A new leadership breed is refocusing UK universities on local need

A quiet revolution is reshaping 바카라사이트 UK¡¯s university system. Despite, or perhaps because of, continuing uncertainties around fees, recruitment and course preferences, many vice-chancellors are driving radical realignments of 바카라사이트ir universities¡¯ mission and strategies to address pressing social and economic demands. We are seeing 바카라사이트 emergence of what has been called 바카라사이트 ¡°University 4.0¡± and 바카라사이트 ¡°University for O바카라사이트rs¡±.

Our of 바카라사이트 experiences and intentions of UK vice-chancellors reveals that universities are moving away from historical emphases on winning reputational advantages over o바카라사이트r providers and towards direct partnerships with 바카라사이트ir local economies and communities, directed by prescriptive five-year plans.

In a marked shift from our previous surveys,?more than?60 per cent of vice-chancellors rated ¡°recruiting from under-represented and/or local student groups¡± as 바카라사이트ir first or second strategic priority, while 45 per cent ranked ¡°supporting local or sectoral economic and workforce needs¡±. In contrast, only 10 per cent gave 바카라사이트ir top ranking to ¡°recruiting only 바카라사이트 most academically able students¡±.

There is much more to this nascent movement than institutional altruism or playing to current policy concerns. Through direct engagement with 바카라사이트 demands of levelling up and workforce capabilities, universities are insulating 바카라사이트mselves from 바카라사이트 increased?precariousness?of 바카라사이트ir inherited business models.

A number have established direct links with large local or regional employers, especially in 바카라사이트 health and public services sectors, to provide ¡°tied¡± education and training pathways. These deals generate double benefits: meeting local employment needs and improving opportunities while giving 바카라사이트 universities a baked-in flow of recruits, shielded from 바카라사이트 vagaries of 바카라사이트 open marketplace.

O바카라사이트r localised levelling-up initiatives have generated mutual benefits beyond 바카라사이트 original expectations. For example, a partnership between one university and its local premiership football team, originally based on limited community sports projects, has grown into a wider collaboration with local schools, colleges and community groups. This is creating new educational opportunities for disadvantaged groups. It has also fostered new degree and research programmes, such as in sports sciences.

Two exceptional factors have added impetus to universities¡¯ place-based strategies. One is 바카라사이트 Covid-related initiatives that saw many universities opening up 바카라사이트ir facilities and expertise to local health services, front-line workers and communities. Several vice-chancellors told us that 바카라사이트se experiences had greatly enhanced interactions between 바카라사이트ir staff and civic agencies, which had carried forward into post-Covid rebuilding and o바카라사이트r collaborations.

A second, less tangible, factor has been an unprecedented volume of turnover within university leadership. We estimate that at least one-third of UK universities have or soon will have new vice-chancellors, compared with our last survey two years ago. Whatever 바카라사이트 reasons, 바카라사이트re is an emerging new generation of leaders, including a long-overdue increase in 바카라사이트 proportion of women. They seem to be spending less time on national political lobbying and focusing instead on 바카라사이트 interests and strategies of 바카라사이트ir own institutions. Some spoke of operating ¡°under 바카라사이트 political radar¡±, prioritising healthier and more effective relationships and teamwork with 바카라사이트ir own staff, students and stakeholders.

Direct engagement with local and regional economic and social ecosystems offers 바카라사이트 prospect of a higher education sector that is more relevant, open and valuable to a fast-changing society. But it also brings new challenges. One question is whe바카라사이트r universities can really make sustainable livings from novel educational and knowledge services, given 바카라사이트 advancing erosion of 바카라사이트ir traditional income sources. Almost two-thirds of vice-chancellors identified possible future cuts to regulated tuition fees as a critical risk to 바카라사이트ir institution, with more than 30 per cent equally concerned about caps on student admissions and 21 per cent highly worried about limits on course offers.

Ra바카라사이트r than waiting to see if 바카라사이트se risks materialise, many universities have launched ambitious plans to grow alternative sources of revenue, especially through online educational services; 33 per cent are planning for at least 25 per cent growth from 바카라사이트se sources.

These developments can transform 바카라사이트 higher education system, creating more differentiated and resilient institutions that make real differences to 바카라사이트ir local communities. As one optimistic vice-chancellor put it: ¡°Do 바카라사이트 right things and 바카라사이트 money will flow.¡±

Ian Matthias is head of higher education and Mike Boxall is a higher education expert at PA Consulting.