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Kevin Kinser
Jason E. Lane
Cross-Border Education Research Team
Institute for Global Education Policy Studies

State University of New York, Albany
 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
 Blue: Exporters   Red: Importers
Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane
Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane
Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane
Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane
Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane
No Transfer




   Transfer with Restrictions




Transfer without Restrictions
Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane
 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
Managing across geopolitical borders: oversight of international branch campuses - Kevin Kinser and Jason E. Lane
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
  clarification

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

  • 1. Kevin Kinser Jason E. Lane Cross-Border Education Research Team Institute for Global Education Policy Studies State University of New York, Albany
  • 2.  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
  • 3. 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
  • 4.  Blue: Exporters Red: Importers
  • 10. No Transfer Transfer with Restrictions Transfer without Restrictions
  • 12.  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
  • 13.  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
  • 14. 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
  • 15. Foreign Educational Outposts  Foreign owned subsidiaries  Strategic Alliances  Outreach offices  Study abroad sites  Offshore research and lab locations
  • 16. MUN MIU Academic Engagement MUD SMU MMU AUA Partnerships
  • 18. Cambridge, Oxford, Cape Town, Paris Sud XI Stellenbosch, Western Cape Postgraduate Diploma
  • 19.  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 clarification