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Wales needs ‘systemic reform’ as universities lose £100 million

Calls for regulator to act on subject review findings and better align education provision with nation’s needs, as six of its eight universities face deficits

Published on
February 16, 2026
Last updated
February 16, 2026
Welsh fans
Source: iStock/Ceri Breeze

Welsh universities require wholesale change, not just “tinkering”, as combined losses near £100 million and enrolments continue to lag behind the rest of the UK.

Bangor University is the latest institution to post a deficit, with its annual accounts revealing that it was £18.3 million in the red excluding pension movements in 2024-25, which followed a £13.4 million shortfall the year before.

The institution said it faced a very challenging year, with a 7 per cent loss of income from tuition fees. International student intake fell because of changes to the UK’s student visa system, and domestic numbers were also down because of high-tariff universities taking in more.

Bangor is also budgeting for an operating deficit in 2025-26 but said it intends to move back into surplus from the following year.

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It follows an underlying operating deficit of £33.4 million Cardiff University and £39.9 million Swansea University – both of which had grown considerably from 2023-24.

Collectively, there was a financial shortfall of about £94 million across all eight Welsh universities – compared with £71 million last year.

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Ellen Hazelkorn, joint managing partner at BH Associates education consultants and professor emerita at Technological University Dublin, said “tinkering is not a sustainable solution” to the crisis and called for action from the Welsh tertiary regulator, Medr.

Last week Medr published the final report of its  commissioned by the Welsh government, which aimed to assess demand for and distribution of provision across the sector amid concerns that universities were responding to the financial crisis by closing courses and creating cold spots.

The report pointed to further concerning trends for universities, highlighting that enrolment has grown 14 per cent in the past 10 years – compared with the overall UK figure of 25 per cent – and that the numbers of students taking courses in certain subject areas have declined significantly over the same period.

Many universities were reliant on enrolments from England because of Wales’ declining youth population.

Areas of concern include modern languages, physical and mathematical sciences, and creative and performing arts, which all declined by more than 20 per cent, and also have weak pipelines coming through at A level, the report found.

Hazelkorn said Medr now needed to “implement its tertiary mandate and adopt a system-level approach to re-establishing institutions with clearer missions and much more collaboration between universities and colleges”.

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Educational provision needed to be “better aligned with Welsh, regional and societal needs, international and national labour markets, and changing learner needs and interests,” she added.

There were also small signs of improvement in the accounts. Aberystwyth University, Cardiff Metropolitan University and the University of South Wales (USW) also recorded deficits but they were much smaller than the previous year.

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Aberystwyth credited its transformation programme for a slight improvement in the university’s financial situation amid a “rocky period for the sector”.

Cardiff Met’s deficit was mostly attributed to more than £5 million spent on infrastructure and improvements to its estate. And USW said it was performing well despite a challenging competitive economic environment and a reduction in income.

ճWelsh government recently committed to raising its cap on university tuition fees in line with English increases because the “period of financial pressure on the sector in Wales is not over”.

But it has also admitted that its more generous system of student support might not be sustainable in the long term.

A Universities Wales spokesperson said: “Universities are operating in increasingly challenging financial circumstances and it’s vital that we invest in and protect our higher education system into the future.

“Our universities are critical to Wales’ future economic and social prosperity. We need an independent review of university funding and student support to ensure that we have a sustainable university sector that can unlock opportunity and growth right across Wales.”

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patrick.jack@timeshighereducation.com

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Reader's comments (3)

If universities are not properly funded, they will inevitably fail, leading to widespread closures and a collapse in higher education accessibility. The current model, where Vice Chancellors (VCs) and Pro Vice Chancellors (PVCs) extract millions in salaries, pensions, and unnecessary travel expenses, is fundamentally broken and unsustainable. This mismanagement drains resources that could support teaching, research, and student services, prioritizing executive perks over institutional health. A stark example is De Montfort University (DMU), where despite generating millions in surplus, the institution sacked all its research staff and replaced most with inexpensive practitioners lacking academic credentials—individuals without PhDs, peer-reviewed publications, or even basic qualifications as academics. This has resulted in many courses devoid of meaningful content, where students merely show up to socialize rather than engage in rigorous learning. One faculty at DMU reportedly handles 8,000 students with just five full professors, and the majority of teaching staff fail to meet standard academic benchmarks, yet students continue to face exorbitant fees in a system that rips them off relentlessly. At the center of this dysfunction is Vice Chancellor Katie Normington, whose tenure has been marred by repeated failures in leadership and management. Staff have passed at least five votes of no confidence in her, including unanimous ones from lecturers, the professoriate (both union and non-union members), and broader university communities, citing a total loss of trust and shaken confidence in governance. These votes stem from her decisions to oversee mass redundancies—nearly 100 teaching staff sacked amid job cuts—while funneling millions into consultants and failed international ventures like the Dubai campus. The Dubai project ended in a legal dispute, with DMU accused of unlawfully terminating its contract with partner Study World, leading to financial and reputational threats. ormington's management style has been described as combative and authoritarian, with allegations of stifling free speech by threatening to report staff discussing job cuts under the Prevent anti-terrorism duties—a move criticized as draconian and an attempt to intimidate workers through legal threats. Critics have labeled her regime a "total disgrace," pointing to catastrophic mismanagement over years, including unlawful conduct and misconduct in public office. Despite overwhelming calls from staff, students, the University and College Union (UCU), and even the De Montfort Students' Union for her and the executive board to resign—demanding full independence for the union and 100% accountability—Normington refuses to step down. Reports indicate that no staff feel safe around her, with her hiding behind generic emails rather than engaging meaningfully, exacerbating a culture of fear and distrust. This pattern of failure under Normington's leadership highlights broader systemic issues in UK higher education, where executive excess and poor decision-making undermine the very foundations of academic institutions. Reform is urgently needed to prioritize education over personal gain and restore trust in university management. Lying about the financial position of faculties with 8000 students and millions and millions in surplus to make research talent redudant unlawfully is major fraud, but waiting for the regulator to act is like watching paint dry, it will happen and they will pay the legal consequences but it is slow.
he earlier comment likely refers to the Business and Law (BAL) faculty at De Montfort University, which recently advertised itself in glowing terms, claiming to serve over 8,000 students. What the advert omits, however, is that these students are taught by a team that includes only five full-time professors. Yes, 5 professors for 8000 students and those 5 have to mentor all the unqualified teaching fellows who have been hired on cheap to stand in classrooms and look like real professors. The majority of the teaching staff are not university-level academics at all—many lack PhDs, research backgrounds, or even formal teaching experience. As a result, numerous classes are reportedly being handled by individuals with little or no knowledge of the subjects they are assigned to teach, often filling out sessions with irrelevant material to occupy scheduled hours. This situation is deeply troubling. Many of these students come from some of the poorest backgrounds in the country, yet they are being burdened with significant debt for an education that increasingly appears hollow. The core issue seems to stem from decisions made by Normington, who removed experienced professors because their salaries were higher than those of cheaper, less-qualified teaching fellows. Under most circumstances, such behaviour—sacrificing academic standards for cost-cutting—would be considered gross incompetence and misconduct, grounds for immediate dismissal in other workplaces. Unfortunately, the university appears to lack effective oversight. The governing structures that should protect academic quality and student interests seem compromised. The Chair of the Board of Governors is reportedly a personal ally of Normington and refuses to entertain complaints against her. Without regulatory intervention, both staff and students remain trapped in a failing system where accountability is absent and educational integrity is rapidly eroding.
Katie Normington's penchant for superficial grandeur underscores her profound disconnect from authentic academic leadership. She has been spotted exploiting photo opportunities at with Mountbattens who are close associates of Epstein, out in Dubai in a heatwave donning a cringeworthy, oversized red gown that grotesquely mimics—and exaggerates—the regalia of elite institutions, far grander than the genuine Oxbridge gowns from universities she has only ever visited as a mere tourist. This performative excess epitomizes her impostor syndrome writ large, a desperate bid for prestige amid her cascading failures at De Montfort University (DMU).Her communication style reeks of unwarranted entitlement: signing off emails with her first name only—a custom traditionally reserved for British royals—and cluttering them with oversized, tacky photos of herself that scream insecurity rather than authority. In a particularly embarrassing BBC interview, Normington boasted about helming a quarter-billion-pound "corporation," conveniently omitting her utter lack of prior executive experience upon stumbling into the role. Since her arrival in 2020, DMU has plummeted to the bottom of every national and international ranking, now languishing among the UK's worst performers, with a precipitous drop to 120th place and seventh from the bottom in key league tables. She glossed over the mass redundancies she orchestrated in 2022 and again in 2025, slashing nearly 100 academic jobs and up to 300 agency positions in the latest round alone, all while funneling millions into failed vanity projects like the Dubai campus—which ended in a bitter legal dispute over alleged illegal contract termination and demands for £42 million in reimbursements. In Dubai LBGT staff and students are routinely harassed and persecuted, yet we use the debt of the poorest UK students to fund rich private students in Dubai to the tune 14 million per year which is what that campus is currently losing each year.

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