Tag: Storm

  • Strong budgeting, revenue flexibility key to weathering K-12 financial storm, says Moody’s

    Strong budgeting, revenue flexibility key to weathering K-12 financial storm, says Moody’s

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    Dive Brief:

    • School districts with strong budget management and the ability to raise revenue, in addition to state funding access, will be able to better weather the financial storm exacerbated by recent federal changes in education policy, according to a Moody’s Ratings’ report released last week. 

    • A significant increase in state aid could stave off effects from shrinking federal support under the Trump administration. However, any states’ plans to bolster school funding may be scrapped to adapt to other federal policy changes such as reduced Medicaid or disaster recovery funding. 

    • School districts in most states have an average ability to increase revenue. Districts in Arizona, Kansas, Michigan, New Mexico, Nevada and Oklahoma have more limited revenue-raising flexibility than other states, the report said.

    Dive Insight:

    Districts have faced financial turmoil in the past few months, as the Trump administration continues to change course on federal funding that was expected to be available for districts.

    The administration withheld pandemic aid reimbursements, for example — a decision it then walked back. It also recently delayed $6.2 billion in federal K-12 grants, only part of which the administration has said it would release so far

    States with a greater dependence on federal funding “will translate into additional credit pressure if federal funding is reduced,” the report said. Arizona and Oklahoma, for example, rely on federal funding for more than 20% of their K-12 budgets.

    Overall, the federal government provides 13.6% of total K-12 funding, according to the Education Data Initiative.

     Additional changes on the federal level will impact school district budgets such as an expansion in school choice — with the nation’s first federal school voucher program available nationwide established through the “One Big, Beautiful Bill.” The major tax and spending package was narrowly passed by Congress and signed by President Donald Trump earlier this month. 

    “This shift could result in enrollment being redirected to alternatives outside traditional K-12 districts,” the Moody’s report says. 

    In another Moody’s report released in April, the financial outlook and research organization showed that states are unlikely to fill gaps left by the federal government changes, leaving districts with a “limited menu of options.”

    “While many states have indeed increased their K-12 education funding, whether these efforts will fully offset the impact of reduced federal support remains uncertain,” said Gregory Sobel, senior analyst and vice president at Moody’s Ratings, in an email to K-12 Dive. Sobel said that “while state support is growing, it may not be sufficient to fully counterbalance the combined effects of reduced federal aid and heightened competition.”

    Districts are already feeling the blowback from federal-level changes. 

    About 85% of superintendents said they have existing contracts previously paid with federal funds that are currently being withheld, forcing them to backfill with local dollars, according to a survey released Tuesday of nearly 630 district leaders across 43 states. 

    As a result of these spending changes, nearly three quarters of surveyed districts will have to scrap academic services for students, such as tutoring and before or after-school programming, according to the poll conducted by AASA, the School Superintendents Association. Half of superintendents said they will have to make labor cuts, including in special education.

    “This isn’t a future problem; it’s happening now,” one superintendent said in the survey. “Our budget was set with these funds in mind. Their sudden withholding has thrown us into chaos, forcing drastic measures that will negatively impact every student, classroom, and school in our district.”

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  • Storm in the Quad: A Tale of Universities at the Crossroads

    Storm in the Quad: A Tale of Universities at the Crossroads

    • Rayhan Abdullah Zakaria, Senior Fellow of the Higher Education Academy (HEA).

    It was a rainy Monday morning, the kind where the grey skies press low and the air smells like old books and wet leaves. I was huddled in our university’s coffee house, steam rising from a chipped mug, when a colleague leaned over and said something that’s stuck with me ever since:

    Universities are the last bastion of free thinking, the engines of progress. How can anyone try to silence that?

    He wasn’t being dramatic. We weren’t swapping dystopian movie ideas. What we were discussing was very real, and it’s happening now.

    Imagine a government freezing research funding, restricting international student recruitment, stripping universities of their tax exemptions, and tightening the grip through a maze of bureaucratic controls. It sounds like fiction, but for many institutions around the world, it’s a lived reality. Even here in the UK, where we pride ourselves on academic excellence, universities are feeling the squeeze,

    As I walked back from that coffee house with my thoughts churning like the storm outside, I realised that beneath the surface of daily lectures, research deadlines, and student support, two major fault lines threaten to destabilise the sector: governance and funding. These are not abstract issues—they shape how we teach, how we research, and how we serve society. Allow me to explain:

    I. The Financial Fault Line

      Higher education institutions in the UK are operating under increasing financial strain. According to recent analysis by Nick Hillman, universities are facing unsustainable deficits, largely due to a combination of frozen domestic tuition fees and rising operational costs.

      Frozen Tuition Fees

      Domestic tuition fees have remained capped at £9,250 since 2012. In real terms, inflation has steadily eroded their value. Universities UK (2024) estimates that this cap now equates to just £6,000 in 2012 money, leading to reduced investment in teaching quality, infrastructure, and student services.

      Over-Reliance on International Students

      Many institutions have sought to bridge the funding gap by increasing their intake of international students. While this has provided a temporary financial cushion, it is a fragile strategy. International enrolments are highly sensitive to visa policies, geopolitical tensions, and global economic shifts. The UK Home Office’s recent tightening of post-study work rights has already triggered concern across the sector.

      Rising Operational Costs

      Operational expenses—including staffing, estate maintenance, and digital infrastructure—continue to rise. Inflation and energy prices compound these challenges, placing institutions in a double bind: cut services or stretch resources even thinner.

      What Could Help?

      1. We need to lobby for a sustainable fee review mechanism that accounts for inflation and rising costs.
      2. We must diversify income streams beyond tuition: think industry partnerships, micro-credentials, alumni ventures, and lifelong learning platforms.
      3. We also need to invest in shared services and cost-efficient digital infrastructure that reduces overhead without compromising quality.

       II. The Governance Conundrum

      The falling rain speeds up crushing against the single pane of my office window.  I see a poor wood pigeon being blown off course by the rain and the wind, just like our university a small dingy lost in the chaotic ocean of governance. I do think alongside financial challenges, governance structures across many universities are in urgent need of reform. My first semester leadership postgrads know that effective governance is critical for institutional resilience, but UK universities current governance models often fall short.

      1. Overcentralisation of Power

      In some institutions, decision-making is concentrated in the hands of a powerful executive team. While strong leadership is essential, University governance HEPI (2024) should not drift toward corporate-style management that sidelines academic voices. This can lead to decisions that prioritise brand and market over mission and integrity.

      2. Ineffective Councils and Boards

      I think governing bodies should act as strategic stewards of the institution, ensuring transparency and long-term sustainability. Yet many lack the sectoral expertise or training to navigate complex challenges. The Committee of University Chairs has long advocated for better induction and development programmes, but uptake is uneven.

      3. Overregulation and Bureaucracy

      While regulation is necessary, the current landscape—especially under the Office for Students  —has created a burden of compliance that can stifle innovation and demoralise staff. As HEPI and others have argued, we need a shift towards smarter regulation: outcome-focused, proportionate, and enabling.

      What Could Help?

      1. We need to rebalance executive and academic leadership to support shared governance.
      2. We should work towards enhancing the capacity and diversity of governing councils.
      3. We must move toward more meaningful regulation that supports innovation rather than obstructs it.

      A Call for Sector-Wide Renewal

      As I left my office and stepped back into the drizzle of a typical term-time Monday, I recognised that the challenges ahead are not insurmountable – but they do demand courage and collective action.

      You see – reform must not be imposed from above but built through authentic dialogue across the sector. I do think that staff, students, alumni, employers, and policymakers all have a role to play. We must centre our vision not just on institutional survival, but on societal value. At the end of the day, universities are not corporations. They are civic institutions with a public mission.

      As I step into my class, I am greeted by my 3rd-semester post grads

      “Hey, how was the weekend?”

      I acknowledge, smile, nod, and make my way to the front to connect my laptop to the overhead projector. The last thought in my head is that if we are to sustain our university mission, we need to rethink how we fund, govern, and ultimately value higher education. Not tomorrow. Now.

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