Tag: Corner

  • Turning the Corner | HESA

    Turning the Corner | HESA

    Things have been bleak in higher education the last couple of years, and no doubt they will remain bleak for a while. But it recently became clear to me how we’ll know that we are turning the corner: it will be the moment when provincial governments start allowing significant rises in domestic tuition.

    This became clear to me when I was having a discussion with a senior provincial official (in a province I shall not name) about tuition. I was arguing that with provincial budgets flat and declining international enrolment, domestic tuition needed to increase – and that there was plenty of room to do so given the affordability trends of the last couple of decades.

    What affordability trends, you ask? I’m glad you asked. Affordability is a ratio where the cost of a good or service is the numerator and some measure of ability to pay is the denominator. So, let’s look at what it takes to pay average tuition and fees. Figure 1 shows average tuition as a percentage of the median income of couple families and lone-parent families aged 45-54.  As you can see, for the average two-couple household, average tuition (which – recall last Wednesday’s blog – is an overestimate for most students) has never been more affordable in the twenty-first century. For lone-parent families, current levels of tuition are at a twenty-year low.

    Figure 1: Average Undergraduate Tuition and Fees as a Percentage of Median Family Income, Couple Family and Lone-Parent Families aged 45-54, Canada, 2000-2024

    Ah, you say, but that’s tuition as a function of parental ability-to-pay – what about students? Well, it’s basically the same story – calculated as a percentage of the average student wage, tuition has not been this cheap since the turn of the century, and in Ontario, it has dropped by 27% since 2017. And yes, the national story is to a large degree a function of what’s been going on in Ontario, but over the past decade or so, this ratio has been declining in all provinces except Manitoba, Saskatchewan and Alberta.

    Figure 2: Number of Hours Worked at Median Hourly Income for Canadians Aged 15-24 Required to pay Average Undergraduate Tuition and Fees, Canada and Ontario, 1997-2024

    And that’s before we even touch the issue of student aid, which as you all know is way up this century even after we take student population growth into account. In real dollars, we’ve gone from a $10B/year student aid system to a $20B/year system with the vast majority of growth coming on the non-repayable side, rather than from loans.

    Figure 3: Total Student Financial Assistance by Type, Selected years, 1993-94 to 2023-2024, in Millions, in $2023

    In fact, student aid expenditures are so high nowadays that across both universities and colleges we spend about $3 billion more in student aid than we take in from tuition fees. That’s NEGATIVE NET TUITION, PEOPLE.

    Figure 4: Aggregate Non-Repayable Aid vs Aggregate Domestic Tuition fees, 2007-08 to 2023-24, in Billions, in $2023

    So, yeah, affordability trends. They are much more favorable to students than most people think.

    Anyway, the provincial official seemed a bit nonplussed by my reply: my sense is that they had never been briefed on the degree to which tuition increases have been thrown into reverse these past few years, and he certainly didn’t know about the huge increase in non-repayable aid over the past few decades. They didn’t push back on any of this evidence, BUT, they insisted, tuition fees weren’t going up because doing so is hard and it’s unpopular.

    To which I responded: well, sure. But was raising tuition any easier or less unpopular in 1989 when the Quebec Liberal government more than doubled tuition? Than in the mid-90s when both the NDP and Conservative governments allowed tuition to rise? Than in 2001 when the BC Liberals allowed tuition to increase by 50%? This has been done before. There’s absolutely no reason it can’t be done again. The only thing it will take is the courage to put the requirements of institutions that actually build economies and societies ahead of the cheap, short-term sugar highs of chasing things like “affordability”. 

    Now, to be fair, I don’t for the moment see any provincial governments prepared to do this. If there is one thing that seems to unite provincial governments these days, it is an inability to make hard decisions. But this particular political moment won’t last forever. It might take a serious, long-term recession to knock it into various heads that no matter how much money we sink into them, natural resources and construction alone won’t run this economy. Eventually, we’re going to have to re-build the great college and university system we’re in the middle of trashing. 

    And we’ll know that moment has come when provincial governments agree that domestic tuition should rise again.

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  • Strengthening data and insights into our changing university research landscape by Jessica Corner

    Strengthening data and insights into our changing university research landscape by Jessica Corner

    The UK continues as a global leader in research and innovation and our universities are uniquely strong contributors, among which are the highest performing in the world. We have some of the highest-intensity innovation ecosystems in the world, with universities as the core driver. As a country, our invention record is well recognised. The UK, with its powerful life sciences effort, delivered one of the first UK COVID-19 vaccines, saving millions of lives around the world and only possible because of long-standing investment in research that became serendipitously essential. In cities across the UK, universities act as pillar institutions with positive and reinforcing effects on their local economies. We have a rich network of specialist institutions that excel in music, the arts, medicine and life sciences. Our universities continue to deliver discoveries, technologies, creative insights, talent for our industries and public services and so much more. Many have the scale and reach to deliver across the full span of research and innovation to enterprise and commercialisation.

    A unique feature, and underpinning this extraordinary record, is our dual support funding system. That system balances competitive grant funding from UKRI Research Councils, charities, business, and others with long-term stable underpinning funds to enable universities to pursue ambitious and necessary strategies, develop research strengths, foster talent, pivot towards new fields, collaborate and maintain research infrastructure.

    However, the sector faces unprecedented challenges. Erosion of the value of student fees and the growing costs of delivering education, disruptions to anticipated income from international student fees, a slow erosion of the value of QR, rising costs of research and a mismatch between this and cost recovery from grants has created a perfect storm and unsustainable operating models for most institutions. The additional £5bn a year in funding from universities’ own surpluses towards research and innovation is no longer guaranteed. The sector has and continues to evolve in response to a changing landscape, but consideration is needed about how best to support the sector to change.

    Research England’s role is to support a healthy, dynamic, diverse, and inclusive, research and innovation system in universities in England6. We work by facilitating and incentivising system coherence, acting as both champion and challenger. In partnership we aim to create and sustain the conditions for the system to continue delivering excellence and leverage resources far beyond funding provided by government. We are working to enhance the data and evidence to support our role as expert, evidence-based funder and on the outcomes that the funding delivers. In fulfilling this role and against the current context, Research England has two initiatives that we will be taking forward in the coming weeks.

    Our ongoing programme to review the principles underpinning our funding and mechanisms by which we allocate research funds to institutions has reached a point where we are seeking to increase the visibility and transparency of how these funds are deployed by institutions. We are developing an approach, designed to be light touch and low burden that asks universities to report back on their use of strategic institutional research funding. We will begin testing the approach with a selection of institutions in the coming months and, subject to the outcomes of this initial engagement, aim to roll out a pilot with institutions in the 2025/26 academic year. We will be communicating to institutions directly about the pilot in the early Autumn. In the second phase of this work, we intend to work with institutions to develop a forward-looking strategic element that will give insight into plans and then how decisions are made about the deployment of funding. For the programme, we are also reviewing the effectiveness of the different unhypothecated and ring-fenced research funds provided to institutions. When fully implemented, the information we will acquire will enable Research England greater visibility of the role of institutions and the contribution of our formula-based research funding (including QR) to the research and innovation system while also contributing to efforts to have more systematic and timely data.

    A second strand of work is our programme to monitor the implications for the sustainability of research in universities against the current financial context. We are seeking to better understand how challenges are impacting universities’ ability to deliver research and innovation and maintain research capabilities, capacity, and facilities and, in turn, further strengthen assurance with more robust data. In partnership with the Department for Innovation Science and Technology, we have commissioned the Innovation Research Caucus with OMB Research Ltd to undertake a survey into how institutions are responding to current pressures with respect to research and innovation. The survey will provide important data that can support advice to government and others on the extent of universities’ financial challenges, how these issues are being managed, and how this impacts their investment and planning in the research and innovation space. The approach is to provide insights that are currently not available at an aggregate level or in a timely way through national data sets. Additionally, Research England will be asking institutions to report on material changes they are making to research and innovation capabilities and capacity or in relation to wider changes in institutional form or organisation when these may affect the basis on which our funding is awarded.

    We continue to see our role as facilitator, enabler and partner and believe we have a strong reputation for having timely and robust insights into the conditions underpinning our great research and innovation system. These two programmes of work are being taken forward in support of universities and, against the current backdrop, will strengthen Research England’s fundamental role in the research and innovation system. We look forward to working in close partnership with universities as we take these critical work programmes forward.

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