It’s an education, all right: Laurie Penny on the commercialization of universities

British universities now see themselves as companies, and students are the losers.

Anyone who believes that knowledge has no price should look away now. For the past month I've been involved with an investigation for Channel 4's Dispatches that revealed just how far the market has penetrated higher education. We discovered highly paid managerial elites running universities as factories where students are little more than customers shopping for degrees.

We started with the top university bosses, who have been lobbying for a rise in tuition fees for years. Vice-chancellors take home an average salary of £254,000, are often given free accommodation, and claim thousands in expenses.

Take Brian Cantor from York University, who last year took home nearly £255,000 even as York faced a £1.48m cut in state funding. His expenses totalled £135,000 over three years - and then there's his grace-and-favour home and his private property portfolio in Mont Blanc, France, which is managed for him by his secretary in York. Cantor nonetheless found time to launch a public attack on desperate teachers and lecturers striking against a savage pensions cut. (York University said all his expenses were vital to the commercial success of the institution.)

Vice-chancellors claim that, "like chief executives", they deserve their huge salaries because theirs is a stressful job. How curious, then, that some others find the time to earn tens of thousands of pounds on the boards of drugs companies and arms dealerships. The notion that such appointments might cause a conflict of interest in how research funding is allocated is dismissed by university bosses as they accept payments from the likes of AstraZeneca and Shorts.

British universities now see themselves as companies: in order to boost profits, many have turned their attention to the £26,000 annual fees that can be squeezed from a rich minority of non-EU students. Agents are paid on commission to peddle degree services aggressively in India and the Gulf, and many universities are opening franchises abroad.


Let's join some dots. The coalition government has justified its decision to triple university fees for home students by citing the expansion of student numbers over the past decade. If we want more students to attend, the logic goes, we need to find the extra money from somewhere.

The government promised that only top institutions would charge the full £9,000 but - in a move entirely unforeseen by all but a few hundred thousand protesters - nearly every university has decided to do so. To finance these debts, the coalition may have to cut domestic student numbers and recruit more from abroad, leaving us, as if by magic, with a small pool of rich international student-consumers.

Everything has its price. Our universities were once publicly owned and financed, free for anyone to attend, as much a part of the common wealth of Britain as our forests, rivers and mines. And just like the mines, rivers and forests, higher education is being plundered piece by piece,mortgaging the future of education for short-term profit. No wonder students won't stand for it.

Laurie Penny is a contributing editor to the New Statesman. She is the author of five books, most recently Unspeakable Things.

This article first appeared in the 11 April 2011 issue of the New Statesman, Jemima Khan guest edit

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Why relations between Theresa May and Philip Hammond became tense so quickly

The political imperative of controlling immigration is clashing with the economic imperative of maintaining growth. 

There is no relationship in government more important than that between the prime minister and the chancellor. When Theresa May entered No.10, she chose Philip Hammond, a dependable technocrat and long-standing ally who she had known since Oxford University. 

But relations between the pair have proved far tenser than anticipated. On Wednesday, Hammond suggested that students could be excluded from the net migration target. "We are having conversations within government about the most appropriate way to record and address net migration," he told the Treasury select committee. The Chancellor, in common with many others, has long regarded the inclusion of students as an obstacle to growth. 

The following day Hammond was publicly rebuked by No.10. "Our position on who is included in the figures has not changed, and we are categorically not reviewing whether or not students are included," a spokesman said (as I reported in advance, May believes that the public would see this move as "a fix"). 

This is not the only clash in May's first 100 days. Hammond was aggrieved by the Prime Minister's criticisms of loose monetary policy (which forced No.10 to state that it "respects the independence of the Bank of England") and is resisting tougher controls on foreign takeovers. The Chancellor has also struck a more sceptical tone on the UK's economic prospects. "It is clear to me that the British people did not vote on June 23 to become poorer," he declared in his conference speech, a signal that national prosperity must come before control of immigration. 

May and Hammond's relationship was never going to match the remarkable bond between David Cameron and George Osborne. But should relations worsen it risks becoming closer to that beween Gordon Brown and Alistair Darling. Like Hammond, Darling entered the Treasury as a calm technocrat and an ally of the PM. But the extraordinary circumstances of the financial crisis transformed him into a far more assertive figure.

In times of turmoil, there is an inevitable clash between political and economic priorities. As prime minister, Brown resisted talk of cuts for fear of the electoral consequences. But as chancellor, Darling was more concerned with the bottom line (backing a rise in VAT). By analogy, May is focused on the political imperative of controlling immigration, while Hammond is focused on the economic imperative of maintaining growth. If their relationship is to endure far tougher times they will soon need to find a middle way. 

George Eaton is political editor of the New Statesman.