Changing Higher Ed Opening International Branches of US-Based Higher Ed Institutions
College and university leaders can recover from the drop in international enrollment brought on by the pandemic and federal policies by establishing cost-effective overseas branch campuses in the Middle East and other areas. Although many other countries compete in this market, an increasing number of international students who can’t travel to the US would like to attend the same prestigious institutions at home.
In his latest podcast episode, Dr. Drumm McNaughton talks with Dr. Olgun Cicek about how higher ed presidents and boards can provide their services abroad quicker, easier, and more effectively at minimum cost and effort. In addition, Cicek discusses how successful branch campuses must function, what to consider when choosing the right location and creating curricula, how much language plays a factor in the decision–making process, why cultural sensitivity training is crucial for faculty and administrative staff, and why to avoid online learning except for certifications and micro-credentials.
Highlights
- Colleges and universities must ensure that their international branch campuses provide the same quality of services beyond the institution’s name, including the faculty, curriculum, qualifications, credentials, and reputation. These branches must receive two layers of accreditation, one that matches the U.S. campus and a second that aligns with the country where the branch is located. In addition, these branches must gain approval from the local authorities there.
- After choosing the city to build the branch campus, student accessibility must be considered. The campus should also be in an area that seamlessly facilitates collaborations with various community organizations for research and development, internships, industry partnerships, and speaker events.
- If the campus is located in an area where English is not a major language, an environment must be created where international students can feel comfortable communicating with each other and with fluent faculty and staff. Since locals appreciate it when foreigners know at least a few words, students and faculty should take extra courses or certifications before arriving. Language courses for international students and faculty members should also be available at branch campuses so faculty, staff, and students can truly interact with and understand the local culture and context.
- Faculty and staff must adhere to local cultural sensitivities, rules, and expectations of the people. There are usually orientations for international faculty members and administrative staff to become familiarized with the local contacts, culture, and sensitivities. This includes understanding and appreciating spoken and nonverbal language, such as gestures and body language. Therefore, everything that a faculty or administrator plans to share with students should be screened and carefully chosen. There have been instances where branches have had to fire faculty mid-semester for offending students.
- Gaining full awareness of cultural sensitivities on subjects, including gender, can impact curricula. Examples in textbooks, syllabi, notes, speeches, and recorded videos must be vetted. Some cultures also prefer not to be filmed, which can complicate online learning and collaboration.
- Certain countries, including the Middle East and Türkiye, don’t recommend, accept, recognize, or respect online learning. So online degrees should be avoided at all costs. Moreover, students who receive online degrees don’t get the same opportunities as those who receive a traditional education. Online certificates and micro-credentials are possible, however. Part of the problem is that online education doesn’t fit into the European Qualifications Framework and won’t gain official recognition.
About Our Podcast Guest
Dr. Olgun Cicek
After completing his postgraduate education at the University of Surrey in the UK, he worked as an Instructor at Dokuz Eylül University, Faculty of Business Administration, in 1992. He completed his PhD at the same university and received the title of Assistant Professorship in 1998.
In 2001, he moved abroad and worked in different countries for 21 years (N.Cyprus, Dubai, Singapore, Switzerland, Türkiye, UK, and USA) in public and private universities with various tasks and projects, assuming different roles ranging from Head of Department to Vice-Rector. During this time abroad, he received the title of Associate Professor in Dubai in 2005 and Full Professor in the TRNC in 2013. He also served as a Member of the Executive Board of the YODAK (Higher Education Planning, Evaluation, Accreditation, and Coordination Council) in N. Cyprus between 2014-2022.
Currently, he is an elected Board Member of INQAAHE (International Network for Quality Assurance Agencies in Higher Education), Vice President of CEENQA (Central and Eastern European Network of Quality Assurance Agencies in Higher Education), also Vice President of IQA (Association of Quality Assurance Agencies of the Islamic World). Additionally, he has been an elected member of the CHEA-CIQG (Council for Higher Education Accreditation) International Advisory Council in the USA since 2022 and Accreditation Committee member of the British Accreditation Council (BAC) in the UK since 2020.
He is an affiliate of ECA (European Consortium for Accreditation in Germany, He also serves as an Honorary President of ECLBS (European Council of Leading Business Schools), a reviewer/ evaluator for many institutional and program accreditation organizations in America, Europe, Middle East, and Far East (QAA, NVAO, AQAS, OCQAS, etc.), and an external evaluator and advisor for TKTA and IAAR. As of April 1st, 2022, after 21 years, he was reassigned to his previous position at Dokuz Eylül University as the International Relations Coordinator under the Rectorate. He has been appointed as an international advisor to THEQC since June 2022.
About the Host
Dr. Drumm McNaughton, host, and consultant to higher ed institutions. To learn more about his services and other thought leadership pieces, visit his firm’s website, https://changinghighered.com/.
The Change Leader’s Social Media Links
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