FAQs: Renew ANU

04 Nov 2024

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 pace. The COVID pandemic impacted all Australian universities, while changes in government policy, the management of international student numbers and macro-economic 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 intervention, the University will not be financially sustainable.

What is the University’s financial position?

The University’s expenses have steadily increased, but revenue has not kept pace. From 2021 to 2023, there was a 10.1 per cent growth in expenses, while revenue only grew by 3.4 per cent over the same period. As a result, the University has gone from a reported surplus to a persistent operating deficit, with more than $400 million in cumulative operating deficits between 2020 and 2023.

The 2024-28 Financial Plan was designed to achieve a financially stable position and climb out of these deficits. The plan was underpinned by growth in revenue via increases in student numbers, as well as cost reductions which were designed to ensure an operating surplus by 2026. However, the University has not met the Financial Plan’s 2024 target for growth or expenditure and the University’s finances remain on an unsustainable trajectory. This renders the Financial Plan unviable. The University’s projected 2024 deficit of $60 million is now in excess of $200 million.

Without structural intervention, the University will not be financially sustainable. Council has directed the University to reduce our recurring operating costs by $250 million by 1 January 2026. The University will take a phased and deliberate approach in this reset and make permanent reductions in salary and non-salary spending. The University will achieve the $250 million reduction in our recurring operating costs by reducing the University’s non-salary spending by $150 million and its salary spend by $100 million.

What has the University been doing to try to address this financial situation?

Throughout Q2 and Q3 2024, the Strategic Leadership Group (SLG) introduced a range of operational controls – targeting salary and non-salary spend, as well as organisational inefficiencies and duplication. SLG introduced a centralised recruitment committee and a new set of guidelines regarding the management of financial liabilities. SLG also worked to proactively tackle our annual leave and long-service leave liabilities which currently stand at $163.4m. These measures have halted further deterioration. Furthermore, these new controls ensure an ongoing basis for better operational and financial discipline.

What is the financial goal that the University is trying to reach?

To be sustainable into the future, and continue providing world-class education and research, we require a $250M reduction in our recurring cost base. To reach this sustainable operating level, reductions will be made across the University’s salary and non-salary spending.

To address the salary expenditure, the University realigned several professional service areas earlier in 2024, including finance, human resources, and information technology, and disestablished the Division of Shared Services. These realignments were made to provide service improvement, standardisation and connectivity in professional service functions. We will continue to realign professional services in the broader University ecosystem. This includes services supporting research, education, governance, facilities, marketing, communications and engagement. The University will streamline professional support services through a realignment and focus on consistent and equitable service delivery to ensure the “One ANU” model with clear accountability and responsibilities.

The proposed reorganisation of our academic college structure would assist with reducing our salary expenditure.

We have also taken measures to address the non-salary expenditures. Some of these measures result in temporary reductions in spending, and the University needs to turn its focus to permanent expenditure reductions, changes in processes and operations, standardising approaches and working towards whole-of-university solutions. We have established an Expenditure Task Force, led by the Chief Operating Officer, to identify opportunities for permanent expenditure reductions and to drive whole-of-university solutions. The Task Force draws on expertise from across the University. Initially, it will be focused on non-salary spend of: information technology (including licensing), procurement, facilities and travel.

When will we get the 2025 budgets?

Budgets will be developed and issued across the months of October and November with Council signing off in early December.

If ANU needs to reduce its salary spend, why is it still advertising for new staff?

There is no hiring freeze at ANU. We still need to recruit people to help us be a university of quality and distinction. However, we recognise the need to be considered about the numbers of people we hire and the positions we hire them for. That’s why we introduced a centralised recruitment committee that reviews all hiring decisions. This operational control ensures an appropriate level of oversight on our appointments, so that we operate within our financial means.

What actions have been taken to address the challenges faced by the Colleges, and how have revised budgets contributed to these efforts?

Since the start of 2024, we have progressively matured our controls over our expenditure. One example is the establishment of a Recruitment Approval Committee to focus staff hiring (with staff salaries being our biggest single cost). We have also implemented rules across our various research and project expenditure accounts. And we have established the Expenditure Taskforce, chaired by the Chief Operating Officer, to review non-salary costs. 

We did not achieve our predicted student numbers in 2024, which impacted our revenue. To manage this shortfall, we issued revised budgets to all areas of the University in June.

How does the increased leave liability impact our organisation, and what are the financial benefits of taking leave?

Taking leave is vital for our wellbeing and has significant financial benefits for ANU. If every employee took just one extra day of leave, it could save the University around $2.7 million. This year, we're forecasting a cost of approximately $8 million due to many staff not using their annual leave. Since 2019, our leave liabilities have increased, with ANU staff averaging 22.4 days of annual leave compared to 17.7 days at our Go8 peers. Encouraging more leave will support our health and help reduce excess liabilities, positively impacting our budget. It requires teamwork, clear coverage plans, and effective delegation to ensure everyone can take necessary breaks.

What factors are contributing to cost increases over the past three years?

Key factors contributing to the increase in costs have been: 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. We have established the Expenditure Taskforce, chaired by the Chief Operating Officer, to review non-salary costs.

Will senior management consider taking pay cuts in response to the budget crisis? Will there be similar salary reductions for leadership as seen during previous budget issues?

Executive pay is one of a number of options being considered as part of the University’s response to the financial situation. On 15 October, the Vice-Chancellor announced that she had asked the University's senior leaders employed on Performance Based Employment Contracts (PBECs) to consider foregoing the 2.5 per cent salary increase due in December this year, which would save our University around $1.2 million. The Vice-Chancellor also announced that she will reduce her own salary by 10 per cent effective immediately.

Why is ANU asking staff to forgo the upcoming 2.5 percent December pay increase? And what is the process for this?

We are asking staff to consider forgoing the upcoming 2.5 per cent December pay increase under the ANU Enterprise Agreement (EA). The request is only in regard to the upcoming December 2024 pay increase (the second automatic increase this year). If approved by a majority vote of our community, staff would still receive 16 per cent pay increase over the life of the current Enterprise Agreement. This request would need to be agreed by the majority of ANU staff employed under the EA through a vote. We acknowledge that asking you to forego an expected salary increase is a significant decision, particularly in the current broader economic context. But this sacrifice could prevent some job losses in our community. There will be further information about the process soon.

Is ANU asking staff to take a pay cut?

No, ANU staff are not being asked to take a pay cut. ANU has asked staff to consider foregoing one six-monthly increase of 2.5% which is due to occur in December 2024 and is the second automatic increase this year. If approved by a majority vote of our community, staff would still receive 16 per cent pay increase over the life of the current Enterprise Agreement, which includes the two 2.5% increases in 2025 (in July and December). There will be further information about the variation process soon.

Will removing the December 2024 pay rise save jobs?

Yes. If a majority of staff vote to remove the December 2024 pay rise, it will save up to $15 million. Every dollar saved from the bottom line helps us to retain jobs.

In 2020, ANU voted to defer a pay rise. How did this help staff?

The deferral of the 2% Enterprise Agreement salary increases from 2020 reduced University spending by approximately $6.75 million in 2020 and $13.5 million in 2021, which saved the equivalent of up to 90 jobs. While staff reductions were still necessary over 2020 and 2021, these salary savings significantly lessened the scale of reductions that would have been required without the deferral.

Is the ANU considering alternative revenue streams, such as online postgraduate programs, to attract more full-fee paying domestic students?

The University is always looking for opportunities to increase revenue where this is consistent with the quality of our teaching. But the changing policy landscape constrains our ability to grow either international or domestic student numbers for the foreseeable future. This is why we have to focus on controlling our costs and living within our projected revenue.

Can ANU sell some of its assets to improve the budget shortfall?

All options are being considered, however, many of the University’s assets have limitations on being sold. This includes items such as precious artworks and land parcels.

Renaming College/s would incur costs for signage, branding and merchandise. Has this been costed out per College?

Once the consultation periods are completed, we will work with each area impacted to assess these. However, we expect the benefits of the realignment to far outweigh the costs referred to here. There is also an opportunity to review collateral and make decisions about what we replace with physical items, or consider online versions instead.

Will the Expenditure Taskforce publish a report that we can see?

The work of the Expenditure Taskforce is underway now and will soon be open for input from our community. Details of how to contribute to the Taskforce’s work will be on this website when available. Regular updates from the Taskforce will be provided through On Campus.

What percentage of the current deficit can be attributed to excess and long service leave?

Currently our total leave liability is $163 million.

Will you consider cutting down on expensive external contractors and consultants to help contribute to our non-salary savings?

Yes. ANU is seeking to find the majority of our savings target from non-salary expenditure. On contractors and consultants, we have taken action to reduce our spending in this area and will continue to. We have also reduced the threshold for VC approval for engaging consultancies. 

The Expenditure Taskforce will soon be open to input from our community. We will be seeking suggestions on where and how we can reduce all aspects of our non-salary spending.

Why were the Budget forecasts different to the reality?

This is due to a number of factors on both the revenue and expenses sides of the Budget. We did not hit our student recruitment targets which have contributed to the largest shortfall in revenue. Some of this is due to factors outside the University, such as changed policy settings. Our Budget also relied on containing growth in our operating costs, but costs have grown much faster than budgeted. A lot of work has been done this year to improve our controls and ensure we are able to set and meet targets for spending control moving forward.

With the cap on international student numbers impacting our revenue streams, what strategies is the university implementing to increase domestic student enrolment?

We strive to recruit 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 ANU Postgraduate Spotlight, and these efforts have seen an increase in enrolments. We’ve also been focused on diversifying our domestic undergraduate cohort, so that Australia’s only national university properly 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 impact the number of domestic Commonwealth-supported students we are able to enrol from 2026. At ANU, these students are mostly undergraduates.

How did Council arrive at the target of $250m permanent cuts? What method was used for this calculation?

The University is forecasting a $202m deficit for 2024. In 2025 there will be further cost inflation (including two automatic 2.5% salary increases) and a constrained revenue due to the impact of new international student caps. The $250m reduction will result in a small positive operating surplus which is our measure of financial sustainability.

Do we also have a benchmark on what is an acceptable level of leave liability for an organisation in our sector?

Our average for annual leave at ANU is 22.4 days, compared to the sector average of 17.7 days.

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 are the proposed changes?

Under the proposed changes, 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 Research, 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.

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.

Why have the timelines changed for the release of the implementation plans for the Academic College structure realignment and the ANU College of Health and Medicine?

We received feedback arising from the consultation on the plans for the DVC-RI and DVC-A portfolios which has broader implications for all of the change plans. We are therefore taking an additional week to consider all of this feedback in a holistic way, which ultimately will help us set up our University for a sustainable future.

When is the consultation period?

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 will issue an implementation paper to staff and the union/s.

All feedback should be submitted to: org.change@anu.edu.au

Date

Process

30 September 2024, 1-2 October 2024

Meetings with directly affected staff

3 October 2024

Release Realignment Proposal for staff review and feedback 

Commencement of Consultation Period

3-16 October 2024

College/Portfolio Townhalls

18 October 2024

Close of Consultation Period

18 October 2024 to 1 November 2024

Collation of feedback from Consultation and preparation of Implementation Plan

To be announced shortly

 

Originally scheduled for week commencing 

4 November 2024

 

Publication of Implementation Plan

Feedback on Implementation Plan


Implementation plans have been deferred. ANU will be seeking to circulate as soon as reasonably possible. 

To be announced shortly

 

Originally scheduled for week commencing week commencing 

11 November 2024

 

Proposed commencement of Implementation Plan 

1 January 2025

Commencement of proposed Realignment 

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.

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 Research (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).

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.

Proposed professional restructures

 

Will there be further change proposals in 2025?

The University is on a journey until December 2025 to reduce our annual operating costs by $250m and return to a sustainable footing for the future. 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 is the consultation period for the proposed professional restructures?

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 will issue an implementation paper to staff and the union/s. All feedback should be submitted to: org.change@anu.edu.au.

Date

Process

15 and 16 October 2024.

Meetings with directly affected staff

17 October 2024

Address to Deputy Vice-Chancellor (Academic) Portfolio.

Address to Deputy Vice-Chancellor (Research and Innovation) Portfolio.
Address to Facilities and Services Portfolio.
Release of Change Proposal.
Commencement of Consultation Period.

23 October 2024

Facilities and Services Townhall. This address will be held in-person in the RSSS auditorium.

24 October 2024

Deputy Vice-Chancellor (Academic) Portfolio Townhall.

25 October 2024

Deputy Vice-Chancellor (Research and Innovation Portfolio Townhall.

31 October 2024

Close of Consultation Period.

1 to 15 November 2024

Collation of feedback from Consultation and preparation of Implementation Plan.

Week commencing 18 November 2024

Publication of Implementation Plan and feedback on Implementation Plan.

Week commencing 25 November 2024

Proposed commencement of Implementation Plan.

The Academic Change Proposal references two reviews that have been undertaken in relation to the Centre for Learning and Teaching (CLT). Can we have a copy of the reviews?

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 Employee Assistance Program (EAP) 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 support services.

Staff impact

 

Can I provide feedback on the change plans that have been released?

Yes, you can provide feedback by emailing org.change@anu.edu.au by the closing date shown in the plan. Please clearly indicate which change plan you are commenting on in the title of your email.

My position is shown in a change plan as potentially affected. When will I know the final outcome?

Final outcomes will be communicated to affected staff after consultation for the change plan closes, and before the release of an implementation plan, which is the next stage in the change process. Until then, you should continue to perform your usual role.

What is the timeline for the implementation of this change?

There is a two- week consultation period after release of the change plan, unless otherwise indicated. The University will be reviewing the feedback after the closing date and preparing an implementation plan which summarises the feedback and sets out the final structure and impacts. The release of an implementation is usually no later than three weeks after consultation closes.

Have unions been notified of this change proposal?

Yes, the unions have been briefed and will also be provided with a copy of the change proposal and have the opportunity to provide feedback.

I am a continuing employee whose position is potentially affected and could be made redundant. What are the redundancy payments?

The following payments apply to continuing staff covered by the Enterprise Agreement, whose positions are made redundant and who are not redeployed into an alternate role following a 12-week period of redeployment and the relevant notice period (Clause 57 of the Agreement): 

• For academic staff: a redundancy payment of three weeks’ salary for each year of service with a minimum payment of five weeks’ pay and maximum of 68 weeks’ pay; and 

• in recognition of the longer lead time for academic recruitment and engagement, an Academic Employment Transition Payment of up to 16 weeks’ salary for academic staff, provided that the total of the redundancy payment for academic staff does not exceed 78 weeks (excluding accrued annual and long service leave). 

• For professional staff: a redundancy payment of three weeks’ salary for each year of service with a minimum payment of five weeks’ pay and maximum of 64 weeks’ pay. 

• All staff: payment of accrued annual leave and long service leave.

I am an affected staff member and would like to know how much I might receive if I did take a redundancy.

Please email org.change@anu.edu.au if you would like to review an estimate of a potential redundancy payment. Please note this is only applicable to continuing staff. If you are a fixed term employee and you want to know more about your potential entitlements, please contact your local HR Manager for further advice.

If I decided to take a redundancy, when could I receive my payment?

The option for redundancy would be available to continuing staff whose positions are confirmed surplus at the implementation stage of the change. If your role is declared surplus at this stage, you will receive written notification of this from People and Culture and would have the option at that point to express interest in redundancy.

What options are available to me if my position is declared redundant but I don’t want to take a redundancy?

For continuing staff whose positions have been declared redundant, a redeployment process will be initiated which aims to assist staff in being redeployed into a suitable alternate position within the University during a 12 week redeployment period, where such positions are available.

During this 12-week period, staff will need to apply for positions and go through merit based selection processes. If at the end of the 12 weeks the staff member has not been redeployed into a suitable alternate position, the staff member will be provided with relevant notice that employment with the University will cease, and the staff member will receive a redundancy payment at the end of the notice period. For those staff covered by the Enterprise Agreement this is set out in Clause 57 of the Agreement.

Where the University cannot identify a suitable alternative position, the staff member may elect to seek redeployment to other positions, including positions at a lower classification. If a staff member is successful in obtaining a position by demonstrating that they meet the selection criteria and agree to being transferred into the role, the staff member may be redeployed into a lower classified position. Where a staff member agrees to be redeployed to a position with a lower classification, salary maintenance of up to 26 weeks for professional staff and up to 12 months for academic staff may be paid at the pre-transfer salary rate.

I am a fixed term employee. What are my entitlements if my contract is terminated early as a result of a change process?

This depends on the type of fixed term contract. Individual advice will be provided on entitlements if the contract is terminated early at the time the change is implemented. If you have any immediate questions about your contract, please contact your local HR Practitioner.

I’m on parental leave – what happens if my position is made redundant while I am on leave?

All staff will continue to receive information regarding any proposed changes to their local area and position, regardless of whether they are on extended leave (or not). If any staff that are currently on extended leave and their position is made redundant, they will be formally notified in writing and provided with all relevant information. The University will work with staff directly in regard to options, which include offering redeployment opportunities, working around leave dates or responding to any requests from staff for an early separation.

I’m currently on a temporary transfer. What happens if my substantive position or my temporary transfer position is made redundant?

If a staff member’s substantive continuing position is made redundant, they will be formally notified and the University will work with the staff member on redeployment opportunities and other options. Depending on the end date of the temporary transfer, this date may have to be reviewed and adjusted if a staff member is successful in being permanently redeployed into a suitable alternate role during the formal redeployment process. The University will work with both local areas to finalise an outcome. If a staff member is not successful in being redeployed into a suitable alternate role during the formal redeployment timeframe, the staff member will be provided with formal notice that their employment with the University will terminate at the end of notice period and the staff member will receive a redundancy package. If this date is prior to the expiration of the temporary transfer, the temporary transfer will expire early.

If the temporary transfer position is made redundant, the University will work with staff on options. Dependent on the end date of the temporary transfer, there may be an opportunity to return to the staff member’s substantive position early, however this is not guaranteed - especially if the substantive position has been backfilled. Alternate temporary transfer opportunities can be explored until such time that the staff member can return to their substantive role, however a vacancy would need to exist for this to be facilitated.

Are voluntary redundancies being considered again, or will they only apply to identified excess positions?

Voluntary redundancies are not being considered at this time, except for staff whose positions may directly affected. The Executive is having live and ongoing conversations and will provide updates as soon as possible.

Will redundancy payout benefits be subject to income tax in the current 'Renew ANU' plan?

Voluntary redundancies are taxed at the applicable taxation rates for redundancies as specified by the ATO.

What will happen to students in degrees that now cross colleges? Eg: PhB students studying mathematics or computer science?

Students shouldn't notice a change as the Schools will remain intact, with the reporting line changes happening at the College level. If students have further questions, they should contact their local student engagement team.

Will there be more changes?

The proposed college realignment is one part of our journey to get us on a sustainable footing by the start of 2026. There are also changes happening in our professional staff areas, and further changes expected along the way. Ultimately, when we reach our goal, we’ll be able to more effectively serve our national mission of delivering world-class teaching and research.

I have a question that isn’t listed on the FAQ page. Who can I contact?

You can email org.change@anu.edu.au with your feedback. Please note that we are unable to respond individually to all specific questions. The best course of action is to speak directly with your manager, and check these FAQs which are updated regularly.