By Kate Erskine, Head of DGI Study Trips
The return of Erasmus+ in 2027 is about far more than renewed funding opportunities. It represents a shift in how institutions will need to approach international mobility, moving beyond travel and towards strategically designed programmes that deliver measurable educational outcomes, support employability and justify investments.
Having worked with universities and colleges delivering international programmes for many years, I’ve seen a clear shift away from travel as a standalone activity and towards experiences built around defined educational outcomes. Funding may facilitate mobility, but it is programme design that ultimately determines impact.
At a time when universities face increasing scrutiny around graduate outcomes, international mobility should not be viewed solely as an enrichment activity. Well-designed programmes can help students develop the adaptability, cultural awareness and global perspectives increasingly valued by employers.
According to a 2025 report from UUKI, graduates from less advantaged backgrounds who had taken part in study abroad programmes were more likely to move into professional-level roles within five years (70.2%) than their peers who remained in the UK during their studies (68.3%).
These findings reinforce the value of international learning experiences and the significant opportunity presented by Erasmus+.
However, schools and universities need to be prepared for the shift towards structured, programme-based delivery, in lieu of individual mobility experiences.
One of the biggest mistakes institutions can make is assuming Erasmus+ will operate as Turing 2.0. While both support international mobility, Erasmus+ places greater emphasis on long-term partnerships, reciprocity, programme design and institutional collaboration. Organisations that begin planning only once funding calls open may find themselves at a disadvantage compared with those already investing in relationships and programme development.
Rather than supporting individual students travelling independently, institutions will increasingly need to build academically robust programmes that combine learning objectives, industry engagement, cultural experiences and partner collaboration into cohesive experiences. These expectations create exciting opportunities but also introduce new operational challenges.
Developing international programmes requires identifying suitable EU partners, designing comprehensive programmes, satisfying compliance requirements and overseeing reporting obligations. This shift means institutions will increasingly require expertise not only in mobility administration, but in programme design and delivery.
For many, the challenge will be translating ambitious internationalisation goals into experiences that are scalable, repeatable, and capable of delivering measurable outcomes.
The return of Erasmus+ also opens up the conversation surrounding accessibility. Institutions have been working hard to widen participation and ensure that international opportunities are not just reserved for a small proportion of students, which funding undoubtedly helps.
A study by UUKI reported that the share of mobility for students from low-participation neighbourhoods increased (from 7.1% to 7.5%) and disabled students’ share of mobility increased (from 13.5% to 19.0%).
However, there is a risk that participation is expanded without improving student outcomes. Success shouldn’t be measured by the number of students travelling, rather the value that they gain from the experience.
Students should expect to return with tangible skills, greater cultural awareness, and experiences that improve their future prospects: all of which require careful programme design from the outset, not simply increased participation targets.
Erasmus+ is well positioned to support this approach. The growing emphasis on structured, organised programmes naturally encourages institutions to think more strategically about outcomes, partnerships and long-term educational value.
For institutions, time is of the essence, and preparation needs to begin now.
Funding calls are expected to open in late 2026, with programme delivery beginning from late 2027 onwards.
Institutions preparing for Erasmus+ should be focusing on three areas now: identifying and strengthening EU partnerships, reviewing where mobility aligns with academic and employability objectives, and assessing the operational support required to deliver programmes at scale. By the time applications are submitted, those foundations will be significantly harder to establish.
The institutions most likely to succeed under Erasmus+ will not necessarily be those with the largest budgets; they will be the organisations that invest early in relationship-building, programme development and operational readiness.
As the sector prepares for 2027, the conversation should move beyond funding and towards impact.
The real opportunity lies in creating international experiences that are well-designed, inclusive, meaningful; programmes that connect students with the wider world and deliver benefits long after they return home.
The institutions that benefit most from Erasmus+ will not necessarily be those that secure funding first, but those that start planning first. Funding may open the door, but strong partnerships, thoughtful programme design and a clear focus on outcomes will determine the long-term value of mobility.
