Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane

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The document summarizes the Cross-Border Education Research Team led by Jason Lane and Kevin Kinser at SUNY Albany. It was founded in 2009 and has visited over 40 international branch campuses in 12 countries. The team maintains an up-to-date list of international branch campuses and educational hubs on its website and publishes updates on its research activities. The number of international branch campuses has grown from 15 in 1995 to 82 in 2006 to 182 in 2012.

Education

 Co-led by Jason Lane and Kevin Kinser
 5 Graduate Research Assistants
 Founded in 2009
 Visited more than 40 IBCs in 12 countries
 Surveyed more than 80 IBCs.

www.globalhighered.org
 Up to date list of IBCs and Ed. Hubs
 Annotated bibliography on IBCs
 Updates on our activities/publications

an entity that is owned, at least in part, by a foreign education provider;
operated in the name of the foreign education provider; engages in at least
some face-to-face teaching; and provides access to an entire academic
program that leads to a credential awarded by the foreign education provider.

Number of IBCs
1995 2006 2012
15 82 182

• 13 import/export countries

• Institutions flow in all directions

No Transfer

Transfer with Restrictions

Transfer without Restrictions

 Wholly owned subsidiary model:
 Complete control of the home campus
 Financially separate entity
 Branch partner relationship model:
 Home campus controls academics
 Shared/split responsibility for finances &
infrastructure
 Extended campus model:
 Oversight through existing mechanisms
 Enrollment rather than revenue based
accounting

 Faculty employed by branch or home
campus
 Related to the authority granted to the branch
 Employment laws, visas, pay/SOL
 Full time versus part time faculty
 Type of program and availability of local faculty

 Integration into home campus academics
 Contingent faculty or U.S. system analogy

 Members of home campus academic

 Mix of internal and external, home/branch
authority
 Initial program approval vs Maintaining program
quality

 Various models
 Home (or Branch) administrative supervision

 “One University”

 Autonomous entity

 Global office

Foreign Educational Outposts

 Foreign owned subsidiaries
 Strategic Alliances
 Outreach offices
 Study abroad sites
 Offshore research and lab locations

MUN MIU
Academic Engagement

MUD SMU

MMU

AUA

Partnerships

Cambridge, Oxford, Cape Town,
Paris Sud XI Stellenbosch,
Western Cape

Postgraduate
Diploma

 Global Phenomenon, country specific
features
 Great diversity in types in oversight and
management arrangement
 Locus of control in defining and
maintaining quality
 FEO organizational diversity needs further
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Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane