Abstract
This article analyses the experience of 24 universities in setting up and operating offshore campuses and transnational education activities. It focuses on the financial aspects including their relationship with commercial partners and the potential for making surpluses.
Highlights
For members of university boards and senior managers the need for rigorous analysis of potential offshore activity has never been greater
This study sets out some of lessons learned by 24 universities in the United States, Australia, and the United Kingdom
Those interviewed were understandably reluctant to reveal too much about the financial consequences of their operations but were only too happy to pass on advice and recommendations to others. These have been encapsulated in the report under three headings: those at the early stage of entering into a Memorandum of Understanding; those when things are getting more serious and a legal agreement is required; and those at the operational stage when activities are underway
Summary
For members of university boards and senior managers the need for rigorous analysis of potential offshore activity has never been greater. These have been encapsulated in the report under three headings: those at the early stage of entering into a Memorandum of Understanding; those when things are getting more serious and a legal agreement is required; and those at the operational stage when activities are underway.
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