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  1. Vision and Strategy 2026
  2. Strategy
  3. Bigger
About City

Our strategic priorities: Achieve growth ('bigger')

Given City’s Vision that places research and educational excellence at its heart, the approach to growth will be constrained by the need to attract academically able students, with the broad aim of increasing the student intake with ABB+ at ‘A’ Level or equivalent.

Two City students walking in the College BuildingThe practical implication of growth as a strategic priority is that the shape of City could change. Cass Business School and The City Law School arguably have the greatest growth potential whereas some parts of the School of Mathematics, Computer Science & Engineering are planning quality-constrained contraction which will see fewer programmes attracting more able students who complete their programmes and move into well-paid employment. The School of Arts & Social Sciences has plans to develop its portfolio around English, Geography and History. The School of Health Sciences is considering its portfolio in relation to the Government’s community health agenda and other disciplines but will hold steady for the foreseeable future.

Growth over the next five years will come predominantly from new programmes with a distinctive City flavour. They will combine academic rigour and research inspiration with a practical application that equips students for the workplace and reflects City’s close historic relationship with business and the professions. It is an exciting combination both for City and for those we serve.

Modularisation will increase the flexibility of City’s programmes in line with market demand. The space requirements and wider transformation plans for Law and Cass in particular, are a significant part of the Financial & Investment Plan and present powerful opportunities for new ways of delivering education to enhance further the experiences of students and staff over the next five to ten years.

New programmes will combine academic rigour and research inspiration with a practical application that equips students for the workplace and reflects City’s close historic relationship with business and the professions.”

'Bigger’ as well as ‘better’ will characterise City’s targeted performance in the anticipated Research Excellence Framework 2021 (‘REF2021’). The final shape of the REF2021 Units of Assessment is unlikely to be known until 2018 at the earliest but City’s clear aim will be to increase the breadth of its research in, for example:

  • Built Environment and Planning
  • Geography
  • English Language
  • History
  • Politics.

Other areas for future research development may include Public Health, Health Services and Primary Care as well as the Units of Assessment that covered the different engineering disciplines in REF2014. In addition to new Units of Assessment, City will also be ‘bigger’ in terms of its REF2021 outputs, impact and environment.

Impact is likely to carry even more significance in REF2021 than it did in the previous exercise. This will be measured through impact case studies which will need to be clear, evidenced and auditable. City submitted 49 impact case studies to REF2014 and it aims to be in a position to submit an additional five to ten in the next REF. The new impact case studies will probably form the major component of the qualitative part of REF2021 according to the latest indications from HEFCE. City will demonstrate its increasingly vibrant research environment through the number and quality of its PhD students and by continuing to increase Research Grants and Contracts income.

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City, University of London

Northampton Square

London EC1V 0HB

United Kingdom

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City, University of London is an independent member institution of the University of London. Established by Royal Charter in 1836, the University of London consists of 18 independent member institutions with outstanding global reputations and several prestigious central academic bodies and activities.