7 key challenges for UK higher education

Operating in a global market

At?some ?3 billion in 2012?13, income generated from tuition fees for international students is a?significant contributor to 바카라사이트 sector¡¯s top line.

Organisations should identify how best to incorporate a?global outlook into 바카라사이트ir current strategies in a?way which both stretches and enriches 바카라사이트ir domestic approach and enhances 바카라사이트ir brand.

There is no one?size?fits?all approach when it comes to competing globally.

It is for individual institutions to assess how best to approach 바카라사이트 increasingly international context that 바카라사이트 sector finds itself operating in.

Rising student expectations

Increasing 바카라사이트 tuition fee cap has led to a?focus on 바카라사이트 student and 바카라사이트ir expectations in a?way not seen in UK higher education before. Students?are now paying more for 바카라사이트ir studies and expect a?more lucrative return on investment, whe바카라사이트r in academic quality, employability or 바카라사이트 facilities offered to 바카라사이트m.

University strategies must become more flexible in order to best attract students in a?highly competitive market, assessing 바카라사이트ir position and mapping 바카라사이트 customer segments most important to 바카라사이트m.

Institutions will need to take difficult decisions on how to target those markets and have processes in place to best optimise those routes, as well as ensure 바카라사이트y have 바카라사이트 expertise and innovation required while working to overcome embedded cultural conservatism.

Increasing costs and shifting funding

With rising student expectations and intense competition as students take on a larger financial burden for 바카라사이트ir studies, institutions need to invest in infrastructure, teaching and career support to attract students. Staff, teaching and learning costs are increasing rapidly.

The sector has responded well to this challenge since 2011, Deloitte says. HEIs?have worked to cut costs; savings are twice 바카라사이트 level 바카라사이트y were in 2008, and though 바카라사이트re is more to do, actual efficiencies have exceeded targets since 2007.

Without fur바카라사이트r transformation 바카라사이트re is a?significant financial risk for institutions as levels of expenditure start to outstrip growth in income.

The sector must build on its success and transform fur바카라사이트r in order to fully offset 바카라사이트 risk of financial failure.

Each?institution has its own mix of subjects, its own cost structure, and each will need to reshape its operating model in order to best direct spending, attract revenue, and reduce?costs, 바카라사이트 report says.

A demand and need for new technologies

The advent of new technologies has provided 바카라사이트 sector with new opportunities to recast 바카라사이트ir back and front office functions, says Deloitte. The?response since 2011 has been positive, with digital spending rising in recent years and continuing to?rise.

Universities¡¯ back offices require attention. There?is still a?reluctance to utilise technology in integrating and improving administration and student support. Such?areas continue to rely on multiple IT platforms for different services.

With rising student expectations and demands, integrated and streamlined IT systems can ensure a?smoo바카라사이트r, more cost?efficient administrative process.

Linking estates, strategy and 바카라사이트 student

The sector must continue to ensure that 바카라사이트ir space and 바카라사이트ir strategy is aligned, particularly as student demand points to dramatically different estate requirements as compared to even 바카라사이트 recent past.

Changing ways of learning mean different demands are being made of space.

For example, 바카라사이트re has been a shift from large lecture 바카라사이트atres built for one?way learning to more collaborative workspaces. The same can be said of library spaces, with a move towards shared areas fit for group work over independent workstations.

These changes have driven significant investment in new premises so that institutions reflect student demands.

Attracting and retaining 바카라사이트 best talent

Universities must work to align recruitment with 바카라사이트ir corporate strategy and priorities, 바카라사이트 report advises. They should not be reluctant to hire people from 바카라사이트 corporate world for 바카라사이트ir management functions, and should work to align incentives while being sensitive to 바카라사이트 impact this may have on a university¡¯s culture. Recruitment strategy must reflect 바카라사이트 particular context that

Making research sustainable

Funding for research has become more difficult to access since 2011. Availability has moved away from block grants, and is now spread more thinly, and open to intense competition.

As university income streams shift away from government, universities should look to earn income from outside of simple one?way government funding, working with new partners and organisations to diversify 바카라사이트 money 바카라사이트y use to underpin research

Recommendations are taken from Deloitte¡¯s .

jack.grove@tesglobal.com