The UK’s First ‘Super-University’ Backed to Tackle Neets Crisis

The British government’s Neets crisis – a staggering 981,000 young people aged 16 to 24 not in employment, education, or training – has prompted universities to take drastic action. Last month, the University of Kent and Greenwich merged with three other institutions to form the London and South East University Group (LASE), creating the UK’s first “super-university.” This bold move may hold the key to tackling the Neets crisis, but it also raises significant questions about the sustainability of the higher education sector.

LASE now boasts over 50,000 students across four campuses in London, Medway, and Kent. According to Professor Jane Harrington, vice-chancellor and chief executive of LASE, the merged institutions are “much stronger” together. This assertion is underscored by the economic realities facing universities: escalating financial pressures, a shrinking student population, and increasing competition from international institutions.

The Neets crisis has long been a thorn in the side of policymakers, who struggle to provide pathways for young people without employment, education, or training. LASE’s leadership believes that their new structure allows them to better meet regional needs by addressing these very issues. With areas of urban deprivation, rural poverty, and coastal isolation all within striking distance of their campuses, they aim to upskill and reskill the region’s youth.

However, the higher education sector is facing unprecedented financial strains. International students are increasingly difficult to attract due to visa restrictions and rising costs. The looming international student levy – set to charge universities £925 per student annually from 2028-29 – will only exacerbate this problem. According to Professor Harrington, “there isn’t a university in this country that doesn’t have to really look at their costs.” It’s no wonder, then, that MPs on the Education Committee warned of a “real risk” an English university could close due to insolvency.

LASE’s strategy relies heavily on shared resources and collaboration. By operating as distinct academic divisions under their current names, students can continue to apply and graduate from their chosen institution while benefiting from the pooled expertise and facilities of the merged group. This approach enables LASE to leverage its collective strengths and address regional needs more effectively.

LASE is drafting a “lessons learned” report for the Department for Education in the hopes that it can serve as a model for other institutions. While this may seem like a long shot, given the complexity and risk involved, Professor Harrington remains optimistic about their chances of success. The writing on the wall suggests that super-universities are here to stay – whether they’re a panacea or a Pandora’s box remains to be seen.

As the UK higher education sector continues to grapple with financial sustainability, it will be fascinating to watch how LASE and other super-universities navigate this treacherous landscape. Will their emphasis on collaboration and shared resources prove the key to survival? Or will they succumb to the pressures of an increasingly competitive market? The Neets crisis may finally have a glimmer of hope, but the future is far from certain for UK universities.

Institutions like LASE are forging their own paths in the absence of radical change at the policy level. Whether super-universities will become the norm remains to be seen. One thing is clear: they’re certainly making waves in a sector desperate for solutions to its existential crisis.