Providing strategic leadership across the university, the Pro Vice-Chancellor (Global Engagement) is responsible for the development and deployment of Swinburne’s strategy for internationalisation and global engagement. Working collaboratively across the University and externally, this role includes inter alia oversight of international education and research partnerships, accountability for achieving annual international student recruitment targets at all levels and through all channels, and the development of future partnerships to strengthen Swinburne’s presence on the global stage.Key achievements• Designed and implemented university-wide strategy for global engagement, working closely with the Deputy Vice-Chancellor (Research), Deans and Director, Advancement/Alumni Relations to embed key elements of a whole-of-university global strategy at the local level• Collaborative development of a series of country Global Footprints collating internal data and external policy advice to generate agreed forward engagement plans for China, India, Indonesia and Vietnam• Revitalisation of the University’s approach to transnational education post-COVID in relation to academic quality and growth - year-on-year growth in international TNE revenue at Swinburne has averaged 62% since 2020 (60% in 2021, then 56%, then 71%)• Development of new partnerships for articulation and student mobility in line with shifting national policy frameworks.

Expert trainer for the EAIE Academy, teaching a 2.5 day course on "Developing a strategic internationalisation plan: mastering the fundamentals"

International Director for Ireland’s Global University with the largest international student enrolment and global footprint of any Irish institution. In this role, I had management responsibility for the international office at UCD, as well as providing leadership to the broader university community on internationalisation, international engagement and international partnerships. I guided the development of a global engagement strategy and directly supported the achievement of international KPIs in international student recruitment, admissions, partnerships, Study Abroad, outbound mobility/learning abroad and international student support.Key achievements• Results driven approach led to successive year-on-year growth in international (non-EU) student intake (9%, 14%, 13%), enabling non-EU fee revenue to grow from €86M to €101M between 2017 and 2019• Re-negotiation of the University’s on-campus pathway college contract with Study Group• Approval and establishment of two new MoE-approved joint international colleges in China• Consolidation and development of partnership activity, including identification of priority partners and the introduction of a partnership seed funding scheme• Strategic engagement with university networks, including Universitas 21 and the Worldwide Universities Network (WUN), in support of identified research & teaching objectives• Fundamental shift in UCD’s approach to market, including closer strategic alignment for the university’s five Global Centres overseas• Spearheaded sustainability initiative for international students through development of UCD Green Guide.

TEQSA uses external experts to source advice on specific, identified elements of the Agency’s regulatory assessments and reviews. TEQSA recognises that, in performing its regulatory functions, it benefits from having access to a register of external experts. TEQSA staff use input from external experts to inform their analysis and recommendations to the Commission. Individual external experts provide advice as individuals on specific, identified elements of TEQSA’s regulatory reviews.

With Laura Rumbley at Boston College's Center for International Higher Education, I am editing a new volume in Routledge's Internationalization in Higher Education Series. Entitled "The Future Agenda for Internationalization in Higher Education: Next Generation Insights into Research, Policy, and Practice", this collection of chapters aims to explore dimensions of internationalization that are known to be under-researched and to give voice to a new generation of authors.

Project management in relation to the International Education Research Network (IERN), including web platform improvement, network re-invigoration and international expansion.

Under the supervision of Professor Sophie Arkoudis and Dr Chi Baik, Douglas has investigated the international engagement of Australian academic staff. What are the international dimensions of academic work in Australian higher education and what influences Australian academic staff to engage with the international aspects of their work?

Project to develop and disseminate a set of CSHE guidelines on the internationalisation of the curriculum, including a typology and a compilation of exemplars of internationalised content and approaches to teaching and learning from across the University of Melbourne. Key components of the project include:o Review of current four-part typology in light of recent Australian and international literatureo Identification of key staff members for interview from a selection of disciplineso Development of interview questions and formato Interviewso Preparation of a written report in CSHE teaching resource format (http://www.cshe.unimelb.edu.au/resources_teach/).

Forming part of the Master of Tertiary Education Management or available as a stand alone subject, this online unit provides an overview of the key conceptual ideas as well as the diverse manifestations of internationalisation globally and in Australia. Strategies and practices of universities are introduced and examined and the leadership and management challenges highlighted for our discussions.

Key achievements• Designed and facilitated two cross-sectoral workshops on international relations and stakeholder engagement, Australian International Education Conference 2011 & 2012;• Re-mapping and redevelopment of international relations policy and governance frameworks, including academic and administrative policies for joint and dual degrees, student exchange and general academic collaboration;• With representatives from Stanford, Toronto and SOAS, served as a foundation member of an advisory panel for the establishment of an International University Pathway program (school to university), Jiangsu Provincial Department of Education (China);• Designed and coordinated an exploratory trade mission to the Middle East (Qatar, Oman, Saudi Arabia) with a focus on partnership/business development, government engagement and student recruitment;• Proposed the establishment of a Deans and Directors of Graduate Studies working group within the Association of Pacific Rim Universities (APRU) and facilitated its first meeting in Washington DC;• Hosted a major multilateral meeting of the Association of Pacific Rim Universities (APRU) at the University of Melbourne.

Key achievements• Re-mapping and redevelopment of international relations policy and governance frameworks, including academic and administrative policies for offshore teaching, joint and dual degrees, student exchange and general academic collaboration;• Reviewed and re-developed the governance framework and contractual agreement between an embedded private pathway provider and a higher education institution (Navitas-owned Melbourne Institute of Business and Technology and Deakin University);• Developed and implemented tailored partnership strategies between Deakin University and its metropolitan and regional TAFE institute partners;• Spearheaded a complex application for university-wide external accreditation by the Distance Education and Training Council, USA (www.detc.org), Deakin University.