UK universities are under financial strain. As institutions look to restructure, reduce costs and rethink delivery, there’s a clear need to make better use of the talent that already exists within them.
Technical professionals – highly skilled, deeply embedded and often misunderstood – are key to this. While often grouped under ‘professional services’, technicians occupy a distinct space in the university workforce. Their work spans research, teaching and operations, often in highly specialised or safety-critical environments. Recognising this distinction isn’t about drawing divisions, it’s about making sure roles are properly understood, supported and used to their full potential.
At a time when universities must become more agile, efficient and sustainable, the contribution of technical professionals has never been more important.
Technicians as problem-solvers in a time of reform
Too often, technical teams are brought into conversations late, after decisions have been made, spaces reallocated, or budgets set. But these are the people who manage the infrastructure, operate the systems, and know what’s really happening on the ground.
At the University of Nottingham, we’ve taken a different approach, bringing technical leaders into strategic planning early. This is already helping us avoid duplication and develop smarter, more joined-up technical support across the institution. By involving technical leaders from the outset, we’re able to align services more effectively and make better-informed decisions about how we support research and teaching activity.
These aren’t just operational wins. They’re strategic enablers, unlocking resource savings, reducing risk and supporting more sustainable delivery of core activity.
Smarter sharing, greater efficiency
One of the clearest opportunities lies in how we share and manage resources, whether research labs, creative studios or teaching equipment. Technical professionals are central to this.
We understand how facilities work, how to optimise them, and how to adapt usage models across disciplines. In some institutions, this has led to the creation of “research hotel” models – shared lab spaces managed by technical teams, improving access and utilisation while reducing the need for new investment.
Nationally, the UK Institute for Technical Skills & Strategy is supporting this through initiatives like the ITSS Capability Showcase, which maps institutional technical facilities and strengths and promotes collaboration across the sector. It’s a model that supports smarter decisions – both within and between institutions.
A distinct role in shaping what comes next
Technical professionals sit at the intersection of research, teaching, innovation and operations. They lead facilities, deliver teaching, train students, and increasingly contribute directly to research outputs – from papers and software to exhibitions and datasets.
In the face of restructuring, universities have a chance to rethink how these roles are supported. Fragmented structures and inconsistent career pathways don’t just affect individuals – they weaken our ability to plan for the future.
A more strategic approach brings clarity, fairness and future-readiness. It supports succession planning, skills development, and the protection of specialist knowledge. It also helps retain exceptional people – many of whom could thrive in industry, but choose to stay in universities because of their commitment to education and discovery.
The opportunity now
Technical professionals aren’t simply support staff. They’re a distinct group within the wider university workforce – working at the intersection of research, education, innovation and operations. Their roles are different from those in professional services but not separate. Both are essential, and both must be recognised for their unique contributions.
At a recent Technician Commitment event held at Queen’s University Belfast, representatives from institutions across the UK shared practical and strategic actions they believe could help universities weather the current financial crisis. Ideas ranged from income generation through technician-led consultancy and external training, to resource efficiency via equipment sharing and pooled maintenance contracts. Delegates highlighted the importance of breaking down institutional silos, promoting cross-disciplinary technical training and enabling technicians to access internal funding schemes.
There was also a strong call for structural advocacy – recognising technicians as research enablers and challenging default organisational models that position technical teams within professional services by default. The message was clear: technicians are not a cost centre. They are a strategic asset in how universities respond to financial and operational challenges.
In a sector facing difficult choices, the opportunity is to harness the full breadth of talent available. Technical professionals are ready – not just to support change, but to help lead it.
