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Navigating International Partnerships: University Office Strategies for Quality Assurance

This guide delves into strategies and best practices for managing international partnerships in universities, focusing on quality assurance, risk assessment, financial advice, documentation, and student experience enhancement. It covers the role of academic services, proposal guidance, international partner approvals, and monitoring conditions. It explores types of collaborative ventures like franchises, validations, dual awards, and articulations, emphasizing the importance of strategic alignment, processes, and coordination. The text also addresses assessment frameworks, risk assessment, negotiation points, and student experience considerations in transnational education programs, highlighting the need for cultural sensitivity and academic standards. Discussion questions prompt reflection on aligning overseas experiences with UK standards and partnerships support.

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Navigating International Partnerships: University Office Strategies for Quality Assurance

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  1. Enhancing Quality in International Partnerships – or Collaborative Adventures...

  2. Role of International Office • Initial advice • Environment • Risk • Overview of University Activity • Alignment to International Plan • Financial advice?

  3. Role of Academic Services Proposal guidance / advice Documentation advice International partner / programme approval Monitoring conditions of approval Re-approvals Enhancement /student experience

  4. How did it all start? • Early collaborations - Greece - Russia - Taiwan • Lessons learnt!

  5. Global Partnerships

  6. Programmes Delivered Overseas

  7. Where are we? Franchises Validations Dual Awards Articulations Letters of Recognition Exchange Agreements ……….

  8. Why? • Corporate Strategy • Diversification • Knowledge creation / pedagogy • Income • Post-Browne pressures • Reputation • Eg NBS Accreditations

  9. How things are changing • Drive towards strategic partnerships • International Strategy • Greater central oversight • Why this partner, why these programmes, what synergies • Changing processes • Co-ordination of operations

  10. Quality – how do we assess it? • Academic – APM • Procedural - deadlines, conformance • Financial – Budgets • Reputational • Strategic

  11. Why Different Types of CV Activity • Franchise vs Validation • Ownership, control, overseas legislation (Malaysia University College) • Articulation vs Letter of Recognition • MoU vs MoC

  12. Risk Assessment • Due Diligence • LTPAS • Risk Approach • Risk – impact – controls – likelihood • resultant approval and operational procedures

  13. Change of Approach Away from type of CV = procedures to adopt To CV outcomes required = risk associated = procedures adopted A single framework

  14. Negotiation Points Programmes – range, customisation Delivery pattern Student numbers max / min Entry criteria KPIs

  15. The Process Development idea – proposal (CVP) SLT & School Exec International Committee LTPAS & Finance Director ULT Approvals – Partner and Programme ULT

  16. Franchises - Our Obligations Materials Blackboard Electronic Resources Operations Manual Assessment / moderation Staff development Marks, progression and awards

  17. Student Experience in TNE • QAA expectations “collaborative …provision should widen learning opportunities without prejudice either to the academic standard of the award or the quality of what is offered to students.” • Cultural/Political/Religious Norms • What are our responsibilities?

  18. Discussion Questions To what extent should experience overseas match the UK? What issues have you experienced? How can Academic Registry/International Office support Schools with their Partnerships?

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