Some also objected to the £1.25 billion project to build a second campus at Stratford, UCL East, where the first buildings are due to open this autumn, citing the financial risks and impact of over-expansion on quality. Some UCL scholars have claimed that a more managerial, top-down approach to leadership has taken root as the Bloomsbury institution reaches almost behemoth scale. This expansion, enabled by the introduction of higher tuition fees in 2012 and the removal of student number controls three years later – student numbers almost trebled from about 17,000 in 2007 to more than 48,000 last year – has not been without critics. The job has become a lot bigger since Professor Price took office in 2007: UCL’s research spend has risen by 60 per cent to £477 million in the past nine years alone, leaving him commanding a budget bigger than the entire turnover of most UK universities. As someone who enjoys facilitating other researchers to achieve their potential, it’s been a very creative and satisfying time,” he added on his near-unprecedented 15 years in the role.
“If you consider the talent we have and our scale – 3,400 researchers entered into the 2021 Research Excellence Framework – plus our institutional flexibility, it is incredible. “This is possibly the most enjoyable job in British higher education,” reflected David Price, UCL’s outgoing vice-provost for research, on what many consider the biggest research gig at a UK university.
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