Two universities in the south-east of England have revealed early-stage plans to merge, in what would become one of the most significant structural shifts in British higher education in recent memory. If the proposal goes ahead, the University of Kent and the University of Greenwich will operate under a single governance model while retaining their institutional identities.
The new body – temporarily referred to as the London and South East University Group – could serve around 47,000 students and employ more than 2,500 academic staff. A final decision on the merger is expected next year, with a view to implementation in time for the 2026–27 academic year.
Merging in Response to Economic Pressures
The initiative comes as universities across the UK are facing considerable financial constraints. While tuition fees for domestic students have remained frozen at £9,250 for several years, inflation and rising staff costs have left many institutions operating at a deficit.
Kent, in particular, has experienced financial difficulties, having previously posted a shortfall and reduced staffing and course offerings. In light of these pressures, both universities say the merger is intended to support long-term sustainability.
A statement issued jointly described the move as an effort to protect academic standards and strengthen research output while ensuring that student support remains intact. The merger, they said, is a strategic response, rather than a reactive measure.
Institutional Structure to Remain
Unlike a full consolidation, the proposal allows both universities to continue under their existing names. Students will apply to either Kent or Greenwich as before, and degrees will be awarded accordingly. Although leadership and strategic decision-making would be brought under a single structure, routine academic activities across both institutions are expected to continue without major alteration.
Professor Jane Harrington, currently Vice-Chancellor at the University of Greenwich, is expected to lead the proposed merged institution, supported by a unified executive team and governing board. Professor Georgina Randsley de Moura, who leads the University of Kent, is also set to play a prominent role in shaping the organisation’s long-term framework.
Campuses in Canterbury, Greenwich and Medway are due to remain in use. The Medway campus, which already accommodates joint activity between the two universities, has been cited as an example of how collaboration can function effectively in practice.
Sector Response and Staff Sentiment
Reaction within the higher education sector has varied. The Office for Students, which regulates universities in England, said the proposed merger could provide a stable route forward in a financially challenging climate.
In contrast, the University and College Union has voiced concern over the potential consequences for staff and institutional autonomy. The union’s general secretary, Jo Grady, said the development highlighted wider structural issues within the higher education funding system.
Some employees at both institutions have raised concerns about possible changes. While senior management has stated there are no current plans for job losses, the possibility of future restructuring has led to uncertainty. There are ongoing questions around the future of administrative functions and whether student services could be affected.
A Model for the Future?
While university mergers are not common in the UK, they are not without precedent internationally. In countries such as Australia and the United States, similar models have been employed to streamline operations and cut costs.
This proposal differs from those, however, by allowing member universities to retain their branding and degrees. It is this hybrid approach that may draw interest from other institutions facing similar financial strains.
The plan is currently undergoing a period of due diligence. During this phase, legal, financial, and operational considerations will be assessed in detail. A final go-ahead is expected by the end of 2025.
If completed, the merger would mark a major development in how UK higher education institutions organise and operate. Whether it succeeds may depend not only on governance but also on staff buy-in and public perception.
