Document Details

Title IBC Series, Reflections from 8 years on an International Branch Campus, Part III: Administration and Staffing Issues
Author Christopher Hill - OBHE Associate


The creation and growth of an international branch campus (IBC) is a costly and risk intensive process. A common model involves seconding senior staff from the home campus to ensure knowledge transfer and guarantee quality assurance. This process is expensive and often problematic – particularly in terms of reintegrating these staff when they return to the home campus. Over time, staff numbers will increase and not all can be on international seconded contracts. Local provision will grow and with it, local knowledge and expertise. An IBC will become more a product of its place than its international link.

Key questions arise however as to the processes in place along this journey. Who is responsible for the hiring of staff, both academic and administrative? Does the home campus oversee all of this and is this legitimate given their distance from the IBC? Does the IBC oversee all of this and is this legitimate given issues of quality assurance? Does it evolve over time? Is there a distinction between the hiring and training of staff? While academic staff on the various campuses follow the same requirements and standards for promotion, does the same apply for administrative staff?

Date 21/07/2016
Region(s) Asia, Europe
Countries Malaysia, United Kingdom
Theme(s) Transnational Education (TNE) Models
Topic(s) Branch Campuses

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