Winter Conference Round-Up

This year’s CUBO Winter Conference was more important than ever, supporting campus and commercial services leaders to build data-driven strategies and deliver excellent campus experiences during one of the most challenging years for HE.

We gathered in Loughborough for two days of valuable sector insights, updates, networking with peers and business partners, and a closer look at how Loughborough University’s commercial strategy has succeeded in “doing more with less”.

Here’s some of what we learned....

• There has been a drop in mature students applying to university, and a growth in 18 year olds - however these trends vary markedly across the UK. High tariff universities are doing well, whereas lower tariff universities are seeing declines.
  
  
• Cost of living impacts are increasingly influential on university applicant’s decision making. This is affecting their experience and expectations from universities rather than putting them off from applying. Money needs to stretch further, so their experiences  are likely to look very different from previous generations.
  
  
• More university applicants than ever intend to live at home, creating a lower demand for student accommodation. We’re also seeing more applicants moving out of London, and less moving in.
  
  
• The government recognises the financial instability and are looking for value for money in the sector. We need to improve in telling stories about the value of our sector, through research and how we communicate to the wider public.
  
  
• International students contribute £42 billion to the UK economy. The US election may mean fewer international students applying to the US – this could have a beneficial impact for the UK.
  
  
• Preference for low cost accommodation across all categories of students, moving away from PBSA towards off street housing.
  
  
• The Paradox of Choice suggests that an abundance of options requires more effort to choose and can leave customers feeling unsatisfied with their choice. This is why Loughborough University have reduced the number of menu items available at catering outlets. It is important not to take choice away, but also not to overwhelm customers with too many choices.
  
  
• Use the latest technology to extend service provision profitably. For example, Loughborough University are using tech that allows for unstaffed catering facilities on campus, so that staff can move to where they are most needed.
  
  
• Diverse teams bring varied perspectives, boosting innovation and productivity.
  
  
• A key challenge in creating a diverse team is the lack of a talent pipeline – i.e. diverse candidates are not applying. Try rewriting job descriptions to be more inclusive (if a skill or specific experience is not essential, make that clear), use platforms and networks that reach underrepresented groups, and work with apprenticeships or training programmes that funnel diverse talent into entry level roles.
  
  
• Build a sense of belonging in the workplace to retain your diverse workforce. This can be through DEI training, celebrating cultural events and milestones, and creating employee resource groups for underrepresented groups.
  
  
• Confidence in the conferencing and events sector growth is increasing along with event budgets. There is higher demand for hybrid meetings in academic venues, and more opportunity to support conferences in term time with higher availability of accommodation.
  
  
• When it comes in, Martyn’s Law will affect universities too – MIA have created a useful roadmap to help.
  
  
• Being commercial in the wake of lower student numbers is a challenge, and requires thinking outside of the box for innovative revenue streams. For example, The Royal Agricultural University are making gin, and Royal Holloway are providing filming locations on campus. Think about how you can better utilise space and upsell opportunities unique to your university.
  
  
• The environment we create impacts our team’s ability to be creative, adaptive, and innovative.
  
  
• Leaders need to “get off the dancefloor and onto the balcony”! You must not let the day-to-day take over all your time, because you have to be looking at what is on the horizon and prepare to overcome challenges before they arrive.
  
  
• An organisation’s attitude to failure can affect innovation – create an environment where calculated risks are welcomed, and failure is not taboo but is seen as a learning.
  
  
• Think about the life cycle of a project or purchase when planning – energy consumption, how repairable is it, can it be recycled at the end of its life?
  
  
• Embrace “imperfect environmentalism” – do what you can within reason to further sustainability and understand that it will take time.

 

 

 

 

 

 

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