Internationalisation is a key strategic objective for most institutions. International strategies are innovative, deliberate and disruptive. They can also be irrelevant, complicated and unrealistic. Institutions are vocal about intentions to be increasingly competitive and mobile, attracting more international students, staff and partnerships. International offices are prominent in organisational structures and executive portfolios are dedicated to realising the lofty ideals. This is adding another layer of complexity to an already multifaceted and complicated environment. Australia’s national strategy for international education is premised on three pillars: strengthening the fundamentals; making transformative partnerships; and global competitiveness. This session will explore the implications of increasing international activities on institutional governance. Different forms and models of governance are required to ensure rigorous management of international activities and creating points of constructive connection with an expanded set of stakeholders. The question will be asked whether institutions are equipped to stretch governance beyond borders.
Participants will gain a broad understanding of the various forms and models of governance present in institutions and how this relates to the international agenda and objectives. The presentation will provide an overview of the implications of international strategies on governance practices and how governance can be used to create points of connection to ensure the international agenda is represented. Participants will be provided with a framework of the ‘ideal state’ of governance that can be used as a guideline or measure for governance practices. Finally, participants will consider the implications of the national strategy on governance practices and learn how to use governance as a tool to drive impact.