create more globally-aware and interculturally-competent citizens and for – financial ones. Virtually every college would also like to increase this population of students who, by and large, pay full freight. An import from Australia and the United Kingdom, pathway programs are just beginning to appear in North America. In addition to four new American Navitas’ programs, Study Group -- an Australian education company by a U.S.-based private equity group, Providence Equity Partners, for $570 million is starting – pathway programs at three of its U.S. partner institutions this fall: Dean and Fisher Colleges, both in Massachusetts, and James Madison University, in Virginia. Kaplan, Inc. started a Pathways at Northeastern “Global Program” University in 2007 and opened a second such program at the University of Utah in January (per to a degree from a top U.S. “Your guaranteed route Bachelor’s University.”) idea is that we each play to said Larry Green, senior vice “The our strengths,” president of Kaplan International Colleges. Northeastern and Utah faculty design and teach the Global Pathways courses and Kaplan markets, recruits, and provides a range of student services for the is about using programs. “This faculty and teaching methods and curriculum that very comfortable you’re very, with about obviously increasing international student already,” Green said. “It’s enrollment on campus. about making sure those students are extremely It’s when they matriculate, academically, socially and culturally.” The company that has made the biggest splash in the U.S. market is the based INTO University Partnerships, which has study centers at nine universities in the United Kingdom and has forged long-term contracts with Oregon State University and, more recently, the University of South Florida. The INTO model differs from that of its director for competitors: David Stremba, INTO’s managing North America, describes the INTO model as as opposed to “in-sourcing” outsourcing, as the company enters into joint ventures with its partner universities and shares costs, profits, and management responsibilities, 50-50. Under this model, instructors remain employees of the university, which retains all control over academics. But has been a source of concern among many instructors at INTO’s expansion university-based intensive English programs, who watched as OSU and USF’s
create more globally-aware and interculturally-competent citizens – and for financial ones. Virtually every college would also like to increase this population of students who, by and large, pay full freight. An import from Australia and the United Kingdom, pathway programs are just beginning to appear in North America. In addition to Navitas’ four new American programs, Study Group -- an Australian education company by a U.S.-based private equity group, Providence Equity Partners, for $570 million – is starting pathway programs at three of its U.S. partner institutions this fall: Dean and Fisher Colleges, both in Massachusetts, and James Madison University, in Virginia. Kaplan, Inc. started a “Global Pathways Program” at Northeastern University in 2007 and opened a second such program at the University of Utah in January (per “Your guaranteed route to a Bachelor’s degree from a top U.S. University.”) “The idea is that we each play to our strengths,” said Larry Green, senior vice president of Kaplan International Colleges. Northeastern and Utah faculty design and teach the Global Pathways courses and Kaplan markets, recruits, and provides a range of student services for the programs. “This is about using faculty and teaching methods and curriculum that you’re very, very comfortable with already,” Green said. “It’s about obviously increasing international student enrollment on campus. It’s about making sure those students are extremely when they matriculate, academically, socially and culturally.” The company that has made the biggest splash in the U.S. market is the INTO University Partnerships, which has study centers at nine universities in the United Kingdom and has forged long-term contracts with Oregon State University and, more recently, the University of South Florida. The INTO model differs from that of its competitors: David Stremba, INTO’s managing director for North America, describes the INTO model as “in-sourcing” as opposed to outsourcing, as the company enters into joint ventures with its partner universities and shares costs, profits, and management responsibilities, 50-50. Under this model, instructors remain employees of the university, which retains all control over academics. But INTO’s expansion has been a source of concern among many instructors at university-based intensive English programs, who watched as OSU and USF’s based
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