Education
Trials and Errors (Episode 4)
Success isn’t about avoiding failure – it’s about learning from it.
Whether you’re navigating leadership transitions, managing a team, or
December 3, 2024
Dear Colleagues in Higher Education,
It feels like universities across the UK are at breaking point. Every day, we see headlines about funding cuts, job losses, and increasing workloads. But behind those headlines are real people – you. And I want to take a moment to recognise the incredible effort you’re putting in, even as the ground feels like it’s shifting beneath your feet.
I recently came across this LinkedIn post by Andrew Millar, Head of Web Services at the University of Dundee, in response to the announcement of a £30M university deficit.
He writes:
“Announcements like this not only reach into the house of every employee, but also to the future of thousands of students, to their families and their futures.“
These challenges – rising workloads, financial deficits, and adapting to rapid technological changes – are not confined to one institution (we’ve also seen announcements from Edinburgh, RGU, York, Cardiff and Nottingham to name a few). They are systemic, deeply felt across the sector, and impact everyone who contributes to the incredible work of higher education.
Andrew Millar also states:
“There’s a small window of opportunity for radical ideas to bring about even more radical change.”
I would agree – having spent part of my career at the University of Glasgow, I know firsthand the energy, passion, and dedication it takes to make a university thrive. I’ve since had the privilege of working on (very hands-on) projects with over 20 universities over the past 7 years. Through these experiences, I’ve seen the dedication of staff who continually rise to meet challenges, even when resources and support fall short.
I’d like to summarise some of the key challenges that I’ve noticed:
The financial strain on UK universities has reached critical levels. In Scotland, institutions are managing a £328 million annual shortfall in research funding, compounded by a £28.5 million cut to government funding in the 2024-25 budget.
In England, nearly 70% of universities are projected to run deficits by 2025-26.
In Northern Ireland, universities face additional pressures, with Queen’s University Belfast recently announcing plans to cut up to 270 jobs – more than 5% of its workforce – due to a £11 million deficit.
In Wales institutions such as Cardiff, Swansea, and Aberystwyth University have faced significant cuts, with total reductions across major universities exceeding £8 million this year.
With a sector-wide income drop of £3.5 billion plus the increase in National Insurance, these financial pressures leave universities across the UK grappling with difficult decisions, from scaling back programmes to cutting jobs, and make it increasingly difficult to deliver the quality of education and research expected of them.
When budgets shrink, it’s the staff who pick up the slack. For many, this means more students, more admin, and longer hours – without additional support. I know from experience how hard it can be to manage the constant demands.
International students have long been a financial lifeline for universities, but this income stream is no longer guaranteed. Universities are feeling the effects of fluctuating demand and stricter immigration policies.
Scotland’s free tuition policy is something to be proud of, but it also places unique pressures on universities. Institutions have historically relied on international student fees to subsidise costs, but enrolments are down due to these global uncertainties and policy changes.
Technology is often positioned as a solution to rising demands, but for many staff, it’s become just another challenge. Digital platforms, while useful, require training and time to implement – resources that many universities can’t afford to spare.
Let’s not forget that behind these numbers are people – staff who are the backbone of higher education. These aren’t just statistics; they represent jobs lost, dreams deferred, and lives uprooted.
I can recall the pride of watching students cross the stage at graduation – a moment of collective achievement. But I also remember the quiet moments of exhaustion, wondering how much more staff could give. Today, those moments seem to be the rule rather than the exception.
Now I don’t want this to be just a summary of ‘doom and gloom’, I truly believe that the sector will come out of this stronger and more resilient. Instead of viewing this as a time of uncertainty, I’d like to reframe it as a time for opportunity and innovation.
UK universities raised a record £1.37 billion in philanthropic funds last year. Building stronger relationships with alumni and other supporters can provide not just financial help, but a sense of shared purpose and community.
There needs to be a marked shift in the culture of giving back to universities. Engaging with current students to develop a stronger sense of loyalty and belonging to their university is a good place to start. I never like to compare the UK and US but for context, last year US colleges and universities raised a staggering $58 billion. Maybe this is our chance to adopt some of the techniques used across the pond and apply it to our UK market.
Universities need to think creatively about streamlining income sources like:
Technology has the potential to reduce workloads and improve efficiency, but its success relies on proper implementation and staff training. Universities must ensure their teams have the skills and confidence to effectively use these tools, transforming them from burdens into assets. Without adequate training and support, even the best digital systems risk adding to the challenges faced by staff.
Policymakers need to address the structural issues holding universities back and keeping them in ‘reaction mode’. Inflation-linked funding models, increased focus on research grants and better long-term planning could all help stabilise the sector.
Government funding often operates on an annual basis, leaving universities unsure of their future budgets and unable to plan strategically. Countries like Germany have implemented multi-year financial agreements with universities, allowing them to confidently plan for the future. Adopting a similar approach would provide stability, encourage long-term innovation, and ensure that universities can effectively meet the evolving needs of society.
To all staff reading this: your work is extraordinary, and it matters. It matters to your students, your colleagues, and to the future of higher education. What you’re doing in these tough times is something bigger than any one institution – it’s the foundation of progress, knowledge, and opportunity.
The strength of our universities has always been in their people – you. So, as we navigate these challenges, remember that no matter how tough things get, what you’re doing is worth it. Keep going, and know that there are people who see you, support you, and believe in what you’re building.
With respect,
Dan
Sources
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