{"id":4006,"date":"2024-11-07T09:00:24","date_gmt":"2024-11-07T09:00:24","guid":{"rendered":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2024\/11\/07\/funding-world-class-university\/"},"modified":"2024-11-07T09:30:05","modified_gmt":"2024-11-07T09:30:05","slug":"funding-world-class-university","status":"publish","type":"post","link":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2024\/11\/07\/funding-world-class-university\/","title":{"rendered":"Carol Prokopyszyn and Martin Schr\u00f6der &#8211; Manchester 2035: Funding a world-class university\u202f"},"content":{"rendered":"<p>[et_pb_section bb_built=&#8221;1&#8243; fullwidth=&#8221;off&#8221; specialty=&#8221;on&#8221; _builder_version=&#8221;3.17.6&#8243;][et_pb_column type=&#8221;2_3&#8243; specialty_columns=&#8221;4&#8243;][et_pb_row_inner admin_label=&#8221;Row&#8221;][et_pb_column_inner type=&#8221;4_4&#8243; saved_specialty_column_type=&#8221;2_3&#8243;][et_pb_post_title _builder_version=&#8221;3.17.6&#8243; featured_placement=&#8221;above&#8221; locked=&#8221;on&#8221; \/][et_pb_text _builder_version=&#8221;3.17.6&#8243;]<\/p>\n<p><span>How can we fund our University of the future? Help us explore what changes we need to make to achieve our dreams in 2035 and beyond.\u202f<\/span><\/p>\n<h2>Introduction\u202f<\/h2>\n<p><span>We have big ambitions for the University and want to be able to make substantial investments to deliver our vision. Where\u2019s the cash going to come from to do that?\u202f<\/span><span>\u00a0<\/span><\/p>\n<p><span>A sustainable funding model is essential for any university. UK higher education is struggling to make ends meet with many universities having to take urgent cost-cutting action.\u202f At Manchester, we have greater financial resilience than others right now. We have the space to think carefully and act in a structured way. We will need to find more cash to fund our future, and we want your ideas to explore alternative worlds which may help us do that.\u202f<\/span><\/p>\n<h2>The world in 2035\u202f<\/h2>\n<p><span>By 2035, the demand for higher education will be greater than today as the economies in Asia, Africa and South America surge forward and expand. <\/span><\/p>\n<blockquote>\n<p><span>The UK university sector needs to maintain and build upon its status and position to compete for the very best students globally, facilities and infrastructure: quality, excellence and financial strength will win out. <\/span><\/p>\n<\/blockquote>\n<p><span>Research will be multidisciplinary with greater global collaboration as universities work together to solve local and world issues. Flexible and online learning will undoubtedly have an ever expanding and important role in 2035. On site in-person teaching will remain a key delivery mechanism especially for universities such as Manchester that have an exciting cultural and social offering as a global city region.\u202f<\/span><span>\u00a0<\/span><\/p>\n<p><span>IT, AI, digital and associated technological advances will undoubtedly give people a sense of greater connection and communication with one another. Automation will be ubiquitous, and some jobs and activities will disappear, and new ones emerge. What kind of institutional culture could these factors create? What will the future feel like for our people?\u202f\u202f\u202f<\/span><span>\u00a0<\/span><\/p>\n<p><span>The global shift will continue to be towards Asia. Chinese and other Asian universities will surely rise up the global rankings, broadening the choice of university for international students.\u202f Demand for university education will also increase from South America and Africa as their economies grow, and the top global universities will attract the very best students.\u202f\u202f<\/span><span>\u00a0<\/span><\/p>\n<h2>Three potential worlds\u202f\u202f\u00a0<\/h2>\n<h3>World 1: Greater selectivity, no overall growth\u202f\u00a0<\/h3>\n<p><span>Headlines:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Focus on what we do well, retain our world rankings.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Exit areas of low quality to invest in the best.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Grasp new global and local opportunities which fit with existing excellence.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Maintain existing student numbers,\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>A more focussed university, perhaps feeling to colleagues like key priorities are better resourced, providing greater clarity, although a reduction in our range of activities and specialisms could also change our culture in other ways.\u202f\u202f\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>Manage cost base:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Restrict budgets and make operational savings.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Performance-manage and reduce costs.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Simplify and standardise processes gradually.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Take out operating costs by doing things better and by stopping doing things.\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>New income:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Opportunistic licence income and commercial activity.\u202f\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Work on size and shape needs to continue.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>International versus home needs to balance.\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>Invest in excellence:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Invest in new and existing quality areas.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Selective investment.\u202f\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<h3>World 2: Growth, bigger and more efficient\u202f\u202f\u00a0<\/h3>\n<p><span>Headlines:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Grow to 60,000 students on campus.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Expand and diversify international offer.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Growth in research quantity and quality.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Match UCL scale (c.\u00a32 billion income) and standing.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>There could be growing pains, but also benefits for colleagues as greater income can fund the automation of routine tasks, freeing up headspace for more value-adding work.\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>Manage cost base:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Process changes and systems improvements to drive efficiency.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Steady levels of change but with significant disruption to reach simple and consistent processes across the university.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>More efficient, and thus costs are absorbed into the existing cost base.\u202f\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>New Income:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Major philanthropy campaign target of \u00a30.5 billion.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Flexible learning offer will attract a wider student base \u00a35 million per annum: could be higher scale.\u202f\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>More tuition fees and research income from growth.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Increased innovation income streams from spin-outs and IP licensing.\u202f\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>Invest\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Enough philanthropy to allow investment in key areas, including innovation.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Increase cross subsidy to invest in key areas.\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<h3>World 3: Mega Manchester\u202f\u202f\u00a0<\/h3>\n<p><span>Headlines:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Merge with others to generate the UK\u2019s \u2018Mega University\u2019.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Federate with Manchester HE to create a Manchester education ecosystem to drive economic growth and opportunity.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Oxford Road corridor would be unified as a coherent University eco-centre with Sister (formerly known as ID Manchester) and innovation at the heart of it.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Retain world-leading research.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>This would change the culture of the university, to an extent determined by how divergent the cultures of the merging institutions were.\u202f Could both create greater career opportunity for colleagues, new exciting experiences and a more impersonal place?\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>Manage cost base:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Create significant savings opportunities due to economies of scale.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>Requires radical process change at pace to reach efficiency in business processes and teaching delivery.\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>Income:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Scale and ambition create opportunity for new stakeholder investment, from external and internal sources and philanthropy.\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>Invest:\u202f<\/span><span>\u00a0<\/span><\/p>\n<ul>\n<li><span>Major investment in organisational change, structure, people, systems and process.\u202f<\/span><span>\u00a0<\/span><\/li>\n<li><span>An influx of teaching staff and students will give a major increase in headroom to deliver a step-change in online and in-person teaching at scale, delighting students at all entry levels.\u202f<\/span><span>\u00a0<\/span><\/li>\n<\/ul>\n<p><span>All worlds require: (i) significantly better processes and systems (ii) simplification and driving down costs (iii) an inexorable focus on performance, delivery and accountability.\u202f<\/span><span>\u00a0<\/span><\/p>\n<h2>Conclusion\u202f\u202f\u00a0<\/h2>\n<blockquote>\n<p><span>A university that can fund its ambitions will be in control of its own future. <\/span><\/p>\n<\/blockquote>\n<p><span>Our University will have the funding to make positive strategic choices and invest for the future, and we will compete and recruit in terms of global excellence. It will be an inspiring place for our people, our students and our community.\u202f\u202f<\/span><span>\u00a0<\/span><\/p>\n<p><span>It\u2019s a great vision, but the effort required cannot be underestimated and requires everyone in the University to play their part in full.\u202f\u202f<\/span><span>\u00a0<\/span><\/p>\n<p><span>How can we fund our University of the future? The status quo won\u2019t work. Help us explore what changes we need to make to achieve our dreams.\u202f<\/span><span>\u00a0<\/span><\/p>\n<h2>Get involved\u202f\u00a0<\/h2>\n<p><span>We need your help to fund a world-class university of the future. Visit our <\/span><a href=\"https:\/\/www.manchester.ac.uk\/about\/manchester-2035\/\"><i><span>Manchester 2035<\/span><\/i><\/a><span> web page to book onto a workshop (in person or online) and share your views through online feedback.\u202f<\/span><span>\u00a0<\/span><\/p>\n<p><span>You can also leave a comment below \u2013 all comments will be captured within the overall feedback we are collating.<\/span><span>\u00a0<\/span><\/p>\n<p><strong>Carol Prokopyszyn, Chief Financial Officer\u00a0<\/strong><\/p>\n<p><strong>Martin Schr\u00f6der, Vice-President and Dean of the Faculty of Science and Engineering\u00a0<\/strong><\/p>\n<p>[\/et_pb_text][et_pb_post_nav _builder_version=&#8221;3.17.6&#8243; prev_text=&#8221;Previous&#8221; next_text=&#8221;Next&#8221; in_same_term=&#8221;off&#8221; locked=&#8221;on&#8221; \/][et_pb_comments _builder_version=&#8221;3.17.6&#8243; custom_button=&#8221;on&#8221; button_text_color=&#8221;#ffffff&#8221; locked=&#8221;on&#8221; \/][et_pb_text admin_label=&#8221;Related posts&#8221; _builder_version=&#8221;3.17.6&#8243; locked=&#8221;on&#8221;]<\/p>\n<h1>Related<\/h1>\n<!-- relpost-thumb-wrapper --><div class=\"relpost-thumb-wrapper\"><!-- filter-class --><div class=\"relpost-thumb-container\"><h3>Related posts:<\/h3><div style=\"clear: both\"><\/div><div style=\"clear: both\"><\/div><!-- relpost-block-container --><div class=\"relpost-block-container relpost-block-column-layout\" style=\"--relposth-columns: 3;--relposth-columns_t: 2; --relposth-columns_m: 2\"><a href=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2025\/11\/05\/colettefagan-sarahsharples\/\"class=\"relpost-block-single\" ><div class=\"relpost-custom-block-single\"><div class=\"relpost-block-single-image rpt-lazyload\" aria-label=\"Colette Fagan and Sarah Sharples\" role=\"img\" data-bg=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2024\/12\/Viewpoint-graphics-150x150.jpg\" style=\"background: transparent no-repeat scroll 0% 0%; width: 150px; height: 150px; aspect-ratio: 1\/1;\"><\/div><div class=\"relpost-block-single-text\"  style=\"height: 75px;font-family: Arial;  font-size: 12px;  color: #333333;\"><h2 class=\"relpost_card_title\">Colette Fagan and Sarah Sharples: Making the Leap: Accelerating the path from research excellence to...<\/h2><\/div><\/div><\/a><a href=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2024\/10\/10\/manchester-2035-reimagining-student-experiences\/\"class=\"relpost-block-single\" ><div class=\"relpost-custom-block-single\"><div class=\"relpost-block-single-image rpt-lazyload\" aria-hidden=\"true\" role=\"img\" data-bg=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2021\/12\/April-M-Allan-P-150x150.jpg\" style=\"background: transparent no-repeat scroll 0% 0%; width: 150px; height: 150px; aspect-ratio: 1\/1;\"><\/div><div class=\"relpost-block-single-text\"  style=\"height: 75px;font-family: Arial;  font-size: 12px;  color: #333333;\"><h2 class=\"relpost_card_title\">Allan Pacey and April McMahon: Manchester 2035 - Reimagining our student experiences<\/h2><\/div><\/div><\/a><a href=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/2025\/01\/23\/becoming-one-university-staff-perspective\/\"class=\"relpost-block-single\" ><div class=\"relpost-custom-block-single\"><div class=\"relpost-block-single-image rpt-lazyload\" aria-hidden=\"true\" role=\"img\" data-bg=\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2024\/09\/Your-paragraph-text-5-150x150.jpg\" style=\"background: transparent no-repeat scroll 0% 0%; width: 150px; height: 150px; aspect-ratio: 1\/1;\"><\/div><div class=\"relpost-block-single-text\"  style=\"height: 75px;font-family: Arial;  font-size: 12px;  color: #333333;\"><h2 class=\"relpost_card_title\">Becoming one university \u2013 a staff perspective: Jennie Blake, Siobhan Cartwright and Steve Jones<\/h2><\/div><\/div><\/a><\/div><!-- close relpost-block-container --><div style=\"clear: both\"><\/div><\/div><!-- close filter class --><\/div><!-- close relpost-thumb-wrapper -->\n<p>[\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=&#8221;1_3&#8243;][et_pb_sidebar admin_label=&#8221;Subscribe&#8221; _builder_version=&#8221;3.17.6&#8243; area=&#8221;et_pb_widget_area_3&#8243; locked=&#8221;on&#8221; \/][et_pb_sidebar _builder_version=&#8221;3.17.6&#8243; area=&#8221;sidebar-1&#8243; show_border=&#8221;off&#8221; locked=&#8221;on&#8221; \/][\/et_pb_column][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"<p>How can we fund our University of the future? Help us explore what changes we need to make to achieve our dreams in 2035 and beyond.\u202f\u202f\u202f <\/p>\n","protected":false},"author":521,"featured_media":4045,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"<p>[et_pb_section bb_built=\"1\" fullwidth=\"off\" specialty=\"on\" _builder_version=\"3.17.6\"][et_pb_column type=\"2_3\" specialty_columns=\"4\"][et_pb_row_inner admin_label=\"Row\"][et_pb_column_inner type=\"4_4\" saved_specialty_column_type=\"2_3\"][et_pb_post_title _builder_version=\"3.17.6\" featured_placement=\"above\" locked=\"on\" \/][et_pb_text _builder_version=\"3.17.6\"]<\/p><p>When I\u2019m out and about meeting staff I hear much debate about the why, what, when and how of change in our University. I wanted to share my thoughts on this often contentious topic \u2013 and hear your views too.<\/p><p>Early in 2020 we will launch our University\u2019s new vision and strategic plan \u2013 Our future. In order to fulfil Our future we need to ensure that we are in a financially sustainable position so that we have the funds to invest in the new staff, facilities and infrastructure which will be needed to bring our plans to life.<\/p><p>Our <a href=\"https:\/\/www.manchester.ac.uk\/discover\/governance\/corporate-documents\/\">Financial Statements<\/a> for 2018\/19, which have been published following approval by the Board of Governors, confirm that more than 95% of our \u00a31.1bn income is spent on our core goals - on our staff and our students - to deliver research, education and social responsibility; with the remainder invested in the long term sustainability of our University. You can find a <a href=\"https:\/\/www.staffnet.manchester.ac.uk\/news\/display\/?id=23119\">summary<\/a> of the Financial Statements on StaffNet.<\/p><p>However, this is a testing time for UK universities, due to the many external factors that have an impact on us - current home tuition fees are falling in real terms, whilst our costs (not just pay but non-pay too) are increasing. There are further and even greater tuition fee funding risks outlined in General Election manifestos as well as a range of Brexit-related risks that could affect our operations. The Office for Students (OfS) demands that we demonstrate both value for money for our students and our financial sustainability (in the sense of being able to invest to deliver our ambitious strategy, rather than survival). There are, of course, also ongoing unresolved national issues around pay and the continuing challenges around funding pensions in the higher education sector.<\/p><p>Our Financial Statements show an improved operating surplus (3.7% of income compared to \u00a324.7m (2.3%) in 2017\/18), with a rise in income from tuition fees, education contracts and research. As I mentioned earlier, we re-invest the surplus we achieve each year in activity in line with our strategy. Recently our funds have been used to create some new academic and Professional Services posts; to invest in key infrastructure including IT; to invest in some new buildings like our student accommodation at Unsworth Park; to improve the student experience by funding more full-time Residential Life staff and to upgrade a range of buildings and research and teaching spaces and resources. Increasingly it is also invested in environmental sustainability and meeting our ambitious carbon targets. So even when we are making difficult decisions in some parts of the University we continue to invest our surplus.<\/p><p>Whilst we have reported an operating surplus, our Board of Governors expects us to deliver a much larger surplus than this (at least 5%) if we are to be sustainable in the long-term. <br \/>Improving our financial performance will help to deliver our ambitious future plans, but we must also increase our capacity to create the funds and time to invest in our core goals. One of the ways we can do this is by changing what we do and how we do things.<\/p><p>Our strategic change programme (including <a href=\"https:\/\/www.staffnet.manchester.ac.uk\/modernising-it\/\">IT Modernisation<\/a>, the <a href=\"https:\/\/www.staffnet.manchester.ac.uk\/sep\/\">Student Experience Programme<\/a>, and the <a href=\"https:\/\/www.rlp.manchester.ac.uk\/\">Research Lifecycle Programme<\/a>), alongside our continuous improvement plans, will ensure that we create the financial headroom to invest in people and facilities. The strategic change programme will also enable us to embrace new technologies and new ways of doing things that better support all our staff and students to be the best that they can be.<\/p><p>Yes, this means that some individual roles will change. New roles (some that we haven\u2019t yet identified) will be created and some roles will no longer be required. I appreciate that this will cause some uncertainty and where that is the case we will do everything we can to support staff, but the alternative is that we never change anything. If we fail to take advantage of advances in technology and develop more joined-up ways of working we will ultimately find ourselves outdated in the eyes of future students, funders and other stakeholders. Staff want to work for a progressive and successful institution, of which they can be proud. This means we cannot stand still.<\/p><p>When I talk to staff and students I often hear their frustrations about how difficult it be can be to get some straightforward things done, grappling with paper-based, manual and repetitive processes, on outdated systems and infrastructure, all of which serves to increase staff workloads. Everyone wants to do a good job, but regularly feel that our world-class status is earned in spite of our internal systems and processes, not because of them.<\/p><p>To deliver our new vision and strategic plan we will need to embrace new opportunities and face challenges with courage and determination. That will sometimes mean we have to make tough decisions and no-one is claiming it will be easy or that mistakes will not be made along the way. But where we do have tough choices to make we will commit to implementing changes fairly and with compassion to support the wellbeing of all our colleagues.<\/p><p>[\/et_pb_text][et_pb_post_nav _builder_version=\"3.17.6\" prev_text=\"Previous\" next_text=\"Next\" in_same_term=\"off\" locked=\"on\" \/][et_pb_comments _builder_version=\"3.17.6\" custom_button=\"on\" button_text_color=\"#ffffff\" locked=\"on\" \/][et_pb_text admin_label=\"Related posts\" _builder_version=\"3.17.6\" locked=\"on\"]<\/p><h1>Related<\/h1><p>[related-posts-thumbnails]<\/p><p>[\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=\"1_3\"][et_pb_sidebar admin_label=\"Subscribe\" _builder_version=\"3.17.6\" area=\"et_pb_widget_area_3\" locked=\"on\" \/][et_pb_sidebar _builder_version=\"3.17.6\" area=\"sidebar-1\" show_border=\"off\" locked=\"on\" \/][\/et_pb_column][\/et_pb_section]<\/p>","_et_gb_content_width":"","_exactmetrics_skip_tracking":false,"footnotes":""},"categories":[39],"tags":[],"class_list":["post-4006","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manchester-2035"],"_links":{"self":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4006","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/users\/521"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/comments?post=4006"}],"version-history":[{"count":4,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4006\/revisions"}],"predecessor-version":[{"id":4041,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4006\/revisions\/4041"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media\/4045"}],"wp:attachment":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media?parent=4006"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/categories?post=4006"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/tags?post=4006"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}