- This HEPI blog was kindly authored by Professor Paul Marshall, Pro-Vice-Chancellor (Careers and Enterprise) at the University of East London.
At the recent Universities UK (UUK) Conference on Higher Education Regulation, I was invited to contribute to a session exploring institutional approaches to managing UK franchising. This topic is close to my heart, given my role in developing and managing our UK and global partnership network at the University of East London (UEL). UK higher education franchising is under scrutiny following the January 2024 National Audit Office report, which suggested serious failings in parts of the sector. Professor Nick Braisby and colleagues at Buckinghamshire New University reflected upon this in the HEPI debate paper What is Wrong With Franchise Provision? published in February. As universities navigate these challenges, it is crucial to reflect on what works and what does not. In this blog post, I want to share how UEL manages our franchising partnerships, highlighting our journey from modest beginnings to creating a strong network of integrated partners.
From ‘Chip Shop Colleges’ to the UEL Global Family
When I joined UEL in May 2019, we had UK partnerships with some institutions that could be jokingly described as ‘chip shop colleges’ – higher education providers sometimes operating above fish and chip shops. Over the past five years, we have transformed our UK partnership network, building powerful relationships with a strong set of world-class academic organisations, each unique in their offering – what we now call our UEL Global Campus.
In the last five years, UEL has more than doubled in size. Today, UEL boasts 40,000 students, with 20,000 educated by our partners. About 25% of our partner students are based in the UK. These are our students. While we maintain strong contractual business relationships with our education partners, we approach our franchise students with the same care and commitment as those on our campuses. This philosophy drives everything we do in franchising.
Rigorous Partner Selection and Governance
We have clear criteria for selecting partners, established by our Board of Governors, and managed through the University Executive Board, down to myself. The Academic Partnerships Oversight Committee (APOC), which I chair, oversees all stages of business and partnership development as well as contractual oversight. We focus on ensuring our partners share our values, vision, and commitment to high standards. The work of the APOC is informed by, but distinct from, the academic oversight provided by the Academic Board through the Education and Experience Sub-Committee. At all times, placing our students first, we ensure that quality assurance for partners matches the standards at UEL, maintaining consistency across all our educational offerings. Our student union recognise that its responsibility stretches beyond our London campus and routinely challenges the university, including through its membership of the Board of Governors, to ensure we are meeting the needs of all our students.
We have put strong governance structures in place, articulated in a set of formal documents that underpin the partnership. In addition to these standard sets of ‘rules,’ each partnership starts with a five-year development plan, which is reviewed, challenged, tested, and updated annually in line with UEL’s planning cycle. Each partnership has dedicated account managers for professional relationships and academic link tutors for course-level management. There is a routine cycle of regular meetings between senior managers, backed by professional services, which challenge all aspects of progress towards delivery of the development plan.
Comprehensive Risk Management
Risk management is at the heart of our approach. We maintain a living risk register covering all aspects of the partnership, both external and internal. This register is reviewed by me, and senior professional service colleagues drawn from our partnership, registry, and quality assurance teams weekly. The risk register is overseen by the APOC and is formally reported to the University Executive Board.
The Role of the Regulator
The Office for Students (OfS) is an essential ally in our regulatory framework. The B conditions underpin all partnership activities, and the regulatory dashboard is central to our planning, risk management, and monitoring. The OfS’s oversight ensures we uphold high standards and accountability in all our partnerships.
Addressing Challenges and Pitfalls
Like any relationship, partnerships require continuous effort. Neglect can lead to imbalances that impact our students. Leadership changes or shifts in ownership can destabilise partnerships, challenging the strength of our contracts and governance structures.
When issues arise, prompt and respectful intervention is key. Recognising and addressing problems early prevents escalation. Transparency with partners is crucial, especially when exclusivity is not part of the deal. The regulator’s tools, such as the OfS dashboard, National Student Survey, and Graduate Outcome Survey data, provide a foundation of truth that guides decision-making, even in challenging times.
On occasion, partnerships come to a natural end. Sometimes this is because our partner has grown, flourished, and with our support achieved their own degree-awarding powers. In all cases, clear agreements on teach-out arrangements ensure that students’ interests remain a priority in such scenarios.
Our approach at UEL has proven effective through our experience and the success of our students. We emphasise sustainable and meaningful partnerships. Our rigorous partner selection criteria, robust governance, and comprehensive risk management have helped us build strong, lasting relationships.
At UEL, we seek to integrate franchise students into the wider university community, treating them with the same support and commitment as our on-campus students. This comprehensive approach fosters a sense of belonging and commitment, benefiting both students and partners. We truly value our students, wherever they are.
I am proud of the deep and meaningful partnerships we have formed, helping our students and our academic partners achieve their ambitions. UEL is a truly ‘glocal’ university, committed to delivering high-quality education both locally and globally.
A very well-written contribution that can serve as a blueprint for fixing what is wrong – and cherishing what is right. I particularly appreciate the bit on governance and the fact that an inclusive structure can take pride in recognizing the right of student unions to challenge and embrace this with positivity.