Tag: Higher

  • UK higher education in spring 2025: 10 ‘killer facts’

    UK higher education in spring 2025: 10 ‘killer facts’

    • This is the text of a speech delivered by Nick Hillman, HEPI’s Director, to the 16th Annual Student Housing Investment Conference.

    Good morning. It is wonderful to be here, even if the outlook for our sector does not feel quite as rosy as when I have appeared here in the past – and, given the new migration white paper from the Home Office, not as rosy as it felt just a few hours ago.

    The currency of policymaking is ‘killer facts’: those one-off striking statistics that act as ammunition for policymakers.

    • One example of a recent killer fact is the Office for Students’ announcement in November 2024 that ‘nearly three quarters (72 per cent) of higher education providers could be in deficit by 2025-26’ (1), which has certainly concentrated minds.
    • A second killer fact currently obsessing policymakers is 782,000 (2), which is the number for net inward migration to the UK in 2023 and which is driving the new crackdowns.

    In what is left of my 15 minutes, I want to focus on a few more killer facts.

    First, just in case you have not come across the organisation I lead before, the Higher Education Policy Institute or HEPI is the UK’s only specialist think tank for higher education and a registered charity. Our goal is to prompt evidence-based conversations about higher education policy through engagement, publications and events. We are funded by most universities throughout the UK and a limited number of corporations, including some of the bigger Purpose-Built Student Accommodation (PBSA) providers, such as Unite Students, UPP and iQ, and we are very grateful for that support.

    The killer number I wish to provide about our own work is 10: that is how many new bits of research we have produced since 1 January 2025 (3). The reports we have covered include:

    We have also published 112 blogs since 1 January, covering the full range of higher education issues. The three most well-read pieces so far this year are:

    Conferences like this one are organised far in advance and the title I was given is ‘New Government Policy – what does it mean for the Sector?’ All I can say is: I wish I knew. I suspect the organisers thought we might have found out the answer to this question by now when they first scoped out the agenda late last year.

    But the fact is, aside from a letter from the Secretary of State for Education, the Rt Hon. Bridget Phillipson, to vice-chancellors from November last year, which chastised universities for not doing more on economic growth, access, teaching quality, efficiency and civic engagement, we are still waiting for a hint on what this Government’s legacy on higher education will be. So far, we have had more higher education policy from the Home Office and Ministry of Housing, Communities and Local Government than we have from the Department for Education.

    I keep reading the administration is in its early days and needs time to find its feet, but it is now 10 months in. It took Tony Blair just two months after the 1997 election to announce the (re)introduction of tuition fees and it took the Coalition just six months after the 2010 election to announce the tripling of fees to £9,000.

    We have long ago missed the boat for making significant changes to fees and funding for 2025/26 and we will soon miss the boat for making changes for 2026/27, by which point we will be halfway through this Parliament.

    One of the reasons for the lack of clarity over government policy is that the shadow ministers who were responsible for the Labour Party’s approach to higher education and research in Opposition prior to the election did not end up in charge of those areas in government, so there was a new broom. This sort of sweeping out is now entirely normal. Which takes me to my next killer fact: in my 11 years leading HEPI, there have been 11 Ministers for Universities and 11 Secretaries of State for Education (4).

    The biggest challenge facing institutions currently is obviously the financial one. Since the brave decision to raise the full-time undergraduate fee cap to £9,000 from 2012, inflation has been eating away at the sum so it is now less than two-thirds of what it was, in real terms: according to Mark Corver of DataHE, the current fee cap of £9,250 is actually worth just £5,714 in 2012/13 terms (5). That is the same level as when John Major felt it necessary to set up the Dearing review, with the agreement of Tony Blair in Opposition.

    Mark Corver also points out in his recent fascinating LinkedIn post that an international student at a higher-tariff provider is now worth £69,000 (6) more to their university over the lifetime of a three-year course than a home student, as a result of the much higher international student fees. One possible response to that is to beat up on universities, as the Minister for Universities did earlier this week in a piece on the Telegraph website, for feathering their own nests. Another is to recognise that universities have not let their charitable status hold them back in becoming a vitally important UK export sector from which we all benefit – and also that it is our leading universities’ entrepreneurial spirit which has created the cross-subsidies that keep UK universities at the top of the international league tables, which ministers generally like to celebrate.

    And despite all the accusations and denials, we should be honest that university staff would have to be super human not to take those stark numbers into account when deciding how many of their places will be reserved for people from other countries and how many for home students.

    When I have spoken at this and similar events in the past, I have usually been optimistic on future student numbers. There are still some grounds for optimism in relation to both home and international students. For example, we have had decades of growth in UK higher education and the number of UK school leavers grows in each year of this decade.

    We used to predict that English universities alone would need another 350,000 places for home students by 2035 (7) – and many more still if the opportunity to reach higher education were spread more equally throughout society. However, we are more pessimistic now because, while demand for higher education went up during COVID, it has slipped back in recent times.

    In relation to international students, last week’s report from the Office for Students notes:

    ‘The reported non-UK student recruitment in 2023-24 was 15.5 per cent lower than last year’s forecast, largely because of a reduction in recruitment from January 2024 onwards [when the rules on dependants were tightened up]. This reduction is forecast to continue in 2024-25 with a small overall decrease in student numbers, meaning that entrant numbers are now projected to be 21 per cent lower than previous forecasts.’

    Yesterday’s migration white paper was accompanied by a Technical Annex, which estimated the policy changes the Government has proposed will reduce incoming international students by getting on for 40,000.

    In relation to home students, the Office for Students’ report notes:

    ‘In 2023-24, UK entrants were reported at broadly the same level as the previous year, but 10.8 per cent lower than forecast.’

    When it comes to the future, the OfS chastise regulated providers for being over-ambitious and model some alternative options, which suggest ‘providers would face significant financial challenges in all scenarios.’

    No one knows with complete certainty why demand is now so flat, but – when focusing in on home students – it seems to me the most likely causes are:

    1. First, the cost-of-living affecting students, whose maintenance packages have not kept up with anything like the true cost of being a student – my killer facts on this are that 57% of full-time undergraduates now do paid work during term time (8) (according to the 2024 HEPI / Advance HE Student Academic Experience Survey) and also that, according to our calculationsstudents need £18k per year to live with dignity (9), which is significantly above the maximum maintenance loan – this number was calculated for second and third-years in houses of multiple occupation, but I can announced today that we are now working on a second iteration of the Student Minimum Income Standard with Technology1 and the University of Loughborough looking at first-year students in PBSA.
    2. The second factor that I think is dampening demand is the negative rhetoric about higher education emanating from all sorts of places. In the last few days, we even have had two Labour MPs for northern seats say they are relaxed about the prospect of universities disappearing – one of them, Dan Carden, wrote in the Daily Mail that he ‘would close half our universities and turn them into vocational colleges.’ With friends like that, who needs enemies?

    Before I sit down, I want to make just one more point. I was asked in the rubric for today to mention degree apprenticeships. So let me say that there is a whole lot of nonsense talked about them, especially to young people. They are amazing when they work out, such as  when the apprentice knows exactly what profession they want to enter and to work in for the foreseeable future. I am proud to have a relative doing one. But despite all the promises, especially from the previous Government, degree apprenticeships barely exist for young people just out of school. Only 5% of Level 6 entrants are on degree apprenticeships (10) and the majority of them are 25 or over – just 13% were aged 18 in 2022/23. Moreover, many of those who do start a Level 6 apprenticeship do not complete the course. So for a conference like this one in 2025, degree apprenticeships remain something of a red herring.

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  • Thinking with affect theory in higher education: what can it help us to do?

    Thinking with affect theory in higher education: what can it help us to do?

    by Karen Gravett

    How does higher education feel, to work or to study in? How do affects circulate through the places, spaces, bodies and the structures and pedagogies of institutions? And why might thinking about feelings and affect be useful for educators? This blog draws on recent research that seeks to explore how affect theory can be helpful to understand and enhance our work in higher education. Attuning to affect, I suggest, has implications for both how we understand power relations in education, as well as for finding ways to foster more creative and meaningful pedagogies. 

    What is affect theory?

    Interest in affect, and ideas from affect theory/studies, are gaining momentum across the evolving field of higher education studies. Within the social sciences, the ‘affective turn’ has been influenced by work from Clough (2007), Massumi (2015), Seigworth and Pedwell (2023), Ahmed (2010), and many others. No longer confined to binary ideas of emotion/reason, body/mind, scholars have begun to think about emotion and affect as interwoven with education in complex ways. What we mean by emotions and affect can be understood differently, but for many scholars, affect specifically refers to sensory experiences (Zembylas, 2021), forces that are felt bodily. Affects circulate and evolve within and in between ordinary encounters, and in mobile ways.

    Affect in the classroom

    Thinking with affect can help us understand the classroom as a space in which learning is not divorced from the body but viscerally experienced and felt. This helps us to see learning and teaching as always situated and informed by the moment in which it occurs and as we experience it. Feelings do not simply happen within individuals and then move outward (Ahmed, 2010). This shift in thought enables us to consider ourselves in relation to others (both human and non-human), to consider how learning and teaching feels, as well as the ‘structures of feeling’ (Williams, 1961) that circulate within institutions. Thinking with affect helps us to think about the micro-incidents of co-presence, its frictions, and the ‘inconvenient’ (Berlant, 2022) work being present requires of us to engage with others. Education requires affective work of us; it requires us to change, evolve, and adapt constantly to others. This work is exposing; discomforting. In engaging with one another, and being affected and receptive to one another, we are made aware of our own interdependence.

    Affective institutions

    Thinking about affect, then, enables us to understand how institutions are permeated by, and also create, ‘affective atmospheres’ (Anderson, 2009), or ‘structures of feeling’ (Williams, 1961). In his work, Williams uses the idea of ‘structures of feeling’ to study the affective quality of life, in order that we might understand ‘the most delicate and least tangible parts of our activity’ (Williams, 1961, 48). Affective atmospheres, including competition, collegiality, anxiety, inclusion and exclusion are created through pedagogies, policies and practices. For example, the affective atmospheres of self-improvement and self-promotion may permeate neoliberal higher education institutions. Cultures of neoliberalism and precarity require academics to adopt certain affective and embodied practices, such as being competitive, self-motivated or resilient. And yet, affect may be able to disrupt these conditions: affective experiences such as humility, collegiality and joy offer opportunities for resistance and can also be found flourishing within institutional cultures and practices.

    Affective craft

    In the classroom, there may also be ways in which teachers are able to reshape affective relations. This might mean that certain relations could be given space to flourish, and other hierarchies of difference might be, at least momentarily, constrained.Different pedagogical approaches contribute to different feelings in classroom spaces and to different connections. For example, Stewart describes the changing affective atmosphere of the classroom when she employs storytelling and uses questioning approaches to enable dialogue: ‘something subtle but powerful had shifted…The room had become a scene we were in together as bodies and actors’ (Stewart, 2020: 31). For Airton, these kind of affirmative pedagogic approaches work as ‘affective craft’ and might include providing open spaces for students to lead and shape the learning encounter. In my research with Simon Lygo-Baker, we examine different ways in which teachers can experiment with affective craft. These include through teaching in spaces beyond the classroom, using art and objects for generating discussion, engaging storying and the sharing of vulnerabilities, as well as through using Play-Doh modelling to disrupt hierarchies and foster collaboration. These are just some ordinary, everyday ideas, and are ideas we also explore further in our new book: Reconceptualising Teaching in Higher Education:  Connected Practice for Changing Times, to be published in 2026 by Routledge.

    We believe that teaching is about presence, connection, an ‘encounter’, and that affect theory can be a helpful way to understand and enhance the connections we make, as well as the institutions in which we work and learn. As Dernikos and colleagues explain: ‘scholars are now theorizing what these affective swells can do. And what is surprising is that this does not call for grand movements, nor for great reforms, but depends on the subversive power of the very small’ (Dernikos et al, 2020: 16).

    Dr Karen Gravett is Associate Professor of Higher Education, and Associate Head (Research) at the University of Surrey, UK, where her research focuses on the theory-practice of higher education. She is a member of the Society for Research in Higher Education Governing Council, a member of the editorial boards for Teaching in Higher Education and Learning, Media and Technology, and Associate Editor for Sociology. She is a Principal Fellow of the Higher Education Academy. She is also an Honorary Associate Professor for the Centre for Assessment and Digital Learning at Deakin University. Karen’s latest books are: Gravett, K (2025) Critical Practice in Higher Education, and Gravett, K (2023) Relational Pedagogies: Connections and Mattering in Higher Education.

    Author: SRHE News Blog

    An international learned society, concerned with supporting research and researchers into Higher Education

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  • Colleges Spend Heavily on Lobbying

    Colleges Spend Heavily on Lobbying

    As President Trump’s broadside attacks on higher education continue, few institutions have shown a willingness to push back publicly. But behind closed doors, the sector has already pumped millions of dollars into federal lobbying efforts this year to plead their case in Washington.

    An Inside Higher Ed analysis of federal lobbying data shows that some of the universities in Trump’s crosshairs have dramatically increased spending this year compared to the first quarter of last year, hiring advocates on the Hill to represent their interests to lawmakers. Northwestern University, for example, has already spent more than $600,000 on federal lobbying this year, compared to $110,000 in the first quarter of 2024. Among individual institutions, Northwestern has spent by far the most on lobbying this year.

    Northwestern is one of multiple institutions that the Trump administration has taken aim at in recent months, abruptly freezing hundreds of millions of dollars in federal research funding over alleged incidents of antisemitism on campus connected to a pro-Palestinian encampment last spring, or the participation of transgender athletes in women’s sports.

    (Northwestern did not respond to multiple requests for comment.)

    Here’s a look at what institutions, namely research universities, have spent on lobbying in the first quarter of 2025, and what issues they have emphasized.

    Lobbying Expenditures

    Since the analysis is focused on research universities, many of which have come under attack by the Trump administration, Inside Higher Ed reviewed the lobbying expenditures primarily by members of the Association of American Universities. Together, they’ve spent almost $9 million this year.

    Areas of focus, according to lobbying disclosures, include federal caps on indirect research cost reimbursements, endowment taxes, the upcoming appropriations bill, international student visa issues, athletics and various pieces of legislation, including the College Cost Reduction Act.

    Several institutions targeted by the federal government are among the highest spenders, including Columbia University, which mostly yielded to a list of Trump administration demands in March. Now federal officials wants more from Columbia, including a possible consent decree. While Columbia has publicly conceded on many fronts, it has quietly worked through back channels in Congress, spending $270,000 on lobbying in the first quarter of 2025. Among the lobbying activities listed: “Outreach and monitoring related to … NSF Funding, and NIH funding, generally.”

    Last year, the university spent $80,000 on lobbying in the first quarter and a total of $350,000 for 2024. Given Columbia’s spending so far this year, it is likely to surpass that in 2025.

    “Columbia values its relationships with our delegation and other officials across all levels of government,” a spokesperson wrote in an emailed response to Inside Higher Ed. “We are eager to tell our story on the vast impact Columbia research and contributions have had on improving lives and generating solutions to society’s most pressing challenges.”

    Other Trump targets, such as the University of Pennsylvania, Yale University, and Harvard University, have also increased lobbying expenditures. Both Penn and Yale spent $250,000 in the first quarter of 2025, followed closely by Harvard at $230,000. Those are noticeable increases from last year, when Yale spent $180,000 on lobbying in the first quarter, Penn spent $150,000, and Harvard spent $130,000.

    Other Top Spenders

    While the focus of Inside Higher Ed’s analysis was AAU members, a few universities outside that organization also cracked the top 10 in lobbying expenditures for the first quarter of 2025.

    After Northwestern, the University of Phoenix has been the top spender on federal lobbying efforts this year, shelling out $480,000 in the first quarter. However, unlike at many other institutions, that number does not represent a significant increase of typical spending.

    Last year, Phoenix, a for-profit institution, spent $1.8 million on federal lobbying.

    Priorities for the university, according to a lobbying disclosure, include such issues as “change of control, and related regulatory requirements.” Phoenix has been lobbying on change of control since at least the spring of 2023 amid efforts to sell the university, which have yet to materialize.

    Northeastern University, which is a research institution but not an AAU member, is also among the country’s top spenders; it laid out $270,000 for lobbying in the first quarter. But that number mirrors what the university spent in each quarter last year as it racked up more than $1 million on lobbying.

    “Like all major research universities, Northeastern engages with the federal government at many levels,” Renata Nyul, Northeastern’s vice president for communications, wrote in an email to Inside Higher Ed. “We work to increase funding for our expanding research enterprise, shape federal policy that affects higher education, and maximize support for student financial aid.”

    Some small liberal arts colleges have also hired federal lobbyists for the first time.

    Is It Working?

    Experts find the increase in lobbying expenditures unsurprising for two reasons. First, there is typically an uptick in lobbying efforts in the early days of a new presidential administration. Second, sectors tend to lobby heavily when presented with new opportunities or major change.

    “Many of the Trump administration’s actions pose existential threats, so universities should be working to address those threats in any way possible. That includes lawyers, appeals to public opinion, all of it, because there have been so many things that affect universities in the first 100 days,” said Beth Leech, a political science professor and lobbying expert at Rutgers University.

    Leech pointed to research funding cuts; rescinded grants; Trump’s broadsides against diversity, equity and inclusion programs; and attacks on academic freedom as key concerns for higher ed institutions.

    She noted that colleges hire lobbyists not only to better understand emerging threats but also to engage lawmakers in conversations about what legislative proposals would mean for higher education.

    “A lot of lobbying is informational, and it’s informational on both sides. The lobbying organization needs to monitor potential threats—not just the Trump administration, but everything that affects an organization, a company, or whatever,” Leech said. “They need to be able to communicate about the impacts of potential threats, because sometimes things come up [in legislation] and lawmakers are just not aware of what some of the implications of some plan might be.”

    Universities are spending heavily on lobbying at a time when the Trump administration appears to be at war with higher education, slashing federal research funding—often without informing institutions—and punishing universities before investigations are concluded. But is it working?

    “They have to try,” Leech said. “They can’t just stand aside and let whatever happens happen.”

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  • So You Want to Be a Disrupter (opinion)

    So You Want to Be a Disrupter (opinion)

    The need for higher education to be disrupted is felt everywhere. The demographic cliff, profound changes to financial models, emergence of artificial intelligence, the public’s loss of confidence and leadership challenges are all commonly cited reasons as to why business cannot continue as usual. Yet, there is usually little discussion of what disruption means and how it feels to actually do it.

    Disruption is a fundamental change in the way an institution operates, ideally motivated by a desire to reposition in order to take advantage of future opportunities. It is inherently controversial because it changes the status and welfare of existing stakeholders in favor of others. If the politics were not so difficult, the reforms would likely have already been undertaken. Budget cuts, while sometimes necessary, are usually not disruption because they are often responsive to immediate shortfalls without reflecting a forward vision. The hiring freeze, one of the most common tactics when addressing fiscal challenges, is the very antithesis of the disruption ideal, because retaining those who happen to be employed at the moment and not bringing in new people only acts to preserve existing structures at the cost of change.

    Higher education is not accustomed to disruption. Since World War II, colleges and universities in the United States have been in the enviable position of meeting most challenges by expansion—adding new faculty, departments, institutes and schools—because of enrollment growth, generous support from donors, government aid and the international standing of U.S. schools. Now, all that is under threat.

    Like many administrators, I have been involved in many difficult decisions to deny tenure, institute layoffs and cut budgets. However, I have also had the opportunity to participate in two truly disruptive exercises from which I learned much.

    In 2006–07, as provost of Miami University in Ohio, I helped lead the effort to abolish the School of Interdisciplinary Studies (SIS), have its faculty reassigned to other academic units, end its residential component and create a new academic unit in the College of Arts and Sciences. The SIS had been an excellent idea when established in the early 1970s, as interdisciplinary studies was relatively uncommon. However, by the mid-2000s, the need for research and teaching that breached traditional disciplinary barriers was widely understood, and there were ever-increasing examples at Miami and elsewhere. In addition, the age structure of the faculty meant that we would have needed to hire a significant number of new professors in a relatively underenrolled university division for it to remain viable.

    The decision was certainly controversial, as we were bombarded by letters of outrage, faculty resolutions, seemingly endless hostile cartoons in the student newspaper and outbursts during ceremonies. During the years when the program was taught out, SIS students at graduation made sure they told me how little they thought of me as we shook hands on the platform.

    As president of American Jewish University in Los Angeles—a position I just stepped down from after seven years—I helped lead the process in which we sold our Bel Air campus to a local school in 2024. The campus was situated in a beautiful neighborhood, but, especially after the pandemic, we were no longer hosting a residential undergraduate program, and our graduate programs had either gone online or could be better located in another part of Los Angeles. Rising property insurance, increased security costs and the prospect of having to expend significant funds on deferred maintenance propelled us to sell the campus so that we could use the university’s assets for better and more productive purposes.

    This decision was also very controversial. The campus had been the site of the university for decades and many in the community had fond associations with it, even if they had not visited for many years. The original buyer was a private educational company, and there was dismay that we were not selling to another Jewish institution (although we eventually did when the first buyer pulled out). The local community was vociferous in its reaction to the initial sale, and many of our supporters, including major donors, were very critical of the decision.

    It was hardly a surprise that I was the target of a significant amount of criticism given that I was the leading public proponent of both disruptions. University administrators may not like incessant public disparagement, but it comes with the job and the salary. Still, it was a considerable adjustment from my previous life as a professor. Many businesses prepare their leaders for conflict through very intentional professional development. Higher education does little to nothing to prepare leaders for the very real aggravations of public fights.

    It is therefore important to have your own kitchen cabinet to not only get good advice and serve as a sounding board, but also to provide the necessary emotional support when things get difficult. Harry Truman said about Washington that if you want a friend, get a dog. However, on campuses and in communities, there will be wise people who are willing to be friendly advisers and will, in fact, appreciate being consulted.

    I was surprised at the collateral damage. Faculty and board members who were proponents of the decisions also received threats and public criticism. I felt bad that allies who had stepped up because they also thought it was the right decision were hurt. I’m not sure that there was a way around it. Still, insulating, to the maximum extent possible, those helping to enable the disruption is not only the right thing to do, but critical to promoting further disruption in the future.

    Others were afraid of becoming collateral damage. I remember asking one faculty member at Miami who expressed enthusiasm for our decision if he would support me in public. He replied that he, and many others, would not, even though they knew it was the right decision, because they did not want to antagonize their colleagues who were also their neighbors, fellow church members and parents on their kids’ Little League team. Administrators who are trained to believe that the most logical, best-supported argument will win the day have to recognize that the social bonds of the university community—one of an institution’s greatest strengths in most circumstances—will mean that they will have less support than they think they should have on the basis of who is right.

    The communications challenges of disruptive change are also immense. In both instances, we thought that we had perfectly logical arguments about how to use scarce resources—faculty and money—in far better ways. We told ourselves and the world that this is exactly what universities should be doing. However, those who would be hurt, either directly or because their association with the school or campus would be cut, were enraged, and both easily identifiable and mobilizable.

    In contrast, the “winners” were future students and faculty who did not even know what was being done on their behalf. A good communications strategy is critical, but you should be under no illusions: You may lose, or seemingly lose, the public battle, at least judged by the volume of complaints. It is critical to remember that the biggest process challenge in many disruptions is that the reforms are being done on behalf of those who at the moment have no voice. The public conversation should be evaluated accordingly.

    In the end, governing boards make the final decision, and I was gratified that both my boards endorsed the disruptions I had helped engineer. Ensuring that the eventual deciders are fully informed of the logic of the proposal and are willing to face public opprobrium is absolutely critical. Trustees usually do not sign up for being central players in very public, fraught dramas where they are yelled at in public and insulted at parties and at their country club. A component of the attraction of being on a board is to be part of a bucolic academic community with which one has close personal ties. However, boards are demanding that colleges change, and trustees will have to understand that they will be in the fray during very public disputes.

    Napoleon said, “If you start to take Vienna, take Vienna.” It is possible to win big fights even if you feel personally distraught at the abuse you have taken, if your friends and people you care about are battered, and if your very logical public arguments are dismissed. Higher education can overcome the challenges to disruption and we can engineer paths to much brighter futures. That is, in the end, what will save us.

    Jeffrey Herbst is president emeritus at American Jewish University.

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  • Five colleges Impacting Black Student Achievement

    Five colleges Impacting Black Student Achievement

    Tashi-Delek/E+/Getty Images

    Higher education can be an agent for positive change in students’ lives, providing personal, intellectual and socioeconomic growth opportunities. But not all of these outcomes are realized by every student.

    An April report by the Campaign for College Opportunity outlines some of the challenges Black students face in pursuit of higher education, as well as measures that colleges can take to address disparities in completion and persistence rates.

    What’s the need: Since fall 2019, Black enrollment in higher education has declined more rapidly than that of other races. Black students currently make up about 10 percent of all undergraduates enrolled in the U.S., but roughly 14 percent of the total U.S. population.

    Once enrolled, Black students are also less likely to complete a degree compared to their peers, which students of color say is tied to high costs, a lack of support and forms of racial discrimination, according to a 2023 survey.

    Among U.S. adults, about 32 percent of Black Americans have completed some college but have yet to earn a bachelor’s degree—four percentage points higher than the average American (28 percent) but roughly the same as people belonging to two or more races (32 percent), Native Hawaiians and Pacific Islanders (32 percent), and American Indian and Alaska Native populations (34 percent).

    Despite the challenges students of color face while pursuing a degree, most learners say college is worth it in the long run for their careers. Still, balancing academics and other obligations, strains on mental health and feelings of isolation can be unexpected costs associated with college, according to a 2024 report from the Pell Institute.

    DEI Under Attack

    Since Trump retook office in January, his administration has sought to eliminate diversity, equity and inclusion practices. A Feb. 14 Dear Colleague letter from the Department of Education to colleges and universities sought to issue guidance on which race-based practices besides those used in admissions—which the Supreme Court struck down in 2023—would no longer be permitted. The letter cited scholarships and programs that were exclusively available to students based on their race. An FAQ page from the department notes that race or cultural heritage education or celebrations are not prohibited, so long as they are open to everyone on campus.

    Federal courts blocked enforcement of the Dear Colleague letter in April.

    Recommendations: Based on existing research, the report authors outlined six strategies to improve Black student outcomes.

    1. Demystify the college experience. High school partnerships and pathway programs, including summer programs and dual-enrollment opportunities, can positively impact Black students’ college trajectories.  
    2. Improve transfer. Invest in two-year colleges as access points and transfer launchpads for Black students who may want to earn a bachelor’s degree at four-year institutions. Additionally, strong partnerships between two- and four-year colleges can address culture gaps and ensure the four-year institution is equipped to help Black and other transfer students thrive.  
    3. Address college affordability. Institutions should invest in avenues and resources to ensure Black students, and others, can pay for tuition, fees, technology, supplies, living experiences and other costs associated with college. “Having a robust portfolio of grants, scholarships and other financial support for Black and low-income students is essential,” according to the report. Students of color are also more likely to report basic needs insecurity, so creating holistic financial resources that ensure students have suitable food, housing and transportation is critical. 
    4. Invest in representation. Establishing “Black-affirming” spaces, including resource centers, honors colleges, studies programs and media and art collections can improve students’ sense of belonging on campus, as well as counter negative stereotypes regarding Black students. Similarly, ensuring Black students have a seat at the table for decision-making processes allows them opportunities to advocate for their needs. 
    5. Prioritize faculty development. Centers for teaching and learning can provide educators with resources and guidance on how to best serve underrepresented minority groups, including Black students. 
    6. Create co-curricular learning opportunities. Faculty-led research, pre-apprenticeship programs and workforce development programs can engage Black students on campus and give them the necessary skills to launch their careers.  

    Examples of success: In addition to highlighting initiatives that can promote student success, the report also names five institutions that have developed effective programs to improve Black student outcomes.

    1. Compton College provides no-cost food to students through a variety of ways, including an on-campus food pantry, a partnership with the Los Angeles Regional Food Bank and free meals at the Everytable Cafeteria on campus. The college also broke ground on its first student housing facility earlier this year, creating more opportunities to minimize the risk of housing insecurity or homelessness for vulnerable students.
    2. Last year Sacramento State University established the Black Honors College, which provides wraparound support for students interested in learning about Black history and culture. The program, which is open to all students, celebrates Black excellence through mentorship by hand-selected faculty and staff, designated housing and personalized support for participants.
    3. The City University of New York created the Black Male Initiative in 2005, an inclusive 15-project initiative focused on improving enrollment and graduation rates of students from underrepresented populations. Most recently, the program has evolved to include wellness and career development.
    4. Spelman College invested millions of dollars in promoting holistic student wellness, in part by creating a new fitness center and introducing fitness classes, cooking demonstrations and mental health workshops. The initiative is designed to address health concerns that disproportionately impact Black women, including high blood pressure, Type 2 diabetes, heart disease, breast cancer and strokes.
    5. The University of California, San Diego, is home to the Black Academic Excellence Initiative, which strives to improve the experiences of Black students, faculty and staff members on campus. The initiative provides scholarship funds for students and has established a hub for historically Black fraternities and sororities, called the Divine Nine.

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  • Trump Sends Mixed Signals on Apprenticeship and Job Training

    Trump Sends Mixed Signals on Apprenticeship and Job Training

    President Trump issued an executive order last month instructing federal officials to “reach and surpass” a million new active apprenticeships. It was an ambitious target that apprenticeship advocates celebrated, anticipating new federal investments in more paid on-the-job training programs, in new industries and via a more efficient system.

    “After years of shuffling Americans through an economically unproductive postsecondary system, President Trump will refocus young Americans on career preparation,” federal officials wrote in a fact sheet on the order. They also emphasized that the federal government spends billions on the Workforce Investment and Opportunity Act, or WIOA, and Career and Technical Education, but “neither of these programs are structured to promote apprenticeships or have incentives to meet workforce training needs.”

    Ryan Craig, author of the book Apprenticeship Nation, managing director of Achieve Partners, co-founder of Apprenticeships for America and an occasional contributor to Inside Higher Ed, said it was the first time a president set a goal for the number of apprentices in the U.S., as far as he’s aware.

    Apprenticeships are “one of the few, perhaps the only area of education, of workforce development, where this administration has said, ‘We want more of this,’” he said shortly after the executive order dropped.

    But the excitement for an expanded apprenticeship model in the U.S. might be short-lived. Craig and other apprenticeship advocates worry that Trump’s proposed budget for fiscal year 2026 doesn’t reflect the executive order’s vision. The proposal doesn’t promise any significant new investments in apprenticeship and slashes workforce development spending over all.

    “The left hand doesn’t know what the right hand is doing here,” Craig said. “It’s not the sea change that the executive order promised.”

    Mixed Signals

    Among many highlights for advocates, the order also calls for a workforce development strategy with a focus on scrutinizing workforce programs’ outcomes, which currently aren’t carefully tracked.

    Federal officials were given 90 days to review all federal workforce development programs and come out with a report on strategies to improve participants’ experiences, measure performance outcomes, identify valuable alternative credentials and reform or nix ineffective programs. The executive order also generally called for more transparent performance outcomes data, including earning and employment data, for such programs.

    Trump’s skinny budget makes good on his promise to consolidate workforce development spending and cut programs the administration deems ineffective, but it also offers apprenticeships a small slice of that shrinking pie.

    The proposal includes a $1.64 billion cut to workforce development funding under the Department of Labor and eliminates Job Corps, a free career training program for youth, and the Senior Community Service Employment Program, which offers job training and subsidized employment for low-income seniors. The administration also proposed a new program called Make America Skilled Again, or MASA. States would be required to spend 10 percent of their MASA grants on apprenticeships. Almost $3 billion, including WIOA funding, remains to fund the program, down from $4.6 billion, Work Shift reported.

    The budget promises to “give states and localities the flexibility to spend workforce dollars to best support their workers and economies, instead of funneling taxpayer dollars to progressive non-profits finding work for illegal immigrants or focusing on DEI.”

    Craig supports offering states more flexibility and cutting “train-and-pray programs that have little to no connection to employers or employment outcomes”—but he hoped money saved from those cuts would go toward apprenticeships, which are “by definition good jobs with career trajectories and built-in training.”

    He said a mere 10 percent of block grant funding directed to apprenticeships feels “inconsistent” with the bold goals laid out in the executive order. He had high hopes Trump would consider radically changing how apprenticeships are funded, moving away from time-limited, individual grants to a more robust federal funding structure. At the very least, he believes apprenticeships should get the “lion’s share” of workforce development funding.

    “My hope is it’s just the budget proposal and that things get worked out [to be] more consistent with the executive order,” he said, “but it was disappointing to see that.”

    Vinz Koller, vice president of the Center for Apprenticeship and Work-Based Learning at Jobs for the Future, said he similarly felt hopeful about the executive order’s messaging, in particular its commitment to “further protect and strengthen” registered apprenticeships.

    The wording represented a shift in approach.

    During Trump’s previous term, the president sought to create industry-recognized apprenticeships, an entirely separate apprenticeship system to sidestep what he viewed as inefficiencies in the current system and excessive federal regulation. Koller was glad to see Trump interested in reforming and investing in the current system this time rather than making plans to “throw out the rule book.”

    But the proposed budget isn’t “backing it up,” he said.

    His organization recently put out a policy blueprint for expanding and improving apprenticeship—including calling for stronger incentives for employers and more investment in intermediary organizations that offer programs’ support—but those strategies aren’t possible without more federal funding, Koller said. The policy blueprint points out that in fiscal year 2024, the federal government spent at least $184.35 billion on higher education, while the Department of Labor’s apprenticeship budget was just $285 million.

    But Koller also doesn’t believe slashing higher ed spending is the answer, and he’s worried about the proposed cuts to workforce training and to higher ed in the administration’s proposal. He said the goal is to give learners “choice-filled pathways,” including apprenticeships and other forms of work-based learning, not to “rob Peter to pay Paul.”

    Grant consolidation and streamlining can be “positive,” he said, but “we just want to make sure that the support is there to actually do what is needed on the ground,” across program types. “We don’t want to dismantle the other aspects of a healthy educational workforce infrastructure as we build the new parts.”

    Kerry McKittrick, co-director of the Project on Workforce at Harvard University, said the budget poses a double threat to workforce development funding. Not only would the proposal cut more than a billion dollars, but the budget would also dole out the remaining funds in block grants to states, a funding structure that has been shown to lack oversight and generally decrease funding over time.

    The project’s research found “governors do want more flexibility,” she said. “At the same time, we continue to hear from them that the lack of resources is really the biggest problem with the workforce system and meeting workforce needs … There’s no way we’ll see an expansion in apprenticeship with such a massive cut.”

    Lingering Hopes

    Some apprenticeship proponents remain optimistic.

    John Colborn, executive director of Apprenticeships for America, agreed the skinny budget doesn’t seem like “a recipe for substantial growth of apprenticeship,” but he isn’t giving up on the possibility of bold changes just yet.

    He noted that the budget makes no mention of other possible funding sources for apprenticeship mentioned in the executive order fact sheet, such as career and technical education funds, so there may be plans for other funding streams in the works.

    The proposed budget also alludes to a “reallocation” of adult education funding struck from the Education Department to “better support the innovative, workforce-aligned, apprenticeship-focused activities the Department seeks to promote,” though it doesn’t go into further detail.

    He said, based on the executive order, federal officials still have time to draft a plan, and he’s going to wait until they do before arriving at any final conclusions about how apprenticeships will fare under a second Trump term.

    “It’s probably a mistake to look at the skinny budget as a blueprint for the funding of an apprenticeship growth initiative,” he said. He plans “to take it seriously, because it’s a statement of intent from the president, but to not look to it as a constraining document for how we might be thinking about growing apprenticeships going forward.”

    Shalin Jyotishi, managing director of the Future of Work and Innovation Economy Initiative at the left-wing think tank New America, emphasized that “any administration’s policy direction on apprenticeships should be judged on actions, not only words.”

    He pointed out that multiple executive orders, including a recent one on artificial intelligence education, have called for expanding apprenticeships, but some such programs have also undergone cuts under Trump. He wants to instead see renewed investments, like those Trump made in degree-connected apprenticeships during his first term, and argued the field is “ripe” for such efforts.

    “It’s heartening to see the administration emphasize the importance of registered apprenticeships,” Jyotishi wrote to Inside Higher Ed, “and education and workforce leaders will be looking for follow-through through actions, implementation, and resources.”

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  • Higher Education franchising is not the problem. Rogue providers and regulatory gaps are

    Higher Education franchising is not the problem. Rogue providers and regulatory gaps are

    • By Charlie Tennant, Vice Principal at the London School of Science & Technology.

    Higher education franchising is once more in the limelight for the wrong reasons, as many in the sector again question its benefits, the risks it poses to public funds and the use of it by niche, emerging and/or for-profit higher education providers. However, the stories and discourse miss the key factors that have allowed for abuse of the franchise model. It is gaps in higher education regulation that have led to franchising being scapegoated for what is, at its core, abuse by rogue providers that do not represent the vast majority of those engaged in franchising.

    Franchising is a model through which UK universities have delivered higher education for over two decades. Internationally, this forms part of many forms of Transnational Education (TNE), that as seen in Universities UK International (UUKi)’s Scale of UK Higher Education Transnational Education reports, continues to grow in scale. Locally, providers have adopted the franchise model since the mid-2000s, although since then, the market for many of those providers has changed from international students to local students. This change meant the number of students at these providers who were eligible for Student Loans Company (SLC) funding has grown. The model allows institutions that have found new approaches, differentiated courses, or cold spots of higher education to develop and expand their provision, with a significant portion of them hoping to one day gain their own Degree Awarding Powers (DAPs).

    However, the regulation of domestic franchise provision has not been as robust as it could be. The onus has rightly been put on the universities that are franchising their courses to ensure academic quality and standards of the franchise delivery, although there is currently no direct regulation of higher education franchise providers. Therefore, while some blame can be apportioned to universities engaged in franchising, it can be argued that the Department for Education (DfE) and policymakers’ approach to regulating higher education franchises has led to gaps open to abuse by rogue providers. Furthermore, routes for franchise providers to gain DAPs have been prolonged and made complex by the pause in processing of registration applications by the Office for Students (OfS). Now, the abuse of SLC funding by particular providers of the franchise model, reported by the Sunday Times in an article on 22nd March 2025 and in several articles since then, has brought the reputation of all franchise providers into disrepute, and connected the abuse to use of recruitment agents and the settled Romanian population in the UK.

    In a January 2025 press release for their consultation on franchise provision regulations, the Government outlined the benefits of franchising when done right, and its intention to crack down on rogue higher education providers. Professor Nick Braisby’s HEPI blog published in response to the consultation, rightly welcomes the Government’s new proposals, but asks for the sector to remain critical. This blog therefore proposes three ways in which to ensure the Government and the OfS achieve what they hope to through the crackdown.

    Firstly, the DfE, policymakers and the OfS need to enable quicker routes for franchise providers to join the regulator’s Register. This will allow greater scrutiny at an earlier stage in the lifecycle of an emerging higher education provider (which make up the majority of providers delivering franchised courses) and introduce a focus on their governance structures. Since the set-up of the OfS Register, providers have experienced long lead times for joining the Register, and on top of this, from December 2024, the regulator paused applications for the Register, DAPs and changes of registration category, thus exacerbating the issue of missing opportunities to directly regulate more franchise providers. This is counterintuitive given the OfS’s remarks around the risks associated with an over-reliance by both universities and franchise providers on partnership provision in their Insight Brief regarding subcontractual arrangements in higher education published just two months prior to the pause. The OfS’ Register of providers has the potential to be a great tool for transparency, but the current lead times and design of the approach lead to gaps in regulation that can be exploited by rogue providers.

    Secondly, instead of considering an outright ban, the DfE should implement a robust quality framework for domestic student recruitment agents. As a blueprint, they should draw from the established Agent Quality Framework (AQF) developed by the British Council, Universities UK International (UUKi), and the UK Council for International Student Affairs (UKCISA). As with international student recruitment, the unregulated use of agents for domestic recruitment presents significant risks. By adopting a structured quality framework, the DfE and OfS can mitigate these risks and foster greater transparency and accountability. Agents, when operating under clear ethical guidelines and quality standards, can play a crucial role in widening participation, particularly by reaching communities historically underserved by traditional university outreach, for example, the UK’s settled Romanian population. A tailored framework can help to ensure transparency, effective governance and the establishment of professional standards of agents.

    Finally, the DfE, policymakers and the OfS need to engage more with franchise providers and their university partners jointly. So far, engagements have been disjointed, with either a university or one of their partner franchise providers engaged separately. This creates barriers to collaboration, which would otherwise aid in the pursuit of greater transparency, oversight and the maintenance of academic quality and standards. Bringing both universities and franchise providers together when engaging will enable the Government to find ways to both demonstrate the benefits of franchise provision, as well as develop regulatory approaches and guidance collaboratively with stakeholders. This joint engagement with universities and their partner franchise provider could pave the early steps towards a sector-wide code of practice, an idea discussed in HEPI and Buckinghamshire New University’s Debate Paper on franchising. This could then sit alongside collaboratively developed regulations that would ensure rogue providers cannot abuse regulatory gaps. It will also help to establish a more balanced burden of regulation between universities and their franchise provider partners, and safeguard the reputation of franchise provision.

    Ultimately, effective regulation of the broader higher education student journey, streamlined registration, and collaborative engagement are crucial. By addressing these systemic gaps and promoting transparency, the policymakers, DfE, OfS, and the higher education sector can restore faith in franchising and ensure its legitimate benefits are realised.

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  • Everything in the immigration white paper for higher education

    Everything in the immigration white paper for higher education

    The Home Office immigration white paperRestoring control over the immigration system – has arrived, and there are some seriously consequential decisions for international students and the higher education sector.

    The graduate route will be cut from two years (for undergraduates and master’s students) to 18 months. A range of new measures that will make visa sponsorship duties more onerous for higher education providers are coming into effect. There are steps to attract “top scientific talent.”

    And most unexpectedly of all, the idea of introducing a levy on international student tuition fees is floated, “to be reinvested into the higher education and skills system.”

    Mood music

    For all that there are some serious, significant changes to student and graduate visas contained within the white paper, the last few years of policy turmoil has demonstrated that much of the impact of migration policy on student recruitment is determined by how changes are interpreted by prospective students weighing up their choices between different destination countries.

    After having spent a couple of months in office making more positive noises about international students – and repeatedly patting themselves on the back about it – Labour has since plunged back into the murky waters of “talking tough on migration”, with students a political football yet again. How much this resonates abroad, and with what tenor the press in key recruiting countries reports on all of this, will probably have the greatest overall effect on what follows for the sector.

    But the white paper itself is pretty bullish on international students – more so than we might have expected. There’s plenty of language that would have not looked out of place in a Conservative policy document, had Rishi Sunak not scrambled for an election instead of providing a proper response to the MAC review. So the Home Office tells us:

    In recent years, we have seen an increase in students staying in the UK following their studies. Alongside this, we have also seen an increase in sponsored study visas for lower-ranking education institutions.

    And that:

    We have also seen a series of problems involving misuse and exploitation of student visas, where visas are used as an entry point for living and working in the UK without any intention to complete the course, and increasing numbers of asylum claims from students at the end of their course, even though nothing substantive has changed in their home country while they have been in the UK.

    Home secretary Yvette Cooper’s introduction even tries to paint the last government as recklessly pro-international recruitment (our bolding):

    Immigration policy during the last Parliament replaced free movement with a free-market experiment which incentivised employers to freely recruit from abroad rather than train at home, allowed education institutions to pursue unlimited expansion of overseas students without proper checks in place, and directly encouraged the NHS and care organisations to bring in far more staff from abroad while still cutting support or training places in the UK.

    The Office for National Statistics’ recent finding that more than half of students arriving in 2020 still held leave after three years gets an airing – a point which those in the sector who have repeatedly been arguing that the vast majority of international students return home after graduating would do well to heed.

    We’d also note that the white paper’s observation that growth in international recruitment has been particularly pronounced in those institutions further down the international rankings (made up as they are in the main of research output and spurious reputation surveys) is particularly inane, and yet another of those examples of the Home Office weighing in on education policy and the size and shape of the sector. It has its roots in the last government’s response to the MAC review, but it’s profoundly depressing to see it taken forward as a stick to beat teaching-intensive universities with.

    The graduate route

    The post-study work visa’s reduction in length will likely generate the most headlines, at home and abroad. Drawing on a new piece of evaluation conducted last spring, the Home Office concludes that:

    Too many graduates allowed to stay in the UK following the successful completion of their studies are not moving into the graduate level roles for which the Graduate visa route was created.

    A survey of just under 3,000 visa holders saw only 30 per cent report being in “professional” occupations, with others either not giving a straightforward answer to the question or (31 per cent) being in occupations whose entry requirements are likely to be A level equivalent or lower.

    The build-up to the white paper’s publication was accompanied by a somewhat ludicrous debate over whether the (non-sponsored) graduate visa would somehow be limited to graduate-level work or salary – regardless of the fact that this would have meant turning it into a completely different visa with a heavy overlap with the skilled worker route.

    Instead, the government has concluded that it should be reduced to 18 months – it appears that this applies only to undergraduate and master’s students, who currently are entitled to two years, rather than PhDs.

    It’s not really spelled out how this new length has been arrived at – the charitable interpretation would be that this is sufficient time to allow graduates who are going to find graduate-level work to indeed find it, while those who are either unable to or were never really serious about doing so (in the government’s eyes) will be obliged to leave sooner.

    This Home Office’s statement of the problem is that “the intention behind the Graduate route was to support the economy.” No mention is made of enhancing the UK’s attractiveness as a study destination, which was also a strategic objective at the route’s launch, and part of the international education strategy. The government no longer seems to want to have this conversation.

    The survey that (in parts) provides the evidence base for the curtailment of the route also notes that 65 per cent of users said that gaining work experience was one of the most important reasons to engage in post-study work. But – as we’ve observed before – this function of the graduate route gets increasingly ignored. The Home Office frames all graduate route holders as needing to acquire graduate-level roles, as quickly as possible, and then disapproves of the contribution to net migration that this begets.

    Diving a bit deeper into the graduate route evaluation that is, in theory, the justification for the changes, we again see the Home Office continuing to divide up the sector in terms of Russell Group and non-Russell Group, despite the fact that DfE under Labour has discontinued this practice in school performance management.

    The majority of Graduate route users graduated from a non-Russell Group university (72%), while a quarter (26%) graduated from a Russell Group university.

    While this finding doesn’t get a mention in the white paper itself, it’s of a piece with the pronouncements elsewhere that too many students seem to be coming through those less prestigious universities for the Home Office’s liking.

    So what’s the upshot? Yet again, the impact modelling deployed in government to assess the effects of visa changes on the higher education sector is pretty pathetic. A student route evaluation published alongside the white paper sees 66 per cent of survey respondents say they were aware of the Graduate route (this gets us down to n = 1,265). Of these, 73 per cent said it influenced their decision. Of these, 29 per cent said they would not have come if it wasn’t available. Blithely multiplying these percentages together leads to an assumption (in the white paper’s technical annex) that 14 per cent of applicants would be put off if the graduate route were abolished.

    Of course, the Home Office didn’t ask about reducing it by six months – it’s almost as if this decision was thrashed out in Whitehall horse-trading rather than a pragmatic example of policy implementation. As they are lopping a quarter of the graduate route, they have – genuinely – divided 14 per cent by four to get 3.5 per cent. This would equate to around 12,000 students a year if by some stroke of dumb luck the assumption turned out to be true. But what really comes across is that they have no idea.

    For international students who are not put off, the result of shortening the route will be either to reduce the amount of time they have to accrue valuable work experience or – for those who are hoping to build a career in the UK – accelerated pressure on the job hunt. Institutions will need to get even more serious about advice, careers support, and evaluation. This is especially the case given all the other wholesale changes to work visas that the white paper detonates – students will need support in navigating a system that each year is a little different to how it was when they started thinking about where to apply.

    Compliance

    In a lengthy section entitled “responsible recruitment”, the white paper sets out some serious reforms to how UK Visas and Immigration (UKVI) will manage compliance among those higher education institutions sponsoring students. It’s argued that current thresholds are “too lenient” and “have left the route open to abuse and exploitation.”

    We saw promises to make compliance standards stricter in the last government’s response to the MAC review, so there is a sense that some of what’s proposed in the white paper has been held back over the autumn to be made public here. UKVI has already been subjecting certain institutions to enhanced scrutiny for the last few months – but what’s proposed here goes quite substantially beyond that, and could be extremely challenging for some (especially small) institutions.

    The current metrics used to determine whether a sponsoring higher education provider is fulfilling its duties are – via the annual basic compliance assessment, or BCA – having a visa refusal rate of less than 10 per cent, a course enrolment rate of at least 90 per cent, and a course completion rate of at least 85 per cent.

    The white paper reveals that all of these measures will be made five percentage points stricter. To get an indication of how substantive such changes would be, it is noted that:

    Data from the 2023–24 BCA suggests that 22 HEIs would not have met at least one of the tightened criteria set out in this paper. These institutions sponsored approximately 49,000 students while refusing 400 during their 12-month assessment period.

    The technical annex also assumes that, of these 22, five would not be able to become compliant and therefore lose sponsorship rights, for at least a year. It puts the impact at between 9,000 and 14,000 fewer student visa grants, given that some students will be squeezed out of the system, whereas other genuine applicants will find alternative study destinations. It’s very much a guesstimate though – but the vastly increased requirements will put enormous pressure on higher education institutions to play it extremely safe with recruitment and agent partnerships, and to subject applicants to even more rigorous checks.

    There’s more as well – UKVI will roll out new interventions for sponsors “close to failing metrics”, sign-up to the Agent Quality Framework will be mandated – a measure that has been proposed about a hundred times by this point, and the framework is already widely subscribed to – and a new RAG rating will be used to rate each sponsoring institution’s compliance. On this latter point, it’s mentioned that this will help the public assess institutions’ compliance, raising the intriguing possibility that we are about to get a lot more transparency from UKVI than was ever the case. And massively ramping up the pressure on universities (and, especially, smaller providers) to avoid falling foul of the rules.

    It’s also worth not losing sight of the impact on international students themselves of all this bearing down on compliance – a measurably more bureaucratic study experience and, if not well implemented by providers, one that reinforces a sense of unwelcomeness as they are repeatedly asked to jump through hoops that home students do not face.

    But probably the most important measure contained within the proposals – and, if implemented properly, an extremely welcome one – is obliging a provider who wants to request a larger CAS allocation to “demonstrate that they are considering local impacts when taking its decision on international recruitment.” There’s no further information on what this would look like, but housing must clearly be front and centre of the government’s thinking here – it’s something Yvette Cooper has mentioned on a number of occasions.

    Asylum claims

    In the run-up to the white paper’s publication, leaks to the press made it clear that one area where international higher education was in the Home Office’s crosshairs was over the proportion of asylum claims generated by those who had arrived in the UK on student visas – as we’ve recently written about on Wonkhe, this hit 16,000 in 2024, almost 15 per cent of all claims in the year.

    The white paper says that this number has been increasing “at pace”, and also reveals that the majority of the students claiming asylum “do so as they approach their visa expiry date” – a fact which is ascribed to students making claims to stay in the UK, rather than due to changes in their own country.

    It had been briefed to the media that applications for work and study visas by those deemed most likely to overstay and claim asylum would face higher rejection rates, through some of “pattern spotting” – a predictive measure that would inevitably face legal challenges, it should be noted. The white paper doesn’t, in fact, get too much into the detail here, rather setting out towards the end a “series of further measures” that will be explored.

    One of these seems likely to be the use of international students’ proof of funds as evidence that they should not be eligible for asylum. We also get reference to potential “financial measures, penalties and sanctions” for sponsoring institutions – which would include universities. Detail on all this is going to come at a later point.

    An international student levy?

    When the Australian government commissioned a wholesale review of higher education – the Accord – one of the ideas that generated most pushback from the sector was for a levy on international students. It came out of the Accord commission’s interim report – then education minister Jason Clare said it was analogous to a “sovereign wealth fund” for the sector, and could be spent on infrastructure or research.

    Australia’s research-intensives – the Group of Eight – called it a “damaging international student tax”. It was absent from the Accord’s final recommendations, replaced by a “futures fund” with joint contributions from universities and government. It still wasn’t popular and, like much of the Accord’s long-term thinking, there hasn’t been any sign of policymakers picking it up.

    And yet – completely out of the blue, something similar has cropped up in today’s white paper:

    The Government will explore introducing a levy on higher education provider income from international students, to be reinvested into the higher education and skills system. Further details will be set out in the Autumn Budget.

    The Home Office wants to stress that this is not a final policy position – indeed, it is not something that one government department could move forward with on its own. The technical annex gives the “illustrative” example of a six per cent levy on tuition (and also notes that it would likely be passed on to students in higher fees).

    A six per cent levy would generate something in the order of £570m, if we generously take into account the reductions in recruitment that the Home Office has modelled (the levy’s putative effects are transmogrified into assumptions about changes to student demand based on some work from London Economics that was only focused on students from the EU, but it’s not even worth getting into that).

    There’s no way to reliably say which universities would lose out in terms of paying the levy – the government appears to be assuming that the students that won’t now come are the ones that they don’t want to come, which would likely hit less prestigious providers with more international students. You might imagine that some part of the levy would have to be used to prop up otherwise struggling providers in deprived areas – as we would otherwise lose them.

    What that would amount to is a word we’ve not heard from any government for a good few years – redistribution. Though the idea of the sector as a single set of accounts is familiar among headline writers and UCU campaigners, in practice there’s been little deviation from the idea that the market is the fairest means to distribute resources (“the funding follows the student”) with the exception of a very small amount of funds for “world class” small and specialist providers.

    Of course, by mentioning that the levy would be spent on “higher education and skills” opens the door to the money going elsewhere in the tertiary space. And, as with the apprenticeship levy, there’s no guarantee that the funds would not be top-sliced by the Treasury. There is absolutely no doubt that such a system, in the event that it came to pass, would be the subject of policy instability for many subsequent years, with everyone and their dog coming up with tweaks, fiddles and overhauls in how it should best be deployed.

    We’ve noted that the Home Office vaguely intimates that the cost of the levy would be borne by students (via increased fees) rather than by higher education providers. This may well not be the case. The last decade has shown that providers will set the fees at the level where they think they can recruit, rather than with reference to cost of provision (or home fees). If fees could comfortably go up six per cent, then they already would have. So expect a serious lobbying effort from universities against any further plans to introduce this levy.

    There are also substantial issues around devolution here. International student fees are really not there for the Home Office to grab and claim that they are a reserved matter, in the way that visas are. Presumably what’s being considered here would apply England-only – unless the devolved governments suddenly think this is worth going along with.

    All the other stuff

    Given that higher education is so intimately interconnected with both the visa system and the labour market, there’s barely a page of the white paper that doesn’t have some degree of consequence for the sector. Here’s a rundown.

    Global talent: the one area where there is a commitment to increasing migration is “very high talent routes.” There is talk of simplifying the use of the global talent visa to recruit top scientific talent, as well as possibly doubling the number of overseas universities whose graduates qualify for the high potential individual work visa route. Eligibility here is based on international university rankings, and consequently is a complete mess.

    Student dependants: there will be a new English language requirement for all adult dependants, at A1 on the Common European Framework of Reference for Languages (CEFR). It’s also noted that the intention is to increase this over time.

    Short-term study visas: the government has already increased scrutiny of these visas for students coming on short (six to eleven month) English language courses, but there will also be a review of accreditation bodies, due to a very high refusal rate.

    Immigration skills charge: This charge for companies sponsoring those on skilled worker visas (currently £1,000 a year for medium or large sponsors) will be increased by 32 per cent. It’s one of those things that sounds good on paper – reinvesting visa fees into the skills system – but has never been implemented properly, with money just vanishing into the Treasury. In theory, that’s now going to change, with the spending review to announce “skills funding for priority sectors” paid for out of these funds.

    We should also note that higher education institutions are currently exempt from paying this charge for many categories of scientist, research managers and teaching professionals – so worth keeping an eye on the detail of the changes here when they do appear.

    The Labour Market Evidence Group: this body, which had previously been referred to as “the quad”, is to be made up of the industrial strategy advisory council, the Migration Advisory Committee (MAC), Skills England (and the devolved nations’ skills bodies, to the extent the government will properly involve them rather than dumping policy on them), and the DWP. We don’t learn much that wasn’t in the MAC’s annual report, but this group’s evidence will be used to inform workforce strategies for sectors that have high levels of overseas recruitment.

    The Immigration Salary List: this set of occupations eligible for discounts on skilled worker visa salary premiums is to be abolished. This was until recently known as the shortage occupation list, to give you a sense of how much churn successive governments have instituted in migration policy. Instead, the MAC is going to conduct a review of how discounts are used, with the result that the exact salary requirements for different jobs – which universities may want to recruit onto, or international graduates might want to progress to – are up in the air again. Currently those on student or graduate visas are entitled to a discount in the required salary for sponsorship.

    International education strategy refresh: Nope, no mention of this. The last we heard this was due for “early spring”, and presumably now the white paper has landed the DfE and the business department have a freer hand to get it launched.

    It’s hard to see how some of the original IES targets around diversification can persist, given the increased pressure on compliance (stay out of “risky” markets), potential plans to profile certain nationalities, and the fearmongering about students attending less prestigious institutions. A student number target feels a million miles away from how Labour is trying to position itself politically. And education export objectives, without any detail on what aspects on international activity the government is OK with increasing, are pretty meaningless. So what’s left to be in it?

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  • Rurality Matters in Evaluating Transfer Outcomes (opinion)

    Rurality Matters in Evaluating Transfer Outcomes (opinion)

    Transfer enrollment rose by 4.4 percent this year, according to recent data from the National Student Clearinghouse Research Center. In total, transfers have grown by 8 percent since 2020, signaling a steady rebound from the sharp declines seen during the pandemic. That’s encouraging news for students seeking affordable, flexible pathways to a degree, as well as for institutions focused on expanding access and supporting completion.

    Less noticed, however, is just how much progress rural students are making. In fall 2023, rural community colleges experienced a 12.1 percent increase in students transferring to four-year institutions. This progress is even more impressive given the historic underinvestment in rural institutions and the well-documented barriers their students face on their path to a four-year degree.

    Many of the country’s small, rural institutions remain on the margins of transfer conversations, partnerships and policy priorities. Here in California, for instance 60 percent of the community colleges with the lowest transfer rates are rural. From low-income students in Appalachia to Latino learners in Texas’s Rio Grande Valley, rural colleges are lifelines for students facing barriers such as poverty, food and housing insecurity, and limited access to transportation and technology. Yet these institutions tend to lack the support, visibility and resources of larger community college systems. They often remain excluded from the design and implementation of transfer initiatives.

    Rural students bring tremendous talent, drive and potential to higher education. Many are the first in their families to attend college. They are often deeply rooted in their communities and, in many cases, seek to use their education to give back and contribute to their local economies.

    Transferring to a four-year institution can dramatically increase the lifetime earnings of these learners, expand their career paths and help meet the growing demand for a highly skilled workforce. Individuals with a bachelor’s degree earn, on average, nearly 35 percent more per year than those with only an associate degree. Four-year degrees open doors to career advancement, civic engagement and personal growth.

    Yet the systemic challenges rural community college students face—from more limited course offerings and degree options to long travel times to campuses to unreliable internet connections—require tailored support and intentional partnership. A one-size-fits-all approach to transfer doesn’t work when rural students are starting from a fundamentally different place than many of their peers.

    For example, rural colleges may not have the staff capacity to manage complex articulation agreements or advocate for their students in statewide transfer initiatives. Their advisers may juggle many roles, serving as counselors, career coaches and transfer liaisons all at once. Meanwhile, students themselves may be unaware of transfer opportunities or discouraged by long distances to four-year campuses, especially when those pathways demand sacrifices they can’t afford to make.

    The health of both our higher education ecosystem and our economy depends on ensuring that all students, regardless of ZIP code, can move easily between two-year and four-year institutions. If efforts to improve transfer overlook rural colleges, they risk deepening existing educational inequities and missing out on a significant segment of our nation’s talent pool.

    Organizations such as the Rural Community College Alliance shine a needed spotlight on how to best collaborate with rural institutions across the country to improve transfer outcomes and better support rural students’ success. Progress starts with listening and taking the time to understand the unique strengths and challenges of rural communities rather than imposing outside solutions.

    The policy landscape will need to evolve to support these efforts. This means increasing investment in rural higher education infrastructure, expanding funding for rural-serving institutions, and creating more flexible transfer frameworks that reflect the realities of rural learners, many of whom are working adults, members of the military, parents, or all of the above. Federal, state and higher education leaders should recognize rurality as a key lens through which to view improving student outcomes, on par with class or race.

    Transfer rates are rising, and more students are finding affordable on-ramps to bachelor’s degrees. But this progress is incomplete unless it reaches every corner of the country, including the small towns and rural communities that are home to millions of students. In a moment when more students are finally moving forward, we can’t afford to leave these learners behind. When rural students succeed, our entire nation benefits.

    Gerardo de los Santos is vice president for community college relations at National University.

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  • College Programs Support Holistic Student Basic Needs

    College Programs Support Holistic Student Basic Needs

    About three in five college students experienced some level of basic needs insecurity during the 2024 calendar year, according to survey data from Trellis Strategies. Over half (58 percent) of respondents said they experienced one or more forms of basic needs insecurity in the past 12 months.

    Student financial challenges can negatively impact academic achievement and students’ ability to remain enrolled. About 57 percent of students said they’ve had to choose between college expenses and basic needs, according to a 2024 report from Ellucian.

    While a growing number of colleges and universities are expanding support for basic needs resource centers—driven in part by state legislation that requires more accommodations for students in peril—not every campus dedicates funds to the centers. A 2024 survey by Swipe Out Hunger found that of 300-plus campus pantries, two in five were funded primarily through donations. Only 5 percent of food pantries had a dedicated budget from their institution as a primary source of funding.

    Inside Higher Ed compiled four examples of institutions that are considering new or innovative ways to address students’ financial wellbeing and basic needs on campus.

    Penn State University—School Supplies for Student Success

    Previous research shows that when students have their relevant course materials provided on day one, they are more likely to pass their classes and succeed. Penn State’s Chaiken Center for Student Success launched a School Supplies for Student Success program that offers learners access to free supplies, including notebooks, writing utensils and headphones, to help them stay on track academically.

    Students are able to visit the student success center on the University Park campus every two weeks to acquire items, which are also available at two other locations on campus. Learners attending Penn State Altoona and Penn State Hazleton can visit their respective student success center for supplies, as well.

    The program is funded by a Barnes & Noble College Grant program and is sustained through physical and monetary donations from the university community.

    Massachusetts College of Liberal Arts—Essential Needs Center

    The Essential Needs Center was developed from a Service Leadership Capstone course, which required students to complete a community-based service project. One group of students explored rates of basic needs insecurity and established a food pantry to remedy hunger on campus.

    “The program started as a drawer at my desk,” said Spencer Moser, assistant dean for Student Growth and Wellbeing, who taught the course. “Then it grew to fill a shelving unit, a closet and eventually its own space on campus.”

    The center, now a one-stop shop for basic needs support on campus, provides students with small appliances, storage containers, personal care items and seasonal clothing, as well as resources to address housing and transportation needs, including emergency funding grants. Students can also apply for a “basic needs bundle” to select specific items they may require.

    Paid student employees maintain the center but it’s also left “unstaffed” at some hours to address the stigma of seeking help for basic supplies. Between November 2023 and January 2025, over 1,300 students engaged with the center.

    University of New Hampshire—Financial Wellness

    A lack of financial stability can also have a negative impact on student thriving and success. To support students’ learning and financial wellbeing, the University of New Hampshire created an online digital hub that provides links to a budget worksheet, financial wellness self-evaluation, college cost calculator and loan simulator.

    Students can also schedule an appointment to talk with an educator to discuss financial wellness or engage in a financial wellness workshop.

    Roxbury Community College—the Rox Box

    Most colleges operate on an academic calendar, with available hours and resources falling when class is in session. Roxbury Community College in Massachusetts launched a new initiative in winter 2023 to ensure students who were off campus for winter break didn’t experience food insecurity.

    Before the break, staff at the college’s food pantry, the Rox Box, handed out Stop & Shop gift cards and grab-and-go meals, as well as a list of local places students could visit for meals over break.

    Do you have a wellness intervention that might help others promote student success? Tell us about it.



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