HEFCE closed at the end of March 2018. The information on this website is historical and is no longer maintained.
The HEFCE domain - www.hefce.ac.uk - will continue to function until September 2018. At this point we will close the site entirely and all its information will only be available from the National Web Archive.
The vast majority (83 per cent) of stakeholders are satisfied with their relationship with HEFCE (an overall improvement since the previous survey in 2013). They describe HEFCE as a reliable and robust regulatory body with an important role in ensuring stability across the higher education sector.
There has been an overall increase in positive perceptions of HEFCE since the previous survey in 2013. In particular, there has been a 21 per cent increase in the proportion of non-institutional stakeholders who view HEFCE as effective at increasing knowledge exchange activity, and a 20 per cent increase in the proportion of HEIs that consider HEFCE effective at supporting teaching excellence.
Other findings include:
The report makes a number of recommendations for further improvement, including the continuing need to keep stakeholders informed and up-to-date about HEFCE’s work, and to ensure that HEFCE’s consultations and other communications are as clear and succinct as possible.
Madeleine Atkins, Chief Executive of HEFCE, said:
‘We would like to thank everyone who participated in the survey and provided such useful feedback for us. It is particularly good to see that the vast majority of stakeholders continue to value HEFCE’s key role as a buffer body, or ‘broker’, between Government and the sector, while recognising that we are highly effective in delivering Government policy.
‘There have been some notable positive changes in stakeholders’ perceptions of HEFCE since the last survey in 2013. And as a regulator HEFCE is considered effective by being ‘light touch’ and regulating ‘in partnership’ with institutions.
‘We will consider in detail all the recommendations with a view to making further improvements in what we do.’