Statement in response to proposed university reform in Western Australia
Navitas acknowledges the importance of examining new models and approaches to ensure Western Australia’s higher education sector remains fit for purpose and capable of meeting the changing needs of students, employers and the State’s future economy. As discussions on university reform progress, it is important that the strengths which have underpinned Western Australia’s success as an education destination are carefully considered alongside any proposed changes.
For more than three decades, Navitas has worked alongside Western Australian universities to help build the State’s reputation as a leading global education destination.
Navitas pioneered the pathway model to increase access to quality higher education, beginning with its partnership with Edith Cowan University and expanding through a second pathway college for Curtin University, as well as the operation of global campuses such as Curtin Singapore, Murdoch Dubai and ECU Sri Lanka. Through these partnerships, we have seen first-hand the value that strong, distinctive university brands bring to domestic and international students, industry and the broader Western Australian economy.
The Government has identified enhancing Western Australia’s global reputation and competitiveness as a key objective of university reform. Western Australia’s international education success has been built through a collection of universities with distinct identities, strengths and areas of excellence. Together, they have created a portfolio of globally recognised institutions that appeal to different students, industries and markets. That diversity has been a source of strength for the State and an important contributor to its international reputation.
Through our global recruitment network of more than 2,000 education agents and advisers, we understand there is no single pathway or motivation driving student choice. Students consider a wide range of factors when selecting a university, from academic reputation, graduate outcomes and industry connections, to affordability, location and student experience. Family recommendations, alumni networks, personal connections and established institutional reputations often carry significant influence.
Different universities resonate in different ways across different markets, reflecting the distinct strengths, identities and reputations they have developed over many decades. This diversity enables Western Australia to attract a broader and more diverse student population.
Diversity within the university sector is equally important for domestic students. Western Australians have different ambitions, learning preferences and life circumstances. Multiple institutions, pathways and program offerings create a range of entry points into higher education, helping ensure more students can access opportunities that align with their goals, capabilities and circumstances. Any change that is perceived to reduce choice, narrow pathways or diminish institutional differentiation should be carefully assessed against its potential impact on student participation, access and confidence.
Diversity within the university sector also benefits employers and industry. Different institutions develop different areas of expertise, research strengths, industry partnerships and graduate profiles. This gives employers access to a broader range of talent and helps ensure the higher education sector can respond to the varied workforce needs of a dynamic economy.
Those connections and perceptions are built over decades and become part of the institutional brands that students, families and employers around the world recognise and trust. These are assets that take generations to build and should not be undervalued in discussions about the future of the sector.
As discussion continues regarding potential university reform, it is important that any changes are assessed not only through the lens of scale and efficiency, but also through their impact on student choice, institutional reputation, international competitiveness and long-term value to Western Australia.
Experience elsewhere demonstrates that large-scale university mergers can be complex, costly and disruptive undertakings. They also require the creation of a new institutional proposition and identity, often replacing brands and reputations that have been built over many decades.
From an international education perspective, that transition can create uncertainty among prospective students, families, agents and industry partners who are familiar with established institutions and understand what those brands represent. Rebuilding that recognition, trust and market understanding can take considerable time and investment.
Any proposal should therefore clearly demonstrate how the expected long-term benefits outweigh the financial, operational and reputational costs of transition.
Western Australia needs a higher education sector that is globally competitive, financially sustainable and capable of delivering world-class teaching and research. It also needs a sector that preserves the diversity, reputation and institutional strengths that have helped Western Australia attract students, talent and investment from around the world for decades.
The future success of Western Australia’s university sector should not be measured by size alone. It should be measured by its ability to attract students, expand educational opportunity, support industry, advance research and strengthen Western Australia’s position as a globally competitive education destination. Navitas welcomes the opportunity to contribute to this important discussion and looks forward to engaging constructively with the Steering Committee and other stakeholders as the review progresses, with the shared objective of identifying the best long-term outcome for students, industry and the future prosperity of Western Australia.
Scott Jones, Group CEO, Navitas, said:
“For more than 30 years, Navitas has helped connect students from around the world with Western Australian universities, giving us a unique perspective on what makes this State competitive as an education destination.
“What we consistently see is that there is no single formula for attracting students. Different students are looking for different things, and different university brands resonate in different ways across different markets.
“Students are influenced by reputation, graduate outcomes, industry connections and student experience, but also by alumni networks, family recommendations and personal connections. Those factors are built over decades and become part of trusted university brands that resonate around the world.
“Western Australia’s success has been built on a number of strong institutions with distinct identities and global reputations. That diversity creates value for students, employers and the wider community, and it is an important part of what makes the State attractive both as a study destination and as a place to invest, innovate and build careers.
“As reforms are considered, it is important to preserve the diversity, choice and international competitiveness that have helped establish Western Australia as a recognised and respected global education destination.”
Rod Jones, Founder and Chairman, Navitas, said:
“While any Western Australian industry should always be prepared to consider new models and new ideas that have the potential to strengthen their sector and support the State’s long-term economic and social prosperity, decisions of this significance and impact must be informed by a rigorous, objective and evidence-based process that carefully assesses both the opportunities and the risks.
“The process must be independent, transparent and focused on identifying the best outcome for Western Australia as a whole with significant input from key stakeholders.
“The ultimate goal should be a higher education system that strengthens student choice, maintains diversity, expands access and opportunity, supports industry, advances research excellence and enhances Western Australia’s reputation as a globally competitive education destination.”