Date Published: 6th July 2020
The Higher Education (HE) sector is a vibrant and important part of the UK economy, developing skills and life chances for students and delivering world-leading research that drives innovation and change.
While there was already an ongoing debate around the range of courses provided, the relevance and value to economic development and the ongoing challenge of social mobility and diversity, the statistics speak clearly to the value delivered by the sector:
All of these factors have seen pressure building on the sector. While there are a number of ways of assessing data, at a high level the 2018/19 results for HESA showed 113 institutions reporting an overall in year deficit against income.
There will, of course, be a wide range of reasons for this, but again, at a high level this could be viewed as indicative of a sector that may struggle to deal with significant external adverse shocks to income.
Then Covid-19 emerged and delivered a massive shock to the sector, with campuses closed and a forced shift to online delivery. The UK Government has delivered some £2.6bn of support by advancing tuition fee payments, but this is perhaps best viewed as short-term support while each of the providers looks to how and perhaps in some cases if, they can manage the long-term challenges to service delivery and, therefore, income and costs, arising from Covid-19.
Universities UK, the collective voice of 137 universities in UK, has warned that the sector was facing losses in the region of £790m from accommodation, catering and conference income, as well as additional spend to support students learning online, in the current 2019/20 academic year alone. The potential impact on UK HE in 2020/21 was also extreme, with institutions projecting a significant fall in international students and a potential rise in undergraduate home student deferrals. A 100% fall in international students will deny the UK HE £6.9bn in income.
In line with all well run organisations, the boards and governing bodies of HE providers have taken short-term steps to manage health risks in delivery and preserving cash resources. While the hard work and difficult decisions involved will have provided an element of stability, this is likely to be only the first step in a process to fully assess, test and challenge the operational and financial resilience of the organisation going forward. Boards, with the support of operational, financial and HR management will need to assess:
This provides the context for the organisation to assess its range of ‘self-help’ options or those that involve working with existing stakeholders. Boards will also need to consider how overall demand and capacity within HE will be affected and whether this will in turn lead to some form of voluntary merger, partnership or other transactions to reflect the new market.
It is also worth noting that while it is not a preferred option, the financial pressures on the sector may lead to some organisations being unable to rebuild a sustainable future which may see them forced to transfer operations to another provider or, at the very worst closure of some or all operations.
The Begbies Traynor Group team consists of a number of highly experienced partners that provide board level support and advice across a range of sectors. The HE sector is, of course, highly specialised, and that knowledge and experience is embedded in the boards and management teams. The challenge in the coming months is context and experience in dealing with systemic shocks. Our specialists regularly supplement existing board skills to ensure that robust challenge, process management and stakeholder engagement experience is brought to bear during situations of this type, whatever the cause.
In particular we can quickly bring the following support:
National Head of Education at Begbies Traynor Rob Insall said:
"The HE sector is one of the UK’s greatest assets, recognised across the world, and an important contributor to both UK GDP and social mobility, but one facing serious challenges with the impact of Covid-19. We are pleased to be able to offer a high-quality, cross-discipline diagnostic service to help HE institution boards focus on identifying and addressing key issues. A key differentiator from our competitors is our willingness and experience in not just offering advice but taking a formal role and accepting accountability for delivering on the recommendations. It is that ability to implement difficult and complex changes and recommendations which is a skill set not always found in HE leadership teams.”
Javid Patel, National Head of Public Sector at Begbies Traynor said:
"The HE Sector is facing unprecedented challenges not seen in a generation, but with careful planning it should be able to come out of this with an estate and services infrastructure that is aligned to the new climate. Universities need to be able to transition to new arrangements ¬for the UK to remain one of the most successful education providers to the world. Universities have the opportunity to recalibrate through new measures that will assist in reprofiling their revenue and cap ex commitments. Begbies Traynor Group is delighted to support the sector.”
Martin joined Begbies Traynor in 2019 and is a chartered accountant with 20 years’ advisory experience. Prior to joining the firm, Martin led the regional restructuring team at Grant Thornton and spent over 15 years at Deloitte, including a secondment to the finance function of a client.
Martin specialises in advising businesses and their stakeholders as they find their way through the impacts of refinancing challenges linked to facility maturity, financial underperformance or more formal strategic activity to support growth and capital withdrawal. In all aspects of his work a key focus has been on the review, critical appraisal and, where necessary, refinement of financial models.
During his career Martin has worked across a wide range of sectors and organisation types and worked closely with traditional lenders, asset based lenders, private equity and the public sector, outside of the NHS. As well as providing restructuring and refinancing advice, he has also undertaken corporate reorganisations and business reviews on behalf of lenders.