The UK’s Further Education (FE) sector in 2025 faces a unique set of challenges that shape how FE colleges plan and deliver communications. FE institutions (such as colleges and training providers) educate millions of learners across vocational, academic, and basic skills programmes, playing a vital role alongside schools and universities (Key challenges facing the FE sector — EverythingFE.).
Yet persistent issues – from political flux and funding pressures to staffing shortages, digital gaps, and an ongoing battle for public esteem – continue to complicate the communications landscape. In the following sections, we examine these contemporary challenges and analyse their impact on both internal and external communications strategy in FE, drawing on recent sector analyses and commentary.
Political Instability and Policy Short-Termism
Frequent shifts in government policy and priorities have created an environment of uncertainty for FE colleges, making long-term communications planning difficult. A recent Education Policy Institute (EPI) report highlights a “very high level of policy churn” across post-16 education, noting that near-constant policy changes have “been detrimental” – harming staff morale and even shaping young people’s perceptions of education and training pathways (FE News | EPI finds stark inequalities in post-16 education outcomes across the UK).
In practice, FE communicators often find themselves having to revise messaging frequently as new initiatives, funding rules or curriculum reforms are announced with little warning. As one sector leader observed, “over the last eight months… we are barraged with policy changes and updates on a near-daily basis” and it’s not always clear that different government departments “are on the same page” (Labour's youth policy challenge - to avoid short-termism).
This stop-start policy landscape means colleges must be agile in communication, constantly explaining or adjusting to new directives – whether it’s the latest skills mission, apprenticeship reform, or qualification policy.
Such short-termism poses a strategic challenge: it is hard to build coherent narratives for students, staff and stakeholders when the goalposts keep moving. Communicators in FE must often reconcile the gap between political rhetoric and on-the-ground reality. For example, the Breaking Barriers to Opportunity mission under the Labour Party has promised a joined-up, long-term youth strategy, but commentators worry that even the opposition may fall into the same pattern of piecemeal initiatives (Labour's youth policy challenge - to avoid short-termism). Laura-Jane Rawlings, CEO of Youth Employment UK, cautions that we must “avoid short-term fixes and cuts to services that undermine long-term systemic change”, noting that meaningful progress requires sustained investment, collaboration and patience (Labour's youth policy challenge - to avoid short-termism). This sentiment is widely shared in FE: colleges crave consistency.
For communications teams, the implication is two-fold. Firstly, they need to keep messaging consistent and reassuring for internal audiences (staff and learners) amid political turbulence – often translating complex, ever-changing policies into clear information. Secondly, FE communications professionals are increasingly taking on an advocacy role, working with sector bodies to push for the long-term vision that has been lacking. There is a broad consensus that coherent, stable policy would aid FE’s mission (FE News | EPI finds stark inequalities in post-16 education outcomes across the UK), allowing colleges to plan ahead and communicate a confident long-term value proposition to their communities. Until then, FE communicators must navigate instability, counteract confusion with clarity, and maintain morale even as plans are rewritten by each new announcement.
Funding Challenges in an Age of Austerity
(FE braces for Austerity 2.0 after bleak spring statement) A visual metaphor for budget cuts: a locked wallet symbolizes the funding constraints faced by FE colleges. The financial picture for FE in 2025 remains extremely tight. Years of under-investment and austerity measures have left FE colleges striving to do “more with less,” and the latest economic signals suggest further belt-tightening ahead. In the government’s Spring Statement of March 2025, the Chancellor offered only a modest economic update with targeted skills funding – for instance, a one-off £625 million package for construction training – but no broad uplift for FE (FE News | Sector Reaction to the Spring Statement 2025).
Sector analysts quickly concluded that the “Spring Statement spelt doom for our sector”, heralding what one commentator termed “the age of austerity 2.0” for FE (FE braces for Austerity 2.0 after bleak spring statement). With the Treasury sticking to strict fiscal rules aimed at eliminating the deficit, significant cuts to non-protected budgets (education included) are anticipated (FE braces for Austerity 2.0 after bleak spring statement). In other words, after a short reprieve, colleges are bracing for another round of funding restraint.
The legacy of past austerity is stark. Between 2010 and 2022, education spending in the UK fell from about 5.6% to 4.4% of GDP, and spending per student in FE colleges dropped by roughly 14% in real terms (FE braces for Austerity 2.0 after bleak spring statement). Staff costs – which form the bulk of college expenditures – have been hard to contain, leading to difficult trade-offs. Indeed, even before the current austerity forecasts, analysts warned that “the current financial model for the…266 [FE] institutions is not sustainable”, given falling numbers of 16–18 learners, under-delivery of expected apprenticeship income, and high fixed staff costs (over 65% of FE college spending) (Key challenges facing the FE sector — EverythingFE.). The adult education budget has also been repeatedly cut since 2010, it comes as little surprise that college leaders and unions are sounding the alarm: “Our further education institutions remain scandalously underfunded, with teachers struggling to make ends meet,” warns University and College Union general secretary Jo Grady (FE News | Sector Reaction to the Spring Statement 2025).
For communications professionals in FE, funding pressures hit on multiple fronts. Internally, there is the challenge of communicating tough decisions (cost-cutting measures, program reductions, or hiring freezes) to staff and students in an honest but constructive way. Maintaining staff morale and student confidence when resources are stretched requires careful, empathetic messaging.
Externally, colleges must continue to make a compelling case for investment – showcasing the value they provide to local economies and learners’ futures – even as they operate on shoestring budgets. This advocacy role is critical: without it, FE risks being perpetually seen as a low priority. Observers note that unless FE presents a “joined-up… blueprint” for how it can drive productivity and growth, it “will continue to be viewed as a ‘Cinderella service’” in education (FE braces for Austerity 2.0 after bleak spring statement) – overlooked and first in line for cuts.
Effective communications strategy, therefore, involves not just managing perceptions during lean times, but actively fighting for the sector’s fair share. Every positive story of student success or community impact can help build the narrative that FE is a worthy investment, not a cost to be minimised. In 2025, communicating that value is more urgent than ever, as colleges strive to avoid another era of “scorched-earth” austerity policies that would damage opportunities for learners.
Staffing and Workforce Strains
Perhaps nowhere are the consequences of under-funding more directly felt than in staffing. FE colleges are grappling with significant recruitment and retention challenges in 2025, which in turn create communications challenges around staffing stability and quality. New data on the FE workforce reveals that teachers in FE colleges earn substantially less than their counterparts in other education sectors. In fact, the median full-time salary for an FE college teacher was about £33,400 in 2021/22 – over £6,000 lower than the median for school teachers in the same year . It was also nearly £9,000 lower than the median for teachers in sixth-form colleges (New data reveals FE's significant recruitment challenge).
This pay gap has widened over the past decade (FE staff have seen an 18% real-terms pay decline since 2010) (FE braces for Austerity 2.0 after bleak spring statement), making it difficult for colleges to attract and retain talent when educators can often find better pay in schools or the private sector. The result is a chronic staffing shortage: at the end of the 2021/22 academic year, FE providers in England had about 5.4 vacant teaching posts per 100 posts (5.4% vacancy rate), with shortages especially acute in certain regions and subjects – for example, construction and engineering teacher vacancies were around double the national average (New data reveals FE's significant recruitment challenge).
These workforce strains have direct implications for communications strategy. Internally, college communications teams must grapple with maintaining staff engagement and morale amid high workloads, unfilled vacancies, and industrial disputes over pay. It’s not uncommon for FE lecturers to stage strikes or protests calling for better pay and conditions – messages that college management and comms teams must respond to carefully and transparently to avoid reputational damage. When the UCU union publicly criticizes the government for failing to invest in colleges – saying educators are “struggling to make ends meet” (FE News | Sector Reaction to the Spring Statement 2025) – college leaders may find themselves reinforcing that message in their own advocacy, yet also needing to reassure students and parents that teaching quality and continuity will be upheld. Crafting honest, balanced communications in this context is a delicate task.
Moreover, filling the recruitment pipeline has become a communications priority. The FE sector historically lacks a high-profile national recruitment program (unlike, say, Teach First for schools), which has been identified as a fundamental challenge in maintaining a sustainable teacher supply (Key challenges facing the FE sector — EverythingFE.). Communications teams in FE are now often involved in promoting the profession – highlighting the rewards of an FE teaching career and appealing to vocational experts to enter teaching. The government’s recent creation of a Teacher Industrial Exchange scheme to bring industry professionals into FE teaching is one initiative in this vein (FE News | Sector Reaction to the Spring Statement 2025). Colleges will need to actively communicate opportunities like these and celebrate the impact of their staff to attract new educators. They also must address quality concerns head-on: for instance, shortages of qualified English and maths teachers have historically plagued FE (Key challenges facing the FE sector — EverythingFE.), so colleges might spotlight professional development and success stories in these areas to reassure stakeholders that they are tackling the issue.
In summary, staffing challenges require FE communications teams to perform a balancing act. They must advocate externally for better funding and recognition of staff (echoing calls for government action), while internally fostering a sense of community and mission so that existing teachers feel valued despite the pressures. Transparent communication about what is being done to improve recruitment and retention – and how any immediate impacts (like temporary course disruptions or use of agency staff) are being managed – is key to maintaining trust. The human element of FE’s story (teachers inspiring learners) is one of the sector’s greatest assets, and effective communication around staff can help turn a narrative of shortage into one of commitment and hope for the future.
Digital Capability and the Digital Divide
Digital capability has rapidly become a frontline issue for FE institutions, especially after the pandemic-driven shift to online and hybrid learning. In 2025, FE colleges are expected to engage tech-savvy learners and deliver modern education – yet many are held back by inadequate digital infrastructure and resources. A government-backed review in early 2025 revealed that while 72% of school and college IT leaders were aware of new digital standards, only 16% reported that their institution met those standards in full (FE News | New Plans to Fix the Digital Divide in Education). In practical terms, basics like high-speed connectivity and campus-wide Wi-Fi are still not universal – the most recent survey found just 63% of schools had a fully functional Wi-Fi signal throughout the premises, many FE colleges, especially those in older buildings or rural areas, face similar challenges. This digital shortfall is coupled with concerns about “digital poverty” among the student population. FE colleges serve a high proportion of learners from disadvantaged backgrounds, and without intervention, there’s a risk that these students could be left behind in an increasingly digital educational environment (FE News | New Plans to Fix the Digital Divide in Education).
From a communications perspective, limited digital capability affects both the medium and message of FE communications. Firstly, the medium: today’s students and stakeholders expect to engage with colleges through slick websites, social media, virtual events, and online portals. If a college’s IT infrastructure is outdated or its network unreliable, it hampers the institution’s ability to communicate effectively (for example, live-streaming an open day or running an interactive online campaign becomes challenging). Ensuring accessibility is also crucial – communications need to reach all students, including those who may only have a smartphone or patchy internet at home. FE communicators must adapt content for mobile and low-bandwidth access, and often have to coordinate with academic staff to support learners who lack devices or connectivity.
Secondly, the message: FE communications increasingly need to convey a narrative of digital transformation – assuring audiences that colleges are innovating, and that students will gain digital skills for the modern economy. This is a positive story, but it must be grounded in reality. Stakeholders will quickly lose trust if the talk of a “digital revolution” doesn’t match their everyday experience (e.g. if online platforms crash or there aren’t enough computers in the library). There are signs of progress: the government’s latest £45 million investment to boost internet connectivity in ~1,000 schools and colleges is aimed at closing the digital divide (FE News | New Plans to Fix the Digital Divide in Education), and a new consultation on mandating core digital standards by 2030 shows a long-term commitment (FE News | New Plans to Fix the Digital Divide in Education). Sector leaders have welcomed these moves but urge they be implemented equitably and not in a “piecemeal fashion”, noting that “many schools [and colleges] lack the basic infrastructure they need” and that all learners should have the same chance to benefit from technology. They also emphasise the need for extra support in the most disadvantaged communities to truly “break down the barriers” in digital access.
For FE college communicators, the task is to highlight and support these digital improvements (showcasing new IT facilities, successful EdTech projects, student digital skills achievements) while also honestly addressing challenges. Internally, clear communication between IT departments, educators, and communications teams is essential to roll out new digital tools and train staff – a technologically confident faculty will translate into more compelling communication of digital initiatives externally. Externally, messaging around digital inclusion – such as providing guidance on accessing devices or Wi-Fi hubs, or promoting any digital skills support services the college offers – has become a part of outreach strategy. At the same time, embracing new communications technology is a must: FE audiences are on TikTok, Instagram, and other platforms, and colleges need the digital marketing skills and infrastructure to meet them there. Ultimately, strengthening digital capability is both a substantive challenge and a story to tell. By closing the digital gap, FE colleges not only improve teaching and learning but also expand the ways they can engage and connect with their communities in the digital age.
Reputation and Public Perception of FE
Despite its critical role in the education system and the economy, Further Education has long struggled with an image problem. Often dubbed the “Cinderella service” of education (FE braces for Austerity 2.0 after bleak spring statement), FE tends to receive less public attention and prestige than schools or Higher Education. This perception challenge directly impacts how FE institutions must approach communications in 2025. A top priority for college communications teams is to elevate the profile of FE – to celebrate its successes, dispel misconceptions, and assert its indispensability in a rapidly changing world.
One aspect of the reputation issue is the historical narrative of neglect. FE caters to a broad remit: from 16–18 year-olds pursuing technical or vocational pathways, to adult learners upskilling or retraining, to apprentices and even higher education courses in colleges. This diversity is a strength, but it also means FE doesn’t have a single, clear public identity. Communications professionals often have to explain what “FE” encompasses and highlight that excellence exists in these institutions, not just in universities. The numbers speak loudly: FE providers educate roughly 4 million learners in England each year with around £7 billion of public funding (Key challenges facing the FE sector — EverythingFE.). That’s a huge contribution to skills and social mobility, yet it is not always recognized in media coverage or political discourse. Bridging that awareness gap is a communications challenge. Colleges have found success by telling human stories – for example, spotlighting star alumni, successful apprenticeships leading to good jobs, or vital community education programs – to put a face to what FE achieves.
Another facet is policy makers’ and employers’ perceptions. There is a sense in the sector that FE’s role has not been accorded the strategic importance it deserves. Even though there is “broad consensus across political parties of the need for a more coherent, effective post-16 system”, constant changes and lack of a long-term plan have hindered progress (FE News | EPI finds stark inequalities in post-16 education outcomes across the UK). The Association of Colleges has argued that an upcoming skills white paper “must secure the vital position colleges have, alongside schools and universities, in the education and skills ecosystem” (FE News | Sector Reaction to the Spring Statement 2025). This includes trusting colleges as “anchor institutions” in their regions and giving them the agency to be more than just deliverers of central policy. Communicating this message to decision-makers – that colleges are innovative, capable partners in delivering economic growth, not merely second-tier providers – is a key part of the FE communications strategy at a national level. It often falls to college principals and comms teams, in collaboration with sector bodies, to lobby and campaign through reports, press releases, and participation in public debates, ensuring that FE’s voice is heard. The stark warning is that if they don’t, the sector will remain undervalued. As Tom Bewick put it, without stronger messaging and a clear plan, FE may be “caught fiddling while Rome burns” – stuck in platitudes while funding and support dwindle (FE braces for Austerity 2.0 after bleak spring statement).
Reputation also hinges on outcomes and inequalities – areas where FE has a profound impact. The EPI report on post-16 outcomes revealed worrying gaps: for instance, in parts of the UK like Wales, nearly 11% of 16–18-year-olds are not in education, employment or training (NEET) (FE News | EPI finds stark inequalities in post-16 education outcomes across the UK), and working-class young people have lower qualification and employment rates than their peers. FE colleges are on the front lines of addressing these inequalities, offering second chances and alternative pathways. Communications teams need to underscore this social mission in their narratives. By highlighting initiatives that re-engage NEET young people or partnerships that boost inclusion, they can show how FE helps “break the link between background and success” in practical ways. Doing so not only strengthens community support but also reinforces to policymakers that cuts to FE or short-term thinking have real human consequences. As one commentator noted, the “stubbornly high” number of NEET youths reflects a systemic failure in supporting young people – a failure that robust FE provision can help fix if properly backed.
Finally, crisis communications and reputation management remain important. FE colleges occasionally face negative publicity – whether around financial mismanagement at an institution, lower-than-expected performance in inspections, or controversial decisions (such as closing a course). In 2025, the fast pace of social media means small issues can escalate quickly. Colleges must be prepared with transparent communication, addressing problems honestly while conveying improvements being made. The trust of students, parents, and partners is hard-won and easily lost. Hence, proactive reputation management – through consistent messaging of values, successes, and responsiveness – is part of every FE communications strategy.
In sum, improving FE’s reputation is about changing the narrative: from a “Cinderella” afterthought to a powerhouse of skills and opportunity. By using evidence and storytelling, communications teams are gradually shifting perceptions. They can point to rising apprenticeship achievement rates, transformative capital projects (like new technology institutes), and the endorsements of employers who hire college graduates. With political winds acknowledging the need for skills, there is an opening to redefine FE’s image. The communications challenge is to ensure that whenever the conversation turns to education or the economy, FE’s contributions are front and center in the public mind – ultimately shedding the sector’s glass slipper and stepping forward as an equal partner in UK education.
Conclusion
The landscape of 2025 presents FE communications professionals with a complex mix of challenges: a volatile policy environment, intense funding pressures, workforce struggles, digital transformation needs, and an imperative to bolster the sector’s profile. Each of these issues is interconnected and affects how colleges craft and deliver their messages. A thread running through all challenges is the importance of strategic, evidence-based communication. Whether it’s explaining the impact of a funding announcement, rallying staff around a new initiative, reassuring students amid change, or advocating for the sector’s future, effective communication is fundamental to navigating uncertainty.
Despite the difficulties, FE communicators also have more opportunities than ever to shape the narrative. The sector’s advocates are armed with data and stories – from “stark inequalities” that FE can help address (FE News | EPI finds stark inequalities in post-16 education outcomes across the UK), to innovations in teaching and technology that improve lives. The professional and analytical approach required for an FE audience means communications must be factual and candid, but also inspiring. By learning from the insights of sector leaders and researchers, FE communications teams can adapt their strategies – for example, being agile in the face of policy churn, or leveraging coalition voices to press for long-term investment (Labour's youth policy challenge - to avoid short-termism).
Ultimately, the success of FE in meeting its 2025 challenges will depend in no small part on successful communication: building understanding, trust, and engagement among stakeholders. In a time of political and economic flux, FE colleges must not only continue delivering education on the ground but also win hearts and minds about the value of that education. The communications function is therefore strategic, helping to secure the resources, partnerships, and public backing that FE needs. By confronting issues openly and highlighting the indispensable role of FE, communicators ensure that colleges can thrive and continue transforming lives – even in the most challenging of times.
Sources:
1. EverythingFE – Key challenges facing the FE sector (Key challenges facing the FE sector — EverythingFE.) (Key challenges facing the FE sector — EverythingFE.)
2. FE News – Sector Reaction to the Spring Statement 2025 (Jo Grady quote) (FE News | Sector Reaction to the Spring Statement 2025); (David Hughes remarks) (FE News | Sector Reaction to the Spring Statement 2025)
3. FE Week – FE braces for Austerity 2.0 after bleak Spring Statement (Tom Bewick analysis) (FE braces for Austerity 2.0 after bleak spring statement) (FE braces for Austerity 2.0 after bleak spring statement)
4. Education Policy Institute – Report on inequalities in post-16 outcomes (Key findings on policy churn and NEET rates) (FE News | EPI finds stark inequalities in post-16 education outcomes across the UK) (FE News | EPI finds stark inequalities in post-16 education outcomes across the UK)
5. FE Week – Labour’s youth policy challenge: avoid short-termism (Laura-Jane Rawlings commentary) (Labour's youth policy challenge - to avoid short-termism) (Labour's youth policy challenge - to avoid short-termism)
6. FE News – Plans to Fix the Digital Divide in Education (DfE consultation and sector reaction on digital infrastructure) (FE News | New Plans to Fix the Digital Divide in Education) (FE News | New Plans to Fix the Digital Divide in Education)
7. FE Week – New FE workforce data (DfE data on teacher pay and vacancies) (New data reveals FE's significant recruitment challenge) (New data reveals FE's significant recruitment challenge)
