A Landmark Appointment for UK Higher Education Regulation

The appointment of Ruth Hannant and Polly Payne as joint Chief Executives of the Office for Students (OfS) marks a pivotal moment for the regulation of higher education in England. Announced on March 30, 2026, this decision introduces the first job-share leadership model at the helm of the independent regulator, tasked with safeguarding student interests and ensuring high-quality provision across universities and colleges. Effective from June 15, 2026, the duo will succeed Susan Lapworth, with Josh Fleming serving as interim Chief Executive from April 1 to maintain continuity during the transition.

This move comes amid mounting financial pressures on the sector, where universities are grappling with deficits, declining domestic enrollment in some areas, and heavy reliance on international student fees. Education Secretary Bridget Phillipson highlighted the timing, stating that universities face 'real financial pressures' and students require assurance of course quality for future employability. The new leaders' extensive experience positions the OfS to navigate these challenges effectively, fostering a stable environment for higher education providers.

Understanding the Office for Students and Its Evolving Role

The Office for Students, established in 2018 under the Higher Education and Research Act 2017, replaced the previous funding councils—Higher Education Funding Council for England (HEFCE) and Higher Education Funding Council for Wales (HEFCW)—shifting to a more market-oriented regulatory framework. Unlike traditional funders, the OfS operates as an arms-length body from government, focusing on student protection, quality assurance, and value for money rather than direct grant allocation for teaching.

Its core responsibilities include registering providers, granting degree-awarding powers, monitoring financial sustainability, and intervening where student outcomes fall short. In recent years, particularly post-2024, the OfS has intensified scrutiny on financial health, pausing new provider registrations to redirect resources toward at-risk institutions. This refocus aligns with government directives to prevent market failures that could disrupt student education.

The regulator's strategy for 2025-2030 emphasizes three pillars: enhancing quality and standards, protecting the wider student interest (encompassing outcomes, mental health, and accommodation), and bolstering sector resilience through financial oversight. These priorities reflect broader UK higher education dynamics, where providers must balance expansion with sustainability.

Susan Lapworth's Tenure: Achievements and Sector Tensions

Susan Lapworth led the OfS for nearly four years, steering it through turbulent times including the COVID-19 disruptions, post-Brexit enrollment shifts, and policy upheavals. Key achievements include robust student protection measures, such as enhanced complaints handling and the introduction of the Student Protection Plans, which outline continuity arrangements if a provider fails. Under her watch, the OfS expanded oversight to further education colleges offering higher education and ramped up investigations into low-value courses.

However, her era was not without controversy. An independent review in 2024 criticized the OfS for perceived lack of independence and an 'adversarial' stance toward providers, leading to calls for a more collaborative approach. Sector bodies like Universities UK expressed concerns over regulatory burden amid financial strain. Lapworth's departure at Easter 2026 aligns with a government push to depoliticize the regulator, setting the stage for fresh leadership.

Profiles of the New Leaders: Ruth Hannant and Polly Payne

Ruth Hannant and Polly Payne bring a combined 16 years of job-share collaboration, a model that has propelled them through senior civil service roles. Both served as Directors of Higher Education at the Department for Education (DfE) from 2014 to 2017, playing instrumental roles in designing the OfS during its formative phase—a detail they reference fondly as being 'part of its journey at the outset.'

Hannant's career highlights include Director General for Rail at the Department for Transport and her current job-share as Director General for Culture, Sport, and Civil Society at the Department for Culture, Media and Sport (DCMS) since March 2021. Payne mirrors this trajectory, with shared leadership at DfE Transport and DCMS, where they acted as interim Permanent Secretaries. Their partnership exemplifies flexible working, challenging traditional full-time norms while delivering at the highest levels.

In interviews, they emphasize seamless handover protocols—detailed briefings, shared calendars, and mutual trust—ensuring no decision lags. This proven efficacy makes them ideal for the OfS's demanding remit.

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The Job-Share Model: Revolutionizing Senior Leadership

Job-sharing at Director General level is rare but increasingly validated. Hannant and Payne's 16-year alliance spans policy formulation in education reform, transport infrastructure, and cultural policy, yielding consistent outcomes. At DCMS, they oversaw arts funding, civil society initiatives, and sport legacies, navigating post-pandemic recovery.

Benefits for the OfS include diverse perspectives—leveraging their DfE roots for sector insight and broader government experience for strategic alignment. Critics might question accountability, but precedents like their DfE tenure, where they shaped the Higher Education and Research Act, affirm viability. OfS Chair Edward Peck praised their 'extensive experience and expertise,' anticipating a 'collaborative' era.

• Enhanced work-life balance without compromising delivery
• Risk mitigation through dual oversight
• Innovation from combined skill sets in policy and operations

Navigating UK Higher Education's Financial Storm

UK universities confront acute challenges in 2026. OfS analysis from November 2025 reveals nearly half of providers projecting deficits for 2025-26, with 72% of institutions forecasted to operate at a loss. Dependence on international tuition—comprising over 50% of income for some Russell Group members—exposes vulnerabilities to visa policy shifts and geopolitical tensions.

Domestic funding lags inflation, while operational costs soar. Examples include the University of Nottingham's £25 million shortfall and Worcester's near-administration scare. Colleges face similar squeezes, with squeezed further education budgets impacting higher-level provision. The OfS's financial sustainability regime now mandates stress testing and early interventions. Recent OfS data underscores these pressures, urging providers to diversify revenue and cut costs.

Quality, Standards, and Student Outcomes Under Scrutiny

Beyond finances, quality remains paramount. The OfS enforces baseline standards via the B3 conditions, targeting completion rates, progression to professional jobs, and earnings thresholds. Recent interventions hit low-performing programs in creative arts and business, prompting curriculum reforms at institutions like London Metropolitan University.

Student experience metrics now encompass non-academic factors: mental health support, harassment prevention, and accommodation quality. With 1 in 5 students reporting dissatisfaction, the regulator demands evidence-based improvements. New leaders, with DfE heritage, may prioritize value-for-money audits, ensuring courses align with labor market needs like green skills and digital literacy.

Sector Reactions and Expectations

Initial responses are optimistic. Phillipson lauded their capacity to 'hold the sector to high standards.' Peck envisions an OfS 'ambitious for students, collaborative with providers, vigilant about public money.' University vice-chancellors, via Universities UK, welcome the DfE alumni status, hoping for pragmatic regulation.

However, skepticism lingers among smaller colleges fearing intensified scrutiny. Times Higher Education notes the duo's civil service polish could bridge government-provider divides, contrasting Lapworth's tenure.

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Implications for Universities and Colleges

For providers, expect continuity in financial monitoring but potentially warmer engagement. Joint leadership may accelerate strategy execution, like the 2025-2030 plan's resilience focus. Universities should refine sustainability plans, enhance student outcome data, and explore partnerships—e.g., with further education for sub-degree pathways.

Colleges benefit from expanded OfS remit, gaining regulatory clarity for higher education delivery. Actionable steps include:

• Conducting internal financial audits quarterly
• Investing in student voice mechanisms
• Diversifying recruitment beyond international markets
• Leveraging OfS grants for innovation

Future Outlook: Stability and Innovation Ahead

Hannant and Payne's tenure promises steady navigation through 2026's uncertainties, including the International Education Strategy's push for sustainable growth. By prioritizing collaboration, they could mitigate adversarial perceptions, fostering a resilient ecosystem.

Long-term, expect bolder interventions on underperforming providers, incentives for high-quality growth, and alignment with national skills agendas. For stakeholders—academics, administrators, students—this leadership duo signals commitment to a world-leading sector, equipped for global competition.

As UK higher education adapts, opportunities abound for talented professionals. Explore roles in administration, research, and teaching to contribute to this evolution.