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Strategic Plan 2025-2035

Adding more value for more people.

As we approach our 60th Anniversary, the UK's higher education sector is encountering unprecedented challenge as interconnected political, technological, economic and social forces reshape the contexts in which we have traditionally operated.

This strategy sets out how we will navigate these challenges to secure a long-term sustainable future for the University while advancing our institutional core missions of education, research and innovation.

Two prospective students reading the 2025 Undergraduate Guide at an Open Day event

As we continue to work as a university of inclusion and transformation, this new strategic framework defines the broad institutional directions for the next decade.

Professor Shirley Congdon, Vice-Chancellor

Mission, vision, and values

Our mission statement

Our mission is to drive sustainable social and economic development, through outstanding teaching, research and innovation.

Our vision statement

Our vision is to inspire people through inclusive learning and transformative experiences that empower positive change.

A student posing in a green space in Bright Building

Our values

Trust

Trust is the foundation of our relationships, underpinned by integrity in all we do.

Innovation

We give invention light and celebrate creativity.

Inclusion

Diversity is a source of strength and must be understood, valued, supported, and leveraged.

Excellence

We strive to achieve the best outcomes for our learners and partners.

Our Strategic priorities

We will develop accessible and flexible programmes of study that prioritise the needs, expectations, and aspirations of today’s students.

Significantly widen access to lifelong learners to fulfil our mission and improve financial sustainability.

Implementation process

A robust implementation plan will be developed which will incorporate the following:

Engaging our stakeholders

We will bring together educators, administrators, students, and partners to foster collaboration and align on a shared vision. Their insights and involvement will be crucial in shaping the path ahead.

Strengthening leadership and governance

Clarity of accountability and responsibility in a new operating model combined with a robust governance structure will help us oversee and monitor our progress. Defined leadership roles will ensure clear accountability and a commitment to achieving our strategic goals.

Turning vision into action

Our strategy will be broken down into tangible steps, with defined timelines, measurable milestones, and designated owners. This fully costed structured plan will guide us in translating ambition into achievable results.

Ensuring clear communication and managing change

A comprehensive communication plan will be implemented, leveraging town halls, emails, and internal briefings to maintain transparency. We anticipate challenges and will proactively use our Change Framework to support good change management in line with best practice.

Bringing the strategy to life

The plan will be deployed in structured phases across the organisation, with dedicated support in place to mitigate risks and address obstacles as they arise. Progress will be monitored against defined milestones and key performance indicators (KPIs) aligned to our priorities and goals.

Measuring success and adapting

Regular reviews and performance assessments will allow us to track progress and make data-driven refinements. Reports will be presented to the Executive Board and Council to ensure alignment and continuous optimisation.

Embedding a culture of continuous improvement

More than just an initiative, this strategy will become an integral part of our organisational culture. A structured review cycle will keep it relevant and responsive to the needs of future generations.

The University of Bradford has an enviable reputation for academic excellence, inclusion, social mobility, employability and innovation.

Rod Bristow, University of Bradford Chair of Council