Donations to universities are at a record high. Why does half go to Oxbridge?

Probably because they spend more.

A report released yesterday by the National Centre for Social Research shows that during 2011-2012 the UK’s universities received more money from philanthropists than ever before. A total of £774m was given, up from £676m in 2010-2011.

The UK’s top universities are receiving the majority of these gifts, with Oxford and Cambridge alone receiving half of the total amount given last year. It can be no coincidence, however, that the universities that receive the most are also spending the most on fundraising.

Out of the 143 institutions that took part in the survey, which was carried out for The Council for Advancement and Support of Education (CASE) and the Ross Group, Oxbridge and Russell Group universities received an enormous £644 million of the total given, with the remaining 119 universities receiving just £130 million between them. Twenty nine universities received donations of less than £100,000.

While many will attribute this imbalance to the fame and prestige of Oxbridge and Russell group universities — Michael Moritz’s gift of £75 million to Oxford last July makes up a substantial portion of the total given during 2011-2012 — the report suggests that, far from resting on their laurels, the top institutions are working hard to attract funding.

Anyone familiar with the challenges of fundraising knows that you have to spend money to make it. This is borne out by the fact that the universities that are receiving the largest donations are spending the most on attracting philanthropists: out of a total of £79 million spent on fundraising initiatives by the 143 participating institutions, £50 million was spent by Oxbridge and the Russell group universities — just 24 institutions in total.

The remaining 119 institutions spent just £29 million between them on fundraising, which averages out at £244,000 per institution as opposed to just over £2 million for the Russell group universities (including Oxbridge).

Interestingly, the figures also illustrate that while together the Oxbridge and Russell Group Universities made about £12.88 for every £1 spent on fundraising, other universities only made about £4.48 for every £1 spent.

This could be due to scalability, as Oxbridge and Russell Group institutions depend on large fundraising and development offices. Oxford and Cambridge alone employed 310 fundraising staff between them last year, and the Russell group employed 422. The other 119 institutions had only 429 fundraising staff between them – equivalent to 3 per university.

It might seem unfair that a handful of leading universities are receiving the vast majority of philanthropic gifts made to the UK’s higher education sector. But the CASE report suggests that these institutions are not merely cashing in on their fame, but making a sustained effort to attract the attention of private donors; to the UK universities that received little last year, it should therefore serve as a reminder that spending money can make you money.

This article first appeared in Spear's magazine.

Utter punts. Photograph: Getty Images

Mark Nayler is a senior researcher at Spear's magazine.

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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.