Changing governance models in Australian universities

This chapter explores the history of Australian university governance reform and the drivers for change. It argues that a critical element in achieving institutional diversity and responsiveness will be the capacity for universities to negotiate effectively with government around the tension between autonomy and state control in university governance structures, and advance solutions which support both autonomy and accountability. The reforms led to stronger risk management, and more sophisticated business and strategic planning – aspects of governance which are integral to universities’ capacity to set directions. Yet the focus on accountability and autonomy in discussions of Australian universities’ governance and management continues. The social compact which universities, as institutions established to serve the public good, rely upon to justify their claims to taxpayer support is also under pressure. The internal legislation and regulatory frameworks of many Australian universities were perhaps less rapid to evolve in this developing landscape.