Professor Vincent Emery, Pro Vice-Chancellor (International Relations), University of Surrey
Professor Michael Worton, Former Vice-Provost (International), University College London
Stimulus paper, July 2014
In this stimulus paper Professors Emery and Worton consider the challenges facing the leadership of a higher education institution (HEI) in prioritising, developing and managing transnational educational (TNE) activities. They note that the type and scale of TNE will depend on the risk appetite of the HEI and its associated senior executive officers, and its fit with the strategic aims of the HEI. A series of recommendations are developed to enable the senior leadership to ensure that new TNE developments are managed in a rigorous way, (with due considerations to reputational and financial risks), and that quality enhancement and standards are an in-built feature of such activity from the early stages of development through to the operational phase. A best-practice process of an outline business case followed by a full business case is proposed, which could be modified according to the type of TNE activity being undertaken, and should enable the senior leadership team of an HEI to be innovative whilst remaining risk aware.
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