In 2019, the UK launched its first international education strategy – a landmark effort that set ambitious, cross-government targets for growing our international education footprint. The years since have exposed the fragility of a strategy without a built-in mechanism for review or refresh when buffeted by events. Changing geopolitics, tightening migration strategies and Covid might not individually have been expected, but exposure to global markets will always bring challenges.
The 2019 roadmap lacked clarity on whether those targets were a floor or a ceiling and what we were to do when they were reached. In their absence, policy drifted. Reactive decisions replaced proactive planning. Universities, caught in the crosswinds of shifting geopolitics and domestic migration debates, have too often been left guessing what the government’s long-term vision really is.
That’s why the International Higher Education Commission (IHEC) was formed; to fill this strategic vacuum with a coherent, forward-looking, and inclusive vision. Working across sectors – engaging university leaders, student bodies, recruiters, and policymakers – it’s been working on framework for a new UK international higher education strategy rooted in data, tempered by experience, and open to evolution.
Our personal view is that we need nothing less than a reinvention of how we plan, manage, and grow international higher education; that we must hack a way through the many things we could do, or would like to do, to get to the essential priorities – what we must do – and be brave enough to make difficult decisions.
It is clear that the government wishes the sector well, but is not going to put its hand in its pocket any time soon. Our only way forward in the short term, then, is to ask for modest help, which will provide a short-term, concrete return on investment to trade our way out of the immediate difficulties.
Our personal view is that we need nothing less than a reinvention of how we plan, manage, and grow international higher education
If we steady the ship, we can in parallel put in place a framework, acknowledging the likely ongoing volatility in geopolitics and global markets, that moves us to a more strategic and sustainable approach in the medium and longer term. This may not be elegant policy making, but it is rooted in the pragmatic reality of the changes necessary to stabilise a system so economically, socially and culturally significant.
We have shared our personal views in a number of fora over the past two years as IHEC has unfolded and reiterate them here as we anticipate the imminent publication of our final report. It is very timely now, having been delayed initially by the UK general election, in which higher education as a topic failed to appear. Then the focus of almost everyone was on the US election, and that was followed by the significant challenges in the sector that meant that policy suggestions would not have been appropriate.
Now, there is a more proactive, forward-looking context to which we hope we can contribute.
- A living strategy with built-in review and flexibility
The UK needs a dynamic framework, not a static document.
Strategies must adapt to shifting global conditions, student preferences, and national needs. A ‘living’ strategy, reviewed regularly, updated transparently, and framed around multiple scenarios, not a single trajectory. Growth must be deliberate, not accidental.
- Policy certainty and sustainable structures
Confidence in the UK’s offer depends in part on consistency. The Graduate Route – allowing students to work post-study – has been a cornerstone of our recent successes, but its future must be secured through clearer legal and policy underpinning in the face of continuing threats from a still-changing migration policy context.
We also need a more sustainable system that doesn’t rely solely on growth from a few key markets, but diversifies and balances recruitment in line with national capacity and ambition.
- A competitive, student-centred offer
International students are not just numbers; they’re individuals with aspirations and needs. Better engagement with the ‘student voice’ is critical, as is a re-examination of how we ensure student success as they enter the workforce.
- Whole-government coherence and accountability
Too often, policy is siloed across Whitehall. Education may do better than other areas, but there are key departments missing from discourse – the Home Office, the Department for Science, Innovation and Technology, among others – and they are necessary to provide coordinated oversight.
It’s also vital to reflect regional priorities and the role of devolved nations, Metro Mayors, and local authorities in shaping recruitment and integration strategies.
- Strategic marketing and market diversification
The UK concentrates too heavily on a small number of international markets. We must be smarter.
Study UK does the best it can with the woefully poor levels of investment, but we must invest in data-driven, market-specific campaigns and learn from countries like Australia that tie marketing to outcomes.
- Public-private partnership and institutional innovation
Strategic delivery needs strategic partners. We must deepen collaboration with sector bodies like UKCISA, NISAU and BUILA to create a more integrated system that shares responsibility across institutions, government, and industry.
We also need to support the new found enthusiasm for TNE at scale to ensure that the new initiatives are robustly founded, and better data to inform national and institutional decision making.
- Reframing migration and public narrative
International students bring huge value to local economies, research, and the cultural fabric of our campuses. Yet in public discourse they too often become collateral in broader immigration debates.
We must be able to show, and more effectively communicate, that almost all students return home. A confident, positive narrative is essential, based on evidence – not emotion.
The road ahead
This is a moment for boldness and clarity. The sector stands at a crossroads. It is under unprecedented threat, but it is also brimming with opportunity. If we get it right, the UK will not only remain a top destination for international students: we will lead globally on how it integrates education with diplomacy, soft power, and innovation.
Join us for a live webinar co-hosted by The PIE and IHEC on April 16.
