The financial pressures described by university leaders (UK universities face ‘financial crisis’ amid collapse in international students, 14 August) are both clear and serious, yet there are wider consequences of declining international student numbers that deserve attention.

While the immediate economic contribution that international students make is significant, so is their broader value in bringing international perspectives to our campuses, enriching the learning experience, and strengthening the UK’s relationships, reputation and influence around the world.

At a time when relationships, trust and influence increasingly matter, British Council research shows that studying in the UK can create enduring personal and professional connections. International graduates take those relationships into their careers, institutions and networks, maintaining connections with the UK long after their studies have ended, strengthening relationships, understanding and trust between the UK and countries around the world. UK universities are fundamental to that, and without them, this simply would not happen.
Catriona McCarthy
Interim director education, British Council

University leaders are right to warn of the financial turmoil in British higher education. Universities are undoubtedly facing uncertain futures. But those leaders must also shoulder some collective responsibility rather than reflexively laying blame elsewhere. It is a familiar refrain that when anything goes wrong the cause is external factors beyond the university’s control: first Covid, then energy prices and inflation, then frozen fees, and now the international visa system.

Any success, on the other hand, is claimed by university leaders as a sign of excellence. That excellence, however, is rarely managerial. Too many university leaders and senior managers have failed upwards from unexceptional academic careers to a gravy train of well-paid positions for which they lack the strategic foresight that would better serve their institutions.

This is the untold scandal of the higher education sector over the last decade. Did not one vice-chancellor understand that fees would not automatically increase with inflation after 2017 and put a plan in place to mitigate the effect on university finances? Did not the most basic analysis show that institutions were overreliant on international fee income?

The higher education workers at risk of redundancy are potentially losing their jobs not just because of external factors, but because of sector-wide mismanagement by university leaders too quick to shirk responsibility.
Graham Thompson
Emeritus professor of American literature, University of Nottingham