Lay Governors Recruitment

Our University Strategy to 2025

At the University of Bradford our focus is on creating the conditions for social, cultural and economic impact. We will achieve this by using our proud heritage as a springboard and remaining steadfast in our commitment to equality, diversity and inclusion. We will harness our strengths in research, innovation, teaching and partnerships to extend our reputation, influence and impact. All of this will create a values-led culture that is inclusive and effective in enriching lives and benefitting society.

Our Strategic Objectives

By 2025...

  • We will be a values-led, high-performance organisation confident in our shared culture and clear purpose;
  • We will have established a high-quality student and staff experience;
  • We will have a portfolio of high-quality, engaging and inspirational programmes delivered through quality learning and teaching practice;
  • We will have increased the quality, quantity and impact of our research, innovation and knowledge exchange;
  • We will have increased our impact within Bradford and the Leeds City Region by enhancing our contribution to the regional economic strategy through well-developed and mutually beneficial relationships with local and regional partners;
  • We will have increased our impact on social and economic growth locally, nationally and globally;
  • We will have embedded a consideration of the impact of equality and diversity into all aspects of our work;
  • We will have embedded a consideration of our contribution to the UN Sustainable Development Goals into all aspects of our research, learning, teaching and operations.

These strategic objectives will be delivered through four supporting strategies, underpinned by four enabling plans.

Our supporting strategies

Learning, Teaching and Student Experience

We will create an inclusive learning culture and transformative university experience that empowers our students to realise their ambitions and make a positive difference to the world.

We are committed to being an inclusive University, which recognises the value and power of diversity in generating change and shaping the future. We have a sustained history of supporting students from diverse backgrounds to become successful graduates who go on to make a real difference to the world around them.

We must continue to build on and strengthen our commitment to deep inclusivity by offering genuinely innovative educational programmes and learning experiences that transform the lives of our students and our communities. Excellence in learning and teaching is key to this. Our Learning, Teaching and Student Experience strategy is based around three pillars of inclusivity: inclusive curriculum; inclusive experiences, inclusive community.

The purpose of our inclusive learning culture will be to enable staff and students to work together to create a dynamic university culture. This culture will nurture talent, inspire success, and care for our individual and collective wellbeing.

Our implementation measures include:

  • Establishing Programme-Level curricular that adhere to the principles of Universal Design for Learning (UDL)
  • Expanding research-led and research-engaged Learning
  • Embedding academic, technical, professional, and life skills through applied learning, scholarship, and enterprise education
  • Defining and mapping the core elements of the Bradford student journey to ensure equality of access and flexibility of support for all students
  • Providing an integrated digital experience
  • Connecting formal and informal learning activities and environments to promote career development education and support the ethos of achieving ‘more than a degree’
  • Developing, recognising, and rewarding staff development and teaching excellence,
  • Establishing students as partners and co-creators in their learning and broader university experience,

 Recognising mutual interest, share resources, and work towards common aspirations

Equality, Diversity and Inclusion

We will be recognised as an exemplar for bringing about transformational diversity, inclusion and social mobility through the critical role of leadership in embedding intersectional EDI in order to make our diversity count and deliver impact.

The Equality, Diversity and Inclusion Strategy is underpinned by these principles:

  1. We will continue our commitment to equality, diversity and inclusion as a fundamental part of our university’s values, by demonstrating visible leadership on EDI related matters evident in the sub- strategies, underpinning action plans of all areas of the University including Access and Participation Plan [APP].
  2. We will continue our progress towards creating an environment that encourages openness and participation, where everyone feels respected, supported, valued and understands their personal responsibility for equality and inclusive practice
  3. We will measure progress and explore intersectional experiences of disadvantage when addressing underrepresentation and barriers to achievement
  4. We will work in partnership with staff, students, networks and forums, Trade Unions and wider stakeholders to progress the equality agenda
  5. We will take seriously our legal obligation under the Public Sector Equality Duty (2010) to have due regard to the need to:
    1. eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act in relation to the nine protected characteristics of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex and sexual orientation
    2. eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act in relation to the nine protected characteristics of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex and sexual orientation
    3. advance equality of opportunity between people who share a protected characteristic and those who do not, and broaden our consideration to include those characteristics not currently covered by legislation, for example social and economic inequality; and foster good relations between people who share a protected characteristic and those who do not

We aim to accelerate equality for all and create an empowering environment that enables everyone to achieve their full potential, to contribute fully, and to derive maximum benefit from their involvement in the life of the University.

We will achieve this by:

  • Equipping our University Executive Team to lead on EDI matters to reflect the need to embed the value of inclusion within all areas of work
  • Providing targeted support for the delivery of our Access and Participation Plan
  • Using inclusive educational approaches and signposting to good practice
  • Delivering core curricular content on Equality and Respect for all students
  • Embedding EDI within all staff development programme

Research and Innovation

We will empower and encourages our researchers to deliver internationally leading, interdisciplinary research and innovation that will shape and benefit future societies.

The University of Bradford has a rich history of the creation of knowledge through fundamental and applied impactful research that is recognised, supported, and celebrated. Today, the University’s research activities are spread across its four faculties, each of which is able to boast internationally leading researchers, outputs and impact in areas spanning fundamental science, engineering, healthcare science and management, the social sciences, management and law.

Research excellence often requires collaborative, interdisciplinary working across the University, within the region and beyond; extending to other HE institutions and businesses, nationally and internationally. Via high-level, strategic initiatives, the University will become a trusted partner (or maintain trusted partner status) of fellow anchor institutions in Yorkshire, whilst also building upon existing, or attracting new, international partners because of our impact and reputation in selected themes.

The Research and Innovation Strategy lays out a framework for continuous improvement in the quality and quantity of the research and innovation activities of the University, such that it may continue to grow and make major contributions to the solution of globally significant issues.

Current notable areas of excellence and differentiation for the University include, but are not restricted to, advanced materials engineering, polymer micro and nano technology, pharmaceutical engineering science, automotive engineering, sustainable societies and environments, skin sciences, cancer therapeutics, applied dementia studies, peace and international development, and archaeological sciences.

Our research principles:

  • We are committed to delivering open research and innovation that is conducted and delivered with honesty and integrity. Our research is recognized by our academic peers, industry and third sector partners as being of the highest quality and delivering tangible impacts on society and the economy at local, regional, national and international scales.
  • We recognize and adopt the principles of responsible research and innovation, and the six underpinning pillars (ethics, gender equality, open access and data, science education, public engagement, and governance).
  • We recognise that delivery of excellent research and innovation is dependent upon its staff, students, infrastructure, partnerships and research support services. Our largest investment in research is in our staff and the amount of university–funded time allocated to research and innovation activities. The University recognises the value and importance of a healthy synergy between research and teaching.
  • Our research will address a specific global challenge, strategic development goal or issue to which the University has the capability to respond. In addition, our research will have a direct link to several of the University’s programmes of study, at UG and PGT levels, so reinforcing the robust link between the high-quality research produced and its relevance to the University’s teaching provision.

Business and Community Engagement

We will be a university city that shares knowledge in order to strengthen health, wealth and confidence across the many communities in which our students, staff and alumni participate.

Our vision will be achieved by applying and combining our knowledge and capacity for research, learning and teaching with the capacities of our partners, in the pursuit of strength, innovation and social and economic growth.

We will work with people and organisations from diverse local communities, and from the scholarly fields and economic sectors that align with our specialisms. Our activities will bring about mutual benefits, with positive impacts on the development of communities outside the University and on our capacity and reputation for excellence, innovation and inclusion in scholarship.

To achieve our goals of health, wealth and confidence, we will pursue eight priorities:

  1. Maintain and cultivate strategic partnerships
  2. Enhance pride in Bradford within the University and outside through engaging with the public
  3. Engage people living locally in co-designing solutions which will make a difference to our lives
  4. Engage employers in co-creation of curricula
  5. Provide outstanding work-place experiences for students
  6. Create inclusive approaches for developing innovation awareness, capability and capacity in society
  7. Provide clear routes for accessing the University’s research and innovation capabilities
  8. Deploy our inventions and discoveries for societal benefit

Our four enabling plans will support delivery of the strategic objectives

Through our People Plan, we will foster an environment that generates high performance and success of our workforce, as individuals and collectively. We will position and equip our staff to deliver high-quality student experiences, research enriched and practice informed learning and teaching, and internationally leading, interdisciplinary research and innovation. We will thrive in a culture and environment of learning transformational diversity, inclusion and social mobility, creating a place where our values come to life and are evident in our approach. We will encourage people to engage in their work as their whole selves, and we recognise they will bring personal and professional aspirations and priorities of their own. We will seek to shape and develop career-life journeys aligned with achievement of the University’s ambitions.

Our Estates and Infrastructure Plan provides the criteria for our investment decisions and shapes our programme of maintenance and development. On achieving the actions within this enabling plan, the University estate will be an environment where students and staff enjoy learning, researching, teaching and working. Not just functionally fit -for-purpose, the campus will be a well-regarded and well-managed place which Bradford is proud of.

The Development Plan addresses all land and property owned and used by the University in the UK and overseas, the mechanical electrical installations and equipment, and the indoor and outdoor finish and appearance. There are seven programmes of work:

  1. Maintenance of the City Centre Campus
  2. Utilisation, Adaptability and Flexibility of the City Centre Campus and Outlying Assets
  3. A Safe and Welcoming Campus
  4. A Sustainable Campus – Energy Self-Sufficient
  5. Chesham Buildings
  6. New Developments and the Future Campus
  7. Repurposing of the Emm Lane/Heaton Mount Site

Through our Brand, Communications and Marketing Plan we will develop a distinctive narrative and visual identity with the energy and integrity to engage our main audiences. Once developed and finalised the new brand identity and narrative will be included in content and across all available channels. The refreshed narrative and identity will work to amplify visibility of the University as a whole and build awareness internally – and externally where appropriate - of its Strategy, supporting strategies and enabling plans.

Our brand. Communications and marketing will:

  • Focus on our audiences
  • Be accessible, transparent and open
  • Speak with one voice that is consistent, transparent, and aligned with our objectives
  • Use a content strategy to create a credible, authentic, and positive tone of voice
  • Bring themes and key attributes to life through stories and case studies
  • Integrate digital content with offline content and engagement
  • Make full use of dialogue and engagement
  • Emphasise the role everyone has in communicating our collective success

Our Finance and Performance Plan sets out the main financial targets and parameters for the medium term, designed to ensure financial viability and sustainability, which is the overriding aim.

It is rooted in the approved budget and sets an aspiration to strengthen our financial position, with a focus on investment and prioritising resources in pursuit of the University’s defined strategic priorities.

The University continues to make good progress against its Financial Strategy, performing well against its targets. Underlying surpluses continue to run ahead of the budget, with a strong EBITDA and operating cash performance. This growth is a demonstration of our sound underlying financial strategy supporting year-on-year growth, enabling investment in the future of the University to the benefit of our students.