Assessing Opportunities and Mitigating Risks in Transnational Education: Introducing the TNE Success Scorecard

• This HEPI blog was kindly authored by Vincenzo Raimo, an independent international higher education consultant and a Visiting Fellow at the University of Reading, where he previously served as Pro Vice-Chancellor for Global Engagement.
• The TNE Success Scorecard mentioned in this blog is embedded as a pdf below and can be downloaded from the website.

As universities continue to navigate the complexities of global engagement, Transnational Education (TNE) has re-emerged as a pivotal component of UK Higher Education Institutions (HEIs) internationalisation strategies. TNE involves delivering educational programmes in a country other than where the awarding institution is based, allowing universities to expand their global presence and reach a diverse student population. Students choose TNE for various reasons, including lower costs (both tuition fees and living expenses), social and cultural factors, and the desire to stay closer to home. Additionally, TNE programmes often attract students from a wider region, reflecting the phenomenon of ‘glocalisation’ in higher education, where local, regional and global educational needs and opportunities intersect.

The Importance and Risks of TNE

TNE can be a significant part of a university’s global engagement strategy. It allows institutions to reach a broader audience, share knowledge globally, and foster international collaborations. However, TNE also carries risks, including financial challenges, quality assurance issues, and potential cultural and regulatory obstacles. There are many examples of UK universities that failed to fully assess TNE opportunities before embarking on them. I know from personal experience that the University of Reading faced significant operational challenges in developing its campus in Malaysia, challenges that had not all been fully considered before the decision to build a new campus was made. These challenges underscored the complexities and risks involved in TNE initiatives, such as navigating different regulatory environments, ensuring consistent academic quality, and managing financial sustainability.

Introducing the TNE Success Scorecard

Building on insights from and feedback to my previous blogs, Navigating the Waves: Key Strategies for International Student Recruitment Success  and Beyond the Balance Sheet: Tracing the Evolution of UK Universities’ Internationalisation Over 40 Years, I present a new tool: the TNE Success Scorecard. The tool is designed to provide a structured framework for evaluating and enhancing TNE initiatives.

What is the TNE Success Scorecard?

The TNE Success Scorecard is meant to be more than just an evaluation tool; it is a strategic guide that can help institutions bridge the gap between their internationalisation goals and the practical execution of TNE initiatives. By using this scorecard, universities can help to ensure that their TNE programmes are not only aligned with their broader global engagement strategies but are also more likely to achieve successful outcomes. Importantly, the scorecard can be used to assess potential TNE opportunities, helping institutions to identify and reject those that do not meet strategic criteria or present excessive risk. The scorecard focuses on 10 critical areas for success:

1. Strategic Leadership and Planning: Ensuring institutional commitment, integrating TNE into the university’s broader strategy, and gaining support from key stakeholders.
2. Market Analysis and Positioning: Conducting comprehensive market analyses and building strong local partnerships.
3. Academic Quality and Relevance: Designing culturally relevant curricula, maintaining quality standards, and deploying qualified faculty.
4. Professional Staff Expertise: Equipping professional staff with the necessary skills and resources for TNE planning and implementation.
5. Student Experience: Providing comprehensive support services, fostering engagement with the main campus, and regularly collecting student feedback.
6. Operational Efficiency: Managing logistics, ensuring regulatory compliance, and maintaining sustainable financial models.
7. Impact and Outcomes: Monitoring graduation rates, enhancing employability, and building robust alumni networks.
8. Innovation and Adaptability: Encouraging continual innovation, leveraging technology, and adapting to changing market conditions.
9. Local Expertise: Utilising local knowledge to navigate cultural, legal, and operational issues and engaging with the local community.
10. Exit Strategy: Developing well-thought-out exit plans and ensuring student continuity.

Operationalising the Scorecard

By systematically evaluating these critical factors, universities can identify areas of strength and opportunities for improvement, ensuring the long-term success and sustainability of their TNE programmes. The TNE Success Scorecard provides a broad assessment tool that supports the development of effective TNE programmes, reinforcing an institution’s commitment to comprehensive, strategic internationalisation. Additionally, the scorecard can be instrumental in the early stages of TNE planning by providing a clear framework for assessing the viability of new TNE opportunities, allowing institutions to make informed decisions about whether to pursue or reject potential initiatives.

Conclusion

In conclusion, the TNE Success Scorecard offers a robust framework for UK universities to evaluate and improve their TNE initiatives. By addressing the critical factors outlined in the scorecard, institutions can better align their TNE activities with their strategic goals, mitigate risks, and enhance their global presence. As TNE continues to play a crucial role in higher education, tools like the TNE Success Scorecard will be essential for navigating the complexities of global engagement and ensuring the success of internationalisation efforts.