***Join HEPI and Jisc at 2pm next Monday, 27 January for a webinar on ‘Competition or collaboration’ in the higher education sector: you can register here.***
On the day that Donald Trump is inaugurated as US President for the second time, with JD Vance as his Vice-President, HEPI Director of Partnerships Lucy Haire reviews Vance’s Hillbilly Elegy – and asks what it can teach us about his attitudes to universities.
It is not a new publication, but it has taken on new significance. JD Vance’s Hillbilly Elegy: A Memoir of a Family and Culture in Crisis was published in 2016, well before anyone had an inkling that the author would be the US Vice-President nine years later. I read this autobiography of Vance’s youth to try to better understand one of the most powerful men in the world.
Five things that saved JD Vance
The basic story of the first thirty or so years of Vance’s life reflects a challenging upbringing in Middletown, Ohio, a community in economic decline. Born to a mother struggling with addiction, Vance grew up amid instability, surrounded by school dropouts, joblessness and crime.
Vance attributes his escape from a stricken trajectory to five main themes.
First, his steadfast grandparents, especially ‘Mamaw’ who eventually raised him.
Second, the US Marines, which instilled discipline.
Third, his girlfriend and future wife, Usha, who refined his social skills.
Fourth, his own grit and drive.
Fifth, universities, of which JD Vance attended two.
He says of Ohio State University:
Ohio State’s main campus in Columbus is about a hundred miles from Middletown… Columbus felt like an urban paradise. It was (and remains) one of the fastest-growing cities in the country, powered in large part by the bustling university that was now my home. OSU grads were starting businesses, historic buildings were being converted into new restaurants and bars, and even the worst neighbourhoods seemed to be undergoing revitalization.
This passage could be taken straight from the pages of a US equivalent of UPP Foundation’s excellent Kerslake Collection on the economic and social benefits that universities have on their local communities. It chimes entirely with the sentiment in the UK’s Secretary of State for Education, Bridgit Phillipson’s recent letter to UK universities.
Vance explains how the majority of his education was paid for by the G.I. Bill, a US law that provides a range of benefits for veterans. Yet he still had to take on three jobs to pay for his living costs, a scenario which we know has become increasingly common in the UK. HEPI’s seminal report, the Student Minimum Income Standard, produced with the support of Technology1 in spring 2024, showed that student maintenance loans now fall well below what students actually need to live on. Students therefore have to look elsewhere for support. HEPI and AdvanceHE’s long-running annual Student Academic Experience Survey showed that for the first time in 2024, the majority of students in the UK now take on paid work to make ends meet.
Vance and his grandmother’s navigation of the financial aid forms highlighted their unfamiliarity with university bureaucratic processes, a case-study in inclusive admissions.
I had puzzled through those financial aid forms with Mamaw … arguing about whether to list her as Mom or as my ‘parent/guardian’. We had worried that unless I somehow obtained and submitted the financial information of Bob Hamel (my legal father), I’d be guilty of fraud. The whole experience had made both of us painfully aware of how unfamiliar we were with the outside world.
Furthermore, Vance discusses that, as a US Marine veteran, he was a mature student at Ohio State, so a few years older than most classmates. Some irritated him with their lack of real-world experience; one disparaged soldiers deployed to Iraq, where Vance had served. Vance decided that he wanted to accelerate his studies and arranged to fast-track his course so that he could graduate in just under two years.
This serves as a reminder about the challenges of ensuring that university classes are inclusive and accommodate diverse students. It also touches on the concept of fast-track degrees which remain quite rare in the UK.
Vance’s declared thinking about which law school to choose after Ohio provides still more food for thought for widening participation professionals. He didn’t consider Yale, Stanford or Harvard at first, the ‘mythical top three’, assuming he didn’t stand a chance of acceptance. But he changed his mind when he heard about a new law graduate hailing not from the ‘top three’ forced to wait tables for lack of other opportunities.
Vance still would not try for Stanford as it required him to obtain a personal sign-off from the Dean at Ohio State which he dared not request. He got into Yale where he clearly acquired imposter syndrome and conflicting identities: was he an Ivy League student or Hillbilly kid? He was unnerved by the sense of entitlement among his mainly upper-middle-class peers, by some snobbery among the academics and by the extensive networks his fellow students could tap into when it mattered.
He is nevertheless very appreciative of the whole experience, revelling in the stellar roster of famous visiting speakers, imposing architecture and the chance to edit the Yale Law Journal. He held his own academically, was taken under the wing of Professor Amy Chua and fell in love with one upper-middle-class student, Usha, his future wife. There are pages of his Yalie reflections on educational, economic and cultural upward mobility which foretell his move into politics.
I did not expect to find so many insights into the structure, funding and culture of the higher education system in this book. Some reviewers of Hillbilly Elegy say that it is not a completely true nor fair account of JD Vance’s experiences, that it over-emphasises the role of personal grit and determination in facilitating upward mobility, and that much of it is at odds with sentiments that Vance has expressed more recently. Nevertheless, if Vance is encouraging us to value higher education, recognize its crucial role for individuals and communities and to strive to get its systems and culture right for those with challenging backgrounds, then that is all to the good. Deep down, Vance knows that universities will help to Make America Great Again.
These are the remarks by Alison Payne, Research Director at Reform Scotland, at the HEPI / CDBU event on funding higher education, held at Birkbeck, University of London, on Thursday of this week.
We are also making available Johnny Rich’s slides on ‘Making graduate employer contributions work’ from the same event, which are available to download here.
Thanks to the CDBU and to HEPI for the invitation to attend and take part in today’s discussion.
My speech today has been titled ‘A graduate contribution model’. Of course, for UK graduates not from Scotland, I’m sure they would make the point that they very much do contribute through their fees, but the situation is very different in Scotland and I’m really grateful that I have the opportunity to feed the Scottish situation into today’s discussion.
I thought it may be helpful if I gave a quick overview of the Scottish situation, as it differs somewhat to the overview Nick gave this morning covering the rest of the UK.
Although tuition fees were introduced throughout the UK in 1998, the advent of devolution in 1999 and the passing of responsibility for higher education to Holyrood began the period of diverging funding policies.
The then Labour / Lib Dem Scottish Executive, as it was then known, scrapped tuition fees and replaced them with a graduate endowment from 2001-02, with the first students becoming liable to pay the fee from April 2005. The scheme called for students to pay back £2,000 once they started earning over £10,000.
The graduate endowment was then scrapped by the SNP in February 2008. A quirk of EU law meant that students from EU countries could not be charged tuition fees if Scottish students were not paying them but students from England, Wales and Northern Ireland could be charged. This meant that from 2008 to 2021/22 EU students did not need to pay fees to attend Scottish universities, though students from the rest of the UK did.
We’re used to politics in Scotland being highly polarised and often toxic with few areas of commonality, but for the most part the policy of ‘free’ higher education has been supported by all of the political parties. Indeed at the last Scottish election in 2021 all parties committed to maintaining the policy in their manifestos. It is only recently that the Scottish Tories have suggested a move away from this following the election of their new leader, Russell Finlay.
But behind this unusual political consensus, the ‘free’ policy is becoming increasingly unsustainable and unaffordable. Politicians will privately admit this, but politics, and a rock with an ill-advised slogan, have made it harder to have the much needed debate.
The Cap
While we don’t have tuition fees, we do have a cap on student numbers. And while more Scots are going to university, places are unable to keep up with demand. Since 2006 there has been a 56% increase in applicants, but an 84% increase in the number refused entry.
It is increasingly the case that students from the rest of the UK or overseas are accepted on to courses in Scotland while their Scottish counterparts are denied. For example, when clearing options are posted, often those places at Scotland’s top universities are only available to students from the rest of the UK and not to Scottish students, even if the latter have better grades. As a result, Scots can feel that they are denied access to education on their doorstep that those from elsewhere can obtain. Indeed, there are growing anecdotes about those who can afford it buying or renting property elsewhere in the UK so that they can attend a Scottish university, pay the higher fee and get around the cap.
Some commentators in Scotland have blamed the lack of places on widening access programmes, but I would challenge this. It is undoubtedly a good thing that more people from non-traditional backgrounds are getting into university, it is the cap that is limiting Scottish places, not access programmes. This is a point that has been backed by individuals such as the Principal of St Andrews, Professor Dame Sally Mapstone [who also serves as HEPI’s Chair].
Financial Woes
The higher education sector in Scotland, as with elsewhere in the UK, is not in great financial health. Audit Scotland warned back in 2019 that half of our institutions were facing growing deficits. Pressures including pensions contributions, Brexit and estate maintenance have all played a role and in the face of this decline, but nothing has changed and we’re now seeing crisis like those at Dundee emerge. Against this backdrop, income from those students who pay higher fees is an important revenue stream.
There is obviously a huge variation in what the fees are to attend a Scottish university, considerably more so than in the rest of the UK.
For example, to study Accounting and Business as an undergraduate at Edinburgh University, the cost for a full-time new student for 2024/25 is £1,820 per year for a Scottish-domiciled student (met by the Scottish Government), £9,250 per year for someone from the rest of the UK and £26,500 for an international student.
It is clear why international students and UK students from outside Scotland are therefore so much more attractive than Scottish students.
However, there is by no means an equal distribution of higher fee paying students among our institutions.
For example, at St Andrews about one-third of undergraduate full-time students were Scots, with one-third from the rest of the UK and one-third international. The numbers for Edinburgh are similar.
At the other end of the scale, at the University of the Highlands and Islands and Glasgow Caledonian, around 90% of students are Scottish, with only around only 1% being international.
So it is clear that institutions’ ability to raise money from fee-paying students varies very dramatically, increasing the financial pressures on those with low fee income.
However, when looking at the issue, it is important to recognise that it is not just our universities who are struggling, Scotland’s colleges are facing huge financial pressures as well.
The current proposed Scottish budget would leave colleges struggling with a persistent, real-terms funding cut of 17 per cent since 2021/22. Our college sector is hugely important in terms of the delivery of skills, working with local economies and as a route to university for so many, but for too long colleges have been treated like the Cinderella service in Scotland. The prioritising of ‘free’ university tuition over the college sector is adding to this problem.
Regardless of who wins the Holyrood election next year, money is, and will remain, tight for some time. It would be lovely to be able to have lots of taxpayer funded ‘free’ services, but that is simply unsustainable and difficult choices need to be made.
This is why we believe that the current situation is unfair, unsustainable, unaffordable and needs to change.
Reform Scotland would offer another alternative solution. We believe that there needs to be a better balance between the individual graduate and Scottish taxpayers in the contribution towards higher education.
One way this could be achieved is through a fee after graduation, to be repaid once they earn more than the Scottish average salary. This would not be a fee incurred on starting university and deferred until after graduation, rather the fee would be incurred on graduation.
In terms of what that fee could be, the Cubie report over 25 years ago suggested a graduate fee of £3,000, which would be about £5,500 today. This could perhaps be the starting point for consideration.
Any figure should take account of different variations in terms of the true cost of the course and potential skill shortages.
However, introducing a graduate fee would not necessarily mean an end to ‘free’ tuition.
Rather it provides an opportunity to look at the skills gaps that exist in Scotland and the possibility of developing schemes which cut off or scrap repayments for graduates who work in specific geographic areas or sectors of Scotland for set periods of time.
Such schemes could also look to incorporate students from elsewhere for Scotland is facing a demographic crisis. Our population is set to become older and smaller, and we are the only part of the UK projected to have a smaller population by 2045.
We desperately need to retain and attract more working-age people. Perhaps such graduate repayment waiver schemes could also be offered to students from the rest of the UK who choose to study in Scotland – stay here and work after graduation and we will pay a proportion of your fee. A wide range of different schemes could be considered and linked into the wider policy issues facing Scotland.
According to the Higher Education Statistics Authority (HESA) there were 3,370 graduates from the rest of the UK who attended a Scottish institution in 2020/21. Of those, only 990 chose to remain in Scotland for work after graduation. Could we encourage more people to stay after studying?
Conclusion
A graduate fee is only one possible solution, but I would argue that it is also one with a short shelf life. As graduates would not incur the fee until they graduated, there would be a four-year delay between the change in policy and revenue beginning to be received. Our institutions are facing very real fiscal problems and there is a danger of a university going to the wall.
If we get to the 2026 election and political parties refuse to shift the dial and at least recognise that the current system is unsustainable, then there is a danger that nothing will change for another Parliamentary term. I don’t think we can afford to wait until 2031.
There is another interesting dynamic now as well. Labour in Scotland currently, publicly at least, oppose tuition fees. However, there are now 37 Scottish Labour MPs at Westminster who are backing the increase of fees on students from outside Scotland, or Scottish students studying down south. Given the unpopularity of the Labour government as well as the tight contest between the SNP and Labour for Holyrood, it seems unlikely that position can be maintained.
All across the UK there are increasing signs of the stark financial situation we are facing. Against that backdrop, along with the restrictions placed on the number being able to attend, free university tuition is unsustainable and unaffordable. People outside Scottish politics seem to be able to see this reality, privately so do many of our politicians. We need to shift this debate in to the public domain in Scotland and develop a workable solution.
By Matteo Quacquarelli, Vice President of Strategy and Analytics at QS Quacquarelli Symonds.
Across the globe, economies are grappling with skills and talent challenges. From talent saturation to workforce reskilling, each country is facing its own unique issues as it prepares for the evolution of the digital age.
The QS World Future Skills Index, just launched, offers a detailed breakdown of the globe’s higher education systems, their links with industries and how countries are preparing for the next industrial evolution. Using exclusive QS data, it identifies where economies and countries need to align their higher education outcomes with the needs of industry in three key areas – green, AI and digital.
The analysis delves into 81 economies and finds that UK higher education is currently one of the world’s best for cultivating students with the future skills business and industry are calling out for.
It measures four indicators linked to skills like AI proficiency, digital literacy and environmental sustainability that will form the bedrock of the industries of tomorrow.
Skills Fit measures how well countries are equipping graduates with the skills employers desire. In this, no country is currently better than the UK. Using data from both our own largest-of-its-kind QS Global Employer Survey and the World Bank Group, we identified that UK employers have the highest satisfaction rates with the skills graduates bring with them, anywhere in the world – but perhaps only for the time being.
Additionally, the UK received top marks in the Academic Readiness dimension, measuring the preparedness of a country in regard to the future of work. The UK’s success in the QS World University Rankings by Subject allowed it to flourish here.
However, the UK must not rest on its laurels. Higher education in other markets globally is innovating at a far more rapid rate than in the UK. The reputational strength of the UK – built on its history and tradition of delivering excellent teaching and learning – is unlikely to be the key driver of satisfaction going forward.
The UK was slightly less successful than its closest rivals in the areas of Future of Work and Economic Transformation.
Future of Work measures how well the job market is prepared to meet the growing demand for digital, AI and green skills, using 1Mentor data of over 280m job postings worldwide.
Economic Transformation analyzes whether a country has the infrastructure, investment power, and talent available to transition to industries driven by AI, digital transformation, green technologies and high-skilled work. This indicator used data from the World Bank Group, UNESCO Institute for Statistics and the Education Policy Institute.
This lower score is reflective of the slow-to-no economic growth seen in the UK over the past decade and the tightening of the public purse strings strangling investment in R&D and new business innovation (evidenced by decline not only in public but also private sector funding in the UK).
The latest economic forecasts signal a further period of stagnation for the UK economy might be on the horizon.
Just as the importance of investment in future skills cannot be understated, nor can the importance of higher education in AI breakthroughs and innovation.
Funnelling research innovation down the value chain into industry has been the bedrock of economic innovation worldwide. Without Stanford University, there would be no Silicon Valley. In Germany, the universities of Stuttgart and Tübingen are key in the country’s Cyber Valley initiative. If Melbourne didn’t have its outstanding higher education institutions, the city would not hold the crown of tech capital of Australia.
The QS Future World Skills Index highlights the example of South Korea, where there is a correlation between increasing numbers of young adults attaining tertiary education and GDP growth.
The UK government’s new AI Opportunities Action Plan, announced earlier this week sets out a clear ambition strategy to maintain Britain’s position as one of the world’s AI superpowers and has been widely welcomed by industry.
The prime minister says his government will make it easier for experts to come to the UK via its talent visas and for future leaders to learn here. Tens of thousands of additional AI professionals will be needed by 2030, he has said.
The Government also wants to ‘increase its share of the world’s top 1,000 AI researchers’ and will launch an AI scholarship scheme to support 100 students to study in the UK.
While the UK was also top in Europe for talent creation, with 46,000 students graduating from an AI-relevant higher education program ahead of Germany in terms of absolute numbers with 32,000, the UK is still behind Finland on a per capita basis. Without specific policy and commitment, the UK risks losing its leading position.
The UK is missing ‘frontier conceptual, cutting-edge companies‘. DeepMind, the AI research laboratory, was one such company that was founded in the UK before being acquired by Google in 2014. But where was it established? The three co-founders meet while studying at University College London.
The new AI Growth Zones the government has announced, with the first starting in Culham, will need to engage universities up and down the country. Higher education must also be closely involved in the Digital and Technology Sector Plan, which is set to be published in the coming months.
The government has also previously pledged to become a green energy superpower. The QS Future World Skills Index suggests that both the UK’s job market and its higher education system is well set up to capitalise on that opportunity.
To succeed, government policy, the needs of industry and higher education curricula must all align to create an environment where the country can succeed and be future-ready.
Economies and higher education systems that invest in high-quality academic programmes in AI, digital and sustainability are setting themselves up for long-term success.
Financial aid optimization transforms financial resource allocation into a strategic enrollment tool, aligning affordability for students with institutional goals.
By leveraging real-time data and tools like Liaison Othot, institutions can craft tailored financial aid strategies that address individual student needs and enrollment strategies.
Optimization enables proactive adjustments to financial aid strategies, ensuring accessibility while supporting student retention and institutional sustainability.
Strategic financial aid leveraging balances affordability for students with long-term enrollment and revenue objectives.
The rising costs of higher education and fear of long-term debt have left many prospective students and their families questioning whether they can afford to pursue their academic dreams. For institutions, this presents a dual challenge: attracting diverse students and ensuring enrollment goals align with their mission. An effective and aligned financial aid optimization strategy offers a powerful tool to meet a campus’s enrollment goals. By combining institutional funds with federal and state resources effectively, colleges and universities can increase access and affordability in higher education while achieving broader enrollment objectives.
From offering enough aid to make tuition manageable to continuously refining financial aid strategies based on real-time information, optimizing plays a pivotal role in strategic enrollment management (SEM). It transforms financial aid awarding from a static process into a dynamic tool that not only attracts and enrolls students but also supports their retention by effectively meeting their financial needs.
What Is Financial Aid Optimization?
Financial aid optimization transforms the allocation of financial resources into a critical enrollment tool. By aligning the overall enrollment leveraging strategy—regularly and in real-time at the individual level—optimization allows campuses to address student affordability needs in a unique and tailored way.
At its core, optimization is a dynamic, data-informed process. Institutions develop annual plans for allocating financial aid (leveraging), basing decisions on previous cycles’ successes and challenges. Unlike traditional static leveraging models, modern optimization approaches incorporate continuous adjustments informed by real-time data. This lets colleges and universities respond proactively to shifting enrollment trends and keeps their financial aid strategies effective throughout the year.
How to Make Higher Education More Affordable and Accessible
More accessible higher education starts with understanding the financial challenges students face. For many undergraduates, the cost of tuition, housing, books, and other expenses can make college seem out of reach, even with federal and state aid. For example, a student from a low-income household may find that even the maximum Pell Grant award leaves a significant financial gap. Similarly, a middle-income family might struggle to cover tuition despite not qualifying for significant need-based aid.
Financial aid leveraging allows institutions to tackle these challenges head-on by creating tailored aid packages that remove financial barriers for students. This approach relies on a mix of need-based and merit-based strategies, often informed by tools like FAFSA data and predictive analytics.
One of the key advantages of financial aid optimization is its flexibility. Institutions can use data to fine-tune aid offerings based on unique student needs and behaviors. For instance, Liaison’s Othot platform, a cloud-based predictive and prescriptive analytics tool designed specifically for higher ed, can analyze factors such as a student’s location, academic profile, and campus engagement to build aid packages thatneeds. This granularity ensures that the financial aid awarding strategy not only meets the affordability threshold for students also aligns with the overall enrollment strategy being employed on the campus. An aligned optimization approach ensures that the affordability component is integrated into the strategy for specifically targeted cohorts or students, maximizing the likelihood of their enrollment.
Optimization also lets institutions adapt aid policies for entire cohorts or demographic groups. For example, schools can address rising inflation in high school GPAs by recalibrating merit-based awards to prioritize equity and maintain fairness in their financial aid distribution. This adaptability keeps aid plans relevant as the dynamics of higher education continue to shift. By relying on data and continuously streamlining their financial aid models, institutions can make higher education more attainable for all students while maximizing their impact.
The Strategic Impact of Financial Aid Optimization
Financial aid optimization goes beyond simply helping students cover tuition—it’s about achieving a delicate balance between affordability for students and sustainability for institutions. By carefully crafting aid packages that meet the financial needs of students without overextending institutional resources, colleges and universities can enhance their enrollment efforts while maintaining financial health.
For example, reallocating funds for strategic distribution among students could result in higher net tuition revenue (NTR) without sacrificing enrollment numbers. This demonstrates how strategic adjustments can yield significant results when financial aid decisions are guided by data, tailored to meet institutional priorities, and aligned to overall enrollment strategies.
Retention and persistence are critical factors to consider when determining how to optimize financial aid. An effective leveraging model doesn’t stop at enrollment and the conclusion of a successful first year—it considers the long-term success of students. By analyzing which cohorts are more likely to persist and graduate, institutions can refine their aid offerings to improve outcomes for all students. This approach ensures that financial aid strategies not only attract students but also support their success throughout their academic journey.
Aligning Financial Aid With Student Success and Institutional Goals
Financial aid optimization is a powerful way to make higher education more accessible while helping institutions achieve their objectives. By combining institutional, federal, and state resources with data-driven optimization tools, colleges and universities can craft aid strategies that address affordability, bolster student retention, and maximize their impact.
Institutions looking to enhance their financial aid and enrollment can benefit from Liaison’s suite of solutions, including Othot. Whether your team is just beginning to explore financial aid leveraging or has years of experience, Liaison’s tools provide the flexibility and insights needed to meet your unique goals. From devising an initial plan to optimizing existing processes, our solutions are designed to assist schools at every stage of their journey. Contact us today to learn more.
The United Kingdom faces a critical shortage of medical professionals, a problem exacerbated by the limited availability of medical school places.
Each year, thousands of aspiring doctors compete for a finite number of spots, leaving many qualified candidates unable to pursue their dreams of contributing to the healthcare system. This bottleneck not only cuts down individual potential but also intensifies the workforce gap in the UK National Health Service (NHS).
However, there is hope, as innovative solutions are already being tried out. Additionally, new ideas, like partnerships with reputable European universities, present a unique opportunity to address these challenges while opening new pathways for aspiring medical students.
The Problem: Limited Medical Education Opportunities in the UK
UK medical schools are oversubscribed, with only a fraction of applicants securing a place each year. For instance, in 2023, only around 7,000 places were available for about 27,000 applicants, leaving thousands of capable students unable to pursue medical education domestically. Those potential students can afford medical school, but there are no seats available for them in the UK.
This situation places immense pressure on the healthcare system, which is already grappling with severe understaffing and increased demand. Published data suggests there were 125,572 vacancies (9%) in the NHS between March and June 2023. The broader economy also suffers, as estimates suggest poor health outcomes cost the UK between £30.7 billion to £138 billion annually, depending on the research cited.
Meanwhile, the demand for medical education continues to rise, with applications increasing by nearly 30% over the last decade. However, this increase remains insufficient to meet demand, even though the workforce has grown by 18% between 2018 and 2022, largely driven by international medical graduates (IMGs)
Even with the planned expansion of UK medical school places, which is already underway, the demand for healthcare professionals is projected to far surpass supply in the foreseeable future.
The Obvious Long-Term Solution: Expanding UK Medical Schools
The most logical long-term solution is to expand the UK’s medical school capacity. This initiative is already underway in various forms, including the addition of new medical school seats and pilot programmes like doctor-degree apprenticeships. However, scaling up these efforts requires significant time, planning, and financial investment, which comes with uncertainty.
In the meantime, the NHS faces mounting pressures. Currently, over 25,000 doctors registered with the GMC are aged 60 or older and nearing retirement. Without urgent action to fill this gap, the healthcare system will continue to struggle to meet demand.
While long-term plans are vital, they cannot meet the immediate need for doctors. This is where short-term solutions, such as leveraging partnerships with European universities, can play a critical role.
A Policy Proposal: Partnering with European Universities as a Short-Term Solution
To address the urgent need for more doctors, the UK government can explore strategic partnerships with European medical schools. Such partnerships could alleviate the strain on the domestic system while ensuring students receive high-quality, GMC-approved training abroad.
Key components of the proposal:
1. Hand-picked, Accredited Medical Schools
Partnering with select European universities ensures that students receive an education that meets UK standards. These partnerships would focus on medical schools that offer training recognised by the General Medical Council (GMC), guaranteeing seamless integration into the NHS upon graduation.
But would this approach cost more? Not necessarily. Tuition for UK medical students is currently capped at £9,250 per year, while many European medical schools charge between €3,000 and €18,000 annually. Factoring in lower living costs across much of Europe, studying abroad could be an affordable alternative for many students.
Even if the UK government were to subsidise part of the cost (an entirely political decision), the potential savings from addressing workforce shortages and improving public health could far outweigh the expense. With healthcare-related economic losses estimated to be at least £30 billion annually, the return on investment is compelling.
2. A National Branding Campaign for Medical Education Abroad
To overcome stigma, the government could launch a branding campaign to highlight the benefits of studying medicine abroad and emphasise the value of returning to serve in the NHS after graduation. Such a campaign would promote healthcare careers and position international education as a prestigious and viable path for aspiring doctors.
3. Financial Accessibility for Students
To ensure equitable access, the government could negotiate tuition discounts at partner universities or provide scholarships for a small number of students. This would not only serve as a great motivator but also open opportunities for lower-income students and diversify the future medical workforce.
Medlink Students is currently taking advantage of this approach by partnering with select universities in the Caribbean to give a broader range of students access to high-quality medical education.
Expanding this concept to European institutions could create a broader pool of skilled graduates ready to serve the NHS. This method can also secure a steady influx of motivated students to the partnered medical schools, improving their standings and boosting the local economy.
4. Return-to-Service Agreements
To ensure the investment benefits the NHS, students could sign contractual agreements committing to work within the UK healthcare system for a specified period after completing their training. Similar approaches have already been successfully employed in other countries that offer scholarships tied to public service commitments.
While some may argue that students could break these agreements, existing data suggests otherwise. In 2022, 52% of new doctorsjoining the GMC register were IMGs, showing the strong appeal of the NHS as a workplace. UK students with familial and social ties at home are even more likely to return.
Not coming back to the UK to practise would be an extreme exception, not the norm.
Learning from International Examples
Many countries have implemented programmes to address medical workforce shortages by partnering with international institutions. For instance:
Saudi Arabia: Saudi Arabia encourages students to study abroad with scholarships but requires them to return for mandatory public service. The UK could adopt a similar return-to-service model, ensuring overseas-trained doctors contribute directly to the NHS workforce.
Malaysia: Malaysia sponsors students to study in selected universities abroad under agreements prioritising national healthcare staffing. The UK could use this approach to target shortages in high-demand regions or specialities.
Singapore: Singapore integrates scholarships, branding campaigns, and competitive salaries to attract and retain healthcare talent. This comprehensive strategy demonstrates how financial incentives and targeted marketing can strengthen the healthcare pipeline.
These examples demonstrate how well-designed policies can address workforce gaps while maintaining financial and political feasibility.
What’s in it for European Universities?
European universities do not face the same capacity constraints as the UK, and many universities actively seek to attract international students.
Countries like Bulgaria, Georgia, Poland, Hungary, the Czech Republic, and others have long-established medical programmes that cater specifically to international students. These programmes provide high-quality, accredited, and internationally recognised medical education in English.
These programmes typically run parallel with domestic ones, meaning that an influx of UK students would not displace local applicants but would instead guarantee a steady intake of motivated international students. In fact, many universities are actively expanding their capacity to accommodate more international enrolment to increase revenue and demonstrate their ability to adapt to evolving needs and external pressures.
This makes partnerships feasible without creating strain on current educational systems. On the contrary, partnering with the UK presents substantial benefits for European medical schools, including:
Financial Stability: European universities could benefit from a steady stream of tuition income, particularly if the UK government negotiates direct subsidies or covers part of the costs through scholarships. This model has proven effective for institutions hosting scholarship-funded students from Saudi Arabia and Malaysia.
Reputational Gains: Collaboration with the UK and GMC recognition could enhance the standing of partner universities globally, attracting further international students.
Economic Impact: Hosting UK students would bring economic benefits to local communities, creating demand for housing, goods, and services.
Additionally, with the support of specialiсed agencies to assist students in managing their documents and application processes, the influx of students can be efficiently handled. Consequently, implementing partnerships with European medical schools is not only a matter of negotiation but also a viable and realistic political decision for the UK.
Conclusion
By initiating partnerships with European universities, the UK government can expand opportunities for aspiring medical students, reduce NHS workforce shortages, and make the dream of becoming a doctor more accessible to all. This potential policy would not only bridge the current gap but also create a more resilient and inclusive healthcare system for the future.
While expanding domestic medical school capacity remains essential, international collaboration offers an immediate, cost-effective solution to bridge the gap. By combining political will, financial support, and a focus on equitable access, the UK can turn its healthcare challenges into opportunities for growth and innovation.
Now more than ever, knowing how to recruit students online is essential for success. In 2025, brochures and campus visits alone are no longer enough. A successful student recruitment plan requires a blend of innovative digital tools, personalized engagement, and a deep understanding of student behavior.
At Higher Education Marketing, we’ve spent years refining our approach to online student recruitment, and we’re excited to share ten proven strategies that can take your recruitment efforts from awareness to enrollment this year. Keep reading for a deeper understanding of the enrollment process, actionable tips on recruiting students online, and access to our student recruitment resources.
Struggling with enrollment?
Our expert digital marketing services can help you attract and enroll more students!
Understanding the Enrollment and Decision-Making Process
The journey from awareness to enrollment as illustrated by the enrollment funnel is complex, often involving multiple stages of research, evaluation, and emotional investment. For prospective students and their families, choosing a school is a decision that balances academic aspirations, career goals, financial considerations, and personal preferences.
Understanding this process is essential for creating a recruitment strategy that aligns with their needs and motivations.
Stage 1: Awareness
At the beginning of the journey, students and their families are typically exploring broad options. They may be influenced by online advertisements, social media content, or recommendations. During this phase, your goal as a school is to make a positive first impression and provide easily accessible, engaging content. Students are looking for reasons to consider your institution, such as program variety, campus culture, or career outcomes. For families, financial feasibility and safety often rank high as priorities.
A strong online presence is crucial here, including a well-optimized website with clear messaging, visually appealing social media accounts, and engaging videos that spark curiosity. For instance, showcasing testimonials from students with similar backgrounds or aspirations can help prospective students visualize themselves as part of your community.
Stage 2: Consideration
Once students identify potential schools, they begin in-depth research. At this stage, they often turn to your website, virtual campus tours, and program details, comparing your institution to others. Families may analyze cost, scholarship opportunities, and academic flexibility, while students might focus on extracurricular activities, study-abroad opportunities, and campus life.
To meet these needs, your content should highlight differentiators, such as unique programs, industry partnerships, or alumni success stories. Transparent communication is key—clearly outlining tuition fees, application requirements, and scholarship opportunities builds trust. Including testimonials from alumni and current students in similar fields can help students and families see the real-world value of your programs.
Stage 3: Decision
When students are ready to make their final decision, the process becomes personal. Students and families are likely reaching out for additional information, attending virtual or in-person events, and engaging with admissions counselors. They want answers to specific questions, such as “What internships are available in this program?” or “What percentage of graduates find jobs in their field within six months?”
Personalized follow-ups play a crucial role in this stage. Schools that demonstrate a genuine interest in the student’s goals and address family concerns are more likely to earn their trust. Hosting webinars with faculty and student panels can also provide authentic insights that make prospective students feel more connected to your institution.
Stage 4: Enrollment
After narrowing down their options, students proceed with the application process. For many, this stage can feel overwhelming, particularly if they’re applying to multiple schools or navigating complicated requirements. Families, on the other hand, may focus on evaluating financial aid packages and understanding the return on investment.
Streamlining the application process is critical here. Ensure that your application portal is user-friendly, deadlines are clearly communicated, and the required documents are easy to upload. Offering guidance through a dedicated admissions counselor or chatbot can alleviate stress and improve the overall experience. Schools that simplify this process often see higher application completion rates.
After submitting applications, the waiting period begins. At this stage, communication should remain active. Personalized acceptance letters, invitations to exclusive admitted-student events, or detailed guides on the next steps can keep students and their families engaged while reinforcing their decision to enroll.
Source: HEM
Need support in your school’s online student recruitment efforts? Reach out to learn more about our services!
How to Recruit Students Online
Want to explore how to recruit students online in more detail? The answer lies in combining data-driven insights, engaging content, and personalized communication to guide students through their enrollment journey as discussed above. From leveraging SEO and social media ads to creating interactive virtual tours and using chatbots for instant support, online student recruitment requires a multi-faceted approach that captures attention, builds trust, and inspires action. In the sections that follow, we’ll discuss ten proven strategies that can help you move prospective students seamlessly from awareness to enrollment. Let’s get started!
1. Start With Data-Driven Audience Insights
The foundation of any successful recruitment strategy is understanding your target audience. Relying on broad demographics is no longer enough. Why is that? Today’s students expect hyper-personalized messaging at each level of the enrollment funnel.
Tools like Google Analytics, CRM systems, and social media insights provide invaluable data on prospective students’ preferences, online behavior, and decision-making patterns. The information you glean from your detailed demographic research will help you make informed campaign decisions.
Behavioral information such as the length of each session, the devices used, bounce rates, and session attribution provides insight into how people are engaging with your site, when and why they may lose interest, and whether your site is optimized for desired actions such as filling out contact forms or subscribing to newsletters. If you’re looking to revamp your school’s online recruitment efforts, the use of data analytics tools is an excellent way to start planning.
2. Invest in Search Engine Optimization (SEO)
Visibility is key in the awareness phase, and SEO ensures your school appears where prospective students are searching. Optimizing your website and blog content for high-ranking keywords can drive organic traffic from search engines. Long-tail keywords tend to be the most effective.
Long-tail keywords are highly specific search terms that prospective students use when looking for educational opportunities. These phrases, such as “best online MBA programs for working professionals” or “affordable graphic design diploma in Vancouver,” often reflect a searcher’s intent more clearly than generic keywords.
For schools, targeting long-tail keywords can drive qualified traffic to your website by connecting with students who are already in the decision-making phase. Unlike broader keywords, long-tail terms face less competition, making ranking higher in search engine results easier.
To effectively use long-tail keywords, start with thorough keyword research. Tools like Google Keyword Planner, SEMrush, or AnswerThePublic can uncover phrases students frequently search for. Analyze internal data, such as search terms used on your site, or interview current students to understand how they found your programs.
Pay close attention to questions students ask during open houses or information sessions—these often provide insight into potential long-tail keywords. Incorporating these terms naturally into blog posts, program pages, and FAQs can help your school align with the needs of prospective students, driving meaningful engagement and boosting enrollment. Additionally, focusing on local SEO—like “business schools in New York”—can capture the attention of students looking for programs within a specific region.
Source: Google | Matthew’s Hall
Example: If you want to maximize the effects of local SEO, you need a Google My Business account like the one pictured above. Prospects looking for schools in a particular geographic location are more likely to come across your school’s profile which reveals all the information they need to get in contact with you and even visit you in person. A Google My Business account also provides an official first impression of your school
3. Leverage Social Media Ads with Predictive Targeting
How does predictive targeting work on social media? By leveraging advanced algorithms, platforms like Facebook, Instagram, and TikTok analyze user behavior and identify prospective students who are most likely to engage with your content or apply to your programs.
This approach not only increases the precision of your campaigns but also optimizes your marketing budget by focusing on high-intent audiences. Schools can use predictive targeting to showcase program-specific ads to users who have expressed interest in similar fields, ensuring a personalized and relevant experience.
For instance, promoting STEM programs to students who frequently engage with tech or science content creates a stronger connection and improves conversion rates. Predictive targeting helps schools reach the right students at the right time, making it a highly effective strategy for boosting enrollment outcomes.
4. Develop Interactive Virtual Campus Tours
While in-person visits are valuable, virtual campus tours have become indispensable for reaching international and out-of-state students. These tours should be interactive, incorporating 360-degree views of classrooms, dorms, and recreational facilities.
You can go a step further by integrating live Q&A sessions with student ambassadors or faculty during the tours. This provides a personalized touch and provides the opportunity to share valuable information and address concerns or barriers to enrollment.
Source: University of Toronto | Virtual Campus Tours
Example: The University of Toronto provides detailed, user-friendly virtual tours complete with a menu, high-quality 360-degree imagery, clear audio guidance, and valuable information about student life and available on-campus learning resources.
5. Create Engaging Video Content Across Platforms
Video content continues to dominate online engagement. For this reason, schools that prioritize video marketing see higher application rates, as videos create emotional connections with prospective students. From testimonials and alumni success stories to faculty introductions and campus events, video content humanizes your institution.
Platforms like YouTube, Instagram, TikTok, and LinkedIn offer dynamic opportunities for schools to showcase their programs, campus life, and success stories in ways that resonate deeply with their audience. Videos can humanize your institution, create a sense of community, and provide visual storytelling that goes beyond text and images.
To start, consider the wide variety of video formats available and how each can serve a specific purpose. Short, attention-grabbing reels or TikTok videos are perfect for introducing prospective students to your campus culture or highlighting unique aspects of a program. For example, a day-in-the-life video of a current student studying abroad, participating in research, or preparing for a career in their field can inspire viewers to imagine themselves in similar roles.
Longer-form content, such as YouTube campus tours, faculty interviews, or alumni success stories, allows you to dive deeper into the value of your school and its offerings. Interactive live video events are a powerful tool for real-time engagement. Hosting live Q&A sessions with admissions counselors, students, or alumni provides an authentic look at your institution and builds trust with prospective students.
Leverage platform-specific trends like TikTok’s creative, relatable content to showcase your programs and connect with current student interests. Participating in viral challenges or trending audio can make your school approachable and relevant.
Optimize video formats for each platform—vertical for Instagram Reels and TikTok, horizontal for YouTube and Facebook—and include captions for accessibility. Focus on storytelling by highlighting the journeys of students, faculty expertise, and alumni success to create compelling, relatable content.
Source: TikTok | University of Manchester
Example: Here, the University of Manchester shares authentic, student-generated content that viewers will be able to relate to. This tends to be the most effective video format for fostering community among your student body and deepening your relationships with new leads.
6. Use Chatbots for Instant Engagement
Students today expect instant answers, and chatbots provide a seamless way to meet that demand. AI-powered chatbots can handle common inquiries about admissions deadlines, program details, and financial aid, freeing up your staff for more personalized interactions.
Source: Excel Career College
Example: Here, Excel Career College provides an instant chatbot option for site visitors. The tool asks questions to categorize each interaction, determining what information and resources to share with the user. Chatbots help streamline the enrollment process, particularly at the awareness stage, by providing a convenient way for important questions to be answered.
7. Build a Strong Presence on Review Platforms
Prospective students and their families often rely on online reviews to make decisions. Platforms like Google Reviews and specialized education sites are vital in this regard. Proactively managing your online reputation by encouraging current students and alumni to leave positive reviews can enhance trust and credibility. How can you build a strong public reputation?
To start, addressing negative reviews or complaints with empathy and transparency can significantly improve public perception. Schools should respond promptly to concerns, offering solutions where possible and demonstrating a genuine commitment to student and family satisfaction. A well-handled negative review can turn into an opportunity to show your institution’s dedication to improvement and care.
In addition, fostering community connections can garner a positive reputation and good reviews across various platforms. Parents and local communities play a crucial role in shaping your reputation. Hosting events such as open houses, community service projects, or alumni panels fosters goodwill and positions your school as an integral part of the community. Engaging with parents through newsletters, personalized communication, and parent-specific resources further strengthens relationships and encourages positive word-of-mouth.
Positive reviews can also be amplified by showcasing testimonials and case studies from current students and alumni. Create detailed profiles of students who have achieved their goals through your programs and share their stories on your website, social media, and promotional materials.
8. Offer Personalized Email Campaigns
Email remains one of the most effective tools for nurturing leads and guiding them through the enrollment funnel. Unlike many other channels, email provides a direct line of communication that allows your school to build meaningful connections with your audience over time.
By crafting personalized email campaigns tailored to the unique needs and interests of prospective students, schools can significantly enhance engagement and conversion rates. For instance, including program-specific content that highlights key features, career outcomes, and testimonials from current students or alumni can help prospects visualize themselves succeeding in that program.
Additionally, timely reminders about critical application deadlines, scholarship opportunities, or upcoming events like open houses or webinars create a sense of urgency and keep prospective students actively engaged with the admissions process. When done effectively, personalized email campaigns foster trust and rapport while providing valuable, actionable information that empowers prospective students to make informed decisions about their educational journey.
9. Host Webinars on Trending Topics
Webinars are a fantastic way to showcase your expertise and connect directly with prospective students. Hosting sessions on trending topics like “Careers in Artificial Intelligence” or “How to Finance Your College Education” can position your school as a thought leader in the field. During these sessions, including live interactions with faculty, alumni, or current students makes the experience even more compelling.
Source: The Academy of Applied Pharmaceutical Sciences
Example: The Academy of Applied Pharmaceutical Sciences puts itself at the forefront of pharmaceutical education on a variety of topics that appeal to career-seekers in the field by hosting several educational events each month. Their upcoming workshops and webinars are easy to find on their website. Users can also access recorded webinars.
10. Emphasize Alumni and Career Outcomes
Finally, showcasing the success of your alumni is one of the most compelling ways to attract prospective students. Highlighting career outcomes, such as high employment rates or notable employers, demonstrates the tangible value of your programs.
Showcasing alumni success is one of the most impactful ways to attract prospective students and their families. When students see tangible evidence of career achievements—whether it’s high-profile employers, entrepreneurial ventures, or significant industry contributions—they are more likely to perceive your programs as a pathway to their own aspirations.
Alumni stories provide real-world validation of your school’s value and help prospective students envision their future success. Leverage alumni by creating a dynamic “Alumni Success Wall” on your website or use social media campaigns that highlight diverse career paths. Include those in traditional corporate roles as well as entrepreneurs, creatives, and community leaders to represent a broad spectrum of success. Video testimonials can be particularly powerful, capturing the emotions, challenges, and triumphs of alumni journeys.
Schools can also build relationships between alumni and prospective students through mentorship programs, webinars, or networking events. For instance, hosting a virtual panel featuring alumni working in fields related to your school’s programs provides insights and inspiration for prospective students.
Source: John Cabot University
Example: John Cabot University has an Alumni Ambassadors Program designed to provide mentorship to current students and provide alumni with an interconnected network of fellow graduates and faculty members. Prospects like to know that access to your school’s support and resources doesn’t end at graduation. Like JCU, consider hosting regular events, encourage alumni to share their positive experiences with your institution, and foster mentorship within your culture.
Final Thoughts: Aligning Strategy With Student Expectations
In summary, let’s explore how to write a college recruitment planthat works. Online student recruitment is about building meaningful connections with prospective students. By integrating data-driven insights, focussing on connection and personalization, providing value, and streaming the enrollment process, you can create a cohesive, impactful approach that resonates with students at every stage of their journey, from initial awareness to final enrollment.
At Higher Education Marketing, we specialize in helping schools like yours navigate the complexities of digital recruitment. Let’s work together to create campaigns that inspire, engage, and deliver results!
Struggling with enrollment?
Our expert digital marketing services can help you attract and enroll more students!
Frequently Asked Questions
Question: How to recruit students online in more detail?
Answer: The answer lies in combining data-driven insights, engaging content, and personalized communication to guide students through their enrollment journey.
Question: How to write a college recruitment plan that works?
Answer: Online student recruitment is about building meaningful connections with prospective students. By integrating data-driven insights, focussing on connection and personalization, providing value, and streaming the enrollment process, you can create a cohesive, impactful approach that resonates with students at every stage of their journey, from initial awareness to final enrollment.
A preliminary analysis of UK university websites finds gaps in the practical information on how postgraduate part-time study actually works, combined with inconsistent acknowledgement of the challenges faced by these learners. Ewan Fairweather, Postgraduate Student Recruitment Manager at The University of Edinburgh asks: ‘Should we really be surprised that many universities find it challenging to recruit part-time postgraduate students?’
‘New Year, New You’. It’s January, the month when ambitions and aspirations take shape. Right now, those of us working in university marketing and recruitment are capitalising on this self-improvement trend, targeting potential postgraduate learners and helping them navigate the labyrinth of course choice, affordability and time commitments.
With more than 13,000 part-time Master’s options listed on Findamasters.com, learners are spoiled for choice; there’s a strong chance they’ll find something relevant out there. But can they afford postgraduate study? And crucially, can they find the time to do it?
Busy lives
For those fortunate enough to be able to fund a part-time Master’s, it will require the considerable investment of another increasingly scarce commodity: time. And this is particularly the case among the largest segment of potential domestic postgraduate students, those aged 30+. This mature audience of prospective learners inevitably carries more personal and professional baggage – careers, relationships, families, caring responsibilities, community and volunteering roles, mortgages and loans.
That is why they are more likely to be considering part-time postgraduate study and so need to work out in very practical terms how to balance learning and living; to picture precisely what it will actually mean.
Drilling down into the detail
I know that universities do so much behind the scenes to address the needs of all types of learners, but sadly this does not come across in the following statements, the likes of which I frequently encountered when searching for part-time postgraduate course details online:
As the School timetable changes from year to year and is not finalised until August, we are unable to confirm this information in advance.
Part-time students are strongly advised to wait until the timetable is available before finalising their other commitments.
Classes can be timetabled Monday-Friday between 9am-6pm. We cannot give timetables in advance of enrolment unfortunately.
With such logistical and chronological vagueness, is it realistic to expect busy people to make life-changing decisions? Certainly timetabling is complicated but we need a clearer answer to the question, ‘So I can plan my life, can you give me an idea of what my timetable will look like?’
Postgraduate part-time learning may not generate the short-term financial boost that the sector needs right now, but we have to plan for today and tomorrow, especially if there is, ‘a need for more people with postgraduate skills in the workforce’. And if the largest segment of domestic students is older, we can assume that many will be looking at part-time in all its glorious forms (online, blended, block, burst, evenings, distance) as their preferred study mode. We have to up our game; timetabling challenges may pose us major headaches, but for prospective students, they are less relevant.
What I did
With a view to improving the information and guidance online for prospective part-time postgraduate students considering the University of Edinburgh, I carried out some exploratory analysis. I sought to understand how UK universities articulated the benefits and practicalities of part-time postgraduate study during the traditional core search period of early January. Typing ‘part time masters’ followed by the institution name into Google, I clicked on the most appropriate results, then evaluated these pages according to two categories:
Coverage: Whether part-time study was included, or contextualised, on the page and the extent to which this was done with empathy and understanding.
Specifics: The level of deeper detail provided (the ‘how, where, who and when’ of part-time delivery).
Pockets of best practice
I gathered the information to improve the content on my own institution’s website with a focus on these busy learners who are looking to successfully juggle high-level study with busy lives. It’s clear that collectively we must do better to address their requirements but there are nonetheless pockets of best practice I believe we can learn from:
Leeds: offers a blueprint for the provision of specific timetable information for each part-time course. It may not look beautiful but when you eventually get there, you find the details you need, combined with a helpful disclaimer
Bedfordshire: From a dedicated part-time page, you navigate to a list of what’s available part-time. From here, you find a course schedule and timetable of exactly when and where the units take place presented in a user-friendly format.
Birkbeck, RVC and Brighton provide extensive details of when and where teaching takes place so you can better manage your time.
Birmingham City University, scores strong on empathy, thinking deeply about the profile and specific needs of their prospective part-time learners
The Open University lives and breathes part-time. The ‘how’ section is fabulous, but I was expecting more on the ‘when and how do I study/attend classes?’
Some institutions promise innovative delivery models designed to support part-time learners’ needs, including De Montfort (‘Block Teaching’) and the RCA (‘Burst Mode’)
Kent is launching a new curriculum and a progressive approach to timetabling this year, designed to help busy people manage their lives better.
Universities with high or medium part-time learning coverage and/or specifics on their website
My recommendations
In concluding, here are some (relatively) easy-to-implement recommendations that will give postgraduate part-time students a clearer idea of the time they need to commit to their studies:
Publish sample timetables: definitive times and locations may not be possible, but is there a way of providing a sample timetable or sharing last year’s timetables?
Consolidate information on part-time study: consider bringing together all information on part-time learning into an easily findable resource or section
Provide bespoke part-time course structure details: interrogate the curriculum from a part-time learner’s perspective, then re-write and update
Show that we care: acknowledge that part-time learners have specific needs. Ideally, do this in a warm and welcoming tone.
It is complicated, but let’s aim to do part-time better – we owe it to our learners!
By Professor Graeme Atherton, Director of the National Education Opportunities Network (NEON) and the Vice-Principal of Ruskin College, Oxford.
In the post-levelling up era, the debate about regional inequality and what it constitutes continues. Insofar as higher education progression is concerned, regional differences were a constant theme of widening access work well before levelling up. On an annual basis, we have seen progress in the percentage of younger learners from low-participation neighbourhoods progressing to higher education.
However, the situation regarding those progressing to higher education from free school meal (FSM) backgrounds is more complex. Our new report, ‘Access to Higher Education and Regional Inequality: who is missing out? ’, released today, is our second in-depth analysis of the Department for Education’s annual data set on progression to higher education by those from FSM and non-FSM backgrounds in England.
When these data were published last October, the media focused on the fact that, for the first time since the data were first produced in 2005-06, the percentage of learners from FSM backgrounds progressing to higher education by age 19 fell year on year, from 29.2% in 2021-22 to 29% in 2022-23. But as Figure 1 shows, while the rate has dropped, the number of FSM learners has increased between 2021-22 and 2022-23 by 2,754 (from 19,443 to 22,197). This is the biggest annual increase since 2005-06. The national rate was dragged down by a significant increase in the number of FSM-eligible learners. While more FSM learners are going to higher education, the number of non-FSM learners has increased even more, meaning the national gap has widened.
Looking at these data in detail also reveals considerable variation in progression across regions and areas. A report has already been published in 2025 predicting a gap in graduates between London and other regions of up to 40% by 2035. There is a near-20-percentage point gap in the progression of FSM learners between London and the next region – a gap that has increased over the last 10 years.
So strong is London’s performance that it masks some of the challenges across England. At the local authority level, as shown in Figure 2, nearly 70% of areas are below the national average FSM progression rate of 29% and a quarter are at less than 20%.
However, while some of these areas may still be below the national average, over the past 10 years these areas have made the most progress. Understanding more about why they have improved while others with ostensibly similar characteristics have not would be a valuable exercise. In contrast, London, while remaining far ahead of anywhere else, has somewhat plateaued.
As argued above, focusing on geographical differences in higher education participation between different areas of England is not new. This year sees the 21st anniversary of the Aimhigher programme, the first national, locally-focused collaborative outreach initiative for widening access. A string of similar programmes followed, most recently the Uni Connect initiative. Despite the continual chopping and changing of these programmes, they have been effective in contributing to the increases in progression to higher education from low-participation neighbourhoods referred to above, as this is what they have been told to focus on. While FSM as a measure has its well-documented limitations, it is the least worst option when compared to a neighbourhood measure which does not take into account the backgrounds of individual learners. It is now time for a new, rejuvenated collaborative outreach programme that focuses on inequalities in higher education participation as measured by the FSM progression data.
The Office for Students recently announced its support for a new collaborative outreach programme and this is welcome. But any new programme, as well as focusing on the progression of FSM learners, must be sufficiently resourced. This could potentially happen through, at least in part, higher education providers pooling their efforts across a given area at pre-16 and being effectively co-ordinated at the national level, which has not been the case in previous iterations of such programmes. It must also be a part of the government’s forthcoming post-16 education strategy and any shifts to a broader more collaborative, ‘tertiary’ approach with regional dimensions.
Finally, it is already becoming apparent that Labour, while right to jettison levelling up, is lacking a replacement policy agenda to address regional inequality. Levelling up, while a damp squib in terms of impact, voiced what many in the country feel about their lives, where they live and what inequality means to them. It didn’t though include inequalities in access to higher education. This can and must change.
By Professor Aleks Subic, Vice-Chancellor and Chief Executive, Aston University.
Universities have always been at the heart of knowledge and innovation. But in today’s rapidly evolving world, they must transcend their traditional roles to address complex global challenges, harness emerging opportunities and embrace heightened responsibilities. They must become champions of inclusive innovation and drivers of positive socioeconomic transformation, creating thriving innovation ecosystems that deliver sustainable, place-based development and inclusive growth. This is the promise of University 4.0.
From Classical Roots to Transformational Ecosystems
In late 2024, Aston University hosted the Global Federation of Competitiveness Councils (GFCC) University Research and Leadership Forum, marking a pivotal moment in the reimagining of higher education. Leaders, innovators, and visionaries from universities, industry, government, and communities gathered to confront a critical question: How can universities redefine their role in a world that is transforming at an unprecedented pace?
The GFCC, a global multi-stakeholder membership organisation, is dedicated to accelerating productivity, growth, prosperity, and sustainability through best practices. Central to this forum was the exploration of University 4.0 — a bold and transformative vision for the future of higher education in an era of digital disruption, hyper-connectivity, the emergence of powerful technologies like artificial intelligence, social inequities, and sustainability challenges.
The Global Federation of Competitiveness Councils (GFCC) University Forum, which I have had the privilege to lead from Aston University, and Elsevier Fourth Generation University (4GU) Development Group, inspired by the pioneering work of the University of Technology Eindhoven, have independently arrived at remarkably aligned perspectives on the evolution of universities to date. This shared understanding traces the progression through four distinct generations of higher education institutions, culminating in the transformative vision of University 4.0 (or 4GU).
Universities have evolved through several transformative stages to meet the demands of each era:
The Classical University: The first generation focused on teaching, by transmitting knowledge through oral communication and manuscripts. Its primary purpose was education.
The Research University: The second generation emphasised the creation of new knowledge through scientific research, making universities hubs of research and innovation.
The Entrepreneurial University: The third generation saw universities become economic players, commercialising research, fostering start-ups, and forging closer ties with industry. This era marked the rise of the ‘triple-helix’ model, integrating academia, industry, and government.
University 4.0: The fourth generation is a response to a rapidly changing, technology-driven world. It envisions universities that are focused on socio-economic impact, inclusive innovation, and sustainable development goals, interconnected with industry, government, and society. These institutions are engines of innovation and transformation, embracing the ‘quadruple-helix’ model by integrating academic expertise with diverse societal needs to deliver real-world impact.
The University 4.0 model is not about solitary academic pursuits. Instead, it thrives on collaboration, drawing diverse perspectives and inputs to address real-world challenges. Innovation precincts and districts — geographically concentrated hubs of high-tech companies, research institutions, and civic infrastructure — are emerging as the epicentres of economic revitalisation, creating opportunities for skilled workforces and fostering sustainable and high-value growth through place-based innovation.
Universities embedded in such precincts, acting as catalysts of engagement and innovation are emerging as the fourth-generation universities – University 4.0. They are aligned more closely to technological and digital transformations, ensuring greater interconnectivity between the future of work and learning, bringing society along and alleviating the so-called societal pain when education lags behind industrial and digital revolutions.
University 4.0 in Action: Aston University and the Birmingham Innovation Precinct
At Aston University, the University 4.0 vision is central to our Aston 2030 Strategy. We are transforming into a fourth-generation university that is future-ready and aligned with national higher education reform priorities as outlined recently by Secretary of State for Education Bridget Phillipson. Universities must shift from isolated knowledge hubs to active participants in their regional and national ecosystems, embracing transformational business models and their roles as civic anchors.
A flagship example of this vision is the Birmingham Innovation Precinct, part of the West Midlands Investment Zone. This innovation cluster, based on the quadruple-helix model, integrates academia, industry, government, and communities to create a globally significant hub of collaboration and innovation. By co-locating stakeholders, the precinct fosters digital innovation, improves health equity, drives skills development, and accelerates the transition to net-zero emissions.
Key initiatives within the Birmingham Innovation Precinct include:
10 Woodcock Street: A newly acquired 225,000 sq ft facility, set to house Aston Business School, the Aston Integrated Healthcare Hub, the Aston Business Incubator, and the Green Energy Centre delivering sustainable energy solutions to the precinct with net zero emissions.
The Aston Integrated Healthcare Hub: A model for community healthcare that offers preventative health and wellbeing services while showcasing advancements in digital healthcare technology, including remote patient monitoring. Operating as a ‘living lab’, it integrates translational research and inclusive innovation, student placements, and training to address local health inequities.
The Aston Business Incubator: Launching in 2025, the incubator will provide a home to 100 tech startups and innovative businesses. Offering state-of-the-art facilities, collaborative workspaces, and access to academic expertise, mentoring and investment, it will transform ideas into thriving enterprises.
These initiatives are more than projects; they are integral to Aston University’s commitment to place-based innovation, delivering measurable socioeconomic impact for Birmingham, the West Midlands, and beyond.
A Call to Action for the Future of Higher Education
The transition to University 4.0 represents a fundamental shift in how higher education operates, collaborates, and contributes to society. However, to fully realise this vision, systemic change is required—not only within universities but across the funding models and evaluation frameworks that shape them.
The current funding and ranking systems often prioritise traditional metrics that fail to capture the broader socioeconomic contributions of universities, like access and participation, employability, social mobility, digital inclusion, contributions to health outcomes and sustainability, and impacts stemming from knowledge transfer and innovation. To truly support and reward the transformative impact of University 4.0, these systems must evolve to measure and incentivise the right indicators. As we move forward, it is essential to ask not just what we are good at but what we are good for. Only then can universities fulfil their potential as engines of innovation, inclusion, and growth for a better future.
Developing New Year’s resolutions for personal growth is something many of us do. Unfortunately, it is often a set-it and forget-it process that is simply reupped the following year. When done correctly, however, creating a resolution that is developed as a sustained, long-term strategy—and that is regularly returned to and adjusted as needed—seems to be the best way to meet our personal goals.
As enrollment managers, we all have pursued the first approach in our professional lives by evaluating last year’s successes and failures annually, making a few tweaks, and then seeing how it all works out again the following year. The truth of the matter is that this approach was relatively sustainable for a time. Simply buying more names, adjusting the aid-leveraging model annually, or a developing a wider marketing plan often could drive greater enrollments—mostly because those tactics generally were designed to “add more fuel to the fire.” As long as the applications continued to grow, annual tweaks could help to maintain the core enrollments as well as improve on the margins for many institutions.
The Need for More Effective Strategic Enrollment Strategies
Unfortunately, outside of key private and public flagship institutions, headwinds have developed over the past decade that are affecting higher education enrollments in significant ways. Ultimately, they may lead to campus closures for some, and to campus financial distress for many. As outlined in a paper from the Federal Reserve Bank of Philadelphia, “Predicting College Closures and Financial Distress,”those pressures include:
Post-pandemic enrollment challenges from traditional students (decreasing 15% from 2010-2021).
Changes among adult learners (“The number of adult students over the age of 25 has fallen by nearly half since the Great Recession”).
Growing competition.
A lack of public support for higher education nationally.
The combination of all these factors has brought about the need for enrollment managers to develop a wider multi-year strategy that includes tools with the ability to enable deeper, more highly data-informed fine tuning throughout any given cycle. A one-size-fits-all approach to creating a nuanced strategy can no longer work in an environment of shrinking applications and increased competition.
Liaison’s Partnership Philosophy
Liaison is uniquely positioned to assist with higher education institutions in a true partnership. With the technology, services, and consultative approach that we provide our partners throughout the nation, we can assist in developing a comprehensive enrollment approach unique to your campus—ranging from single-point to full-enrollment planning solutions that are uniquely tailored to your unique needs. Liaison’s partnership philosophy, technology solutions, and industry knowledge and insights can not only help strengthen your enrollment planning and goals for this year but also set you up for long-term enrollment success.
Craig Cornell is the Vice President for Enrollment Strategy at Liaison. In that capacity, he oversees a team of enrollment strategists and brings best practices, consultation, and data trends to campuses across the country in all things enrollment management. Craig also serves as the dedicated resource to NASH (National Association of Higher Education Systems) and works closely with the higher education system that Liaison supports. Before joining Liaison in 2023, Craig served for over 30 years in multiple higher education executive enrollment management positions. During his tenure, the campuses he served often received national recognition for enrollment growth, effective financial aid leveraging, marketing enhancements, and innovative enrollment strategies.
