So what did the bad actors do? Does it break federal law? no. Does it violate student financial aid? no. Are you out of compliance? no. Did you do something illegal? no.
‘Bad actors’ are being blamed for the housing crisis. They are blamed for all sorts of distortions in the economy and education. In short, they are being criticized for being too greedy.
Admitting too many students to maximize profits at the expense of Canada and Canadians. None of that is true.
The Canadian government (albeit slowly collecting data) was aware of the scale of the problem. For example, VFS Global provides governments with important information on visa processing.
All universities, including private ones, report their numbers to the Department of Education, and most also keep the information publicly available on their websites. They followed the letter of the law, so isn't the problem not the 'actors' but the rules and regulations?
Public-Private Partnerships: A Primer
The public-private partnership model in higher education was introduced to Canada from the United Kingdom, where it had been common practice since the early 1990s. A common model is for a private agency to develop a contract to deliver a program on behalf of a public agency.
Private universities have stronger marketing and recruitment capabilities, have different incentive schemes for recruiters, and have created roles in marketing and strategy that are not commonly found in the public HEI sector. Moreover, they have a strong international recruitment network that extends far beyond the country's major cities.
In Canada, these partnerships began in the mid-2000s, and by 2012 there was enough activity for MTCU to take notice at the time. David Truck has written a report (see Alex Usher's article linked here) outlining guidelines for these kinds of partnerships. Simply put, public universities (mostly non-GTA) partner with private organizations (private career colleges and their holding companies) to establish GTA campuses to offer public university curriculum.
Public universities receive cash per enrollment, and PCC handles the rest. Because both organizations operate under the Department of Universities, both organizations are approved to operate. So are there any schools that provide substandard services? Of course it is. But this doesn’t mean the PPP model is the problem. As for the “bad actors,” they are staying on the right side of the law.
Most of these PPPs are operating because public universities lack the robust infrastructure needed to actually recruit students.
There is also a lack of ISSS infrastructure that has been successfully developed by private groups. Most private universities have student services departments that cater to the unique needs of international students. They have IRCC approved consultants and often provide services in multiple languages to ensure clear communication.
One of the biggest reasons students choose these opportunities is because of the services they receive. They know they can get support, ask questions and get relevant information in their own language. More importantly, many of these PPP programs include highly coveted internships. Canadian work experience is very popular and most public universities only offer it in more general terms.
Well then, please remind me again. How are these “bad actors” doing?
One of the biggest problems was the use of recruiters and agents who could use high-pressure tactics and make misleading statements. There is no doubt that it will happen. I experienced it firsthand. But I have to raise the issue again. The Canadian government has been holding recruitment events for over 10 years.
It's the government that set the $10,000 maintenance funding limit in the early 2000s and hasn't changed it in 20 years.
They are the ones who set the criteria for visa approval. They are also the ones who must take enforcement action against violators. They watched the situation unfold as residential geographic patterns of international students emerged.
The government is criticizing colleges and universities that, in most cases, comply with both federal and state regulations. There are certainly bad agents and some use deceptive tactics, but there is no need to attack the entire industry. Much of what the government says about pig-like behavior is not only condoned, but actively supported.
What are your future plans?
It is clear that the Minister is doing this now in anticipation of the election. This rule does not target housing issues or economic distortions. It does not reform visa regulations or improve regulatory enforcement. This may remain a problem until the next government is formed.
In the meantime, this will create an unsightly state-sanctioned program that will impact universities and be a mess. However, this is not the end.
The government has identified this as a “problem” and in the public’s eyes, something needs to be done. Whether there is a new prime minister or there is no next election, things will change.
“Recruitment costs will skyrocket. Scholarships will need to be discounted and increased to protect returns.”
It remains to be seen how this will change, but I think the next step is for PPPs, public and private universities to prepare for the impact and begin the transition. Let me make three key recommendations to prepare your organization.
calculate: Get your financial house in order. Recruitment costs will skyrocket. To protect returns, scholarships must be discounted and increased. Now is the time to adjust overhead and operating costs to accommodate reduced headcount in the coming years. Recruitment costs will soar and student numbers may decline in the coming years. Identify areas where you can contain costs and start looking for cost-saving opportunities. One of the things I'd recommend is that it's also a strategic investment, so it's best to have a firm grasp of the P&L when sales may be ambiguous, at least for a while.
Curriculum Innovation: Invest in an LMS that offers a truly global opportunity. Starting students on a pre-graduation course, flight start program or language skills enhancement program will help protect your returns, prepare students for studying/living in Canada and provide universities with a strong platform from which to work with students. . before They arrive at campus.
It is also important to implement high-impact practices. In the Canadian province of Ontario, MCU sets the standards for the public curriculum, but it goes beyond that. It is no longer enough for students in marketing programs to perform a SWOT analysis. They need to build a portfolio (and therefore an LMS) and work with organizations like Parker Dewey, HubSpot, and Riipen.
They should embed industry-focused micro-credentials at every level of their program (see below). Meeting the standards of the public curriculum alone is not enough to win in tight enrollment situations. Provide industry-leading educational experience, certificates, diplomas and work experience in a single program. will dowin.
Career Model:Public and private universities should build partnerships with professional associations and credentialing organizations to develop and deliver content. Whether it is business analysis, project management, accounting, marketing, etc., we must associate our diplomas with results, one of which must be compliance with professional qualifications. It often fell by the wayside. Students are often unsure of where their diploma can take them, and a diploma alone isn't enough to get them through a sea of applicants. More industry-focused partnerships will become important.
I didn't mention graduate work permits because it's still very unclear. Although PGWP was not intended for private universities, it has previously been approved, and the PPP model presents a unique situation. I think we need to understand the situation better before taking action. The current government is blaming universities and students by proxy rather than acknowledging that the gap has existed for years and is only now taking action once the public has really started to take notice. It feels rushed and does not result in a credible policy. Rather, it looks desperate. For universities currently caught in the dark, it is time to make strategic investments, review their business operations and, most importantly, support their students. They are not to blame.
About the author: Phillip Gingras is an expert in higher education, international education, and educational technology. He is currently the Strategic Program Manager at D2L. This article first appeared on his LinkedIn page. Follow Phillip here.