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The E in NREN – Weeknote #299 – 22nd November 2024

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Fleet Street in London
Fleet Street in London

For the first time in an age I headed up to London for a meeting. I also did London in a day, which was a lot more exhausting than I remember it being. It was very cold, and though there was light snow on the way, I didn’t see the snow and disruption that others encountered.

The principal reason for heading to London was for an in-person discussion and workshop on planning some work around, what we are calling the Education in NREN. NREN stands for National Research and Education Network, in the UK that is Jisc, in the Netherlands it is SURF, whilst in Eire it is HEAnet. These are the national networks for educational providers. Though there are many similarities there are also marked differences between the various NRENs across Europe (and the rest of the world).

It was nice to work in the London office for a change. It’s never our busiest office, and that was even the case prior to the pandemic, but you do see and meet people there.

I had planned to head to the Bristol office on Wednesday, but when I tried to book a meeting room for my two online meetings, there were none available. Over the last year the Bristol office has got much busier, so meeting rooms get booked up very quickly. Part of this, is that not only do we still have a pattern of hybrid working, which means a lot more online meetings. The fact we are hybrid has also meant that are patterns of recruitment are less dependent geographically, which exacerbates the number of online meetings and calls that people are having. All this means that the number of calls in the office is higher than it was before the pandemic and there is increased demand on rooms for people to have online meetings in.

As well as the in-person meeting on the E in NREN, I had a fair number of meetings across the week, as I start to do more work in this area.

I am still continuing to work on the optimisation of operations and data following the publication fo the KPMG report I had been working on. I had a meeting about some collaboration with another agency on some next steps on some collaboration proposals.

In addition I wrote up some thoughts on next steps with KPMG report.

Across the sector there has been discussion about talk about the OfS report from last week. For example from WonkHE.

Last week’s update from the Office for Students (OfS) on the state of institutional finances for the HE sector in England brought any lingering sense of cheer from the recent announcement on the indexation of undergraduate fees to an abrupt halt. Based on the latest data available on student entry this autumn, OfS confirms that its warning in May that the sector’s recruitment forecasts had a degree of “optimism bias” has proved true.

It now appears the question of what will happen if a higher education institution fails, is less about if and more about when. The OfS requires all providers to have in place a student protection plan, to ensure a continuity of studying for students of a failing institution. The objective of these plans is to protect the students, however not the staff or the institution as a whole.

I do think that over the next year or so, we will see struggling universities merging and collaborating more closely, rather than waiting to fail. Though the independence mentality of the institution may mean that rather than merge, an institution will just keep cutting costs.

We live in interesting times.

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We choose to go to the Moon – Weeknote #298 – 15th November 2024

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lunar landing
Image by WikiImages from Pixabay

After being on leave for most of last week, though I worked for most of the week, I also took a few days leave.

I was in the office on Tuesday and during my lunchtime walk I went pass our old offices at Castle Park. The block has been surrounded by scaffolding for what seemed like a really long time. They have renamed the building BLOK. What I found quite interesting was the addition of a café on the ground floor. I can imagine if we had remained in that building that myself and others would have probably drank a lot of coffee there.

It is looking like that the university cash crisis to get worse despite tuition fee rise. This week the OfS published a report on the financial sustainability of the higher education sector. Despite earlier positive perspective of an improved outlook, the new report notes

Our analysis of recruitment trends suggested that providers’ financial forecasts were based on predictions of student recruitment that were too optimistic.

The OfS notes that bold and transformative action is needed to address financial sustainability of the sector.

Many providers will need to take increasingly bold action to address the impact of these challenges on their financial position in the short, medium and long terms. Where necessary, providers will need to prepare for, and deliver in practice, the transformation needed to address the challenges they face. In some cases, this is likely to include looking externally for solutions to secure their financial future, including working with other organisations to reduce costs or identifying potential merger partners or other structural changes. We recognise that cultural and other barriers in the sector may deter institutions from considering some of these options, and so it is important that options are identified and evaluated with sufficient time for action to be taken.

The action required by the sector is one of the core reasons why Jisc with KPMG published a report on collaboration.

Even with the rise in tuition fees, the increase in employer national insurance will negate much of that benefit. We also know that the impact on the sector varies, some institutions will be able to weather the storm better than others. As the OfS says bold action is needed. This is a time to think differently.

The news  story was also reported on the BBC

Almost three quarters of universities in England will face financial problems next year – despite tuition fees increasing, the BBC has been told.

David Kernohan on WonkHE has written an in-depth piece on the report which makes for interesting reading.

At the end of the week I was reminded of this speech by John F Kennedy.

We choose to go to the Moon in this decade and do the other things, not because they are easy, but because they are hard; because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one we intend to win, and the others, too.

I was involved in a webinar with senior managers from across higher education discussing the report we have just published with KPMG.

One participant remarked that collaboration and shared services in some entrenched areas of higher education was hard and that we may, as a sector, might want to focus on areas which are new or easier.

I do think that, just because it is hard, doesn’t mean we shouldn’t look at some areas. There are very likely benefits that go beyond that area as well.

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Change is needed, but can we change? – Weeknote #287 – 30th August 2024

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Shorter week this week with the August bank holiday in England.

I went to the office a few times this week. I have written a fair few times about how I quite like going to the office to work. The change in routine and location is refreshing, and helps, especially as my current workload is very much focused on reading, writing, and having online calls. August is a quiet time for meetings and events.

Image by Photo Mix from Pixabay
Image by Photo Mix from Pixabay

I have been looking at which events to attend over the next few months, the WonkHE Festival of Higher Education is on that list, as is their Secret Life of Students taking place in early 2025. I am speaking at the Education Summit in October in London. I am looking at an overseas conference as well, torn between OEB in Berlin, or ASCILITE in Melbourne. They are close together, but don’t clash.

Wrote an update for the Jisc board on the work I have been doing. As part of this work I also reviewed content for a holding web page.

Had to use Excel, not my favourite activity, I was doing some research into higher education expenditure and was playing with some data. Excel is one of those applications I use infrequently, so I don’t always remember how to do stuff.

Read the OfS report on the closure of Schumacher College. In their overview the OfS said:

The higher education sector is facing significant financial challenges and institutions are facing difficult decisions. Universities and colleges are responsible for running their businesses and it’s vital that each provider has effective systems in place to identify and manage these risks to ensure students’ interests and rights are protected.

The WonkHE analysis was also an interesting read.

Closures of higher education providers due to financial pressures have been predicted for a long time – Schumacher may have existed outside of the traditional university sector, and was also experiencing wider and more sustained difficulties, but it is unlikely to be the only specialist provider that is struggling to make ends meet as we move towards the 2024-25 academic year.

So is this the first of many? There is a question of whether one of the (larger) more traditional providers will fail? There has been for many years rumours that there are three large universities on the brink of bankruptcy. No one actually names the three but reading across the education press there are numerous stories of financial problems, staff cuts, and closures. Would a large university be allowed to fail? I suspect more likely would be a forced merger with another institution to protect the students and allow them to finish their programmes of study. Regardless, the sector is facing huge financial pressures and this has implications for the way they are organised and operate.

Also in the ballpark was this HEPI Paper – Down with the World-Class University: How our business models damage universal higher education.

This paper discusses the proposition that the issue with higher education is not so much a lack of proper funding, but that the current operating model isn’t fit for purpose.

Higher education’s onrushing insolvency is not, as many would wish, merely a fixable fault in our funding model, caused by government backsliding on the tuition fee. Instead, we have a system-design problem, in which funding problems are simply a characteristic, not a cause. What other sector would allow itself to stall in an era of surging demand, as our addressable market expands from young people to all adults? The fault lies in our business models and our operating assumptions, as a sector and as providers. We must rethink the types of people we serve, and how we can meet their needs for education and skills in ways that meet the test of private and public goods. Our fascination with the ‘world-class university’ model has had negative systemic effects, draining resources from the wider sector. And we must question our default setting, our cherished high-quality, high-touch and high-cost model. These attributes are not inviolable aspects of our offer. Each places huge demands on students and providers. Can our system really be fit for purpose, if it is unworkable for large minorities of students and providers, and unaffordable for the state?

I am reminded of the recent post I wrote about hindsight in which I looked at the challenges and change that Intel and Kodak faced, and some would say failed to adapt to.

There are lots of examples of how organisations and companies did not respond to changes and trends. Hindsight is a wonderful thing, as you can ask, why didn’t they change, they could see the challenge, they could have changed, they could have adapted. The problem often is that though internally the organisation may know it needs to change, the current situation means they are unable to change.

Higher Education knows that they are facing challenges, and that they need to change. They know this. However a deeper question is not the one that Higher Education needs to be told they need to change, they know that, but they are actually unable to change and so the question is how do we change a sector, that knows it needs to change, but actually can’t make that change.

weeknotes

Reviewing the role of the OfS – Weeknote #282 – 26th July 2024

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Keyboard

After two weeks off on holiday I was back at work. I had worked a few days of my leave over the last two weeks, so took time this week to catch up on that.

The new Education Secretary Bridget Phillipson was on BBC Radio 4’s Today Programme to launch Skills England, however she also answered questions on HE funding, reaffirming there’s no more money coming from govt at the moment.  As part of her interview she indicated that that the DfE will make an announcement in parliament about reform of the Office for Students (OfS).

I have in many meetings over the last year or so discussed the possibility that a new Labour government could abolish the OfS. The OfS was a Conservative government creation and with the recent focus on freedom of speech and other issues; could a new government replace the OfS with something new.

In the end, we still have the OfS and the announcement was about the review of the OfS:

The review found that the case for bold regulation of higher education is clear but that the OfS should more sharply focus on key priorities, which include monitoring financial sustainability, ensuring quality, protecting public money and regulating in the interests of students.

Wonkhe noted:

The review does not make substantial recommendations for OfS to be given new powers on financial sustainability but suggests that the desirability of market exit as a natural outcome of the market-based system should be reviewed, and OfS should work with government to build an infrastructure to offer advice and support for institutions experiencing financial sustainability challenges – including updating and strengthening student protection plans.

It was reported that Brunel University London to join University of London federation

Brunel University London will join the University of London federation from 1 October 2024, in a move that will strengthen the federation and open up new opportunities for collaboration between universities in London.   

This is indicative of what we might see in the future across the sector on collaboration and merger as the continuing challenges impact on the sector.

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There may be mergers ahead – Weeknote #272 – 17th May 2024

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bird screen

The news this week was dominated by the financial crisis that the university sector is facing in the UK.

Wonkhe said in their daily briefing

An increasing number of universities in England face a material risk of closure unless they significantly cut costs or merge. The Office for Students (OfS) 2024 financial sustainability report discusses a heavy reliance on international students due to declining domestic student fee income, and a “worst-case scenario” predicts that four out of five institutions will be in deficit by 2027 without changes.

With over optimistic views by universities about student numbers (domestic and international) the sector is facing a real financial challenge and with no real solutions in sight. There is no easy solution to this.

The OfS report was quite clear about the pressures facing the university sector.

Continuing decline in the real-terms value of income from UK undergraduates combined with inflationary and economic pressures on operating costs and the costs of developing buildings and facilities, as well as increasing employer contributions to some pension schemes.

They added the following key points in their report.

  • A recent apparent reduction in UK and international applications after years of strong growth, especially from international students.
  • A higher education financial model that has become reliant on fee income from international students, with a particular vulnerability where recruitment is predominantly from a single country.
  • The affordability of necessary estate maintenance and development and the significant cost of investment needed to reduce carbon emissions as part of providers’ commitments to achieve net zero.
  • Cost of living difficulties for students and staff, which challenge both student recruitment and the support needed by students during their time in higher education.

The report set out that universities may need to think differently to respond to the challenges they face.

Changes to a provider’s operating model can be a healthy response to financial challenge.  The sector as a whole has been in a relatively strong financial position for much of the past decade and has expanded its delivery to more UK and non-UK students. The financial challenges it is facing now could be a catalyst to drive positive change and innovation. Actions being taken by providers can result in more efficient operation, and could have benefits for students, including improved value for money.

This very much echoes the work I have been doing at Jisc on optimising operations and looking at collaboration and shared services.

The report also acknowledges that there may be mergers ahead.

We also expect that we might see some changes to the size and shape of the sector, for example, through mergers and acquisitions or increase specialisation.

As part of my work I wrote a vision about mergers and the formation of large university groups, but with the individual partners within that group retaining their local identity.

The first large university groups appeared following mergers forced by the regulator after financial pressures could have caused at least one higher education institution to fail. The new group recognised that though in theory they should have a new name, they also realised that the existing names were brands in their own right. As a result they formed The University Group™ but the individual university names were kept. Staff were employed by The University Group™ but students attended a named university. It was so successful that some smaller institutions asked to join the group but retain their identity. What was important to the group was that management and staff recognised that they were employed by The University Group™ and not the named university in which they worked (though some teaching staff worked across the group), from a student experience perspective the student was a student of the named university. They would be awarded their degree from that named university and would to all intents and purposes be a graduate of that named university.

This is a model we have seen in the Further Education sector, with large college groups and individual campuses having a separate brand and identity.

As well as facing financial challenges, the sector is also facing an unhappy cohort of students who are making more complaints.

Students complaints to the Office of the Independent Adjudicator (OIA) in England and Wales rose to 3,137 in 2023, the ombuds’ annual report reveals. This was a ten per cent increase from 2022, and OIA recommendations led to more than £580,000 paid out in financial compensation, in addition to almost £640,000 in settlements. Some 21 per cent of complaints were adjudged to be justified (two per cent) or partly justified (seven per cent) or were settled in favour of the student. 

Wonkhe reflects on a year of complaints received by the Office of the Independent Adjudicator.

I was in the office for a couple of days this week, but reflected I’ve not been out and about for a while. I was expecting to go out and do some visits and workshops in May, but these never materialised. I‘ve also not attended any recent events, I think I might have to do some travelling over the next few weeks.

I attended our regular catch up meeting with the OfS this week in our Bristol office, and we updated each other which what is happening and what this may mean.

Wrote a short thought piece on academic staff using ChatGPT for student feedback.

We know that students are using tools such as ChatGPT to support their assessment work. It looks like some staff are also using the tool to provide feedback.

conference
Image by Florian Pircher from Pixabay

I have started a leadership development programme at Jisc. I am very much in the position in my career, where it is much less about what do I need to do to advance my career, but more about having achieved my career aspiration, what can I do for Jisc. I have extensive management and leadership experience, running teams of various sizes, complexity and geographically distributed. I have planned, designed, and delivered shared services for consortia and complex organisations. I have managed multi-million pound budgets and projects.

So, I am not attending the programme to learn how to be a leader, but there is something about refreshing and updating your knowledge in this space. Also, it will be good to work with colleagues across the organisation as well.

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What Was Wonkfest – Weeknote #245 – 10th November 2023

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I was mainly in London this week trying to avoid the rain.

I was attending the WonkHE Festival of Higher Education, this is the conference previously known as WonkFest. The name change was more about the challenge in delegates getting funding to come to the event… so you want to go to a conference, that should be fine, what’s it called. Seriously?

It was a rather good conference, some really good sessions, too much choice sometimes. Only downside was, one of the rooms for the parallel sessions, was too small, so as a result lots of people who wanted to attend the session were turned away (including me).

I enjoyed the session, “in conversation with David Aaronovitch“ I did have a question about the Remembrance of the Daleks… but a quick check of Wikipedia and I realise that Ben Aaronovitch wrote the Daleks and is David’s brother… So won’t be asking that question then!

I did a few sketch notes.

What do the UK’s places want from their universities?

How do you solve a problem like HE regulation?

What might the future of education technology hold?

Not as many as I might do at other conferences, as the format of some of the sessions, didn’t lend themselves to sketching.

There was a couple of good blog posts on the WonkHE website about the event.

I had to spend some time reviewing and collating materials, and writing briefing note and bullet points for a panel session at HEAnet on Navigating the Challenges and Opportunities of the Modern Campus. As the considered expert on the intelligent campus, I often get asked to provide a perspective on the future of the university campus.

It is the intelligent campus that I will be speaking about, next week at Learning Places Scotland 2023 in Glasgow. I am doing a presentation on building the intelligent campus.

Universities and colleges spend billions on their campuses, yet they are frequently underutilised and are often a frustrating experience for students. In this session, James Clay will describe the campus of the future. How does a traditional campus become a smart campus? What are the steps to make a smart campus, an intelligent campus? The intelligent campus builds on the smart campus concept and aims to find effective ways to use data gathered from the physical estate and combine it with learning and student data from student records, library systems, the virtual learning environment (VLE) and other digital systems. This session will describe what data can be gathered, how it can be measured and explore the potential for enhancing the student experience, achieving net zero, improve efficiency, and space utilisation. It will demonstrate and explain to the delegates what the exciting future of the intelligent campus. James will also ask delegates to consider the ethical issues when implementing an intelligent campus as well as the legal requirements.

I had to plan in a call to discuss the presentation.

video recording
Image by Pexels from Pixabay

On Monday before heading off to London, I had a great discussion with colleagues in the office about broadcast and recording capabilities within our Bristol office. The reality is that though I would love to have a proper TV studio in the office I really need to plan and deliver some initial content first, to provide some foundations to a proof of concept.

There was a discussion on the possible future of the office, as in redesigning the space to reflect the current (hybrid) working practices. So more collaborative spaces, more occasional spaces, more spaces for online conversations and meetings, and so on…

Continued doing more work on the planning, reflection, and researching concept of optimisation of operations and data.

I had a great meeting with Josie Fraser discussing digital skills and digitisation.

We had some great old person digital transformation reminiscing.

Had a pre-meeting for Jisc OfS meeting next week. As a result I have some preparation to do.

I did miss using the Twitter at the conference this week, though I did post to Bluesky and Threads, it wasn’t quite the same, and very little engagement. I did look at the Twitter and there were some posts, so I do think even if I had engaged, there wouldn’t have been a serious amount of traction and discussion.

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Spotlight 23 – The Office for Students Review of Blended Learning, 2022

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Spotlight on Digital Capabilities 2023: Blended learning – are we getting it right? is an event put on by UCISA. I did a keynote at this event back in 2016.

At Spotlight 23, Melissa Highton, Director of Learning, Teaching and Web Services, University of Edinburgh gave a talk on The Office for Students Review of Blended Learning, 2022.

Dr Highton was part of the panel who met with staff and students in a number of universities of varying size, shape, age and mission. They developed a set of questions to collect the data necessary to get a clear understanding of blended learning approaches being taken. The technology context was different in each provider, and this technology context was essential for understanding how blended learning provision was enabled, quality assured and available equally to course leaders and students across their institution. This presentation will tell the story of how the review was done and highlight practical suggestions for moving forward.

This is my sketch note of the presentation.

sketchnote

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Is this appropriate? – Weeknote #205 – 3rd February 2023

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Spent a lot of time this week reading, digesting, reviewing, and reflecting. Also attended a few meetings and spent time having conversations on Teams.

On Tuesday I went to our Bristol office. The train was delayed, so I started attending a meeting on my phone, which I find weird, but it worked.

Attended an internal meeting about Microsoft – Mixed Reality (MR) and Metaverse. There is some excitement around the Metaverse. As I said last week  industry perspectives on the metaverse and immersive platforms are varied. Meta, Google are all laying off technical staff in this space, Apple have delayed their AR/VR product again. Lots of confusion between immersive games and the Metaverse. Apart from some niche areas (such as education) what is the unique selling point of the metaverse? As Paul Bailey in a recent blog post said, the “effective” metaverse is probably decades away…

Had an interesting discussion about the Office for Students and its future. There is criticism that they have been receiving from members and member organisations (such as GuildHE and the Russell Group). Labour (who are likely to win the 2024 election) have been quiet on HE and the OfS. Also found and read this  Can Labour de-Commodify Higher Education? It has a Minor Problem.

The education system in Britain is in the mud. That is scarcely news. But would Labour have the courage and values needed to revive it? The trouble they would have if they win the next General Election is due partly to their Party’s legacy and partly to a personal problem.

Attended Monthly sector strategy leads meeting and discussion. We had an interesting discussion on scenario planning. Thinking about a workshop on this. Continue reading Is this appropriate? – Weeknote #205 – 3rd February 2023 →

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Getting it wrong – Weeknote #160 – 25th March 2022

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I spent the week working from home, there was a combination of factors which influenced this decision, from home-schooling, builders, and plumbers. Next week I am in Manchester for the UCISA Leadership conference.

I spent some of the week working on a new sector group that can provide feedback to Jisc. This group will advise on Jisc’s strategic direction in the support of learning, teaching and assessment, and the student experience in higher education, and help to inform and shape the implementation of the HE sector strategy:

  • Advising on the current state of play and future direction of learning, teaching and assessment in the HE sector
  • Reflecting the views and user needs of senior managers in learning, teaching and student experience, as Jisc members and stakeholders
  • Helping to define the kinds of (digital) products, services, support, and sector engagement/advocacy which will be most beneficial to universities.

The Office for Students (OfS) launched their new strategy targeting quality and standards.

The OfS’s work on quality and standards aims to ensure that students receive a high quality academic experience which improves their knowledge and skills. Much provision in the English higher education sector is excellent – the focus of the OfS will be on challenging provision that falls short, and taking action as needed. On access and participation work, the OfS will encourage higher education providers to work in partnership with schools to raise attainment. These two areas of focus are mutually reinforcing, with effective regulation of quality helping to ensure that students from all backgrounds have the support they need to succeed in and beyond higher education.

From my perspective in supporting the OfS strategy is how digital and technology can support improving the quality of the student experience and widen participation in higher education.

OfS has also commissioned a report on the quality and impact of blended learning. I found this Wonkhe articleinteresting on how David Kernohan still hasn’t got over the last one

A notably independent review chair has been asked to produce a report drawing on evidence from the sector and from the wider literature. Because we need to know what “good” looks like in this mode of provision, so the regulator can ensure students are getting value for their fees.

David reminds us that a year ago the OfS published Gravity Assist.

Gravity Assist

Michael Barber could cite literature suggesting that blended learning may lead to better learning outcomes than in person alone, but as far as the national conversation is concerned this is now a deliberate ploy by universities to educate students on the cheap.

David continues…

Enter Susan Orr. Shortly to take up a Pro Vice Chancellor role at De Montfort University, and a creative arts educator and researcher of some repute, she – alongside an expert panel with membership yet to be determined – will report in the summer on: concerns that the poor quality of the online experience for some students during the pandemic has undermined the positive potential of mixing in-person and online course delivery

David’s conclusion is that Michael Barber must have got it wrong.

Campus
Image by Edgar Winkler from Pixabay

I had a meeting about updating the Jisc guide to the intelligent campus. We originally published the guide in 2017. This was at the time well received by the sector and continues to be the core guidance in this space. Since then, universities across the UK have been exploring how they can make their campuses smarter and intelligent.

Dr Kris Bloomfield (at the time CIO Durham) said of the guide This is an outstanding piece of work and massive kudos is due to those that contributed to the development and publication of this document.

As well as the guide there were numerous use cases that showed how the higher education sector could benefit from the intelligent campus concept.

Though I changed roles in March 2019, I have been talking about the intelligent campus space at various events. In July 2021 I spoke at the QAA conference with a presentation entitled: How will the growth in online learning shape the future design of learning spaces and our campuses? Last month I spoke at The Future of the Higher Education Estateonline event.

Obviously the covid pandemic had a huge impact on the university campus and how it was and will be used in the future. In last few years I have written some more posts about that aspect.

Intelligent Campus and coronavirus planning was a blog post on how the concept of the Intelligent Campus could help universities in their planning. I was reflecting how if the concept of the intelligent campus was further advanced than it is, how potentially more helpful it could be to support universities planning for a socially distanced campus.

The Intelligent Learning Space was a post based on my experiences on the Intelligent Campus project. As we design learning spaces, we can add sensors and mechanisms to collect data on the use of those learning spaces. It then how we analyse and use that data that allows those spaces to be initially smart and then intelligent.

campus
Image by 小亭 江 from Pixabay

Since the guide was published, there have been many changes to the landscape, as well as the covid-19 pandemic, there have been advances in smart campus technologies, and a new range of use cases.  We know from sector intelligence, member voice and Learning and Teaching Reimagined that the future of the campus is an important component when it comes to digital transformation. This has shown the need for Jisc to update their advice and guidance in this area.

This work would:

  • update the guide to reflect current thinking
  • add additional case studies from current practice
group
Photo by Annie Spratt on Unsplash

I expanded on my previous post on personalisation by looking at Jisc’s sector strategy perspective of personalisationand what Jisc may do in this space. So why is this space important to the sector? When we developed the HE strategy, we listened to what the sector was saying, what it was telling us, what we saw, and we also looked at the wider sector context, the regulatory space, the political space and importantly the student voice in all this.

My top tweet this week was this one.

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OfS launches new strategy targeting quality and standards

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The Office for Students (OfS) is today launching its strategy for 2022 to 2025.

The strategy confirms two main areas of focus for the OfS’s work: quality and standards, and equality of opportunity.

The OfS’s work on quality and standards aims to ensure that students receive a high quality academic experience which improves their knowledge and skills. Much provision in the English higher education sector is excellent – the focus of the OfS will be on challenging provision that falls short, and taking action as needed.

On access and participation work, the OfS will encourage higher education providers to work in partnership with schools to raise attainment.

These two areas of focus are mutually reinforcing, with effective regulation of quality helping to ensure that students from all backgrounds have the support they need to succeed in and beyond higher education.

Speaking ahead of the launch of the strategy at a Parliamentary event later today [Wednesday], Lord Wharton, Chair of the OfS, said:

‘Our new strategy sets out a clear plan of action to achieve our goal of ensuring all students, regardless of their background, have a quality education and achieve successful outcomes.

‘Over the next three years we will take action to challenge universities and colleges offering students poor academic experiences. Courses that fall below our minimum requirements damage the quality of English higher education and harm the prospects of students from all backgrounds.

‘This new strategy will guide how the OfS will regulate in students’ interests over the next three years. Our focus on quality and equality of opportunity reflects the issues that are important to students, and which have the greatest impact on their experience. The strategy also sets out how we will support providers in their actions to address student mental health and prevent harassment and sexual misconduct.

‘We are committed to engaging with students as we deliver the strategy and will shortly be publishing refreshed student engagement priorities.’

Office for Students Strategy 2022 to 2025