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NAVITAS Policy Brief

Written by: Varshini Ramansivakumar, Policy Analyst


What is Navitas?


Navitas is a for-profit, private education provider that, in partnership with universities, offers pathway programs to international students. These programs are advertised as a way for international students to complete preparatory coursework before transitioning into their second year of university. The growing interest in partnering with private companies like Navitas is linked to broader financial pressures Canadian universities are facing. This includes tuition freezes, loans, and lower international enrollment rates. Over the decades, public funding for universities has been declining. In 1982, 83% of Canadian universities’ operating revenues came from government funding. In 2012, this dropped to 55%. In light of this decrease, universities have been relying more heavily on revenue coming from international students, who pay approximately 5x more in tuition fees than Canadian citizens and permanent residents. 



What does it mean for NAVITAS to come to Western?


The current proposal indicates establishing a Western International College. For undergraduate studies, this would involve a year at WIC, where international students take a mix of credit and non-credit courses. Students who meet progression requirements would then transition into the second year of their degree at Western. The proposal also includes the possibility of a pre-master’s pathway, which would be the first in Canada. Although international students would be enrolled in the pathway program, they will be expected to pay the same tuition as international students enrolled at Western. 


A crucial element of the proposal involves the allocation of Provincial Attestation Letters (PALs). International students are required to have PALs to obtain study permits. The idea is that universities partnered with Navitas would receive a larger allocation of PALs. The partnership with Western would only be able to proceed if the university receives enough PALs to support incoming international students.


The proposal indicates that recruitment will be in close collaboration with the Office of Registrar and that the university will have oversight over academic matters. The university would have authority over curriculum development, faculty selection, academic standards, space, and facilities. WIC would be managed by Navitas, which would be responsible for academic advising, application processing, student support, and course delivery. This partnership is to begin in September of this year.


What has this looked like in other universities?


As of now, TMU, Laurier, Simon Fraser, University of Manitoba, and Lethbridge have partnered with Navitas. The results in these institutions have not been overwhelmingly positive. At SFU and the University of Manitoba, exploitation of students via high tuition has been prominent. In addition, there has been a marked lack of diversity and failure in transferring international students into the university. At TMU, there have been mixed results. Instructors at Toronto Metropolitan University International College (TMUIC) have reported watering down and oversimplifying course material to teach students at various levels, increase retention, and increase their chances of being re-hired. Some coordinators and instructors have expressed their doubts about these students’ admission into second-year classes.


The recruitment process used has also raised some worries. In one case, a student named Nabeel Fakhur paid thousands of dollars after having been told that Navitas’ pathway program was part of the University of Manitoba. He claims that Navitas had misled him into thinking the pathway program was a part of the university rather than a separate, privately-run program. After arriving, he stated that the classes were easy, there was isolation from other students, and that he was not able to receive a refund for roughly $7000 in tuition fees.


Implications and Consequences:


Five key concerns are being raised about the implications of a Navitas partnership with Western: labour and faculty governance, transparency, privatization of higher education, and student experience.


Labour and Faculty Governance:


By outsourcing pathway programs to a private provider, faculty autonomy and shared governance structures might be weakened. Faculty members have questioned who would be hired to teach courses at WIC. It is unclear whether these instructors would be members of the Western Ontario Faculty Association (UWOFA) or whether they would simply be required to comply with the UWOFA collective agreement without receiving the same protections. Many instructors of Navitas pathway programs at other universities have been hired on part-time contracts, which often creates challenges regarding job security, compensation, workload protection, and opportunities to conduct research. In particular, faculty employed on “limited term” or “limited duties” report experiencing a form of second-class status within the university. They often struggle to secure sufficient research support. Establishing a pathway program reliant on contract labour would likely reinforce these inequities. 


Transparency:


Additional concerns have been raised about transparency. Faculty members at universities that have already partnered with Navitas have reported limited transparency during negotiations and decision-making processes. By partnering with a private corporation, decision-making authority over admissions, curriculum, and student support may move away from the university and toward Navitas. 


Privatization:


Private education providers have been tied to increases in tuition, student debt, lower graduation rates, and higher dropout rates. Partnering with companies like Navitas poses a serious risk of further privatization within universities. In particular, it may set a precedent for further privatization through outsourcing more programs and services. 


Student Experience:


At some universities that have already partnered with Navitas, pathway programs have separated international students into cohorts during their first year. This has led to reports of students feeling isolated from the broader university community. For example, students enrolled in the pathway program at the University of Manitoba have reported feeling disconnected from students on the main campus. The for-profit nature of pathway programs might lead to a prioritization of revenue generation over student experience and well-being.


Proposed Alternatives:


Western could pursue alternative methods that are internally governed to increase international enrollment while avoiding further privatization of education. This involves developing international learning centres abroad in order to increase the university’s visibility and provide its own pathway programs to prevent relying on third parties. Ivey’s Hong Kong campus is a great example of this alternative. Other avenues to increase enrollment include expanding on-campus English language and academic support.



 
 
 

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London, Ontario, Canada, N6A 5C2

Tel: (519) 661 - 2111

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