrastructure.
It has a successful track record in
delivering against this objective and is
one of the financially strongest in the UK,
with a broad range of income streams
from public and private sources. The
University continues to invest in its staff,
students and infrastructure through the
Integrated Operating Plan. A summary
of the University’s consolidated income
and expenditure position is set out in the
table below.
2011-12
£m
2012-13
£m
2013-14
£m
Income
282.7
286.1
298.4
Expenditure
267.8
274.7
283.5
Surplus before taxation
14.9
11.4
14.9
Taxation and other charges
(0.7)
(0.7)
(0.8)
Surplus retained in general funds
14.2
10.7
14.1
£850M
QUEEN’S HAS AN
ANNUAL BUDGET OF
£300M. OUR TOTAL
IMPACT ON THE
LOCAL ECONOMY IS
£850M
7
QUEEN’S UNIVERSITY: LINKING NORTHERN IRELAND
TO A GLOBAL COMMUNITY
The successful candidate will join
a university that has a rich and
distinguished heritage and holds a
special place in the history of education,
research and innovation on these islands.
Queen’s is a dynamic and diverse
institution with over 600 international
staff, from more than 75 different
countries, engaged in a variety of roles
across the campus.
The University was established in 1845 as
part of the federal Queen’s University of
Ireland with Colleges in Belfast, Galway
and Cork, and was awarded independent
degree awarding powers in 1908 when it
became a university in its own right. It is
one of the oldest universities in the UK:
only nine can claim longer lineage.
Today, Queen’s is a dynamic, innovative
21st century institution, a member of
the Russell Group of the UK’s 24 leading
research-intensive universities, educating
students for the modern world and
making a difference to people’s lives.
8
This was externally validated in 2012
when we received, from Her Majesty the
Queen, the Diamond Jubilee Queen’s
Anniversary Prize for our leadership of
the Northern Ireland Comprehensive
Cancer Services Programme. This was the
fifth Queen’s Anniversary Prize secured by
the University, the others being for Green
Chemistry, Environmental Research,
Palaeoecology and Law.
the improvement of cancer services in
Northern Ireland has resulted in the
creation of a comprehensive cancer
centre and significantly improved rates of
cancer survival.
Five prestigious Times Higher Education
Awards further recognise the University’s
contribution to society. These accolades
reflect Queen’s spirit of innovation and
invention.
Queen’s work in green chemistry, in
partnership with Fortune 500 company
Petronas, is revolutionising the chemical
processing industry around the world.
In the arts, the Seamus Heaney Centre
for Poetry, home to many leading
contemporary poets, underpins the
University’s reputation as a world
literary force.
From new treatments for life-threatening
diseases to protecting the lives and
livelihoods of some of the poorest
people on the planet, the University’s
research impacts on society around
the globe. Its technology will provide
arsenic-free drinking water for over
70 million people in South-East Asia,
while the Queen’s-led programme for
In the University’s Centre for Secure
Information Technologies, world class
researchers are working to protect global
society against cybercrime.
Global networks are critical to Queen’s
future success. Its researchers work
closely with universities around the
world and the University is committed to
enhancing these links still further.
Amongst its dynamic partnerships are
academic links with leading institutions
in India, Malaysia, and the Americas.
Queen’s has recently established China
Medical College - Queen’s University
Joint College (CQC), a joint venture
to deliver cutting-edge education in
Pharmaceutical Sciences, based in
Shenyang.
Entrepreneurship is the lifeblood of
Queen’s. More than 60 businesses
have emanated from the University’s
cutting-edge research, generating over
1,500 high-value jobs. Queen’s is ranked
No.1 in the UK for its participation
in Knowledge Transfer Partnerships,
which enables small and medium sized
enterprises to access the skills and
expertise within academic institutions.
Our students, recruited from more than
80 countries, create an environment
in which enterprise can flourish, and
Queen’s graduates are much sought
after by all employers, including bluechip companies and firms in the City of
London.
Our annual impact on the Northern
Ireland economy is £850m and our
impact on society is immeasurable. Our
researchers address global challenges,
whilst our students gain the skills
which are necessary to underpin future
economic growth.
Our graduates are role models at home
and ambassadors for Northern Ireland
abroad. Among our alumni we number
two Nobel laureates – the politician
David Trimble and the late poet, Seamus
Heaney. Both also served as members of
staff. We are also proud of our Queen’s
graduate John Stewart Bell, widely
regarded as one of the most influential
scientists of the twentieth century. The
former Irish President, Mary McAleese,
was a Queen’s Pro-Vice-Chancellor when
she was elected to office.
£350M
OVER THE PAST TEN
YEARS, QUEEN’S HAS
INVESTED £350M IN ITS
CAMPUS, GENERATED
7,000 CONSTRUCTIONRELATED JOBS AND
PUT £1BN INTO THE
WIDER ECONOMY
9
QUEEN’S AND NORTHERN IRELAND
Belfast is the capital of Northern Ireland and is one of Europe’s most friendly
and fashionable regional cities. Described by Lonely Planet as a ‘must-see visitor
destination’, it was also voted one of the world’s top 10 destinations by National
Geographic Traveller in 2012.
Northern Ireland is renowned for its
beautiful beaches and coastal scenery,
including the Giant’s Causeway, a World
Heritage site. It has a fascinating history
and cultural heritage and prides itself in
many ‘firsts’, including having built the
Titanic.
Many visitors to Northern Ireland have
chosen to make the region their home.
People from all over the world are now
making an important contribution to life
here – in medicine, business, industry,
and education.
10
Travelling to and from Northern Ireland
is both easy and economical. Most major
British cities are within an hour’s flying
time from Belfast’s two regional airports,
which are both easily accessible from
the University. These airports provide
flights from many locations in the UK
and mainland Europe as well as direct
services from North America.
Belfast has regular ferry services from
Scotland and England, and Dublin is just
a two-hour train journey away.
Queen’s University is proud to be a
driving force in Northern Ireland’s
cultural, artistic and economic
renaissance, celebrating the
innovation and creativity of its people
and enhancing its reputation as an
international centre of learning.
GOVERNANCE STRUCTURE
Senate, the University’s Governing Body, comprises lay and academic persons appointed
under the Statutes of the University, the majority of whom are non-executive.
Senate is responsible for the ongoing
strategic direction of the University,
while the Executive Officers are
responsible for the operational
management of the institution. Senate
approves all major developments and
receives regular reports on the day-today activities of the University and its
subsidiary companies.
Senate meets at least four times a
year and is supported by a number of
key Committees, including Academic
Council, the Planning and Finance
Committee, the Remuneration
Committee and the Audit Committee.
Academic Council, which is chaired by
the President and Vice-Chancellor, is
responsible, under delegated authority,
for the academic affairs of the
University, with the Education
Committee and the Research and
Postgraduate Committee reporting to
it. All of the Committees are formally
constituted with Terms of Reference
and include staff and lay members of
Senate.
SENATE
UNIVERSITY
EXECUTIVE
BOARD
PLANNING AND
FINANCE
COMMITTEE
UNIVERSITY
OPERATING
BOARD
INVESTMENT
COMMITTEE
ACADEMIC
COUNCIL
STANDING COMMITTEE
REMUNERATION COMMITTEE
AUDIT COMMITTEE
HEALTH AND
SAFETY MANAGEMENT
GROUP
11
MANAGEMENT STRUCTURE
Professor Patrick Johnston took up the position of President and Vice-Chancellor, on
1 March 2014. Arising out of Vision 2020, a detailed review of management structures
is underway to ensure that structures will support and facilitate the delivery of this
challenging new Vision.
The President and Vice-Chancellor is
supported by the Registrar and Chief
Operating Officer and also by three
Pro-Vice-Chancellors, each with defined
policy portfolios, as outlined below.
1. Education and Students
Education strategy; teaching and
learning; quality assurance and
related issues for all education
and skills activities; employability
strategy; widening participation;
library, computing and other relevant
academic services; student services.
2. Academic Planning, Staffing and
External Relations
Academic planning; strategic
planning, including relevant estates,
financial and human resource
issues; staffing matters; and external
relations.
7,200
WITH 3,700 STAFF,
QUEEN’S IS ONE
OF THE LARGEST
EMPLOYERS IN
BELFAST AND
GENERATES A
FURTHER 3,500 JOBS
ACROSS NORTHERN
IRELAND
12
3. Research and Postgraduates
Research strategy; research quality
management; postgraduate strategy.
Overall responsibility for issues
relating to postgraduate research
and taught students.
The Registrar and Chief Operating
Officer is the head of a unified
administration, responsible for
managing, leading and co-ordinating
the provision of a comprehensive range
of professional support services. These
integrated professional services are
delivered through eight Directorates.
On the academic side, there are 20
Schools within three Faculties, each
currently led by a Dean. As part of the
review of structures set out in Vision
2020, Faculties will be led by a Faculty
Pro-Vice-Chancellor (PVC), with the
support of a Faculty Executive Board.
The Faculty PVC will become the budget
holder for the Faculty, and will be
supported in this role by the appointment
of a Director of Operations.
The President and Vice-Chancellor chairs
the University Executive Board (UEB),
which is responsible for developing the
Corporate Plan, as well as approved
strategies to support its delivery. Current
membership of the UEB, which reports
directly to the Planning and Finance
Committee, is made up of the Registrar
and Chief Operating Officer, the ProVice-Chancellors, the Deans and the
Director of Finance. The newly appointed
Pro-Vice-Chancellors will be key
members of the UEB.
The Registrar and Chief Operating
Officer chairs the University Operating
Board (UOB), which is responsible for
overseeing the implementation of
all University strategies and policies.
Membership of the UOB, which reports
directly to the UEB and the Planning
and Finance Committee, is currently
made up of the three Deans and the
eight Directors. In the new structure, the
Faculty Pro-Vice Chancellors will replace
the Deans as key members of the UOB.
President and
Vice-Chancellor
Pro-Vice-Chancellors
Registrar andChief
Operating Officer
• Academic Planning,Staffing
and External Relations
• Education and Students
Dean of the
Graduate School
• Research and Postgraduates
Directors
Academic and S
tudent
Affairs
Faculty
Pro-Vice-Chancellor
Arts, Humanities and
Social Sciences
Faculty
Pro-Vice-Chancellor
Medicine, Health
and Life Sciences
Heads of School
Heads of School
Heads of School
Creative Arts
Chemistry and Chemical
Engineering
Biological Sciences
Development and A
lumni
Relations
Education
Estates
English
Finance
History andAnthropology
Human Resources
Law
Information Services
Modern Languages
Research and Enterprise
Politics, International
Studies and Philosophy
Student Plus
Faculty
Pro-Vice-Chancellor
Engineering and
Physical Sciences
Sociology, SocialPolicy
and Social Work
Queen’s University
Management School
Electronics, Electrical
Engineering and
Computer Science
Geography, Archaeology
and Palaeoecology
Medicine, Dentistry and
Biomedical Sciences
Nursing and Midwifery
Pharmacy
Mathematics and Physics
Mechanical and Aerospace
Engineering
Planning, Architecture
and Civil Engineering
Psychology
William J Clinton
Leadership Institute
13
ARTS, HUMANITIES AND SOCIAL SCIENCES
The Faculty of Arts, Humanities
and Social Sciences (AHSS) is a
multidisciplinary Faculty, with nine
Schools, two interdisciplinary Research
Institutes and two teaching Institutes.
The Faculty has over 600 staff, of which
400 are established academic posts.
The student population of over 7,600
continues to grow. Of the 12 Units from
AHSS submitted to REF 2014, 10 were
ranked in the top quartile for research
intensity for their field, with 92 per cent
of the Faculty submission rated as world
leading or internationally excellent.
The Faculty has world class facilities
including: the world’s only Sonic Arts
Research Laboratory; a £14m state of the
art building at Riddel Hall, which is home
to the Management School, including a
unique Trading Room, and the William J
Clinton Leadership Institute; the Seamus
Heaney Centre for Poetry within the
School of English; and a purpose built
‘Black Box’ for Drama and Film Studies,
as well as the Brian Friel Theatre. In
addition to this, the Faculty will also
benefit from a £20m investment in a new
School of Law building, which is due for
completion in summer 2016.
AHSS has a number of critically
acclaimed staff, in all subject areas. Some
notable examples include:
• D
r Sinéad Morrissey (the First Poet
Laureate of Belfast, and winner of the
2013 T.S. Eliot Prize)
• Professor Phil Scraton (Lead
Researcher and Member of the
Hillsborough Independent Panel)
• Professor Paul Bew (Appointed as
14
House of Lords Peer in recognition
of his contribution to the Northern
Ireland Peace Process)
• P
rofessor Keith Jeffery (appointed as
the author of the first Official History
of the British Secret Intelligence
Service)
• P
rofessor Chris McCrudden FBA (a
leading expert in Human Rights, who
has also acted as a Specialist Adviser
to the House of Commons Northern
Ireland Affairs Select Committee)
Over 25 subjects are offered at
undergraduate level, including
English and Creative Writing, History,
International Politics and Conflict
Studies, Law, International Business,
Actuarial Studies, Languages, Music
Technology and Criminology. The
Faculty also offers leading and innovative
postgraduate taught progammes,
including Arts Management, Children’s
Rights, Broadcast Literacy, JD (Juris
Doctor), Translation, Interpreting,
and Violence, Terrorism and Security.
Distinctive programmes around
the broad themes of Conflict and
the Humanities, which connect our
undergraduate offerings with the Faculty
research strengths are available.
Many of the Faculty’s subjects feature
in the QS Global Rankings, with History,
Politics, English and Law all having been
included in the Top 100.
Many of the Faculty’s Research Strengths
are clustered around two recently
established centres of excellence:
Institute for Collaborative Research in
the Humanities and the Institute for the
Study of Conflict Transformation and
Social Justice. These Institutes foster
collaborations across a range of subject
areas which allow the Faculty to address
some of the key global challenges faced
in seeking to achieve fairness, security,
prosperity, and social harmony and
progress. There are many other areas of
excellence including Creative Writing,
Sonic Arts, Global Financial Markets,
Children’s Well-being, Poverty and Social
Exclusion, Translation and Interpreting,
and Shared Education, all investigated
on a local and global scale.
The William J Clinton Leadership
Institute at Riddel Hall brings world class
facilities, leading academics and industry
experts together to deliver a high end
portfolio of executive education and
leadership programmes.
The Faculty is a partner with Newcastle
University and Durham University in
the Northern Bridge Doctoral Training
Partnership for AHRC Block Grant
Studentship Awards. There are also
numerous Institutional Partnerships
which have benefitted staff and student
exchanges across the globe. The
Faculty has international collaborations
with a number of institutions including
the University of Malaya, Vanderbilt
University, the University of Notre Dame,
the University of São Paulo, Minzu
University of China, the University of
Hyderabad and Shenzhen University.
THE ROLE OF FACULTY PRO-VICE-CHANCELLOR
The University is seeking to recruit three Faculty Pro-Vice-Chancellors who will
support the Vice-Chancellor in the academic leadership and management of
the University.
The Faculty Pro-Vice-Chancellors will
play a key role in the continued success
of the University. A member of the
University Executive Board, they will have
responsibility for shaping the corporate
direction of the University and for
delivering key strategic priorities.
They will have strategic responsibility
for the Faculty, providing leadership,
innovation and direction to deliver its
contribution to Vision 2020.
The Faculty Pro-Vice-Chancellor will build
and lead the Faculty Executive Board,
responsible for planning and delivering
the approved Faculty targets.
• E
xpanding postgraduate recruitment
based on a reputation for excellence.
Across the Faculty, the Pro-ViceChancellor will be responsible for:
• Building and developing both
existing and new interdisciplinary
activities across the Faculty and the
University.
• Embedding the drive, ambition
and capabilities required to excel in
teaching and research.
• A
llocating significant resources to
support the delivery of the Faculty
Plan.
• S
trengthening and developing
international activities and reputation.
• A
cting as an advocate of the
University, developing strategic
partnerships locally, nationally and
internationally.
15
THE PERSON
The Faculty Pro-Vice-Chancellor must be a professor who is committed to playing a
leadership role in the delivery of Vision 2020. Candidates must be able to demonstrate the
following skills, abilities, personal motivation and experience:
• International academic standing in a
discipline relevant to the Faculty as
evidenced by levels of grant income,
a sustained high quality publication
record and PhD supervision.
• A senior leader with credibility within
the academic community and a
proven track record of leading and
delivering a strategic vision.
• Proven track record of the successful
management of financial, human and
physical resources.
• Experience of successfully leading
change in a large complex
organisation.
• Has experience in, and a passion for,
delivering high quality research and
education by setting challenging
academic standards.
• A strong advocate with the ability to
build productive relationships locally,
nationally and internationally.
• Passion, determination and personal
resilience.
23,000
QUEEN’S HAS
CURRENTLY SOME
23,000 STUDENTS,
INCLUDING: 18,000
UG, 3,500 PGT AND
1,500 PGR
16
MAIN TERMS OF APPOINTMENT
The role of Faculty Pro-Vice-Chancellor
is available for five years in the first
instance, with the possibility of renewal
for one further five year term. At the
conclusion of the term of office as a
Pro-Vice-Chancellor, the successful
candidate will be based within the
appropriate academic School.
The successful candidate will have a
substantive and permanent professorial
appointment in an academic School in
order to maintain their academic profile
and research interests.
It is hoped that the successful candidate
will be able to take up the post of
Faculty Pro-Vice-Chancellor as soon as
possible, subject to existing contractual
obligations.
The Faculty Pro-Vice-Chancellor is
based within the Faculty and will receive
administrative and secretarial support
in carrying out the requirements of the
office.
An attractive remuneration package,
commensurate with the seniority and
responsibilities of the role, will be
provided as well as a generous relocation
package and support as appropriate. The
successful candidate will also be eligible
to join the Universities Superannuation
Scheme (USS).
The Faculty Pro-Vice-Chancellor will
be required to travel on a national and
international basis.
APPOINTMENT PROCESS
Queen’s University Belfast has engaged
the services of Odgers Berndtson, to
whom applications should be sent by
the closing date of Monday 2 March. An
indicative time line for the recruitment is
given below.
Queen’s is committed to ensuring that
all applicants are afforded equality of
opportunity and that there should be no
unlawful discrimination, either direct or
indirect, in our selection process.
Key Dates
Closing date
Monday 2 March
Candidates notified whether required for interview
Friday 20 March
Preliminary interviews with Odgers Berndtson
w/c 23 March, w/c 30
March and w/c 6 April
Candidate notified whether required for final panel
By Friday 17 April
Informal meetings with Queen’s University Belfast
w/c 20 April
Final panel interviews with Queen’s University Belfast
Thursday 30 April
17
HOW TO APPLY
In order to apply, please submit a comprehensive curriculum
vitae with a covering letter setting out your interest in the
role and details of how you match the required criteria in the
Person Specification. Please include current salary details and
the names and contact details of three referees. Referees will
not be approached until the final stages and not without prior
permission from candidates.
Please apply online at www.odgers.com/50864 if you are
unable to apply online please email your application to
[email protected].
All applications will receive an automated response. All
candidates are also requested to complete an online Equal
Opportunities Monitoring Form. This can be found online at
www.odgersberndtson.co.uk/gb/eom-50864/
For informal enquiries, please contact in confidence:
Fatima Koumbarji: + 44 (0)20 7529 6360
Edwina Purcell: + 44 (0)20 7529 1104
18
KEY DOCUMENTS
To help you learn more about Queen’s University, a comprehensive range of
publications is available through the links below:
• Towards Vision 2020
• Welcome to our Future: Queen’s University Corporate Plan 2011-16
• Vice-Chancellor’s Annual Report 2013-14
• Financial Statements 2013-14
• Our Commitment to You: Students’ Union Strategic Plan 2012-15
• Together We Can Go Beyond: Fundraising Campaign
• The DNA of Innovation – Volumes 1-4
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CDS 124295