Global passport: Aim to nurture graduates who are able to work anywhere in the world, with their qualifications recognised in all countries. – 123rf.com
A MONTH ago, I attended the PIE Live Asia Pacific Conference in Brisbane, Australia. During my session on transnational education (TNE), it came as both a shock and disappointment to hear that many institutions think TNE is too much bother and does not provide the yield they expect.
Various issues brought up include high operational costs, especially related to staffing needs and travel, regulations, quality assurance, student recruitment, cultural expectations and political environment.
Going against the general opinion of the panellists, I shared how our own TNE experience has evolved over the decades since the advent of twinning programmes and how our enduring partnerships have reaped much value for our partners and our institution.
What began as a venture to foster academic exchanges and mutual growth many years ago has since blossomed into strategic partnerships characterised by a shared vision for innovation and transformative impact.
So contrary to the scepticism towards TNE in other countries, it has worked out well for us here and I am happy to note that we and our partners have grown together over the years.
A long-term TNE partner of ours is Monash University. The partnership that began with twinning programmes since the inception of my institution over 30 years ago has evolved into a joint venture, enabling the varsity to set up its own branch campus and medical school in Malaysia.
We continue to provide the cost-saving foundation year programme for Monash-bound students, resulting in a win-win arrangement for both institutions, and for Malaysians interested in studying there.
Our partnership with Victoria University, which also spans more than three decades, offers students the flexibility to study in Melbourne, and when we were upgraded to became a university college almost two decades ago, we pioneered a new kind of TNE partnership with Lancaster University encompassing joint undergraduate degree programmes.
The partnership, which initially focused on teaching, has evolved to include research collaboration such as a centre focusing on the development of future cities, incorporating the sustainable development agenda and planetary health.
For any partnership to work, there needs to be a desire to work together to achieve the values that are important to both parties.
A key driver is to have a sustainable partnership built on trust and mutual respect. International collaboration and dialogue are essential towards fostering cooperation, sharing expertise and aligning policies.
Successful TNE often involves strategic alignment with local education goals, strong quality assurance mechanisms, flexible delivery models such as blended learning and joint degrees, as well as a long-term commitment to partnership development.
Also, it is not just about the curriculum, but also about the outcome – ensuring that we nurture students who are conscious of the planet, nature and the environment. We need to encourage and promote societal change via education systems.
We must also aim to nurture graduates who are able to work anywhere in the world, with their qualifications recognised in all countries.
Ultimately, the true value of TNE lies in a long-term vision for the partnership, and perhaps the key to a successful collaboration is patience and thoughtful nurturing.
And to address the elephant in the room: the value proposition is not just about profit maximisation, but about aligning TNE with broader internationalisation goals such as research collaboration.
Prof Datuk Dr Elizabeth Lee is the chief executive officer at Sunway Education Group. A veteran in the field of private higher education, Prof Lee is also an advocate for women in leadership. She has been recognised both locally and internationally for her contributions to the field of education. The views express-ed here are the writer’s own.
