Strategic plan - postgraduate studies

Attracting PGR and PGT students remains one of the most challenging aspects of our provision. One consequence of the loss of Erasmus funding post-Brexit is that, albeit reluctantly, we have decided to disengage with the very successful Mundus/Crossways PGT programme. Our internationalisation strategy will explore ways in which we can build on existing partnerships such as Bonn and add new partners in order to develop a high-quality network of HEIs. If we are to establish multi-national PGT programmes equivalent to those formerly delivered via the Mundus/Crossways scheme, this will require a considerable investment of resource given the prevailing fees regime across the European market.

While colleagues already contribute to interdisciplinary programmes (e.g. the MLitt in Mediaeval Studies), the introduction of Chinese Studies offers exciting new possibilities for recruitment at both PGR and PGT level. The range of research interests in SoML and our Institute for Cultural Identity and Memory Studies means that we are well placed to offer new, cutting-edge interdisciplinary Masters programmes. 

Our Postgraduate (PGR/PGT) strategy is driven by four underlying objectives:

• Increasing the volume of high-quality applications to both internal and external funding schemes at PGR level.
• Improving our PG web-presence and how we advertise the availability of SoML funding and supervision for potential PGR/PGT applicants.
• Converting a greater number of existing PGT students to PGR students.
• Developing a clearer understanding of PGT demand in our discipline in the next decade and developing new programmes, where appropriate, in conjunction with the Graduate School.

In order to achieve these objectives, we will:

• Commit, where possible, to providing at least one (new) SoML scholarship p.a. and combining this with other funding schemes (Handsel, CSC scholarships, Co-Tutelles with our strategic partners) to attract the very best applicants (especially those likely to be successful in follow-on applications to external bodies such as SGSAH etc.).
• Improve our advertising and management of the SGSAH funding scheme, and provide stronger support for applicants to that scheme.
• In line with our objectives for increasing large grant applications, ensure that PGR students are costed into applications wherever funding schemes allow.
• Continue to develop our recently-upgraded School-wide research pages.
• Continue to review our PGT provision and to consider (in conjunction with the Graduate School) which new initiatives have the most potential to attract students in greater numbers.
• Require all new proposals for programmes/delivery mechanisms (e.g. distance/on-line learning etc.) to be accompanied by a detailed business plan based on robust market-research.

The key performance indicators of success in the above areas will be:

• An increased volume in the numbers of PGR and PGT applications.
• Increased PGR/PGT activity.
• Increased PGR/PGT income.