Phase 3 Renew ANU Update
My area has a change proposal that has been released. Does the announcement on ‘Phase 3’ mean that there will also be no involuntary redundancies through the changes proposed for our area?
Unfortunately this is not the case for those areas. Where a formal change proposal has already been released, those proposals may still require involuntary redundancies to be implemented. The University’s announcement around ‘Phase 3’ applies to any future changes beyond those proposals already released. Our commitment is always to minimise the need for involuntary redundancies, and while we cannot confirm that none will be required, we will continue to engage with staff on ways to reduce or avoid them. The consultation and implementation processes for existing proposals remain active, and decisions will be made in line with the requirements of each area.
Why are some areas not required to undergo change using involuntary redundancies?
Some areas that were initially flagged for possible change proposals will instead meet their financial or structural goals through other approaches. These can include voluntary separations, natural attrition, adjustments to reporting lines, changes to duties or titles, or tighter controls on recruitment and budget compliance. In those cases, formal change proposals are not required, and the University has confirmed those areas will not be asked to undertake change through involuntary redundancies. This reflects the differing needs, structures and financial positions across different parts of the University.
Have we achieved our goal of $100m in salary savings?
No. We have $59.9m in achieved annualised savings and this has recently been updated to reflect the savings from the Information Technology Services (ITS), Information Security Office (ISO) and the Planning and Service Performance (PSP) Change Implementation Plans. There are a further 6 change proposals out for community consultation currently which will generate a level of salary savings to add to this number.
What does this mean for the remainder of the salary savings target?
There will be a portion of the $100m savings target remaining. This will be factored into 2026 budgets. We will also continue to meet the salary target through managing our excess leave liabilities and ensuring we have hiring controls in place.
How will areas respond to savings targets in 2026?
The University will be engaging in a further voluntary separation scheme, and this will be a lever that can be used. Further, like many areas this year, vacancy management, which involves delaying or reconsidering the need to fill vacant roles, is a mechanism to use.
Change proposal feedback
What happens to my feedback on Renew ANU change proposals?
As part of formal organisational change consultation (see ), all feedback is reviewed and considered when shaping the final Implementation Plans. Staff are also encouraged to ask questions and raise concerns, whether about the proposal, how it might affect your area, or what the next steps may be.
Following is an overview of the feedback process from submission to implementation.
- Submitting feedback or questions - Staff can use the e-form linked to each proposal, email org.change@anu.edu.au, or speak with the Change Proposal Lead or People and Culture contact. Staff can also provide input via Town Halls, engagement sessions or informal discussions. These contributions are logged internally.
- Review and de-identification - All submissions through the e-form are de-identified before being shared with the Change Proposal Lead and relevant senior leaders for the organisational change process. Depending on how questions are received, responses may be provided directly or through updated materials, FAQs, or further engagement activities.
- Collating themes - All feedback and questions are also reviewed and grouped into key themes such as suggestions, concerns, or clarification points. This thematic analysis ensures that that common themes are clearly identified and understood within the context of the proposal, and feedback and questions are reviewed in a consistent way.
- Consideration of feedback - The University considers the original objectives of the proposal alongside the feedback themes to identify any areas for refinement, clarification, or change. Feedback is carefully reviewed to assess feasibility, alignment with strategic and operational goals. It is at this stage where adjustments may be made in response to feedback. Input from senior leaders, subject matter experts and affected areas may also be sought at this stage to inform final decisions.
- Approval process - The Change Board plays an independent role in reviewing the Implementation Plan and the University's response to consultation feedback. Following endorsement, the Chief People Officer approves the release of the Implementation Plan to affected staff and the University community.
- Implementation plan - The Implementation Plan sets out the final decisions following consultation. It includes a summary of key feedback themes, how the University has responded to that feedback, and any resulting changes to the original proposal. Once finalised, the Implementation Plan is published and shared with affected staff, their representatives, and the broader University community. Engagement with impacted areas continues throughout the implementation stage.
Is my feedback anonymous?
When you submit your feedback form, your name and email are visible to the relevant People and Culture team, but all feedback is de-identified before it’s shared with the Proposal Lead and other Senior Leaders.
What if I want people to know my feedback is based on my experience or expertise?
We recognise that some staff prefer to include their experience or expertise in their submissions to provide context to their views. De-identified feedback through the e-form is only one avenue to provide feedback. Staff are also encouraged to participate in Town Halls, engagement sessions, or contact key proposal leads directly.
What feedback is most helpful?
All feedback is welcome and valued.
Feedback is particularly helpful when it includes options or suggestions on what might work, what may not, and how things in the change proposals could be addressed. This helps the University better understand practical impacts and consider alternatives, but all forms of feedback are considered as part of the consultation process.
Can I submit feedback more than once?
There is no limit to the amount of feedback able to be submitted.
Does all feedback need to be individual, or can we submit group feedback?
Feedback is welcome from both individuals and groups.
Are there examples of how consultation feedback has shaped changes?
Yes. The below table highlights how your feedback has shaped recent changes. The table outlines consultation activities across different areas and shows the adjustments made in response to feedback.
| Area/Date | Consultation | Summary of changes based on feedback |
| College of Health & Medicine |
| Reduced number of positions proposed for disestablishment from 50 to 13 Increased number of positions for realignment and direct transfer from 6 to 43 (incl transfer of CHM research office positions to DVCRI to provide focussed support in health and medicine) |
| Realign ANU Academic Colleges |
| Proposal to revise the planned name of college from the ANU College of Systems and Society to the ANU College of Technology, Systems and Society subject to further consultation. This was later revised to original suggestion. |
| Academic Portfolio |
| Retained 4 positions and created 2 positions. Retention of multimedia team as part of new Learning and Teaching team Retention of CCE Moodle site in short term to support short courses and micro credentials until Canvas implemented. |
| Facilities & Services (renamed Campus Environment) |
| (1) position of Operations Manager, ANU Officer Grade 8 will be realigned to the Operations Portfolio following CHM changes. |
| Ӱɴý and Innovation Portfolio |
| eӰɴý Support Officer position retained and retitled 2 positions retained and retitled, manager position reclassified to SM1 and a new fixed-term position established in ANU Press recognising urgent need for operational support 1 position retained and 1 new position established for Scholarly Information Services Division CHM’s research management team (13 people) transferred to Ӱɴý and Innovation to ensure support for NHMRC and MRFF |
| Change Principles |
| Changes to principles:
Clarity on accountability of service ownership in Central functional ownership for university wide services (Principles for new ANU operating model) |
| Planning & Services Performance Division |
| The Reporting & Analytics and Data Provisioning & Governance teams have been combined One additional role re-aligned from ITS One additional vacant position to be disestablished Name of Division changed to Planning, Data & Analytics Internal reporting lines changed to address concerns |
| Information Technology Services |
| Addition of 6 positions, resulting in a reduction of 4 proposed disestablishments Removal of 2 positions, vacant or proposed only Change in classification to 3 further positions that were proposed to improve career pathways Additional position realigned to PSP Merge Scrum, Product and Agile Coaching Chapters into one team |
University-wide change proposal
What does ANU Renew 2025 mean for me?
ANU Renew 2025 is an initiative to ensure the University’s long-term sustainability. Building on the progress of Renew ANU 2024, it aims to align operations with strategic and financial objectives to secure the University’s future. The initiative focuses on improving service delivery, strengthening financial sustainability, and enhancing the University’s global academic standing.
The plan outlines the University’s approach to optimising its operating model and services. Key priorities include eliminating duplication in service delivery, identifying cost savings, and developing targeted proposals for change in a phased manner.
As the future operating model takes shape, it is expected to bring changes to the University’s structure, frameworks, and staffing portfolio.
Why is this process needed?
While ANU has made progress in 2024, further efforts are required to strengthen our financial position, improve operational efficiency, and refine our operating model. Benchmarking data indicates that ANU faces significant challenges in service efficiency and satisfaction across key areas such as HR, IT, student support, and research support. Compared to peer Group of Eight (Go8) universities, the services at ANU operate at a higher cost with opportunities for improved effectiveness. Additionally, the global academic rankings for ANU have declined, impacting student recruitment, talent retention, and competitiveness. Addressing these challenges through a more efficient operating model is essential for the future success of the university.
What are the overarching key areas of change of the Renew ANU Change Principles Plan?
The key areas of focus include:
- Enhancing financial sustainability through improved operational efficiency
- Improving the effectiveness of research, teaching, and service delivery
- Transitioning from a decentralised operational model to a cohesive, strategic, and centralised model
What opportunities are available for staff to engage in the change process?
Engagement opportunities include:
- Reviewing the consultation papers available on the website and On Campus newsletters
- Attending Town Hall meetings
- Providing written feedback via email and the e-form
Where can I access the University’s response to the Open Letters about Renew ANU, signed by many University staff?
The University’s response to the Open Letters received by ANU staff are published on the Renew ANU website.
Will there be staff reductions?
Some functions and services may be streamlined, leading to a redistribution of tasks to align with the University’s strategic goals. Specific changes will be included in the proposed change plans for feedback and consultation.
What steps is ANU taking to minimise staff impacts of change?
The University has taken steps to reduce non-salary costs and implemented the Voluntary Separation Scheme (VSS) to reduce the overall impact of involuntary reductions. Efforts will continue to explore alternative solutions, such as redeployment and further voluntary options, to limit the impact on staff.
The University is prioritising natural attrition, redeployment, and voluntary separation where possible. Any required reductions will be managed in accordance with the Enterprise Agreement, with staff consulted throughout the process.
Any changes will be assessed to ensure workloads remain fair and compliant. Notwithstanding, the University has also taken active measures to ensure the proposed future state does not have unreasonable workload implications.
How long will this process take?
Consultation on the Renew ANU 2025 Change Principles proposal concluded on 21 March 2025, with the commencing from 23 May 2025.
Broader consultation, planning phases and change proposals will continue through 2025, with some changes potentially extending into 2026. Specific timelines will depend on feedback, operational reviews, and implementation requirements.
How will ANU support staff through this change?
ANU is committed to open and transparent engagement, ensuring that staff have access to information, consultation opportunities, and support services throughout this transition. The University has also made available additional support via its Employee Assistance Program.
University budget
Why does ANU have to change?
The University must change so it can best position itself to thrive in the future. Change is necessary and unavoidable.
The University’s expenses have steadily increased, while revenue has not kept the same pace. The COVID pandemic impacted all Australian universities, while changes in government policy, the management of international student numbers and macroeconomic forces have also created new headwinds which are unlikely to diminish. The introduction of managed growth as a policy setting constrains our domestic and international student numbers and, thus, our revenue. Without structural adjustments, the University would face challenges to its long-term financial sustainability.
What is the University’s financial position?
The University’s expenses have steadily increased, but revenue has not kept the same pace.
Without structural adjustments, the University would face challenges to its long-term financial sustainability. Council has directed the University to achieve our recurring operating costs reduction by $250 million by 1 January 2026. The University will take a phased and deliberate approach in this reset of our financial footing, involving permanent reductions in salary and non-salary spending. Please see the recent for further information.
What has the University been doing to try to address this financial situation?
The University is currently navigating a combination of external and internal pressures that make significant transformation both critical and necessary. Key drivers include:
- Persistent financial challenges
- Declining trends in international rankings
- An operating model that has become less efficient and effective due to its decentralised nature
- An environment of increased competition and external uncertainty.
In response, and through ongoing consultation with staff, the University has already implemented a series of strategically aligned activities, including:
- Academic College Changes and Realignment
- Adjustments to central Portfolios
- Introduction of Change Principles and the new Operating Model
- Implementation of savings initiatives including the Recruitment Approval Committee, Voluntary Separation Scheme, reduction of leave liability and a range of non-salary savings.
- Provision of information on the University's position.
These processes and enhanced controls are designed to foster improved operational and financial discipline moving forward.
Why were the Budget forecasts different to the reality?
The differences between our budget/forecasts and the actual outcomes are due to a number of factors impacting both our revenue and expenses. We observed a shortfall in revenue primarily because we did not meet our student recruitment targets. Some of this was influenced by external factors, such as changed policy settings. Additionally, while our budget aimed to contain growth in operating costs, these costs have, in reality, grown more quickly than projected. We’ve since undertaken considerable work to enhance our controls, aiming to set and meet targets for spending control more efficiently in the future.
If ANU needs to reduce its salary spend, why is it still advertising for new staff?
It is important to clarify that there is no hiring freeze at ANU. We recognise the ongoing need to recruit individuals who contribute to our quality and distinction as a university. However, we are also mindful of the numbers of people we hire and the specific positions we fill. To ensure an appropriate level of oversight on our appointments and to operate within our financial means, we introduced a centralised recruitment committee that reviews all hiring decisions.
How does the increased leave liability impact our organisation, and what are the financial benefits of taking leave?
Taking leave is not only vital for our wellbeing and it also offers significant financial benefits for ANU.
Encouraging more leave will support our collective health and help reduce excess leave liabilities, which positively impacts our budget. This initiative requires teamwork, clear coverage plans, and effective delegation to ensure everyone can take necessary breaks.
As of October 2024, our average for annual leave at ANU is 22.4 days, compared to the sector average of 17.7 days. We estimate if every employee were to take just one additional day of leave, it could result in a saving of approximately $2.7 million for the University
What factors are contributing to cost increases over the past three years?
Key factors contributing to the increase in costs over the past three years have included salary costs (driven by growth in University-wide staff numbers, wage inflation and higher use of consultants and temporary staff), building costs (including repairs and depreciation), software and subscriptions expenses and travel expenses. To address non-salary costs, we have established the Expenditure Taskforce, chaired by the Chief Operating Officer, to review these areas.
Is the ANU considering alternative revenue streams, such as online postgraduate programs, to attract more full fee-paying domestic students?
The University is continuously exploring opportunities to increase revenue where this aligns with the quality of our teaching. However, the changing policy landscape currently constrains our ability to significantly grow either international or domestic student numbers for the foreseeable future. This is why we must focus on effectively managing our costs and operating within our projected revenue.
Can ANU sell some of its assets to improve the budget shortfall?
While all options are being considered to address the budget shortfall, it is important to note that many of the University’s assets have limitations on their sale. This includes items such as precious artworks and land parcels, which often have conditions attached to their ownership or use.
Will the Expenditure Taskforce publish a report that we can see?
The Expenditure Taskforce was formed to identify opportunities for sustainable non-salary savings across the University.
The Chief Operating Officer is providing regular updates on the work of the Expenditure Taskforce through On Campus.
Will you consider cutting down on expensive external contractors and consultants to help contribute to our non-salary savings?
Yes. We are actively seeking to find the majority of our savings target from non-salary expenditure and this includes a focus on reducing costs associated with external contractors and consultants. We have already taken action to reduce our spending in this area and this work will continue. Additionally, we have reduced the threshold for VC approval to engage consultancies, ensuring greater oversight.
With the cap on international student numbers impacting our revenue streams, what strategies is the University implementing to increase domestic student enrolment?
We are dedicated to recruiting students from all sectors, from around Australia and beyond, and at different stages of their education journey. We’ve been focusing on growing our domestic postgraduate coursework cohort with initiatives such as , and these efforts have successfully led to an increase in enrolments. We’ve also been focused on diversifying our domestic undergraduate cohort, so that Australia’s only national university truly reflects the community it serves. We are closely watching developments in the Federal Government, where policymakers are exploring a ‘managed growth model’. If this comes to fruition, it may influence the number of domestic Commonwealth-supported students we are able to enrol from 2026, which primarily impacts our undergraduates.
How did Council arrive at the target of $250m permanent cuts? What method was used for this calculation?
The target of $250m in permanent cuts was determined based on a forecasted $202m deficit for 2024. For 2025, we anticipate further cost inflation (including two automatic 2.5 per cent salary increases) and constrained revenue due to the impact of new international student caps. The $250m reduction is projected to result in a small, but positive operating surplus, which is our measure of financial sustainability.
What is the composition of the ANU Council in 2025?
Information about ANU Council and its 2025 Membership is available on the ANU Council website. along with further information about ANU Council.
Proposed professional restructures
Will there be further change proposals in 2026?
The University is on a journey throughout 2025 to reduce our annual operating costs by $250m and return to a sustainable footing for the future with some changes potentially extending into 2026. We will keep our community informed of any future proposed changes and opportunities to contribute your views in the consultation periods, as covered in our Enterprise Agreement.
Is there any silver lining in all this restructuring that we can focus on?
Yes. While we acknowledge that change can be hard, particularly for directly affected staff, there is a silver lining: we are ensuring that Australia’s only national university can thrive for many years to come, so we can continue undertaking our important research and education work for the benefit of Australia. Our proposed academic college realignment will better position us in this mission, creating new centres of gravity and purpose so we can best respond to our current environment and future needs.
How does the implementation of the proposed academic restructure work with the centralisation process?
These concurrent realignments are related and will work hand-in-hand. They are both part of the same clear mission: to ensure ANU is on a sustainable footing so we can continue delivering on our important national remit into the future.
When viewing an Organisational Chart or Table, how do I locate my position number ?
Your position number (PN) is available in HORUS.
Log into HORUS Self-Service using your ANU ID and password. Click on the ANU Delegations tile and your PN will appear next to Current Position.
For further information about finding a Position Number, follow the steps outlined in this guide:
Support services
What support is available to me?
The University's highest priority is the health, wellbeing and safety of our community. We aim to provide our community with support so we can help each other get through this challenging time.
Staff and their family members can access free support and counselling through the which can be reached on 1800 808 374 (this number operates 24 hours a day, seven days a week).
Staff can also contact the ANU Advisers to Staff who provide free, confidential and professional counselling and advice to staff on-campus in dealing with work-related or personal issues that may be affecting their work.
These services are available to us all and can help provide you with advice about the things that you can do to help support you during times of change.
See also this list of .
Voluntary Separation Scheme
How can I express interest?
Please submit a Voluntary Separation Scheme .
How will my application be assessed?
Each EOI will be reviewed by People & Culture (P&C), your leadership hierarchy, and ultimately considered by the Recruitment Approval Committee (RAC) which is comprised of senior leaders of the University. The RAC will make the final decision based on the University strategic and operational priorities.
The assessment will consider the following factors:
- Position necessity: Whether your position is essential to the University's current and future needs.
- Workload impact: If your tasks can be managed differently while meeting workload and WH&S requirements.
- Irreplaceable skills and knowledge: If your specific skills or knowledge should be retained.
- For academic staff, whether your departure would negatively impact educational programs, research, or student experience.
The final decision will reflect a comprehensive evaluation of these factors to ensure the best outcome. An offer for voluntary separation will only be made after this assessment is complete.
Am I guaranteed voluntary separation if I submit an Expression of Interest (EOI)?
No. An EOI indicates your interest in being considered for voluntary separation. However, it is only after the University assesses your EOI against specific criteria that an offer may be made. The University is not obligated to offer voluntary separation unless you formally accept the offer by signing the separation agreement (the Deed).
What if I am not eligible for the VSS but still want to leave the University?
Staff members who no longer wish to be employed by the University always have the option of submitting their resignation. The terms of your resignation, including entitlements and notice periods, will be governed by the relevant employment agreement (such as the Enterprise Agreement or senior contract).
If you’re interested in discussing alternative options, you may speak to your manager or . While there is no specific framework for non-eligible staff, there may be limited and unique circumstances where the University may be open to entering into discussions with staff to leave on mutually agreed terms.
I am an academic interested in staying connected to the University for research but not as an employee. Are there options for this?
Yes. When you submit your EOI, you can indicate interest in a Visiting and Honorary Appointment (VaHA). If your separation is approved, the University may consider offering you a VaHA. These appointments are merit-based, and it’s up to you to demonstrate why you should be conferred such a title..
What happens if I submit an EOI but am not offered a voluntary separation? Will I be considered for future opportunities?
If you are not offered voluntary separation, your EOI will remain in the central register. If the University introduces a future separation program, it will consider the EOI's of staff members who remain interested in seeking a mutually agreed separation.
Can I withdraw my EOI after submission?
Yes, you can withdraw your EOI at any time before the formal offer is made. We kindly ask that you notify us of your withdrawal through as soon as possible to allow for proper planning. After the Recruitment Approval Committee (RAC) reviews and approves a voluntary separation request, a formal offer will be made. Once you have accepted the voluntary separation offer by signing the separation agreement, your EOI cannot be withdrawn. Please ensure to withdraw your EOI promptly if you decide not to proceed before the offer is made.
When will I know if my EOI has been accepted?
Decisions will be communicated to requesting staff and their leaders by Monday 31 March 2025.
If my EOI is approved, when will my separation take effect?
When submitting an EOI, you will have the opportunity to propose a final date of employment. This proposed date will be reviewed by the relevant delegate, who will determine the exact final date of employment. The voluntary separation offer will be conditional upon your agreement to depart by the final determined date. The delegate will consider factors such as workload, other responsibilities, and your proposed date before finalising the decision. Generally, the University aims to conclude the employment of interested staff as soon as possible. At the latest, your employment must end within the same semester that you are offered and accept the voluntary separation.
What if I am unhappy that my EOI was not considered or that I was not offered voluntary separation?
The VSS process involves multiple layers of assessment and review. It is only after the RAC is satisfied the EOI aligns with the relevant criteria, that a voluntary separation will be offered. Once the RAC makes a decision, it is final. There is no avenue for appeal or review.
Do I have to sign a voluntary separation agreement to receive the package?
Yes. To receive the voluntary separation package, you must sign a separation agreement (Deed). The Deed outlines the legal terms and conditions of your separation, and you will have the opportunity to seek independent legal advice before signing. The terms of the Deed are confidential. If you are not comfortable or do not proceed to sign the separation agreement (Deed) then the University cannot proceed with the voluntary separation.
I'm with UniSuper, how can I contact them and how can they help?
UniSuper can provide information and advice regarding:
- employment termination payments and tax
- options to replace your income
- key issues if you’re considering retiring, and
- what happens to your super when you leave your job.
To make an appointment with a UniSuper consultant follow this link: .
Can I return to the University after accepting a voluntary separation?
By accepting a voluntary separation, staff are indicating that they do not wish to be employed by the University in the immediate future. The University considers it inappropriate for staff who have received a generous separation payment to later return to a position that could have been offered to another qualified candidate. Therefore, staff who accept voluntary separation should not expect to be rehired by the University in a similar or different role within 24 months of their departure.
Can I consult back to the University after accepting a voluntary separation?
Once you accept a voluntary separation, it is expected that you will not engage in direct consulting to the University in the near future. The University considers it important that the benefits of the voluntary separation package are not undermined by staff returning in a consulting capacity shortly after their departure. Therefore, staff who accept voluntary separation should not expect to be engaged as a consultant or contractor by the University within 24 months of their separation. Any potential exceptions will be considered on a case-by-case basis, subject to operational needs and approval by the Chief People Officer.
Voluntary work at the University is an exception.
How long is the VSS open for?
The VSS will be open for over two weeks. The final to submit an EOI is Friday 14 March 2025 (applications close at 11:59 PM). Interested staff members are encouraged to submit their EOI as soon as possible as the University will not be accepting EOI’s after the deadline. Once the EOI is closed, it will not be reopened.
I have two jobs at the University. How will this be treated?
If you hold both a continuing and a casual position, you are only eligible to submit an EOI for your continuing position. If your voluntary separation is offered and accepted, then it is expected you will also conclude your casual employment due to the terms in the agreement.
If you work in multiple ongoing capacities, you can submit an EOI for both positions, but each will be assessed separately. Please note this on your EOI form under “additional details” so we ensure communication to all relevant leaders.
I am interested in a pre-retirement or early retirement scheme. What are my options?
If you are considering transitioning into retirement but are not yet ready to leave, there are options available to support this process through the VSS. To explore pre-retirement or early retirement opportunities, please submit an EOI form and we will connect you with your People and Culture Business Partner for a confidential discussion about the available options.
Please note, that any early retirement offer is dependent on the university gaining approval from the Australian Taxation Office (ATO) for a scheme. We are currently progressing an application with the ATO.
I’m not ready to leave the University entirely but am considering other options like reduced hours or part-time work. What are my options?
If you’re considering alternatives to full voluntary separation, such as reduced hours or part-time work, please speak with your direct supervisor and . There may be other options available which your People and Culture Business Partner will be happy to discuss with you. This would not form part of the VSS.
Where can I get additional support during this period?
If you need any additional support during this period, then you are encouraged to reach out to our (EAP) for confidential counselling services. Details can be found here Employee Assistance Program | Services. You can also speak to your manager or contact our staff advisers for guidance.
How can I be sure that the voluntary separation process is fair?
The VSS process is designed to be transparent and equitable. All EOIs are reviewed carefully by P&C, your leadership team, and the RAC. Each decision is based on operational needs and workforce planning. If you have any questions or concerns about the process, please contact us for clarification or further support.
I’m conscious of the potential disruption of leaving the University and my team. How will the transition be handled?
We understand that transitioning from the University can have personal and professional implications. If you submit an EOI, we will work with you to ensure a smooth transition that meets both your needs and the University’s operational requirements. You will also be able to propose your final date of employment, and we will work to accommodate this as much as possible.
How will leaving the University affect my career prospects?
We understand that leaving the University is a significant decision. A voluntary separation provides an opportunity for you to transition to the next phase of your career, whether that’s retirement, new opportunities, or a change in direction.
I’ve been at the University for many years, and it’s hard to consider leaving. How can I approach this decision?
We understand the emotional attachment that comes with years of service. The VSS offers staff a respectful transition when the time comes, and we encourage you to consider your options carefully. If you’re unsure, take time to reflect on your goals. Reach out to your manager to understand how a transition could be supported. We’re here to assist you throughout this process.
I don’t fully understand how the VSS differs from a redundancy. Can you explain it to me?
The Voluntary Separation Scheme (VSS) is an employee-initiated process, meaning it is based on the employee's decision to leave the University rather than an involuntary redundancy. This scheme offers a mutually agreed separation package, providing flexibility for those who are ready to move on. It has been carefully designed and discussed with the NTEU.
Proposed changes to the ANU Colleges
Why does the academic college structure need to change?
The University must change so it can best position itself to thrive in the future. Change is necessary and unavoidable. The University’s expenses have steadily increased, while revenue has not kept pace. Reshaping our academic structure is one way for us to position the University to more effectively, and more efficiently, serve our national mission and deliver world-class teaching and research in a sustainable way.
What will be the changes to academic colleges?
Under the changes outlined in the , we will retain all 42 existing schools, centres, and institutes, but from 1 January 2025 we will move to a six-college structure that better aligns our resources, expertise, and strategic goals.
The ANU College of Health and Medicine (CHM) will be disestablished, and three colleges will be renamed and reshaped:
• The ANU College of Science will be renamed the ANU College of Science and Medicine (CSM). It will include the John Curtin School of Medical Ӱɴý, and the School of Medicine and Psychology. The College will host the University’s medical and science activities.
• The ANU College of Law will be renamed the ANU College of Law, Governance and Policy (CLGP). It will include the School of Law, the Crawford School of Public Policy, the School of Regulation and Global Governance, and the National Centre for Epidemiology and Population Health.
• The ANU College of Engineering, Computing and Cybernetics will be renamed the College of Systems and Society (CSS). It will include the Fenner School of Environment and Society, the Mathematical Sciences Institute and the Centre for Public Awareness of Science.
The ANU College of Business and Economics and the ANU College of Arts and Social Sciences will retain their existing structures.
The ANU College of Asia and the Pacific will be focused on its founding mandate to advance our understanding of the Asia-Pacific region.
You can read the here.
Would the proposed college restructure help us get to a better financial future? And by what percentage?
This change will certainly help put us on a more sustainable financial footing and reduce the gap between our revenue and our expenditure. The exact number of roles that will be affected will not be known until the Implementation Plan is released. Even at that time, a number of staff may be successful in securing redeployment options. Once the change is complete, this will be clearer.
When would the proposed new college structure take effect?
1 January 2025.
Would staff in academic units moving to a new college be re-located to a new work location?
No. Staff would remain in their current locations for now.
I don’t like the proposed new name/structure of my College. Can I suggest an alternative?
Yes, ANU welcomes your suggestions. The academic restructure is a proposal at this stage. Any feedback on proposed College names, constituent schools and so on, can be sent to org.change@anu.edu.au.
Has there been, or will there be, an independent review of schools to benchmark against international competitors in making any future restructuring decisions?
Peer and internal benchmarking is a continual process at ANU. All of the University’s schools are reviewed regularly with external experts.
I have an idea about how my College could be better restructured so that it contributes to the University’s budget repair and also makes ANU more competitive in the student market. Where can I send my ideas?
Great! Improving the University is a collective effort so we welcome ideas from our community. Please send feedback and suggestions to org.change@anu.edu.au. You can also talk to your local School Directors and managers about your ideas.
What assurances can you give that Pacific scholarships will be protected at the ANU?
There are no changes proposed for our Pacific scholarship and engagement programs. Asia-Pacific studies are part of the founding vision of ANU and are arguably more important today than ever.
When was the consultation period for the proposed changes to academic colleges?
The University is committed to consulting with staff and the union/s in accordance with the organisational change provisions under Clauses 69 and 70 of the Enterprise Agreement. In doing so, the University will give genuine consideration to matters raised about the change by affected staff and staff appointed or union representatives. Following the consultation process, the University released the implementation plans.
All feedback should be submitted to: org.change@anu.edu.au
| Consultation process | Date |
| Meetings with directly affected staff | 30 September 2024, 1 and 2 October 2024 |
Release Realignment Proposal for staff review and feedback Commencement of Consultation Period | 3 October 2024 |
| College/Portfolio Townhalls | 3 to 23 October 2024 |
| Close of Consultation Period | 18 October 2024 |
| Collation of feedback from Consultation and preparation of Implementation Plan | 18 October 2024 to 8 November 2024 |
Publication of Implementation Plan Feedback on Implementation Plan | 14 November 2024 |
| Proposed commencement of Implementation Plan | 25 November 2024 |
| Commencement of proposed Realignment | 1 January 2025 |
Proposed change to the ANU College of Health and Medicine
Why is the University disestablishing the ANU College of Health and Medicine?
The college system is young and still evolving. It was first formed in 2006 and there have been multiple iterations since then. The ANU College of Health and Medicine (CHM) itself was created in 2018. Commencement of proposed Realignment
Changing the composition of our colleges will help our financial sustainability while also positioning us at the forefront of education, research and engagement.
Disestablishing CHM allows us to transfer the John Curtin School of Medical Ӱɴý (JCSMR) and the School of Medicine and Psychology (SMP) to the new College of Science and Medicine (CSM), and the National Centre for Epidemiology and Population Health (NCEPH) to the new College of Law, Governance and Policy.
There are significant benefits to these realignments:
• Collocation of infrastructure-intensive schools within CSM maximises funding opportunities and responsible use of nationally funded resources.
• New research and education opportunities through collocating JCSMR and SMP with CSM.
• New policy education and research opportunities through collocating NCEPH with the newly renamed College of Law, Governance and Policy (CLGP).
You can read the here.
Will the Gender and Culture Review into ANU College of Health and Medicine continue?
Yes, the Review will continue and Professor Christine Nixon’s report to the Provost is still expected by the end of the year. Information about the Review, including how to contribute, can be found here.
