Collaborative Provision Forum 2 May 2008

International Collaborations: Surveying the scene Simon ’ s bit: an introduction to the TNE landscape Mark ’ s bit: role of collaboration in a department ’ s international strategy; some case studies from Politics ’ experience

TNE Transnational Education (TNE) is the banner term for qualifications offered across national boundaries. TNE examples include the following: Distance learning (paper or e-learning) Articulation Twinning Franchising Branch campuses

TNE definitions Distance Learning: qualification is offered wholly or partly at distance, via paper or online. May involve a local partner in-country Articulation: agreement to accept with or without advanced standing students who have studied a particular qualification or part qualification offered by an in-country partner Twinning: delivery of part of a qualification in country by a local partner, followed by completion in the institution; e.g. 1+2, 2+1, 2+2. Franchising: qualification is delivered in-country wholly by local partner Branch campus: institution sets up shop in-country Any of these may involve “fly-in/fly-out” faculty. Collaborations may result in dual awards (two certificates) or one certificate carrying two institution names

The TNE market Most recent estimates are that about 208,000 international students are following UKHE TNE programmes and between 4-500,000 students are undertaking TNE programmes provided by English speaking countries (likely to be underestimates) Global demand for TNE is predicted to continue to increase significantly: one growth projection estimates that by 2010 there will be more students studying for UK qualifications abroad than in the UK The major competitors for the UK are the US and Australia

TNE stimuli Desire for globally recognised qualification Large unsatisfied demand for HE places in e.g. China, India, HK, Malaysia Work while studying Overseas governments encouraging entry from foreign providers partly as a solution to constraints, partly as a means of attracting third- country students Rising costs of travelling to study Permissive technology

Why do it? Respond to threats to student traffic to the UK Remain competitive Develop new markets Contribute to internationalisation of the student and staff experience Raise University profile overseas

TNE benefits Raises profile overseas: spin-off to other areas e.g. recruitment and peer awareness Some arrangements contribute to other objectives (e.g. joint programmes bring students to campus) Cements relationships with partners: a mutually beneficial activity Potential for income generation

TNE pitfalls Potentially significant time resource implications in planning (identifying partners, due diligence, designing provision, managing overseas regulatory and legal frameworks, training staff) May require significant financial investment Remote-control QA Issues of academic freedom Exposure to risk if not done carefully

TNE Do’s Do: Examine any proposals carefully and take advice (Academic Support/International Offices) Ensure that any TNE activity forms part of your department’s international strategy and has departmental ownership and clear responsibility Choose partner with care and build confidence and trust over time Analyse partner’s motives and ensure that activity is at least benefit-balanced Ensure responsibility is equally shared Consider QA at every turn and be risk averse Be clear on in-country regulatory processes

TNE Don’ts Respond to random approaches: better to build on existing relationships Do favours for old friends/students Be dazzled by prospects of gold Underestimate time input required Forget to have an exit strategy in case it all goes wrong