Deficit at the University of Reunion: a worrying situation but “not catastrophic”, according to Jean-François Hoarau

The president of the University of La Réunion appointed in February 2025, Jean-François Hoarau, faces a delicate equation: straightening out finances while reforming an institution weakened by years of dysfunction. In an interview with Imaz Press, he discusses a deficit of 6.3 million euros, the reforms undertaken and the challenges ahead. If the situation is worrying, it is “not catastrophic”, he assures in particular (Photo Richard Bouhet/www.imazpress.com)

With a deficit reaching 6.3 million euros, the University of Reunion is facing a tense situation. But for the president, the main thing is elsewhere: understanding the causes.

“The good news, despite everything, is that we now understand why there is such a gap between what was planned and what is finally observed,” he says.

He recalls that the 2025 budget was voted on before his arrival. The actual execution therefore revealed significant gaps, largely linked to a massive catch-up effect. “We achieved a catch-up over almost four years,” underlines Jean-François Hoarau.

This catch-up concerns in particular expenses that have remained pending: unpaid additional hours, vacations, compulsory allowances or even unpaid bills, such as energy bills. This adjustment alone represents several million euros. Once these elements are isolated, “the situation appears less degraded than it appears,” he says.

- A payroll under pressure –

The second factor of imbalance is the wage bill. “We have an excess of approximately 3.5 million in unfunded payroll,” indicates the president of the University.

A recurring deficit, established for several years, which is now forcing the new team to consider adjustment measures. “Probably job freezes, contract terminations,” he regrets.

According to estimates, around fifty contracts could be affected, depending on the timetable set with the rectorate. A short deadline would make decisions more brutal, while spreading it over several years would allow a more gradual adjustment.

An alert situation, but not yet critical

Despite these difficulties, Jean-François Hoarau insists that the University is not in open crisis. “We are in a trough situation and not in a plan to return to balance,” he wants to emphasize.

It describes a trajectory in three stages: the alert, the recovery plan (PREF), then placement under supervision. “We are really only at the first notch of this trajectory,” he insists.

The objective is therefore to act quickly so as not to cross a critical threshold. The establishment works closely with the rectorate to develop solutions.

“We work hand in hand with the rectorate to follow the evolution of our finances step by step,” says Jean-François Hoarau.

– A structurally under-endowed University –

Beyond internal difficulties, the president points to a broader problem: the financing of higher education in Reunion.

“Reunion is very, very well below the national average” in terms of endowment per student, notes Jean-François Hoarau.

With 19,000 students, the gap represents a shortfall estimated at 22 million euros per year. “We should have 22 million annually,” he says.

A situation which, according to him, strongly limits the development capacities of the establishment and justifies a request for reinforced support from the State. “It’s not a whim, it’s a reality,” insists the president of the University.

– Governance to be rebuilt after years of dysfunction –

The University is also coming out of a period marked by harsh criticism of its management, particularly after the suspension of former president Frédéric Miranville, suspected of harassment.

A report from the High Council for the Evaluation of Research and Higher Education (Hcéres) also highlighted significant dysfunctions in previous years.

“We totally share it and we took this report as a road map,” underlines Jean-François Hoarau.

Among the problems identified is management described as clientelist. To respond, the new team set up an independent ethics committee, responsible for monitoring practices and alerting in the event of deviations.

At the same time, an administrative reorganization is underway to improve the efficiency of internal operations. The training offer has also been reviewed. “We have returned to a sustainable training offer,” he says.

The objective is to offer training adapted to the University’s real resources, after a period when certain hours were not funded.

– Un climat social dégradé à reconstruire –

Another difficult legacy: internal tensions. “It goes back more than 20 years, with a University structured on the format of clan war,” recalls Jean-François Hoarau.

This operation has gradually created deep divisions between staff, with concrete consequences on working conditions. “We arrive today with people who can no longer speak and who can no longer work together.”

Faced with this situation, the presidency is adopting a progressive approach, based on observation and investigation. “We will not provide an answer overnight, it will take time,” admits the administration.

Administrative investigations are carried out in the event of a report, particularly on psychosocial risks, in order to precisely identify the problems and provide appropriate responses.

– Restore the credibility of the institution –

If the quality of teaching is not directly called into question, it is the overall image of the University which has suffered in recent years. “The credibility of the University has taken a hit,” regrets Jean-François Hoarau. “The dialogue with several partners, particularly institutional and economic, had deteriorated. The priority is now to re-establish these relationships,” he said.

“We are in the process of re-establishing all these communication channels.”

With this in mind, a partnership foundation is being planned to further involve the socio-economic world in the development of the University.

The president also takes a clear line on political relations. “The University is not there to play politics, but to bring together different sensitivities,” he assures, while criticism was made against him after his presence on the municipal council of Camille Clain’s installation, in Entre-Deux.

The University today welcomes around 19,000 students, a figure that has stabilized for several years. But the financial situation could, in the long term, limit reception capacities or the training offer.

“We have not eliminated any courses, but if the situation were to be more difficult, that could happen,” as has already been the case in recent years in several universities across the country.

However, the president wants to be reassuring about the overall state of the establishment. “The situation is not catastrophic. It is completely manageable,” he assures.

He particularly highlights room for improvement in terms of management, such as the recovery of uncollected funding. “We have approximately 2 million euros that have not returned to the university’s coffers,” he underlines. These funds “exist, but have not been recovered due to lack of successful administrative procedures.”

– Three years to straighten out the trajectory –

The road map is now set: three years to stabilize the situation and relaunch the university. Discussions are underway with the rectorate and the State to formalize a contract of objectives and means, conditional on performance commitments.

“We know very exactly what needs to be done today,” assures Jean-François Hoarau. The project promises to be demanding, with decisions that are sometimes difficult to make. “It’s never pleasant to announce that we will have to stop certain contracts,” he confides.

But the president wants to include this action in a broader ambition: “It is not only the university project, it is a project for the youth of Reunion.”

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University, Deficit, Jean-François Hoarau